Entries by 'Bill Novak'

Common Infrastructure and Joint Programs, Fourth in a Series

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By Bill Novak, Senior Member of the Technical Staff,
SEI Acquisition Support Program, Air Force Team

This is the fourth in an ongoing series examining themes across acquisition programs.

Bill NovakBackground: Over the past decade, the U.S. Air Force has asked the SEI’s Acquisition Support Program (ASP) to conduct a number of Independent Technical Assessments (ITAs) on acquisition programs related to the development of IT systems; communications, command and control; avionics; and electronic warfare systems. This blog posting is the latest installment in a series that explores common themes across acquisition programs that we identified as a result of our ITA work. Previous themes explored in this series include Misaligned Incentives, The Need to Sell the Program, and The Evolution of “Science Projects.” This post explores the fourth theme: common infrastructure and joint programs, which describes a key issue that arises when multiple organizations attempt to cooperate in the development of a single system, infrastructure, or capability that will be used and shared by all parties. 

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The Evolution of Science Projects, Third in a Four-Part Series Exploring Themes Across Acquisition Programs

Acquisition 2 Comments »

By Bill Novak, Senior Member of the Technical Staff,
SEI Acquisition Support Program, Air Force Team

Bill Novak Background: Over the past decade, the U.S. Air Force has asked the SEI’s Acquisition Support Program (ASP)  to conduct a number of Independent Technical Assessments (ITAs) on acquisition programs related to the development of IT systems, communications, command and control, avionics, and electronic warfare systems. This blog post is the third in a series that enumerates common themes across acquisition programs that we identified as a result of our ITA work. Other themes explored in this series include misaligned incentives, the need to sell the program, and common infrastructure and joint programs. This post explores the third theme in this series, the evolution of “science projects,” which describes how prototype projects that unexpectedly grow in size and scope during development often have difficulty transitioning into a formal acquisition program.

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The Need to Sell the Program, Second in a Four-Part Series Exploring Themes Across Acquisition Programs

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By Bill Novak, Senior Member of the Technical Staff,
SEI Acquisition Support Program, Air Force Team

Bill Novak, Acquisition Support ProgramBackground: The U.S. Air Force has sponsored a number of SEI Independent Technical Assessments (ITAs) on acquisition programs that operated between 2006 and 2009. The programs focused on the development of IT systems, communications, command and control, avionics, and electronic warfare systems. This blog post is the second in a series that identifies four themes across acquisition programs that the SEI identified as a result of our ITA work. Other themes explored in the series include misaligned incentives, the evolution of science projects, and common infrastructure and joint programs. This post explores a related second theme, the need to sell the program, which describes a situation in which people involved with acquisition programs have strong incentives to “sell” those programs to their management, sponsors, and other stakeholders so that they can obtain funding, get them off the ground, and keep them sold.

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A Series on Four Overarching Themes Across Acquisition Programs: First Theme, Misaligned Incentives

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By Bill Novak, Senior Member of the Technical Staff,
SEI Acquisition Support Program, Air Force Team

Background: Over the past decade, the U.S. Air Force has asked the SEI’s Acquisition Support Program (ASP)  to conduct a number of Independent Technical Assessments (ITAs) on acquisition programs related to the development of IT systems; communications, command and control; avionics; and electronic warfare systems. This blog post is the first in a series that identifies common themes across acquisition programs that we identified as a result of our ITA work. This post explores the first theme: misaligned incentives, which occur when different individuals, groups, or divisions are rewarded for behaviors that conflict with a common organizational goal.  

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