Acquisition Research ProgramAcquisition Research Programhttps://nps.edu/c/blogs/find_entry?p_l_id=1162826772024-03-29T06:09:13Z2024-03-29T06:09:13ZContracting student earns “triple crown” of professional certificationsMichelle V Johnsonhttps://nps.edu/c/blogs/find_entry?p_l_id=116282677&entryId=1477511562024-01-24T18:55:58Z2024-01-24T18:45:00Z<p>Senior Master Sergeant Kade Forrester, USAF, has one more distinction to add to his already impressive career: he is the first NPS student to complete three professional certifications in the acquisition profession. Forrester has now earned certifications as a Certified Professional Contract Manager (CPCM), Certified Federal Contract Manager (CFCM), and Project Management Professional (PMP). Each of the three certifications requires completing and passing an hours-long exam in addition to holding a bachelor’s degree and having years of experience in the relevant field. </p>
<p>It is rare for any acquisition professional to hold all three certifications, and Forrester completed them while pursuing his studies as a full-time graduate student. It’s one more way he has gone above and beyond in his career. </p>
<p>Forrester was recognized in 2022 as one of the twelve Outstanding Airmen of the Year for his work as the infrastructure flight section chief for the 11th Contracting Squadron at Joint Base Anacostia-Bolling, D.C. He stood up a new contracting unit from scratch, seizing the opportunity to create an efficient, integrated team approach to solve acquisition challenges.</p>
<p>During that time, he launched a $111 million Simplified Acquisition Base Engineer Requirements (SABER) program. “By finding creative solutions to source products and contractors,” wrote Patrick Reardon in an <a href="https://www.airandspaceforces.com/outstanding-airmen-of-the-year-master-sgt-kade-n-forrester/" target="_blank"><strong>article</strong> </a>about the award, “Forrester’s SABER plan slashed acquisition timelines by 70 percent on 24 highly visible projects and saved more than 1,000 labor hours across the wing.”</p>
<p><img src="https://nps.edu/documents/103400273/0/Forrester+onsite+800x480.jpg/5021bd8d-d5b1-0771-228e-b39bb180948e?t=1702574453655" /></p>
<p><em>Then-Master Sgt. Kade N. Forrester, left, a contracting specialist who helps prepare, negotiate, and award contracts to qualified vendors as well as evaluate their performances, is pictured at Travis Air Force Base, Calif., July 22, 2022. Air Force photo by Nicholas Pilch. Published in<a href="https://www.airandspaceforces.com/outstanding-airmen-of-the-year-master-sgt-kade-n-forrester/" target="_blank"> Air & Space Forces Magazine</a>.</em></p>
<p>We asked Forrester what motivated him to complete these three professional certifications. He shared two main reasons: </p>
<p>“First, I wanted to take advantage of the opportunity being provided to me. <strong>I am a huge advocate of personnel developing themselves and their craft for the betterment of the force. </strong>This was a case of practice what I preach—if I can attain the certification, so can you. </p>
<p>“My second motivation was to ink the capability of the enlisted tier attending NPS. <strong>Being one of the first Air Force Contracting enlisted members to attend NPS, I wanted to provide a demonstration of the benefits NPS provides so that my peers would be interested in applying as well. </strong>To be honest though, after completing all three, I was surprised to learn that this has never been done before.”</p>
<p>Forrester spent several months preparing for each exam, with the first weeks focused on gathering resources such as study guides, reference books, practice tests, and YouTube videos—then digging in to master the material. “I spent four months preparing for the CPCM exam,” said Forrester, “as it required the ability to apply numerous new concepts that I was not aware of. This was the most challenging of the three certifications and took the most time to prepare for.” </p>
<p>The three professional certifications provide students with recognized proficiency in skills that are valued within both defense and industry. This makes them better leaders and makes them more marketable when they leave the military. </p>
<p>Both the Certified Professional Contract Manager (CPCM) and the Certified Federal Contract Manager (CFCM) certifications are conferred by the National Contract Management Association (NCMA), the premiere association for the contract management profession. </p>
