The document discusses the challenges and reforms in the U.S. Department of Defense (DoD) acquisition process, emphasizing the need for a streamlined, accountable, and technologically mature acquisition system to meet evolving military and global requirements by 2025. Key issues include funding instability, the fragmentation of processes, and the importance of clearly defined requirements. The future of defense acquisition is projected to involve increased collaboration between the DoD and industry partners, leading to a more integrated and responsive defense strategy.

1. Project Management Circa 2025PMI Global Congress -- North American Chapter 19 – PM and Defense Acquisition 2025Major Michelle “Shelli” Brunswick, PMPAcquisition & Space Professional in the USAFDefense Acquisition UniversityThe views presented here do not represent those of the DOD or DAU.

2. PMI Global Congress -- North American What is the largest BuyingEnterprise in the world?Department of DeFense$388 Billion in FY 2008

3. OverviewExternal DriversInternal SystemIndustry

4. External Drivers “The greatest strength of our armed forces is the initiative and adaptability of our people.” MILCOM 2006 ConferenceGordon England – DEPSECDEFThreats

5. Politics

6. Weapon Systems

7. ResearchThreats“What we do know is that the threats and challenges we face abroad in the first decade of the 21st century will extend well beyond the traditional domain of any single government agency.” Kansas State University Lecture, November 2007Future threats

8. Weakened economy

9. PartnershipsRobert Gates - SECDEF

10. Politics“…more than any other single participant in the acquisition system, Congress shapes theRegulatory Framework and culture of defense acquisition through the mandates of Federal law and its oversight function.” Business Executives for National Security, Getting to Best: Reforming the Defense Acquisition Enterprise, July 2009Congress authorizes the budget

11. Congressional legislationSecretary Ashton B. Carter – USD AT&L“The Department strongly supports the improvements in the areas of defense acquisition and policy that are addressed in S. 454, the Weapon Systems Acquisition Reform Act of 2009 and in H.R. 2101, the Weapons System Reform Through Technical Knowledge and Oversight Act of 2009.” Secretary Ashton B. Carter, USD (AT&L), 12 May 2009

12. Weapon Systems“What the department is seeking is timely synchronization and integrated delivery of capabilities—and to do it within projected costs and on schedule. The approach is to identify gaps and seams, to eliminate redundancies except by design, and to make sure that solutions are completely interoperable.” MILCOM 2006ConferenceGordon England – DEPSECDEFInformation dominanceSystem-of-Systems

13. Net-centricResearch“The greatest long-term threat to America, and to our close friends and allies, is falling behind in science and technology.” MILCOM 2006ConferenceGordon England – DEPSECDEFCurrent expenditures vs. long-term expenditures

14. Driver of technology vs. receiver of technologyInternal System “We must have well-identified requirements, adequate funding and robust processes utilized by trained personnel that can execute the program.” 7 March 2008Keith Ernst – former Acting Director, DCMAAcquisition Process

15. Organization

16. Work ForceAcquisition Process“At the strategic level, DOD’s processes for identifying warfighter needs, allocating resources, and developing and procuring weapon systems—which together define DOD’s overall weapon system investment strategy—are fragmented and broken.” 3 June 2008, GAO

17. Acquisition Process“But for those programs that do have cost and schedule growth, the biggestdrivers are unstable requirements, immature technologies, and funding instability.” 3 June 2008Hon. John J. Young, Jr. USD(AT&L) Requirements Process

18. Technology Maturity

19. Funding

20. OversightProgram Managers“Program Managers are the heart of the defense acquisition process…”Business Executives for National Security, Getting to Best: Reforming the Defense Acquisition Enterprise July 2009 Little “A”

21. Requirements Process“To limit cost growth, the DOD should establish an early program baseline and maintain it throughout the acquisition process.” Steven R. Meier, CIA, March 2008Hon. John J. Young, Jr. USD(AT&L) “Stop tinkering with requirements for weapons systems because such actionscause cost overruns and schedule delays.” 30 July 2007

22. Technology Maturity“The GAO reported that of the programs assessed, only 15 percent entered development with demonstrated high levels of technology maturity, causing many programs to experience significant growth in development cost.” 15 November 2005, GAOFCS$159BIncremental development vs quantum leaps

23. Funding“DOD pays for poorly performing programs by expropriating funds from other programs. This type of action destabilizes the other programs and reducesthe overall buying power of the defense dollar.” 7 March 2008KeithActing Director, DCMA Ernst – formerF-22Nick Kuzemka – VP, Program Management, Lockheed Martin“Funding instability on complex weapon systems causes renegotiation and re-baselining of the plans, schedule and integration. This has a ripple effect through the supply chain.” 6 March 2008

24. OversightThe DOD needs to make tough decisions -- which programs to pursue, and more importantly, not pursue; make sure programs are executable; lock in requirements before programs are ever started; and make it clear who is responsible for what and hold people accountable when responsibilities are not fulfilled. 29 April 2008Hon. John J. Young, Jr. USD(AT&L) “Take control of the processes to ensure you have an executable, funded, and manageable program. Be prepared to be held accountable for execution of your program.” 6 June 2008

25. Organization “The organization is only as good as the people you put in it” 28 March 2008Top 100 Defense ContractorsRalph DiCicco, JR – Acting Dir., AF/ ACE“Agencies need to consider developing a total workforce strategy … address the extent of contractor use and the appropriate mix of contractor and civilian and military personnel…identifying and distinguishing the responsibilities of contractors, civilians and military personnel are critical to ensure the contractor roles are appropriate.” 11 March 2008

26. OrganizationStove PipesNick Kuzemka – VP, Program Management, Lockheed MartinThe current joint programs are not able to streamline the requirements process across the Services. For example, the JSF Program Office has a RequirementsBoard where the different Services convene. However, after a joint decision hasbeen made, each Service is still required to go through their individual approvalchannels” 6 March 2008

27. ExperienceProgram Management is a profession just like any other profession, and it musthave upward visibility and mobility. The Department must re-professionalize theprogram management career field by providing personnel with formal education and practical experience. 19 February 2008Lt . Gen Lawrence P. Farrell, Jr., USAF (Ret) -- President & CEO NDIAThe greatest challenge to developing experienced program managers is the decrease in DOD weapon system procurement. One solution to this shortageis to rotate DOD program managers with program managers in other U.S. government agencies and industry and vice versa.

28. Corporate Knowledge20% of knowledge in an organization is information you can search for in books, regulations or manual. The remaining 80% of the knowledge resides inexperience, insight and lessons learned. This corporate knowledge is the why and how to do things, knowing what works and what doesn’t work. 12 February 2008A single drop of water can send a ripple for miles; similarly a single idea,given at the right time, can help you for years to come.Colonel William S. “Bill” Kaplan, (ret) USAF, Chief Knowledge Officer, Acquisition SolutionsMentorship