Skip Ribbon Commands
Skip to main content


Topic Area
ACC Topic
Summary Description
Tacit Knowledge Project TKP Background 759014.doc
ReferenceTacit Knowledge Project TKP; PM Executive Leadership
The Tacit Knowledge Project is a DAU/DSMC initiative to design and test a system for "just in time" tacit knowlege retrieval and sustanment at the point of need in order to improved Acquisition outcome for DSMC leaners AND the DoD/Federal acqusition community in general.  The initial focus will focus on DSMC target learners.    The initiative is designed to be a pathfinder for DAU. 

Background:  There is a wealth of information residing in the life experience of acqusition professional, information that could be of vital in importance to other who are addressing similar challenges and opportunities.
This "tacit" knowledge often comes in the form of partical or incomplete insights, hunches, frameworks, rubrics, processes, methods, rules-of-thumb and procedures.  Because it resides within the experience of individuals and groups, it is often hard to find and not readily transferrable to others.
We hope proejct is a catalyst for a "Wisdom Culture" where we routinely capture and share the wisdom of acqusitoin professionals in the classroom, on the job, and in retropsect.
The Tacit Knowledge Project is design to help the users:
1. Face a challenge or opportunity
2. Require reliable information to help them solve/leveage the issue
3. Have a limited time
4. Want one-stop easy acess 24/7/365
5. May be interested in multiole formats, e.g. video, scholarly article, data
6/27/2017 12:11 PM
DAG Dialog Series - 1 - Uncertainty and Risk Management.pdf
Program ManagementDoDPresentationVideos; DAG Dialogue Videos; PM Acquisition Management; Program Execution
DAG (Defense Acquisition Guidebook) Dialogs are a part of our Tacit Knowledge Project, an effort by the Defense Systems Management College (DSMC), a part of the Defense Acquisition University (DAU), to capture tacit knowledge. Our goal is to create an ongoing dialog in the DoD Acquisition workforce about the tacit knowledge that is key to help leaders and teams more effectively and efficiently execute the explicit knowledge covered in the DAG, DoD instructions, and policy. 

In this series, Professor Pat Barker, Professor John Driessnack, and David Lengyel, prior NASA Knowledge Manager, discuss their experiences with uncertainty and risks and how one can handle the challenges (Driessnack’s broader term).  Each record several monologs on there specific interests, then the group discusses (broken into two sessions) their various monologs and how they are related. They discuss sharing knowledge and linking the risk and opportunity data across the functions on a program team.  The connections between there monologs and how program team can execute a robust risk management program are discussed.  Finally, they discuss how risk management approach can be beneficial to the program team.
6/30/2017 8:02 AM
Driessnack CAIRO and CREST CoP Post.pdf
Program ManagementPresentationRisk and Issue Management - Topic Page; Schedule Risk Analysis SRA; Cost Estimating Overviews General; Analysis and Assessment; DAG Dialogue Videos
The charts outline the CAIRO and CREST concepts along with John Driessnack A2W 3 cube model.  The charts go with the DAG Dialog about CREST and CAIRO.
7/11/2017 4:46 PM
Evaluating Decision-Making Modalities and Risk.pdf
Program ManagementCase StudyRisk Issue and Opportunity Management; DAG Dialogue Videos; Articles
Evaluating Decision-Making Modalities and Risk
Acceptance Behavior after a Major Mishap: The Case of
NASA and the Space Shuttle Columbia Accident

The February 2003 loss of the space shuttle Columbia on
mission STS-107 was a mishap that stunned both NASA and
the world. This research examines the pre-NASA and post-
NASA decision-making modalities and risk acceptance behavior
for the safe and reliable operation of the space shuttle
through the lens of hazard analysis. Interviews with NASA
administrators and senior Space Shuttle Program managers
bring back to life their views from the 2003 through 2005
timeframe, during which NASA returned the space shuttle
back to a flight status. Lessons from their effort have broad
applicability to other organizations recovering from—and
attempting to prevent—a major accident.
8/2/2017 3:39 PM