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It is common knowledge that PBL programs are very complex to design, develop, implement and manage. One cannot take a "cookie cutter approach" to PBL program development, as they are all different. To that end, it takes a special logistician, with a unique set of skills to accomplish the task of PBL program implementation. In my opinion, one of the greatest barriers to PBL approaches is not having a logistician on staff who has the resources, and the skills necessary to implement those available resources, to develop and implement a PBL program.
I think one barrier is being able to appropriately describe the performance standards for a given situation. The difficulty is when the supplier or maintainer is not responsible for all aspects of the program, so an availability standard at the system level is not an appropriate, enforceable standard. Selecting standards for subsystems may be possible. This barrier is answering "How do you know you are getting the performance level you are paying for on the contract?" Put the appropriate standards in the contract and then assess those standards--that's not easy and leads to a barrier.
The complexity of PBL is how do the stakeholders know what "good", "better" and "best" is? How to "measure" the desirement? Lastly "how to value the desirement"? I had a MACOM G3 nearly convulse when I discussed with him the PBL appraoch the boss was focusing on - 90% Operational Availability. The iniital reaction was "far to low", the units needs 97% or better. When asked isn't the C1 rating 90%? I got a downtrodden response of "well yeah but...". I asked what if we "demand 90% (good, compliant with "threshold regulatory and statuatory requirements"), minorly reward 95% (better and still compliant) and handsomely reward 98% (best, compliant and required to be affordable) while maintaining cost as nuetral? The G3 brighten and responded he coudl fully support such an approach. The devli of course was craftign the performance requirements and measurement and cost systems to support such an endeavor!
I absolutely agree with all the responses to this thought-provoking question. It is with a lot of experience and study that I hope to help resolve all of the responses. It is my opinion, that there are two major factors that affect the entire DOD "acquisition" approach. The entire DOD "acquisition" approach is more than just PBL. These two major factors are not easy to implement but the return on investment should easily justify their implementations.
I hope this helps.
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