Accession Number : ADA608861


Title :   Rolling Toward Better Buying Power 2.0 and Portfolio Management with the Joint Center for Ground Vehicles


Descriptive Note : Journal article


Corporate Author : DEFENSE ACQUISITION UNIV FT BELVOIR VA


Personal Author(s) : Pierson, Daniel


Full Text : https://apps.dtic.mil/dtic/tr/fulltext/u2/a608861.pdf


Report Date : Aug 2013


Pagination or Media Count : 6


Abstract : When it comes to acquisition, it's safe to say affordability is foremost on the minds of defense policymakers and decision makers today. Achieving greater efficiency and productivity in defense spending is the focus of the acquisition community now and far into the future. This will require acquisition stakeholders and decision makers to come together at the enterprise level to maximize shrinking resources as well as leverage knowledge to make more informed decisions to produce better results for the warfighter. It is in this context that the Joint Center for Ground Vehicles (JCGV) was undertaken just 3 years ago. The key to making the JCGV work will be how it is governed. We must bring the stakeholders and decision makers together to make more informed decisions at the enterprise level, maximizing available resources and knowledge. Before explaining the JCGV construct and the benefits it can and will provide, one must first understand the benefits afforded under the Program Executive Officer (PEO) construct. The PEO construct in my opinion has been and will always be at the core of how to best manage large to small acquisition program portfolios. Unfortunately, as I see it, the PEO construct has been underutilized by senior leaders at all levels. These are organizations that each manage billions of dollars across the Fiscal Year Defense Plan and seldom get pulled in to share their knowledge and experience of what is working and what isn t. Historically, the tendency of senior leadership has been to focus on individual programs after problems have occurred. In doing so, valuable context can be lost when looking only at a single program, thus preventing a candid assessment of the complete problem set. A PEO can provide a much more holistic problem definition and broader solution sets across his or her portfolio when they are outlined in the context of the entire portfolio vs. a single system.


Descriptors :   *MILITARY BUDGETS , *MILITARY PROCUREMENT , COLLABORATIVE TECHNIQUES , COST REDUCTION , DECISION MAKING , GROUND VEHICLES , MANAGEMENT , PLANNING , POLICIES


Subject Categories : Economics and Cost Analysis
      Logistics, Military Facilities and Supplies


Distribution Statement : APPROVED FOR PUBLIC RELEASE