<p>The <a href="https://ncmahq.org/Web/Web/Certification/CPCM.aspx" target="_blank"><strong>CPCM </strong></a>demonstrates professional expertise in the roles of buyers and sellers in both government-to-business and business-to-business contract and subcontract activities. The exam tests these competencies as they are articulated in the Contract Management Body of Knowledge, published by NCMA.</p>
<p>The <a href="https://ncmahq.org/Web/Web/Certification/CFCM.aspx?hkey=73bf7782-b222-498b-867a-591c78fff276" target="_blank"><strong>CFCM </strong></a>exhibits knowledge of federal contracting, which is heavily focused on the Federal Acquisition Regulation (FAR), primarily from the perspective of a contract manager. </p>
<p>The PMP designation recognizes leaders skilled at managing the people, processes, and business priorities of professional projects. The <a href="https://www.pmi.org/certifications/project-management-pmp" target="_blank"><strong>PMP certification</strong></a> is offered by the Project Management Institute (PMI) and accepted internationally as the standard in the project management profession. </p>
<p>NPS’ contract and program management curricula are aligned with these professional competencies and help prepare students who choose to take these exams. In addition to professional certifications like CPCM, CFCM and PMP, DDM offers students opportunities to<a href="https://nps.edu/web/ddm/dawia-training" target="_blank"><strong> earn training </strong></a>required for Defense Acquisition Workforce Improvement Act (DAWIA) acquisition professional certifications in program management (practitioner level) and contracting (professional level).</p>
<p><img src="https://nps.edu/documents/103400273/0/Forrester+and+team+at+Pentagon+with+VCSAF+800x480.jpg/d3e6684f-3bec-5918-1add-f9b97bf4071f?t=1702574967000" /></p>
<p><em>SMSgt Forrester at the Pentagon with (left to right) Professor Dan Finkenstadt, classmate SMSgt Ryan Schnepf, Gen. David Allvin, Vice Chief of Staff of the Air Force, and classmate Capt. Nicole Hall.</em></p>
<p>When he wasn’t preparing for these exams, Forrester was busy completing coursework and research in the Department of Defense Management (DDM). He served on a team of Air Force contracting professionals working on a project for the Vice Chief of Staff of the Air Force (VCSAF) looking into talent management and human capital management. This was part of an Enterprise Innovation Design (MN3307) course in DDM that uses Hacking for Defense (H4D) and Lean Startup practices to profoundly understand a problem and develop a minimal viable product. Forrester and team traveled to the Pentagon to present their findings at Air Force Headquarters. They secured support from the Vice Chief of Staff of the Air Force to continue working on the topic. </p>
<p>Forrester’s capstone thesis continued this VCSAF research with another DDM student. Their goal was to define readiness for the Air Force, learn what the industry equivalent to readiness is, what the existing industry best practices of readiness are, and identify constraints that prevent the Air Force from implementing these practices. Their research uncovered that the industry equivalent to readiness is agility, or the organization's ability to meet objectives effectively and respond to customer needs efficiently. To help improve Air Force readiness, they recommended implementing three courses of action (or minimum viable products, in H4D lingo) to increase organizational readiness by balancing readiness requirements with the individual needs and desires of its personnel.</p>
<p>Forrester presented this research earlier this year at the 20th Annual Acquisition Research Symposium held in Monterey, an NPS <strong><a href="https://event.nps.edu/conf/app/researchsymposium/home#!/page/504?c=66" target="_blank">event </a></strong>organized by the <a href="https://nps.edu/web/acqnresearch/" target="_blank"><strong>Acquisition Research Program</strong> </a>that draws researchers and senior leaders from across the defense acquisition innovation ecosystem. During the student poster show, Forrester was one of 18 students discussing their research with attendees.</p>
<p><img src="https://nps.edu/documents/103400273/0/Forrester+at+20th+annual+acquisition+research+symposium+800x480.jpg/490d32c1-01c5-853e-817b-0d9db4294327?t=1702575416757" /></p>
<p><em>Forrester presenting his research-in-progress at the 20th Annual Acquisition Research Symposium in Monterey, May 10, 2023.</em></p>
