Performance Measurement in Defense Acquisitions: A Case Study of the Navy
Abstract
The Federal Government is becoming increasingly "corporate" and, consequently, business-like operations are now more prevalent than ever. Part of the mandate to "act like a business" is a need to develop strategic plans and goals, which require metrics to quantify what is to be attained. In this environment, an effective performance-management program is essential to success. In support of the DoD's decision to transform the military, and understanding the highly dynamic acquisition environment, John J. Young, Jr., Assistant Secretary of the Navy for Research, Development and Acquisition (ASN (RD&A)), recognized the need to revise and update the "Naval Research and Acquisition Team 1999-2004 Strategic Plan." Mr. Young identified two key needs within the community that the updated plan had to address: (1) to develop systems flexible enough to respond to the many different challenges the organization could face; and (2) to create an organization that could reinvent itself on an ongoing basis, not only in response to specific threats. Mr. Young's revised plan, the "Blueprint for the Future," starts with a vision statement: "Build a strategic capability to strike anyone, anywhere, anytime." The vision, in turn, is supported by three principles, under which Mr. Young outlines high-level organizational goals and initiatives/projects for fulfilling the strategic plan. Principle Number 1: The Naval Acquisition Team must think like a business and run a tight ship. Principle Number 2: The Naval Acquisition Team must innovate and collaborate to deliver effective, affordable weapons for Sailors and Marines. Principle Number 3: The Naval Acquisition Team will operate as a neighborhood to jointly integrate systems and develop people.
Document Details
- Document Type
- Technical Report
- Publication Date
- May 01, 2005
- Accession Number
- ADA498395
Entities
People
- D. L. Cooke
- Terry F. Buss