Enhancing Management of the Joint Future Vertical Lift Initiative
Abstract
The history of joint acquisition programs in the U.S. Department of Defense (DoD) reveals mixed outcomes - some positive, some negative. Joint program management is intended to reduce the investment, management, administrative, and support costs throughout a program's life cycle and spread risks across participating services. Increased commonality theoretically yields cost savings from reduced duplication of development activities and economies of scale that are realized during the production and support phases. However, joint management introduces significant complexities, while commonality introduces significant technical challenges that can contribute to cost growth, schedule delays, and performance shortfalls, all of which detract from the benefits expected from commonality. The joint Future Vertical Lift (FVL) initiative asked the RAND Corporation to examine joint management constructs and recommend strategies for improving both its internal organizational structure and its alignment with key external bodies. Based on a review of historical joint initiatives, as well as a review of relevant business management literature, we identify some of the factors affecting joint program outcomes and recommend ways to apply those lessons to the management of FVL. This study should be of interest to senior leaders and program managers in DoD planning or currently involved in joint programs, as well as to the broader DoD acquisition community.
Document Details
- Document Type
- Technical Report
- Publication Date
- Jan 01, 2017
- Accession Number
- AD1085735
Entities
People
- Jeffrey A. Drezner
- Parisa Roshan
- Thomas Whitmore
Organizations
- RAND Corporation