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DEFENSE ACQUISITION UNIV FT BELVOIR VA

Overview
Works: 149 works in 150 publications in 1 language and 355 library holdings
Genres: Academic theses 
Classifications: JK1108,
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Most widely held works by DEFENSE ACQUISITION UNIV FT BELVOIR VA
Defense AR Journal. Volume 18, Number 1, Issue 57( Book )

1 edition published in 2011 in English and held by 1 WorldCat member library worldwide

International Science and Technology for the Army: Misplaced Focus? How leaders within the Department of Defense decide where to mine for international science and technology (S & T) is more of a random process than accepted methodology. Considering the importance to the commercial world of optimally located international research and development (R & D) centers, the military services' current practice of abdicating the decision-making process to a subjective evaluation versus application of accepted criteria and current information that allows quantification of the criteria invites technological surprise on the battlefield. By evaluating each criterion, the optimal decision for locating international S & T mining centers is possible. Finding the optimal technologies available for the nation's warfighters ensures world-class technologies for U.S. military programs and saves defense funding of R & D for developing existent S & T solutions. Priming the Innovation Pump: America Needs More Scientists, Engineers, and Basic Research Col Jason James Denney, USAF Downward trends in the number of U.S. born scientists and engineers, and basic research and development are threatening U.S. national security and economic prosperity. Leadership in science and technology has long been an unrivaled U.S. advantage; however, the United States has lost and is continuing to lose ground in critical technology metrics. In today's knowledge-based economy, scientific innovation is more important to U.S. economic growth and national security than ever before. Accordingly, the United States must rebuild its foundation of competitiveness - its supply of talented scientists, engineers, and basic research and development resources' that has served Americans so well over the past 50 years. In the 21st century, U.S. success lies at the leading edge of the scientific frontier
The relationships between work team strategic intent and work team performance by Thomas Robert Edison( Book )

1 edition published in 2007 in English and held by 1 WorldCat member library worldwide

Teams can be a significant resource to business leaders and can help lead to greater program successes. Little empirical data exist on what strategic characteristics make teams more effective. This study was conducted on 57 student project teams in 12 classes (327 respondents) in a Defense Acquisition University (DAU) executive level, six- week program management class in six different locations. The study not only underscores the significance of team focus on performance but also highlights how team characteristics affect team focus and performance. The results of this study have applications to the successful use of project teams throughout the DoD and in the commercial industrial workplace
Improving Defense Acquisition Decision-Making( Book )

2 editions published in 2010 in English and held by 1 WorldCat member library worldwide

This research investigates evidence and tests the hypothesis that the linkages between the defense acquisition management system, the requirements process, and the budgeting system are not sufficiently defined to enable the success of acquisition programs. These disconnects contribute to weapons systems cost overruns, schedule delays, and performance problems, and are exacerbated by the ever-changing global security environment and rapid pace of technological advancement. Through historical research, qualitative and quantitative analyses, and a comprehensive review of current policies and procedures, this research illuminates these areas of disconnect and proposes specific recommendations to fix them
Defense Authorization and Appropriations Bills: A Chronology, FY1970-FY2006( )

1 edition published in 2004 in English and held by 0 WorldCat member libraries worldwide

The passage of the Department of Defense (DoD) authorization and appropriations bills through Congress often does not follow the course laid out in textbooks on legislative procedure. Tracking DoD authorization or appropriation bills can often be confusing and time-consuming; this has been particularly true in recent years, when continuing resolutions containing the DoD and other appropriation bills have been passed in lieu of the traditional 13 appropriations bills for the entire U.S. Government. This report is a research aid that lists the DoD authorization bills (Table 1) and appropriations bills (Table 2). This includes all the pertinent information on the passage of these bills through the legislative process: bill numbers, report numbers, dates reported and passed, recorded vote numbers and vote tallies, dates of passage of the conference reports with their numbers and votes, vetoes, substitutions, dates of final passage, and public law numbers. Table 3 shows real growth or decline in national defense funding for FY1940-FY2009. Table 4 gives a more detailed picture of both regular and supplemental defense appropriations from the 103rd Congress to the present (FY1993-FY2005). Table 5 shows the President's DoD appropriations budget requests for FY1950-FY2005 vs. final amount enacted. Finally, key definitions are included. This report will be updated as legislative activity warrants
Defense AT & L Magazine A Publication of the Defense Acquisition University. Volume 33, Number 6, DAU 181( )

