GETTING GOOD DATA
DOES BUSINESS HAS BEEN AFFECTED BY MANY INFLUENCES, INCLUDING ECONOMIC AND
GOING TO WAR, CRISIS,
and negative root causes, enabling us to share lessons learned. We must evaluate how we can apply these in a stringent economic environment with more threats and more information than ever.
What information do we really need? How do we ensure that the owners of this information can share it easily? How can we use this information in more dynamic ways to capture trends and anticipate problems before they occur?
WORKING WITH PEOS Along with managing and analyzing data the Secretary of Defense (OSD), PARCA looks at simplifying internal acquisition program management by working with and understanding their management concerns. Even with the multiple ways
ARMY THE DRAWDOWN OF FORCE
CONTINUING THE
we can communicate using technology, face-to-face communication is important.
PARCA has begun workshops in which PEOs and deputy assistant secretaries of reporting requirements
and business
rules, and to provide feedback to wire- frames and demonstrations of the revised data and automated reports.
These conversations are invaluable, because a cornerstone of data quality is consistent stakeholder engagement, with open discussion of what data are really important, the best way to capture the data, and how they are used.
A SIMPLER APPROACH One of PARCA’s roles is combat developer for Product Manager (PM) AcqBusiness,
GENERATION,
RESOLUTIONS, WAR
EFFORT.
a program designed to manage acqui- sition program reporting. Data from the PEOs, such as acquisition program baselines, performance against baselines, program risks and status, personnel and status, program issues, and general program information go into systems at PM AcqBusiness. Depending on the level of access, the data are for PEO use only, or shared with ASA(ALT), OSD, and/or Congress.
Previously, data were in stovepipes. There was too much data, with an absence of business
rules, meaningful
sense, and predictive analysis. PARCA has begun to engage the community with governance boards and workshops deliberately and methodically. These problems can be daunting, but by break- ing them down and working to simplify
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