With a total cost of over $1 trillion, the United States Department of Defense (DoD) commits a significant amount of funds to its weapon systems acquisition programs (GAO 2012a). The sheer size (96 major programs in Fiscal Year 2012) and cost of weapon systems acquisition contributes to scrutiny of these programs within and outside of the government. In essence, government reports and academic studies are determining the effectiveness of weapon systems within three areas: cost, schedule, and performance. Ideally, weapon systems should meet their budget, schedule estimate, and performance requirements at the time of system delivery. However, given the complex scope of these weapon systems, all three pillars of effectiveness could be deficient. Despite the differences among programs in total cost, procurement units, and technical objectives, DoD standardizes the weapon systems acquisition process via regularly updated directives (Ferrara 1996). Known as the Defense Acquisition Management System (DAMS), the formal process for the life cycle of a weapon system includes five phases and three milestone decisions (Department of Defense 2008). Given that each weapon system must adhere to the same policies and regulations, regardless of its scope or size, analysis across the entire DoD portfolio is feasible. In fact, research into the effectiveness of DoD weapon systems dates back to the 1950s (Marshall and Meckling 1959). As part of the DAMS, weapon systems are required to publically release information regarding cost and schedule data via Selected Acquisition Reports and military budget requests. Cost and schedule data are tied to the development and production milestones outlined in DAMS. In contrast, performance data fr... ... middle of paper ... ...t would measure the fulfillment of the knowledge points. GAO considered the fulfillment of each knowledge point to be analogous to the achievement of maturity for the weapon system. Technology maturity, as measured by Technology Readiness Levels (TRL), should be achieved by the program start to fulfill Knowledge Point #1 (GAO 1999). Design maturity, as measured by the number of releasable design drawings, should be achieved by the critical design review to fulfill Knowledge Point #2 (GAO 2002). Production maturity, as measured by the statistical control of critical manufacturing processes, should be achieved by the production start to fulfill Knowledge Point #3 (GAO 2002). Partly based on GAO recommendations, DoD has embraced the concept of weapon systems maturity within its acquisition guidance (Department of Defense 2008; Defense Acquisition University 2012).
realistic iron man. “Wars may be fought with weapons, but they are won by men”, said beautifully by General George S. Patton of the US Army. Well, Mr. Patton’s words may be even more true thanks to the advancements of Nanotechnology. Scientists from America and Europe who study this technology are now researching the implications of creating a suit comprised of nano-sized components
States from Nuclear Weapons of Mass Destruction through the National Missile Defense Program Ever since nuclear weapons of mass destruction have existed, people have been attempting to create ways to prevent a war that would bring about a worldwide Arma-geddon. Many of today’s top military and government officials have been studying ways in which the United States can protect itself from a nuclear missile attack. What they have come up with is the National Missile Defense program, or NMD. The
In 1945, most of the countries around the world are devastated further to World War II which had stroke the globe for six years. Only the United States of America and the Union of Soviet Socialist Republic, also called USSR, seem to be in a stable economic situation despite weighty losses. Both states are considered to be the great winners of the war and this is the beginning of a confrontation between two superpowers but also the confrontation between two distinct ideologies: communism and capitalism
Kotelnikov, Vadim. Leadership and New Management Secrets. 2004b. Ten3 Business e-coach. 24 November 2004. Rather, Dan, “GE’s Jack Welch Under Fire,” CBS Evening News Transcript, 1998, 2 Rosenstein, Bruce “How GE Chief Welch Rallies GE’s Troops,” USA Today, September 1998,15b. Tribune Business News. “In Boston, former GE chief Jack Welch works on new book with new wife.” The Boston Globe Oct 3, 2004, pITEM04277007 http://proquest.umi.com/pqdweb?RQT=309&VInst=PROD&VName=PQD&VType=PQD&sid
A Study on “Benefits of Anti – Money Laundering in India” By E.Srinivasan RollNo:EMSL14044 EMP ID: M0958 LIBA-Intern Maveric-System Ltd Benefits of Anti – Money Laundering in India Synopsis 1. Introduction 2. Project Description 3. Objective of the Study 4. Process of Money Laundering 5. Effects of Money Laundering 6. Cases of Money Laundering 7. Emergence of AML 8. Prevention of ML in India 9. Benefits of AML in India 10. Recommendations 11. Conclusion 1. INTRODUCTION Money
CONFIDENTIAL Groupe Sup de Co La Rochelle: ESC 3 Łódź University of Technology: Master in Management, International Faculty of Engineering The challenges and benefits of Lean Management in the service company based on Infosys Business Process Outsourcing Final Dissertation presented and defended on 09.09.2016 by Cezary DUDKIEWICZ Dissertation Supervisors: Marek MATEJUN, PhD Stéphane TYWONIAK, PhD This
CHAPTER 4 TIGER CONSERVATION INTRODUCTION “The Indian tiger has been the centre of attraction in the Indian jungles, as a big fame, during the last two centuries. Apart from Maharajas and Nawabs who had interest in hunting of tigers, the British officers, soldiers and civil officers were all keen on bagging at least one tiger before they retired. A few of them attempted to score a century of tiger heads and succeeded. Some even repeated the performance as many as 10 times, thus massacring over a