1 edition published in 2005 in English and held by 0 WorldCat member libraries worldwide

Defense AT & L magazine is a vehicle for transmitting information on policies, trends, events, ad current thinking affecting program management and Defense Acquisition, Technology and Logistics. As the flagship publication of the Defense Acquisition University, Defense AT & L also disseminates information on training and education, continuous learning, and e-Learning to those acquisition professionals serving in career positions covered by the Defense Acquisition Workforce Improvement Act (DAWIA)
Legal Overview of P.L. 107-174, the Notification and Federal Employee Antidiscrimination and Retaliation Act of 2002( )

1 edition published in 2004 in English and held by 0 WorldCat member libraries worldwide

In the Notification and Federal Employee Antidiscrimination and Retaliation Act, (No FEAR Act), P.L. 107-174, Congress found that federal agencies lacked accountability for enforcement of federal anti-discrimination and whistleblower statutes since any monetary judgment against an agency was paid from the Judgment Fund of the U.S. Department of Justice, rather than the agency's own operating budget. The Act addresses the problem by requiring agencies to reimburse the Treasury for any judgment or settlement of federal employee discrimination or whistleblower reprisal claims. In addition, individual agencies and the Equal Employment Opportunity Commission must post annual statistics on their websites, setting forth the numbers of complaints filed, pending, and resolved; the amount paid out on such claims; the number of employees disciplined for discrimination, retaliation, or harassment; and an examination of any trends in those statistics, including a causal analysis, the practical knowledge obtained in the process, and any planned or completed improvements made to the complaint resolution procedures of each agency
Navy Ship Procurement: Alternative Funding Approaches - Background and Options for Congress by Ronald O'Rourke( )

1 edition published in 2005 in English and held by 0 WorldCat member libraries worldwide

Some observers have proposed procuring Navy ships using incremental funding or advance appropriations rather than the traditional full funding approach that has been used to procure most Navy ships Supporters believe these alternative funding approaches could increase stability in Navy shipbuilding plans and perhaps increase the nm%ber of Navy ships that could be built for a given total amount of ship- procurement funding. The issue for the 109th Congress is whether to maintain or change current practices for finding Navy ship procurement. Congress' decision could be significant because the full finding policy relates to Congress' power ofthe purse and its responsibility for conducting oversight of defense programs
Base realignment and closure (BRAC) : property transfer and disposal by Aaron M Flynn( )

1 edition published in 2005 in English and held by 0 WorldCat member libraries worldwide

The Defense Base Realignment and Closure Act of 1990 and the Federal Property and Administrative Services Act of 1949 provide the basic framework for the transfer and disposal of military installations closed during the base realignment and closure (BRAC) process. This report provides an overview of the various authorities available under the current law and describes the planning process for the redevelopment of BRAC properties
Joint Program Management Handbook( )

1 edition published in 2004 in English and held by 0 WorldCat member libraries worldwide

This Handbook is a guide for the management of joint acquisition programs for current and future joint program personnel. As a complement to the more general Introduction to Defense Acquisition Management, Sixth Edition (Defense Acquisition University (DAU) Press, November 2003), this Handbook incorporates the perspectives of current and former joint Program Managers (PMs), including those who were members of the Office of the Secretary of Defense (OSD)-sponsored Joint Program Working Group (JPWG), which met at DAU in November 2003
Federal Regulations: Efforts to Estimate Total Costs and Benefits of Rules( )

1 edition published in 2004 in English and held by 0 WorldCat member libraries worldwide

