Defense AT&L - January-February 2012
January - February 2012
Defense AT&L is a bimonthly magazine published by DAU Press for senior military personnel, civilians, defense contractors, and defense industry professionals in program management and the acquisition, technology and logistics workforce.
View as PDF 11 Articles in This Magazine
After nearly 10 years in Afghanistan, dozens of contingency contracting offices still operate independently, without a unified strategic focus and with gaps in checks and balances. A lead organization charged with integrating the acquisition continuum from requirement to disbursement will help ensure a secure and peaceful economy in Afghanistan.
A dearth of raw-materials manufacturers. Vendors with no U.S. government contracting experience. Locations with no address. Vendor challenges in Afghanistan are many. But so are the strategies for surmounting them.
Drag and drag cost are two important metrics often missing from critical path analysis. Using formulas to determine the true cost of an activity, including delays it could produce, can help stay on the path to success.
Working with a contracting officer is easier if you learn to see the world through KO lenses. Meet regularly, establish a standard operating procedure, negotiate a contract on big or critical projects— and consider reading the entire Federal Acquisition Regulation.
How does an organization make continuous improvement happen? Crane Army Ammunition Activity uses a six-part process—one that has proven successful in at least two major CAAA initiatives.
The size and complexity of the integrated master schedule—along with misconceptions about how to use and create one—has made IMS an underused tool for program teams. The Planning & Scheduling Excellence Guide— available for free online—can help make sense of the IMS.
Defense acquisition has been called a contact sport. But which sport?
A cautionary tale about the best-laid plans of mice and managers.
When multiple teams work together, true teamwork can be in short supply. Focused leadership, clear direction, open communication, and ground rules help get everyone playing from the same sheet of music.
Overemphasis on process in program management can lead to insufficient focus on outcomes, the author writes in his final piece for Defense AT&L.
Defense Acquisition Magazine
January - February 2012