In 100 days our Government is failing!
I worked in Defense Acquisition for 44 years, 17 with Raytheon Company. Tweety's White House has shown zero process clarity in 100 days! The lack of management in the WH is horrendous.
When will he start using experts to manage and when will this WH show it has reasonable processes, or any skilled managers to manage our country's business?
It is striking how poorly managed is the White House activities. It looks like the Staff and Tweety Cabinet are the Keystone Cops in a silent movie, chasing their tails.
The PROCESSES are essential to effective and efficient operations.
"The Top 10 Best Practices of Business Process Management"
http://www.processrenewal.com/the-top-10-best-practices-of-business-process-management/
"The 10 principles are
Business change must be performance driven.
Business change must be stakeholder based.
Business change decisions must be traceable to the stakeholder criteria.
The business must be segmented along business process lines to synchronize change.
Business processes must be managed holistically.
Process renewal initiatives must inspire shared insight.
Process renewal initiatives must be conducted from the outside in.
Process renewal initiatives must be conducted in an iterative, time-boxed approach.
Business change is all about people.
Business change is a journey, not a destination."
In Raytheon, E2C2 we called it. Efficiency, Effectiveness, Capability and Capacity.
Tweety and his staff seem unaware of management principles of any sort.
For example, here is what I propose to improve management of DoD acquisition.
Peter Drucker said “Efficiency is doing better what is already being done.” If DoD chose to deal with organizational blockades, they can choose to integrate common processes. Common processes are processes that do similar or almost identical tasks to improve our contracts. I know several processes that are "COMMON."
If DoD integrates common processes by doing away with organizational barriers, the Defense Acquisition System will produce savings heretofore never tapped, never even dreamed of, and without increasing the defense budget!
As an example, the Change Order definitization process has been integrated by “Alpha Contracting.” The DoD requests a proposal, reviews that proposal, enters a question and answer period combined with Fact Finding and a Technical Evaluation, and works jointly with the Contractor to agree to everything except overhead rates.
Some defense leaders argue that Alpha Contracting gives too much power to the Defense Contractor. That is foolhardy. If information is shared among Government and Contractor equally, and audits are properly executed, why does there have to be unbalanced power?
Pre-award Integrated baseline Reviews, Post-award reviews, post award partnering are all processes that can be integrated into a single, continuous improvement process. Money can be saved!
Much of the cost of the Defense Acquisition System stems from stove-piped processes that demand resources while duplicating many tasks. Peter Drucker said, “I helped a few good people be effective in doing the right things." Integrating common processes is doing the right thing.
Integrating common processes improves teamwork, is based on trust-but-verify, and leverages the strengths of well thought processes.
“Early Contract Administration Services (ECAS),” “Alpha Contracting,” Pre-award Integrated Baseline Review (IBR),” triVariant’s “Contract Implementation Review,” DAU’s “Program Startup Workshop,” Post-award Orientation, a Contractor “Program Startup,” post-award IBRs, and “Post-Award Partnering” [Army process to avoid Disputes], as applicable, are common processes that can be integrated to capture savings in a single seamless process. Example view of the idea for Earned Value Management.