Cost-benefit analysis has long been used to try and measure the effects of individual regulatory actions, and underlies at least part of many attempts to assess the cumulative effects of regulations on society. Some policy makers have expressed an interest in cost-benefit analysis and in developing an accurate measure of total regulatory costs as a first step in developing a "regulatory budget" that would set a cap on compliance costs Although measuring total regulatory costs and benefits is inherently difficult (e.g. determining what effects would have occurred in the absence of the regulation and aggregating the results of studies with different methodologies and quality), estimates of regulatory costs have been widely cited by policymakers, the media, and others. This report examines one widely cited report to illustrate the complexities of this type of analysis
Safe harbor for service providers under the Digital Millennium Copyright Act by Brian T Yeh( )

1 edition published in 2004 in English and held by 0 WorldCat member libraries worldwide

Congress passed the Digital Millennium Copyright Act (DMCA) in 1998 in an effort to adapt copyright law to an evolving digital environment. The expansive legislation is divided into five titles, the second of which is the focus of this report. Title II of the DMCA amended chapter 5 of the Copyright Act, 17 U.S.C. 501 et seq., and created a new 512 to limit the liability of service providers for claims of copyright infringement relating to materials on-line. This "safe harbor" immunity is available only to parties that qualify as a "service provider" as defined by the DMCA, and only after the provider complies with certain eligibility requirements. In exchange for immunity from liability, the DMCA requires service providers to cooperate with copyright owners to address infringing activities conducted by the providers' customers. Subsection 512(h) obligates service providers to divulge to copyright owners the identity of a subscriber suspected of copyright infringement. The subsection provides a detailed procedure that a copyright owner must follow in order to obtain a subpoena from a federal court compelling the service provider to reveal the identity of the suspected infringing user. This report describes the safe harbor and subpoena provisions, along with the responsibilities and obligations of service providers under 17 U.S.C. 512. In addition to highlighting specific aspects of the statutory text, the report examines case law to date interpreting and applying the DMCA's safe harbors and subpoena procedure
Defense AT & L (Volume 35, Number 6, November-December 2006)( )

1 edition published in 2006 in English and held by 0 WorldCat member libraries worldwide

"Pushing for a Sense of Urgency" is an interview with Dr. James I. Finley, DUSD for Acquisition and Technology -- After 40 years in private industry, Finley brings a unique perspective to his position and a desire to bring together the best practices of the private sector and those of the DoD. "Lessons Learned from the Army's Largest ERP Implementation," by Col. David W. Coker -- The Logistics Modernization program is poised to deliver total situational awareness of Army assets within 5 seconds of a request. "Just How Independent are Internal Auditors in DoN?" by Randall Exley -- Independent auditing ensures that DoD leaders get an impartial and objective assessment of program effectiveness, efficiency, and compliance with laws and regulations. "Generation Y in the Workplace," by Cara Spiro -- Members of Generation Y are hot commodities; how do employers meet the challenge of integrating these demanding young workers into the workplace? "Rapid Deployment Capability in Action," by Bob Poor, et al. -- The RDC process facilitates fielding new capabilities quickly, as evidenced by the Navy's fielding of the Automatic Identification System, a commercial VHF Line-Of-Site transceiver that connects vessels and shore sites. "It's All in the Talent," by Maj. Dan Ward, et al. -- Talent agents for modeling boutiques and Hollywood casting directors know that hiring the right talent will determine the outcome, profitability, and well-being of their companies. Maybe they have something to teach DoD. "When the Warfighter Needs it Now," by Robert L. Buhrkuhl - The Joint Rapid Acquisition Cell's structure and access to senior leaders make it effective in breaking down barriers that prevent timely and effective joint warfighting support. "Risky Business," by Wayne Turk -- The author presents the six key areas the Project Management Institute recommends be addressed in implementing an effective risk management program
Risk Management Guide for DOD Acquisition, Fifth Edition, (Version 2.0)( )

1 edition published in 2003 in English and held by 0 WorldCat member libraries worldwide

