The Evolution of Earned Value Management
Written by: Wayne F. Abba
The EVM concept grew from a need to better manage increasingly complex defense programs, such as ballistic missiles. The genius of EVM, and a primary reason for its longevity, is its lack of prescriptive requirements.
To print a PDF copy of this article, click here.
PARCA—Acquisition Reform That Works
Daniel L. Lynch
The Performance Assessment and Root Cause Analyses (PARCA) Directorate in the Office of the Assistant Secretary of Defense for Acquisition has displayed a longed-for collaborative, innovative, and pioneering acumen.
Proactively Tailored Acquisition Models
The “Google Maps” for Acquisition
Su Chang and Pete Modigliani
Tailoring encourages a program to modify the acquisition process, program documentation, acquisition phases, and decision levels to most effectively address program needs. Tailoring is intended to give the acquisition workforce flexibility and autonomy.
Supply Chain Risk—What Is It?
James Davis and John Sullivan
A balance is needed between inventory on hand and resupply through the DoD supply chain. It is critical in locating the greatest threats to the supply chain and then developing the best way to mitigate or manage that risk.
A Better Way to Write Contracts
LT Stephen C. Hall, USN
Industry’s share of administrative burden can be increased if the DoD requires the contractor to use its own resources to write the physical contract. Having the DoD write the contract does not add value to the contracting process; industry may institute a more efficient process.
An Argument for Process-Based Audits
Christopher Kluse, Ph.D. and Mark S. Phillips, Ph.D.
The cornerstone of Government Contract Quality Assurance is the ability to verify that a product or service conforms to the terms of a contract. Verifying that historically has been a challenging task.
Great Stuff—But Beware of Pitfalls
DoD acquisition program offices often rely on specialized management consulting services. There are pitfalls as well as benefits in doing so.
Tail Spend Management:
Shaping the Future of Acquisition Reform
Jamaya S. “Rocky” Smith
Defense experts worry about increased spending on contracted services. One approach could focus on items below the $10 million “core spending” threshold.
Special Ops Forces AT&L Gets FITT
The Special Operations Forces Acquisition, Technology and Logistics Training and Leader Development Team—known as the Pathfinders—uses a closed-loop process to assess proficiency, plan training, prepare trainers, execute classes and gather feedback to restart the loop.
Sustaining Afghan Air Power:
Make, Buy or Both?
Lt Col Matthew A. Douglas, USAF, Ph.D. and Lt Col William C. Kossick, USAF
The Afghan Air Force has no previous sustainment experience on aircraft received from the United States. Therefore, Afghan maintenance and logistics capabilities on these platforms require a high level of contractor logistics support.
Required fields marked with *
Please note that you should expect to receive a response from our team, regarding your inquiry, within 2 business days.