000 02621cam a22002897a 4500
003 LIBRIS
005 20120809144639.0
007 cr cnu---unuuu
008 091202s2009 dcua s| 000 0 eng c
020 _a9780309139199 (electronic bk.)
020 _a0-309-13919-8 (electronic bk.)
040 _aN$T
_dSipr
041 _aeng
090 _c74462
_d74461
110 2 _aNational Research Council.
_bCommittee on Optimizing U.S. Air Force and Department of Defense Review of Air Force Acquisition Programs.
245 1 0 _aOptimizing U.S. Air Force and Department of Defense review of Air Force acquisition programs
_helectronic resource
_cCommittee on Optimizing U.S. Air Force and Department of Defense Review of Air Force Acquisition Programs, Air Force Studies Board, Division on Engineering and Physical Sciences, National Research Council of the National Academies.
246 3 _aOptimizing United States Air Force and Department of Defense review of Air Force acquisition programs
260 _aWashington, D.C.
_bNational Academies Press
_cc2009
300 _a1 PDF-file (xvi, 106 p.)
_bill. (some col.)
500 _aThe Department of Defense (DOD) spends over $300 billion each year to develop, produce, field and sustain weapons systems (the U.S. Air Force over $100 billion per year). DOD and Air Force acquisitions programs often experience large cost overruns and schedule delays leading to a loss in confidence in the defense acquisition system and the people who work in it. Part of the DOD and Air Force response to these problems has been to increase the number of program and technical reviews that acquisition programs must undergo. This book looks specifically at the reviews that U.S. Air Force acquisition programs are required to undergo and poses a key question: Can changes in the number, content, or sequence of reviews help Air Force program managers more successfully execute their programs? This book concludes that, unless they do it better than they are now, Air Force and DOD attempts to address poor acquisition program performance with additional reviews will fail. This book makes five recommendations that together form a gold standard for conduct of reviews and if implemented and rigorously managed by Air Force and DOD acquisition executives can increase review effectiveness and efficiency. The bottom line is to help program managers successfully execute their programs.
651 7 _aUSA
_xair force
_xarms procurement
653 _aDOD
856 4 _uhttp://www.nap.edu/catalog.php?record_id=12673
942 _cMONO
946 _aSIP0912
999 _c74220
_d74220