Acquisition excellence has changed the way the Department of Defense (DoD) designs, develops, manufactures, and supports systems. Our technical, business, and management approach for acquiring and operating systems has, and continues to, evolve. For example, we no longer can rely on military specifications and standards to define and control how our developers design, build, and support our new systems. Today we use commercial hardware and software, promote open systems architecture, and encourage streamlining processes, just to name a few of the initiatives that affect the way we do business. At the same time, the Office of the Secretary of Defense (OSD) has reduced the level of oversight and review of programs and manufacturers' plants
DoD Efficiency Decisions( )

1 edition published in 2010 in English and held by 0 WorldCat member libraries worldwide

Although the U.S. faces significant economic challenges and growing budget deficits, Defense base funding must have real growth to sustain force structure and needed modernization: Fighting two wars, Confronting ongoing terrorist threats around the globe, Facing major powers investing heavily in their military, and Sustaining current force structure and needed modernization requires 2-3% real growth. The current and planned base defense budget has steady, but modest growth of 1% per year. To make up the difference, and preclude reductions in needed military capability, the difference of 1-2% a year will be made up elsewhere in DoD. Beginning in May, Secretary Gates began a hard, unsparing look at how DoD is staffed, organized, and operated. Background The goal is not to reduce the DoD topline, but to significantly reduce excess overhead costs and apply savings to force structure and modernization
Does Anybody Out There Understand the Requirements Process( )

1 edition published in 2010 in English and held by 0 WorldCat member libraries worldwide

Beginning in 1993, over the course of more than a year, a group of 14 individuals from Air Force Space Command and the Space and Missile Systems Center pursued a charter established by senior Air Force officials. Their primary goal was to determine what was wrong with the requirements process and make recommendations to fix it. In the course of developing recommendations, many experts from the field were invited to present their perspective. Individuals came from the Defense Systems Management College, the Air Force Institute of Technology, the Air Force Office of Aerospace Studies, individual program directors and managers from a number of system program offices, different major command requirements personnel, and even a noted expert and author in space requirements and architecture from the U.S. Air Force Academy. The findings were extensive and, for training; documentation; responsibilities/resources; planning and teamwork; customer satisfaction; and modifications, upgrades, and follow-on programs. That study was used as the basis for the comments in this article. What's wrong with the requirements process? Is the process still broken? Those questions raised significant problems in the early 1990s and continue to be asked today by people from all military services. The requirements process is inextricably tied to other key questions in the acquisition environment, such as why does it take so long to field systems and why are costs seemingly always much higher than predicted? I would like to know if any of the problems we saw in the early 1990s have been solved (and whether any of the recommendations have been enacted and are useful). Did the new Joint Capabilities Integration and Development System approved on June 24, 2003, actually improve anything or did the same problems simply get rearranged under new titles? Is the requirements process still broken?
Defense AT & L Magazine: A Publication of the Defense Acquisition University. Volume 33, Number 4, DAU 180( )

1 edition published in 2004 in English and held by 0 WorldCat member libraries worldwide

Defense AT & L magazine is a vehicle for transmitting information on policies, trends, events, ad current thinking affecting program management and Defense Acquisition, Technology and Logistics. As the flagship publication of the Defense Acquisition University, Defense AT & L also disseminates information on training and education, continuous learning, and e-Learning to those acquisition professionals serving in career positions covered by the Defense Acquisition Workforce Improvement Act (DAWIA)
Military Transformation: Issues for Congress and Status of Effort( )

1 edition published in 2003 in English and held by 0 WorldCat member libraries worldwide

