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200 10$aOptimizing U.S. Air Force and Department of Defense review of Air Force acquisition programs /$fCommittee on Optimizing U.S. Air Force and Department of Defense Review of Air Force Acquisition Programs, Air Force Studies Board, Division on Engineering and Physical Sciences, National Research Council of the National Academies
210   $aWashington, D.C. $cNational Academies Press$d2009
215   $a1 online resource (xvi, 106 pages) $cillustrations (some color)
300   $aDescription based upon print version of record.
311 08$a9780309139182 
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320   $aIncludes bibliographical references.
327   $a""Preface""; ""Acknowledgment of Reviewers""; ""Contents""; ""Acronyms""; ""Summary""; ""1 Introduction""; ""2 Findings and Conclusions""; ""3 Recommendations""; ""Appendixes""; ""Appendix A: Biographical Sketches of Committee Members""; ""Appendix B: Meetings and Speakers""; ""Appendix C: Related Studies""; ""Appendix D: Survey""; ""Appendix E: Types of Reviews""
330   $aThe Department of Defense (DOD) spends over $300 billion each year to develop, produce, field and sustain weapons systems (the U.S. Air Force over $100 billion per year). DOD and Air Force acquisitions programs often experience large cost overruns and schedule delays leading to a loss in confidence in the defense acquisition system and the people who work in it. Part of the DOD and Air Force response to these problems has been to increase the number of program and technical reviews that acquisition programs must undergo. This book looks specifically at the reviews that U.S. Air Force acquisition programs are required to undergo and poses a key question: Can changes in the number, content, or sequence of reviews help Air Force program managers more successfully execute their programs? This book concludes that, unless they do it better than they are now, Air Force and DOD attempts to address poor acquisition program performance with additional reviews will fail. This book makes five recommendations that together form a gold standard for conduct of reviews and if implemented and rigorously managed by Air Force and DOD acquisition executives can increase review effectiveness and efficiency. The bottom line is to help program managers successfully execute their programs.
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