The Development of a Normative Acquisition Decision Making Model Incorporating Decision Analysis Principles
Abstract
Program managers are faced with the task of integrating a complex mix of goals, objectives and procedures from four sub-processes with in the major weapon system acquisition process. These sub-processes include needs determination, budget, acquisition management, and contracts. This complexity is compounded by the dual roles of the program manager traditional manager coupled with primary program advocate. To be effective in this organizational situation, the program manager requires a framework to efficiently guide decision making efforts. This study developed a normative decision making model to guide program managers in dealing with this complexity. The model, based upon management theory, focused on information generation and communication tasks. It was then compared to the Air Defense Fighters Competition decision. Decision analysis techniques were integrated into the model to structure the decision making process to efficiently generate relevant information in a form to maximize its utility to the organization as a whole. The case study evaluated Air Defense Fighter program documentation to ascertain applicability of the model. Analysis showed that a valid normative model can be developed for use by a program manager working in a bureaucratic organization; that the various sub-processes generated some of the information required by decision analysis techniques, but that information regarding organizational values and assessments of future uncertainty and risk were not used or requested; that coordinating activities were a critical part of efforts to reach consensus concerning goals, objectives, etc.; and that the sub-processes did not provide an overall coherent decision making structure.
Document Details
- Document Type
- Technical Report
- Publication Date
- Sep 01, 1987
- Accession Number
- ADA187863
Entities
People
- Thomas M. Parsons
Organizations
- Air Force Institute of Technology