This report assesses the status of military transformation across the Department of Defense and indicates issues of potential interest to Congress Other CRS reports focus on individual Service efforts and functional areas. This report will be updated at least annually. On September)3 1999 at The Citadel Military College of South Carolina, then Texas Governor George W. Bush made military transformation a central theme in his campaign for President. In his words "the real goal is to move beyond marginal improvements to replace existing programs with new technologies and strategies. To use this window of opportunity to skip a generation in technology." (George W. Bush. A Period of Consequences. The Citadel, South Carolina. September 23, 1999.) In% 2001, President Bush re-emphasized transformation, three months after the 9-it tragedy, adding special urgency to the effort. (George W. Bush. President Speaks on War Effort to Citadel Cadets. The Citadel, South Carolina. December ii, 2001.) Based on a changing world security environment coupled with a broader spectrum of military missions, his Administration has made transforming the Department of Defense (DOD), in particular the uniformed services, one of its priorities. The push for transformation refines and accelerates a process underway for more than a decade. Dramatic advances in technology associated with the new field of information operations has formed a common thread binding most of the individual Services efforts in recent years. Research and experimentation have contributed to the potential range of possibilities available to the 21st century warfighter. Each Service department has approached transformation with its own vision and priority has been assigned to organizing those visions with an eye toward jointness and interoperability
Potential Navy force structure and shipbuilding plans : background and issues for Congress by Ronald O'Rourke( )

1 edition published in 2005 in English and held by 0 WorldCat member libraries worldwide

In February 2005, the Navy testified that the Navy in future years may require a total of 260 to 325 ships, or possibly 243 to 302 ships, depending on how much the Navy uses new technologies and a new ship crewing and deployment method called Sea Swap. In March 2005, the Navy provided a report to Congress showing the notional compositions of 260- and 325-ship fleets in FY2035. Navy ambiguity regarding required numbers of ships, together with proposed reductions and delays in Navy ship-procurement programs in the FY2006-FY2011 Future Years Defense Plan (FYDP), have caused concern among Members of Congress and others about future Navy capabilities and the shipbuilding industrial base. Ambiguity regarding required numbers of Navy ships may cause businessplanning uncertainty for companies that own shipyards, and may make it difficult, if not impossible, for Congress to conduct effective oversight of the Navy budget and ship-procurement programs. Historical figures for the total number of ships in the Navy are not necessarily a reliable yardstick for assessing the adequacy of today's Navy or a future planned Navy that includes a certain number of ships. Similarly, trends over time in the total number of ships in the Navy are not necessarily a reliable indicator of the direction of change over time in the fleet s ability to perform its stated missions
Ethics in Program Management( )

1 edition published in 2007 in English and held by 0 WorldCat member libraries worldwide

The defense acquisition community, as well as society at large, seems to continually experience highly visible ethics scandals. The common approach to instituting ethics taken by both corporations and government organizations is to introduce a set of rules or standards of conduct to prevent or control ethical lapses by employees, but these standards often fail to adequately cover all scenarios. While individuals come to an organization with a set of values developed over time, the most influential factor affecting their ethical behavior after they arrive is the way they are led
DOD's national security personnel system : provisions of law and implementation plans( )

1 edition published in 2005 in English and held by 0 WorldCat member libraries worldwide

Title XI of the National Defense Authorization Act for FY2004, P.L. 108-136, includes provisions on a National Security Personnel System (NSPS) for the Department of Defense (DOD) and provisions on personnel management that are applicable government-wide. The law was enacted on November 24, 2003. Title XI, Subtitle A, of the law authorizes the Secretary of Defense and the Director of the Office of Personnel Management (OPM) to establish a new human resources management (HRM) system for DOD's civilian employees and to jointly prescribe regulations for the system. The Secretary and the Director are authorized to establish and adjust a labor relations system and are required to provide a written description of the proposed personnel system or any adjustments to such system to the labor organizations representing DOD employees. A collaboration procedure must be followed by the Secretary, Director, and employee representatives. The Secretary is authorized to engage in any collaboration activities and collective bargaining at an organizational level above the level of exclusive recognition. The Secretary also is authorized to establish an appeals process that provides fair treatment for DOD employees covered by the NSPS. Regulations applicable to employee misconduct or performance that fails to meet expectations may not be prescribed until after the Secretary consults with the Merit Systems Protections Board (MSPB) and must afford due process protections and conform to public employment principles of merit and fitness at 5 U.S.C. 3201. A qualifying employee subject to some severe disciplinary actions may petition the MSPB for review of the department's decision. The board could dismiss any petition that does not raise a substantial question of fact or law and order corrective action only if the board finds that the department's personnel decision did not meet some prescribed standards
 
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