<p>Forrester graduates this December with an MBA in Contract Management and an Advanced Contract Management Certificate. After graduation, he will attend the Air Force’s Officer Training School, after which he will receive a commission in the Air Force. He has been selected to become a 64P-Contracting Officer. While his next duty assignment is still to be determined, he will continue to serve the enlisted tier as the 2023 Outstanding Airmen of the Year Mentor, working closely with the Chief Master Sergeant of the Air Force (CMSAF) and her team. He was personally selected by the CMSAF to guide and develop the 2023 Outstanding Airmen of the Year team as they fulfill their duties as ambassadors. </p>
<p>Forrester is thoughtful about how his time at NPS is preparing him for the future:</p>
<p><em><em>“I have learned a tremendous amount during my time at NPS that will be instrumental in my future positions. Most of all, what I plan to not only apply but also share and let spread like wildflowers, is how to approach problems. <strong>My time at NPS taught me a new way of thinking. </strong>Due to mission tempo, we typically try to find quick fixes to problems, by adding or creating something new, sort of like band-aids.</em></em></p>
<p><em><em>"However, <strong>NPS taught me the concepts of how to strategically approach problems by dissecting them to find the root causes. </strong>My biggest lessons in this way of thinking came from the course <a href="https://nps.smartcatalogiq.com/current/academic-catalog/courses/mn/3000/mn3307/" target="_blank"><strong>MN3307</strong></a>, Enterprise Innovation Design, and classroom discussions with my fellow students.”</em></em><br />
<em> </em></p>
<p> </p>
<p><strong>Want to dig into Forrester's research? </strong></p>
<p>Read his thesis, <a href="https://dair.nps.edu/handle/123456789/5027" target="_blank">"A Review of Air Force Readiness: A Focus on Human Capital Management,"</a> written with co-author 1st LT. Andrew A. Stoneberger, USAF, and advised by LtCol Daniel J. Finkenstadt, Assistant Professor, and Dr. Erik Helzer, Associate Professor.</p>Michelle V Johnson2024-01-24T18:45:00ZThe Hon. Nickolas Guertin: The Impact of Research Presented at Naval Postgraduate School’s Acquisition Research SymposiumMichelle V Johnsonhttps://nps.edu/c/blogs/find_entry?p_l_id=116282677&entryId=1414363262023-04-11T17:43:14Z2023-04-11T17:24:00Z<p>On May 11, 2023, the Honorable Nickolas Guertin, Director, Operational Test and Evaluation<b> </b>(DOT&E), will kick off the second day of the <b><a href="https://event.nps.edu/conf/app/researchsymposium/home#!/page/439?c=56">20th Annual Acquisition Research Symposium</a>, </b>hosted by Naval Postgraduate School’s (NPS)<a name="_Hlk132110469"> Acquisition Research Program (ARP) and the Naval Warfare Studies Institute (NWSI). </a>As one of two keynote speakers at the event, Guertin will set the stage for presentations to follow throughout the day, providing insights from his long career in the Navy, the Department of Defense, Carnegie Mellon University’s Software Engineering Institute, and his current role at <b><a href="https://www.dote.osd.mil/About/Director-Bio/">DOT&E</a></b>.<img src="https://nps.edu/documents/portlet_file_entry/105938399/Nick+Guertin.jpg/4f52594f-1c4a-90ed-951a-e72de572a80f?imagePreview=1" style="height: auto; width: 236px; display: inline-block; float: right; margin-left: 1.2rem;" /></p>
<p>In September 2022, Guertin was nominated to serve as the Assistant Secretary of the Navy for Research, Development, and Acquisition (ASN RDA), and he testified last month at his second <b><a href="https://www.armed-services.senate.gov/hearings/to-consider-the-nominations-of-keohane-and-guertin">confirmation hearing</a></b> for the role with the Senate Armed Services Committee. Just this week, Guertin received the <b><a href="https://wash100.com/profile/2591">Wash100 Award</a></b> for his leadership in mission systems development.</p>
<p>Guertin has presented multiple papers at the Acquisition Research Symposium over the years and even attended virtual happy hours during the Zoom-only versions of the Symposium held in 2021 and 2022. For 2023, we’re thrilled to welcome Guertin back to Monterey for an opportunity to speak and connect with other attendees in person.</p>
<p>Research presented at the Acquisition Research Symposium has an outsized ability to fuel innovation and to impact changes in defense acquisition programs, policies, and practices. Guertin himself has seen this impact play out with his own research. We asked him to share some thoughts on the value of presenting at this unique gathering of acquisition researchers, practitioners, leaders, and policymakers. His comments are below (edited slightly for clarity).</p>
