A case study
Subtitle: acquisition reform and the new V-22 OSPREY program
By: Paul M. Riegert
Publisher: Naval Postgraduate School; Available from National Technical Information Service
Published: 1998
Place of publication: Monterey, Calif; Springfield, Va
Language: eng
Number of pages: 120
Description: This thesis provides background information on the once canceled V-22 program and acquisition reform and      then examines the impact of the latter on the former. It analyzes the V-22 program using DoD's ten guiding      principles of acquisition reform as a standard and concludes that acquisition reform is having mixed results on      this Major Defense Acquisition Program. Much is being accomplished with acquisition reform in the V-22      program. A transformation of the business process from the top down is enabling the program office and its      prime contractors to optimize cost, schedule, and performance. Earned value management metrics are actively      being incorporated into the program's risk management process. Concurrent contractor Government testing and      maintenance reduces test time required by 72 percent Cross functional IPTs, as the backbone of the program,      are breaking down stove pipes and facilitating concurrent engineering. Successfully implementing initiatives like      CAIV and CLS and focusing on overall cost of ownership are reducing the cost of the program from cradle to      grave. Commercial products and processes, like the Allison AE-1107C engine and CATIA software, are      providing high quality systems at market controlled prices. Commercial item acquisition and CLS are being used      effectively to minimize life cycle costs. Win Win contracting with industry is providing engine reliability that      should improve with time and save 30 percent in support costs. Much can be accomplished still. Realistic      contingency finding should be included in fiscal budgets to eliminate the migration of funds from R&D and      PROC to O&S. SPI should be altered to pass a proportion of any program related savings back to the      program office.
Notes: Thesis advisor(s):  Michael W. Bourdreau.

"March 1998."

Thesis (M.S. in Management) Naval Postgraduate School, March 1998.

Includes bibliographical references (p. 111-117)

"Approved for public release, distribution unlimited"--Cover.

Also available online.

Mode of access: World Wide Web.

System requirements: Adobe Acrobat reader.

US Marine Corps (USMC) author.

dk/dk cc:9116 8/4/98.