C A R EER DE V ELOPMENT UPDAT E


ARMY AL&T


Adopting Government Practices that Encourage Efficiency


• ADOPTING “SHOULD-COST” AND “WILL-COST” MANAGEMENT: Use historically informed independent cost estimation (“will-cost” estimates) to inform managing of programs to cost ob j(jectives (“should-cost” estimates).


• STRENGTHENING THE ACQUISITION WORKFORCE: Achieve SECDEF goal of adding to government acquisition workforce with increased skill levels. Leverage unique qualities of non-profit FFRDCs and UARCs to augment acquisition workforce capability.


• IMPROVING AUDITS: Improve consistency and quality of government audits, and focus them on value-added content.


• MANDATING AFFORDABILITY AS A REQUIREMENT: In new programs such as the SSBN-X nuclear missile submarine, the Presidential Helicopter, the Ground Combat Vehicle, and the Air Force/Navy Long Range Strike Family of Systems, cost considerations must shape requirements and design.


• STABILIZING PRODUCTION RA PRODUCTION RATES: To ensure more programs are more programs are in stable, economically favorable ates favorable rrates of


production and avoid cost escalation, program managers may not adjust production rates downward without head of component authority.


• ELIMINATING REDUNDANCY WITHIN WARFIGHTING PORTFOLIOS: Emulate the Army’s Precision Fires Capability Portfolio approach to identify where multiple programs are pursuing similar objectives.


• ESTABLISHING SENIOR MANAGERS FOR PROCUREMENT OF SERVICES: Follow the Air Force lead in establishing a Program Executive Officer for services in each DOD component to focus on improving policy and practice in this high-dollar-value area.


• PROTECTING THE TECHNOLOGY BASE: Protect the future by sustaining investment while focusing on high value- added work.


OCTOBER –DECEMBER 2010


60


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