<p><i>ARP: You’ve attended the Acquisition Research Symposium for many years. It looks like your first appearance was in 2010, with almost yearly appearances since then. What keeps you returning to the symposium? </i></p>
<ul>
<li><strong>Guertin</strong>: The first time I attended was at the request of RADM Jim Green (founding chair of ARP) to be a panel discussant. I attended the full symposium that year and was inspired by the nature and depth of the research provided by the presenters/authors. I also made some new friends at NPS on that trip – friends I keep in touch with to this day.</li>
<li><b>I learned a great deal and wanted to contribute to a growing body of knowledge that could help improve acquisition outcomes.</b> Each time I have attended this symposium, I come away enrichened and enlightened on how to improve the work we do.</li>
</ul>
<p><img alt="Nick Guertin joins other attendees for virtual happy hour at the 18th Annual Acquisition Research Symposium in 2021." src="https://nps.edu/documents/105938399/0/happy+hour.png/91d37462-b1a2-9d19-1307-cb0eb03e86f6?t=1681233297933" style="height: auto; width: 707.333px; display: block; margin-left: auto; margin-right: auto;" /></p>
<p><em>Nick Guertin (bottom left) joins other attendees for virtual happy hour at the 18th Annual Acquisition Research Symposium in 2021.</em></p>
<p><i>ARP: You’ve presented research from a variety of roles, as a leader in the Department of Defense and a researcher at the Software Engineering Institute. What have you gotten out of the experience of presenting and of hearing what others are working on? </i></p>
<ul>
<li><strong>Guertin</strong>: That first year’s inspirational experience led me to put in an abstract that same fall on a topic. It was on a subject that I felt strongly about but had not afforded myself the opportunity to think deeply on. I wanted to have my opinion shaped by collaboration, exposure to other research and structured introspection. It was a cleansing and broadening experience that helped me to develop the technical and business models I was working on for the Navy under the Open Architecture effort.</li>
<li><b>I was hooked on the value of building on and learning more about ideas that needed exploration in a way that would help me with my work. </b>I also went into it from the perspective of being humble about what I might learn to let the material be shaped by other information I would gather and the deep connection I was able to make with my co-authors.</li>
</ul>
<p><i>ARP: Has any of the research you presented at the symposium led to changes to acquisition policy or practice?</i></p>
<ul>
<li><strong>Guertin</strong>: Definitely! Especially noteworthy was the research I did for the Acquisition Research Symposium on topics such as business models, intellectual property strategies, technical reference frameworks, systems engineering, the modeling of testing, and of course, open architectures. Here are a few specific examples of products impacted by this research:
<ul>
<li><b>Creating an action plan for the Naval Open Architecture Enterprise effort that was approved by the Service Acquisition Executive in 2010.</b> This involved business modeling, organizational transformation, technical reference frameworks, etc.</li>
<li><b>Developing the DoD’s Program Manager’s Open Architecture Contract Guidebook (a part of the Better Buying Power initiative) in 2013.</b> This document and the related guidance have been used for many billions of dollars in contract award value for the development and fielding of weapon systems. The section of this document that was directly impacted by research coming out of this symposium include breaking and avoiding vendor lock, new guidance for intellectual property strategies, targeted use of contract incentive clauses, and others.</li>
<li>My most recent paper on <b><a href="https://dair.nps.edu/handle/123456789/4384">Using Value Engineering to Propel Cyber Physical Systems Acquisition</a></b> in 2021 was especially noteworthy for bringing together a set of prior research into a concept for improving acquisition outcomes.</li>
<li>I also leveraged some work from the symposium in developing the <b>DOT&E’s Strategy Update</b> that was released in June of 2022.</li>
</ul>
</li>
</ul>
<p><i>ARP: Is there anything else you’d like to share about how the symposium, the Acquisition Research Program, or Naval Postgraduate School has been valuable to you?</i></p>
