DOD 4245.7-M PDF

Although the Department of Defense's DoD's current risk management direction presents a comprehensive and robust approach to identifying, assessing, and managing risk, it does not adequately emphasize the interface between risk management and contract administration. In essence, a well-crafted, risk-appropriate contract can temper the sensitivity between technical risk and the probability of cost and schedule overruns, while a poorly crafted contract can actually increase the probability of cost and schedule overruns. By better linking sound risk management practices with sound contract administration practices, the DoD stands to continue being the bellwether federal agency for pushing the state-of-the-art in effective risk management. Risk management in the Department of Defense DoD has evolved from a fairly esoteric concept to a key component of DoD's management of major system acquisitions. Risk management is directed by DoD Directive Although each of the Services has its own risk management process owners at the Secretariat level, the Service's risk management programs are derivatives of the Office of the Secretary of Defense program and are closely aligned wit h the DAU's Risk Management Guide.

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Although the Department of Defense's DoD's current risk management direction presents a comprehensive and robust approach to identifying, assessing, and managing risk, it does not adequately emphasize the interface between risk management and contract administration.

In essence, a well-crafted, risk-appropriate contract can temper the sensitivity between technical risk and the probability of cost and schedule overruns, while a poorly crafted contract can actually increase the probability of cost and schedule overruns.

By better linking sound risk management practices with sound contract administration practices, the DoD stands to continue being the bellwether federal agency for pushing the state-of-the-art in effective risk management.

Risk management in the Department of Defense DoD has evolved from a fairly esoteric concept to a key component of DoD's management of major system acquisitions. Risk management is directed by DoD Directive Although each of the Services has its own risk management process owners at the Secretariat level, the Service's risk management programs are derivatives of the Office of the Secretary of Defense program and are closely aligned wit h the DAU's Risk Management Guide.

Although DoD's current risk management direction presents a comprehensive and robust approach to identifying, assessing and managing risk, it does not adequately emphasize the interface between risk management and contract administration. This shortcoming may be an artifact of the history of risk management in the DoD. Specifically, the watershed event for risk management in the DoD was a Defense Science Board DSB Task Force that examined why the DoD continued to experience significant cost overruns and schedule delays on major weapon system acquisitions.

The resulting DSB report identified the lack of a systematic approach to managing technical risk particularly during a weapon system's design phase as the primary cause of weapon systems cost overruns and deployment delays.

The DSB noted that although cost overruns and schedule delays often manifested themselves during full-scale production, the origin of most production problems stemmed from design risks. As a result, the DSB recommended that the DoD develop a systematic approach for identifying, understanding, and managing technical risk throughout a weapon system's life cycle, with specific emphasis on managing design risk.

DoD Accordingly, the approach taken by DoD Directive Understanding risk management in the DoD. Author: Mike Bolles. Date: Spring From: Acquisition Review Quarterly Vol. Publisher: Defense Acquisition University Press. Document Type: Article. Length: 4, words. Access from your library This is a preview.

Get the full text through your school or public library. Source Citation Bolles, Mike. Accessed 4 June

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DoD 4245.7-M

GAO identified the causes of early production problems six weapons systems experienced and how such problems might be avoided in future acquisitions. The Department of Defense's DOD policy regarding production management states that: 1 production engineering and production planning should be done throughout full-scale development; 2 voids in production technologies should be identified and addressed; and 3 contractors should demonstrate the capability to produce within cost and schedule. GAO found that production preparations for the Copperhead, Black Hawk, Tomahawk, and HARM programs were sporadic and underfunded which resulted in increased costs, delayed deliveries, and slower attainment of higher, more efficient production rates. GAO noted several conditions under which the development phase strongly influenced production, including whether: 1 pressures to achieve technical performance requirements dominated the development phase; 2 sufficient program management attention and staff resources were devoted to production concerns; and 3 funding and quantity stability permitted early consideration of production matters during the development phases. In the six weapons reviewed, the degree to which technical performance concerns could be balanced with production concerns was directly affected by the: 1 technical requirements of the weapons; 2 structure of competition between contractors during development; and 3 weight given to production concerns in subsequent program decisions. GAO found that production readiness reviews can be used as tools for managing production preparations and facilitating reduced production risks.

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