Under Secretary of Defense for Acquisition, Technology, and Logistics (USD(AT&L)) Objectives/Projects
Institute a system to measure the productivity and performance of the acquisition system on a program basis.
Institute a system to measure the productivity and performance of acquisition institutions.
Elevate the status, prestige, and professional standards of acquisition personnel, focusing on key leaders.
Increase the cost-consciousness and cost-related performance of the total DoD AT&L workforce (personnel and training).
Institute a process for defining the affordability of Major Defense Acquisition Programs to include sustainment.
Establish an internal ability to evaluate the impact of acquisition decisions on the industrial base.
Strengthen proactive service contracting management at the major functional level (e.g., maintenance or information technology).
Achieve small-business goals. Requirements alignment.
(SOURCE: U.S. Army Acquisition Support Center.) PROJECT #3 TEAMS
TEAM 1 What: Focus on Competency How: Certification to Qualification – Require Demonstration of Qualifications (Engaging in FY12 Acquisition Qualification Standards/Proficiency Pilots)
TEAM 2 What: Follow Competency with Accountability How: FY12 Fitreps and Civilian Appraisal Objectives include “strategic priority” objectives
TEAM 3 What: Set “Right” Standards and Selection Processes
How: Deploy selection boards, enforce standards for key leader positions, and measure/ promote to them
TEAM 4* What: Create the Aura of Prestige, Status, and “Fraternity/Sorority”
How: Special awards, AcqDemo, designated billets, special seminars/meetings, articles, “Hall of Excellence”
THE WAY AHEAD We’ve established four subgroups, each with a goal to further define, research, and analyze the team’s initiatives:
Validate acquisition qualifications—All service components should validate position designation and certification or qualification requirements, expand acquisition participation in the Defense Civilian Emerging Leader Program, and review noncompliance conse- quences and policy or statute changes for removal from the acquisition corps.
Provide incentives—Meaningful incen- tives for key leaders should be tied to
their gious programs’ success. assignments at follow-on assignments are one
incentive for successful leaders; so are mentorship
the Ser-
vice Acquisition Executive and AT&L senior-leader levels. Encouraging and promoting memberships in ian professional organizations
is also civil- Presti-
important. Bottom line: Acquisition personnel must believe their work is valued. Attrition is related to the value placed on a person’s work.
Deploy a strategic communications plan—The intent is to tell acquisition success stories through available media, develop a communication strategy that highlights
successful
comes, and ensure that senior service members recognize that acquisition professionals are important assets in attaining mission success.
Enhance the DoD acquisition corps— Deploy special key-leader training sessions hosted by USD(AT&L) along with other functional and leader train- ing; raise the acquisition corps’ status by developing an annual induction cer- emony; and create a defense acquisition professional organization similar to the Association of the United States Army or the Defense Acquisition University Alumni Association.
Our team’s efforts to create the aura of prestige,
status,
and fraternity/sorority,
like all the other USD(AT&L) WMG projects, are a work in progress. Team meetings are being held every two weeks throughout the summer, with the final report due to the USD(AT&L) by the end of the fiscal year.
acquisition out-
The ultimate goal is to enhance our acquisition workforce with relevant and realistic incentives, increased capabilities, and recognition as important partners in providing the very best systems for our Soldiers, Sailors, Marines, and Airmen. We want to further the DAW vision of
“creating a high-quality, high-performing, agile Defense Acquisition Workforce to achieve technological superiority and protect America’s national security.” If you have comments or suggestion on this program, please send them to usarmy.
belvoir.usaac.list.usaascweb-army-
alt-magaz-ltr@mail.mil.
ASC.ARMY.MIL
153
CAREER CORNER/USAASC PERSPECTIVE
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64 |
Page 65 |
Page 66 |
Page 67 |
Page 68 |
Page 69 |
Page 70 |
Page 71 |
Page 72 |
Page 73 |
Page 74 |
Page 75 |
Page 76 |
Page 77 |
Page 78 |
Page 79 |
Page 80 |
Page 81 |
Page 82 |
Page 83 |
Page 84 |
Page 85 |
Page 86 |
Page 87 |
Page 88 |
Page 89 |
Page 90 |
Page 91 |
Page 92 |
Page 93 |
Page 94 |
Page 95 |
Page 96 |
Page 97 |
Page 98 |
Page 99 |
Page 100 |
Page 101 |
Page 102 |
Page 103 |
Page 104 |
Page 105 |
Page 106 |
Page 107 |
Page 108 |
Page 109 |
Page 110 |
Page 111 |
Page 112 |
Page 113 |
Page 114 |
Page 115 |
Page 116 |
Page 117 |
Page 118 |
Page 119 |
Page 120 |
Page 121 |
Page 122 |
Page 123 |
Page 124 |
Page 125 |
Page 126 |
Page 127 |
Page 128 |
Page 129 |
Page 130 |
Page 131 |
Page 132 |
Page 133 |
Page 134 |
Page 135 |
Page 136 |
Page 137 |
Page 138 |
Page 139 |
Page 140 |
Page 141 |
Page 142 |
Page 143 |
Page 144 |
Page 145 |
Page 146 |
Page 147 |
Page 148 |
Page 149 |
Page 150 |
Page 151 |
Page 152 |
Page 153 |
Page 154 |
Page 155 |
Page 156 |
Page 157 |
Page 158 |
Page 159 |
Page 160 |
Page 161 |
Page 162 |
Page 163 |
Page 164 |
Page 165 |
Page 166 |
Page 167 |
Page 168 |
Page 169 |
Page 170