<ul>
<li><strong>Guertin</strong>: I have greatly appreciated the venue of this symposium as an invitation to think deeply and to commit ideas to writing. I have been especially blessed by a great set of co-authors that have helped to shape the research we did together. Each of them were trusted and critical sounding-boards for ideas that had potential and had the strength of character and commitment to excellence to be candidly honest about those ideas that would not hold up to scrutiny.</li>
<li><b>Presenting these ideas to a gathering of thoughtfully critical colleagues forces deeply critical thought and the humility to be open to the opinions of others.</b> These two things together, a place to exercise innovation in a community of professional discord, have helped to shape me and will continue to do so throughout my career.</li>
</ul>
<hr />
<p>The 20th Annual Acquisition Research Symposium will be held May 10 and 11, 2023, as a free event open to the public. In addition to presenters who travel from across the country, numerous faculty and students from the Naval Postgraduate School attend as both presenters and attendees. This connection keeps NPS research and education integrated with the latest insights from the defense acquisition community. <b><a href="https://event.nps.edu/conf/app/researchsymposium/home#!/page/439?c=56">Register</a></b> to join us in Monterey, California, or tune in to watch select panels on Zoom—including Guertin’s keynote address.</p>
<p>Learn more about the hosts of the symposium: <b><a href="https://nps.edu/web/acqnresearch/">Acquisition Research Program</a></b> and the <b><a href="https://nps.edu/web/nwsi">Naval Warfare Studies Institute</a></b>.</p>Michelle V Johnson2023-04-11T17:24:00ZProfessor Profile: Meet CDR Mike SchillingMichelle V Johnsonhttps://nps.edu/c/blogs/find_entry?p_l_id=116282677&entryId=1394464552023-01-09T17:37:40Z2023-01-09T17:21:00Z<p><b>CDR Michael Schilling</b> joined the Naval Postgraduate School faculty in July of 2021. He is an alumnus of Naval Postgraduate School (NPS), with a Master of Business Administration in Acquisition and Contracting, and holds a Bachelor of Science and Business Administration in Finance from The Ohio State University Fisher College of Business. He currently teaches Principles of Acquisition & Contract Management (MN3303), Acquisition Management & Contract Administration (MN3315), and Contracting for Services (MN4311). </p>
<p>Prior to reporting to NPS, CDR Schilling was a Senior Procurement Analyst at the Office of the Assistant Secretary of the Navy for Research, Development, and Acquisition. He has also served as Director of Operations at Naval Supply Systems Command, Fleet Logistics Center Yokosuka from 2015-2018, and Deputy Division Head of Aircraft Support Contracts and Contracting Specialist at Naval Air Systems Command from 2012-2015 after his graduation from NPS.</p>
<p><img src="https://nps.edu/documents/portlet_file_entry/105938399/Schiling+and+family.jpg/465124ad-8048-cd52-3c7f-3ad29b75dbde?imagePreview=1" style="height: auto; width: 582px; display: block; margin-left: auto; margin-right: auto;" /></p>
<p><em>CDR Schilling and family at Morro Bay State Park.</em></p>
<p> </p>
<p><b><i>How did you get into the research field of acquisition</i></b><b>?</b> </p>
<p>I luckily fell into the acquisition career field by my random placement as a student in the Acquisitions and Contracting curriculum at NPS. Originally, my first pick was Supply Chain Management as I’m very passionate about that area and am certified Life Cycle Logistics Level 3. My placement in the NPS 815 program turned out to be a blessing, as I have thoroughly enjoyed the contracting field, specifically my education, experience and predominantly the challenges, not to mention the wonderful workforce I’ve met during my involvement in the acquisition community. </p>
<p>As a student, I was fascinated by the somewhat overwhelming process of defense acquisitions. I love to deep dive into process improvement and was given that chance on my ARP-sponsored research project analyzing the project management triangle of major DoD acquisition programs. </p>
<p><b><i>Right now, you are the only active-duty Navy instructor of acquisition teaching in the Department of Defense Management. How does that perspective shape your work with students and the acquisition curriculum? </i></b></p>
