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Acquisition Management: Successes and Insights
Work Breakdown Structure — The discipline of integrating of baselining
Planning is top down. Work is bottom up. Bringing the two together requires an understanding of what tasks must be done day–to–day with what must be accomplished to reach each mile-stone. Filtering this through the lens of an entire life–cycle is necessary to ensure that the daily work products and milestone accomplishments actually produce the desired final product.
Trade–offs — Managing opportunities
Changing requirements. New technologies. Additional capabilities. Each carries a cost or a savings. Each adds or saves times. Determining what it will take to judge the cost/benefit – an economic analysis, a business case analysis, or just common sense – requires a full understanding of cost modeling, analogous estimating, and grassroots estimating. Making wise trade–offs helps program managers satisfy competing interests to keep projects on target.
Making a $2 Billion Sale
Japan wanted to buy a modern air surveillance system; however, the U.S. system was currently installed only in Boeing 707s, a 40+ year–old platform. President Bush said it could be moved to a 767. MCR coordinated with more than hundred suppliers to figure out what it would cost. Then we came up with a realistic price. Japan agreed to the price, and ordered four planes for $2 billion.
Client: AWACs Program Management Office
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Moving AWACs onto other platforms |
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Implementing A Working Capital Fund Process
The USTRANSCOM budget formulation process need an overhaul to implement Working Capital Fund Directives. MCR analysts reduced the process to “Ducky-Horsy” flow of activities, built an easy to read logic chart, mapped out the As-Is budget formulation processes, and then developed a To-Be model which included best business practices. USTRANSCOM has new business practices that support more accurate forecasting and budget development.
Client: U.S. Joint Transportation Command
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