The Project Manager and Defense Contracts Administrative Services.

Abstract

The study was tailored to provide a brief history followed by an identification of the organizational elements, concentrating specifically upon those people who are the 'doers' within DCAS. This was followed by a general discussion of DCAS 'can do' and 'can't do' with conclusions and recommendations. Material gained through discussion with DCAS functional directors, as well as from personal experiances gained by the author through assignment at a DCAS region. The study concludes that a great deal of institutional memory exists within DCAS which should be utilized. Further, eleven years of experience dealing with all services and varied industry on a multitude of contracts, big and small, must be recognized, DCAS itself is reorganizing to further its' mission of field contract management. The PM can no longer afford (in terms of manhours and dollars) to 'go it alone' and must utilize the 18,000 people organization if he is to effectively field a system promptly and within cost. (Author)

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Document Details

Document Type
Technical Report
Publication Date
May 01, 1976
Accession Number
ADA033846

Entities

People

  • John E. Hildebrandt

Organizations

  • Defense Systems Management College

Tags

Communities of Interest

  • Weapons Technologies

DTIC Thesaurus Topics

  • Acquisition
  • Business Administration
  • Commerce
  • Contract Administration
  • Contractors
  • Contracts
  • Control Systems
  • Defense Systems
  • Department Of Defense
  • Employment
  • Engineering
  • Governments
  • Management Personnel
  • Organizational Structure
  • Personnel Management
  • Procurement
  • Systems Management

Readers

  • Defense Acquisition Program Management
  • Educational Psychology
  • Systems Analysis and Design