<p>I do believe there is something very different an active-duty military member brings to the classroom. <b>Having that recent relationship and relevance closer to the fight can provide an easier understanding of the learning objectives.</b> <a name="_Hlk107237315">I constantly incorporate real world examples that resulted in or have future impacts on the acquisition process throughout the world. </a></p>
<p>Given my previous assignments as a Naval officer, I especially enjoy mentoring the junior Supply Corps Officers. But I’d like to think I represent more than just the Navy. My approach to teaching always considers the larger context of defense acquisition as well as the diverse student population at NPS that includes military and civilians from all branches of DoD, and even foreign military students. Regardless of where the student comes from, they all share the same mission—defending our nation and supporting the warfighters on the front line.</p>
<p>Our informal classroom conversations provide an opportunity to share these different perspectives, information, and backgrounds. This interdisciplinary learning environment—unique to NPS—has the potential to broaden the thinking of everyone involved, myself included. At the end of the day, this diversity helps achieve our NPS mission to improve our future leaders and improve our warfighters’ effectiveness at defending our nation. </p>
<p><b><i>How has the Acquisition Research Program (ARP) supported your research and professional development—or that of your students?</i></b></p>
<p>I was introduced to ARP as a student and was lucky enough to have that support. Beyond the direction and formatting support that I’m sure our advisors were grateful for, ARP also supported us in our data mining that we otherwise wouldn’t have been able to accomplish in the amount of time we had to complete our research. </p>
<p>I recommend that all my students check out ARP because of that support I received as a student. Now I’m in the advisor role for students working on ARP sponsored topics. Sometimes the hardest part for the students is picking a topic. I’ve seen this even on smaller assignments I conduct in class. Those struggling students who reach out and receive an ARP sponsored topic are usually off and running towards completion of their research project.</p>
<p><b><i>How does your research (or teaching/mentoring) impact current acquisition or operational processes</i></b><b>?</b> </p>
<p>Another great question, and I refer to my earlier mention about the inability to truly quantify our impact here at NPS. <b> I believe the time students have here at NPS provides an education that could only be topped by years of experience. </b>I have had countless students tell me they learned so much from class discussions or assignments, and the broad experience shared from classmates multiplies the knowledge gained for many students. </p>
<p>I like to think that knowledge will be applied to current or future acquisitions our students will be working on. I try to stress the importance of the entire acquisition team working together throughout every procurement. <b>Each member, be it the program manager, contracting officer, COR, engineer, financial manager, legal, warfighter, or any other member of that acquisition team plays a key role in every procurement.</b> The challenge is making sure every member’s voice of the team is heard and applied to improve each buy.</p>
<p><b><i>What advice would you give students considering research in acquisition generally</i></b><b>?</b> </p>
<p>First, really focus on what is important to your research to begin with; be it a problem statement, hypothesis, curiosity, or any other basic reason for the research. Second, consider the data set required. Is it quantitative, qualitative, or both? Often the data may not be obtainable because information can be restricted or unfortunately hard to come by, and the DoD is far from masters of knowledge management. Also, what are the second, third, or fourth order implications of the data and research? </p>
<p>Third, who cares? Identify stakeholders of your research, but don’t let that differentiate your direction or product. Which parties could be impacted by any of the findings? At what level or timing of the acquisition will this research apply? Finally, pick something you are truly curious or passionate about. Your research process will be so much easier and enjoyable if you are truly devoted to your topic.</p>
<p><b><i>Put on your predicting hat: What kind of information and analysis do you think will be most needed by the acquisition community in the next 5 years</i></b><b>?</b> </p>
<p>Wow, where to start? I think the obvious answer is technology, specifically as it applies to machine learning, artificial intelligence, biotechnology, and alternative energy to name a few. Also, just as important are supply chain resilience, humanitarian efforts, and global/space requirements or impacts. Earlier this year, NASA’s Perseverance rover found remnants of metal debris on Mars. The week before, the world’s most powerful telescope, costing roughly $10 billion, launched into space and was damaged by a meteor. Those are examples of ‘minor’ details that could have huge ramifications on tomorrow’s procurements. </p>
<p><b>Recently, we have seen the importance of supply chain and humanitarian impacts. The world has been very reactive to both of these challenges, and we need to start thinking proactively.</b> The COVID pandemic is an example of this. We can point at almost every global epidemic or natural catastrophe and say we should have been better prepared for that, and this seems to repeat on every occasion. Part of it is the command and control (C2), but I see a large effort in the acquisition challenges: supply chain, procurement, or the like. I saw a respectable response by the SECDEF to COVID by quickly standing up a procurement task force to supply emergency and medical supplies across the nation. </p>
<p>I don’t believe we have invested or focused enough on alternative, sustainable, and environmentally-friendly energy resources. I have major concerns from a national defense perspective of the impact of Red Hill fuel facility being shut down. Beyond the impacts to local population which I won’t discuss, look at the logistical challenge that needs to be addressed. <b>We had acquisition and sustainment challenges prior to the Red Hill closure with the fuel gap across the Pacific. Now, it’s been compounded.</b> From a DoD and acquisition standpoint, we need to develop alternative solutions. Oil tankers and in-flight refueling resources are a few band-aids we can apply, but from an acquisition perspective may not be ready within the next five years. Project Pele and the micro nuclear reactor could be a solution, but again how long to acquisition fruition? </p>
<p><b>Finally, I think the acquisition community needs to look at possible reform of the Patent and Trademark Law Amendments Act.</b> With the exponential growth of technology, our freedom may depend on intellectual property rights. A possible solution to this is the use of blockchain in intellectual property rights. The power of blockchain technology and smart contracts could benefit both industry and government. Contracting of this sort will not be an easy task, but nobody ever said acquisitions are easy. </p>Michelle V Johnson2023-01-09T17:21:00ZFarewell to RADM (Ret.) James B. Greene, Jr.Michelle V Johnsonhttps://nps.edu/c/blogs/find_entry?p_l_id=116282677&entryId=1370308432022-08-26T15:42:31Z2022-08-26T02:50:00Z<p><b>With heavy hearts</b> we announce the passing of RADM James “Jim” B. Greene, Jr., U.S. Navy (Ret.), founder of the Acquisition Research Program at Naval Postgraduate School (NPS). He passed away on August 10, 2022, at the age of 81. RADM Greene served the U.S. Navy with honor and dedication for more than 50 years—31 years on active duty, with an additional two decades of service at the Naval Postgraduate School.</p>
<h2>Leading Acquisition Research at the Naval Postgraduate School</h2>
<p>RADM Jim Greene joined the faculty at NPS in 2002 as a Professor of the Practice and NPS’s Chair of Acquisition. He was also a distinguished NPS alum who earned an MS in Electrical Engineering in 1972 and an MS in Management in 1973.</p>
<p><b>Jim pioneered the advancement of defense acquisition through scholarly research</b> with the launch of the Acquisition Research Program (ARP) at NPS in 2003. Under his leadership, Jim positioned NPS as a nationally recognized leader in defense acquisition research. He worked tirelessly to secure multiple sponsors annually, ensuring NPS students and faculty had the resources and the attention of the broader Naval acquisition system. During his tenure at NPS, Jim brought in over $60 million in reimbursable funding to support the research efforts of:</p>
<ul>
<li>700+ NPS graduate students</li>
<li>40 NPS faculty</li>
<li>30 researchers at think tanks and universities from across the United States.</li>
</ul>
<p>RADM Greene established <b>NPS acquisition research as an integral part o</b><b>f </b><img src="https://nps.edu/documents/portlet_file_entry/105938399/jim+highlight+2019+symposium.jpg/d3f26adf-13aa-0165-a1c9-f16522aa0d0c?imagePreview=1" style="display: inline-block; float: right; margin-left: 1.2rem; height: auto; width: 243px;" /><b>p</b><b>olicymaking</b> for officials in the Navy and across the Department of Defense. This was evident in the annual <a href="https://nps.edu/web/acqnresearch/symposium">a</a><a href="https://nps.edu/web/acqnresearch/symposium">c</a><a href="https://nps.edu/web/acqnresearch/symposium">quisition research symposium</a>, held each May in Monterey since 2004. This two-day event connects a diverse and international group of acquisition scholars, practitioners, and policymakers to NPS.<b> </b>Roughly 150 of the 300 attendees are NPS faculty and graduate students engaged in acquisition-related research across campus. Over 65 unique research papers are presented at the event each year. </p>
<p>During his tenure, RADM Greene established the <b>ARP graduate student program</b><b>, the NPS faculty ARP program and the grants program funded by the Office of the Undersecretary of Defense for Acquisition and Sustainment</b>. These programs generated real-time information on the performance of defense acquisition policies and provided viable recommendations for continuous process improvement. Under his leadership, the program produced:</p>
<ul>
<li>327 graduate student theses and reports</li>
<li>289 NPS faculty technical research reports</li>
<li>185 technical grant reports</li>
<li>over 1,170 symposium papers and presentation.</li>
</ul>
<p>These research reports have been collected in NPS’s <a href="https://nps.edu/web/acqnresearch/dair">Defense Acquisition Innovation Repository</a> (DAIR), which remains a trusted resource to the acquisition research community. RADM Greene read every report published by the ARP before it went out.</p>
<p>RADM Greene firmly believed that <b>every graduate from NPS is a member of the acquisition workforce </b>since nearly every officer will be involved in acquisition at least once in their career. His favorite part of the job was talking with student officers and mentoring them. His legacy is evident in the many ARP alum who have gone on to serve in senior leadership positions in the Departments of the Navy and Defense.</p>
<p>Upon his retirement in 2020, Jim Greene continued on as a volunteer at NPS, maintaining a connection to the program, the students and faculty it supported, and the mission of applying intellectually rigorous research to improve the defense acquisition process.</p>
<h2>A Naval Career Marked by Team Building and Acquisition Acumen</h2>
<p>Jim entered the U.S. Naval Reserve in 1962 while studying electrical engineering at Brown University. He was commissioned in 1964 and served as a surface warfare officer until his retirement in 1995 as the Assistant Deputy Chief of Naval Operations for Logistics. <b>As a flag officer, Jim was renowned for his exceptional intelligence, character, leadership, and consensus-building skills, in addition to a superb understanding of the acquisition process.</b> He was even called the “Bo Jackson of acquisition.” Jim knew acquisition.</p>
<p>Jim earned the rank of Rear Admiral (lower half) in 1986, and advanced to Rear Admiral (upper half) in 1989. His superiors consistently noted he had unlimited potential for promotion and that he was destined to lead at the highest levels in the Navy or Department of Defense. </p>
<p>From 1964-1979, Jim Greene’s sea and shore tours included <b>numerous wartime deployments to Vietnam</b> and deployments to the Indian Ocean and Persian Gulf. He progressed through these assignments, ultimately earning Command at Sea and promotion to the rank of Captain.</p>
<p>From 1980-1983 he supported the creation of <b>Naval legislation and policy</b> as Director, Committee Liaison for the Office of Legislative Affairs, where he liaised with the House and Senate Armed Services Committee on behalf of the Navy. Jim gained Congressional approval for recommissioning battleships and initiating lead procurement of the 13-ship, $2.7B Maritime Prepositioning Ship program.</p>
<p>From 1983-1987, he served as executive assistant to the Assistant Secretary of the Navy for Shipbuilding and Logistics, where <b>he devised, developed, and implemented the Materiel Professional and Healthcare Professional Programs, which revolutionized the assignment of Navy’s acquisition managers and healthcare administrators.</b> From 1986-1987 he served as the first Director of the Materiel Professional Program, the Navy precursor to the DoD Acquisition Workforce initiative.</p>
<p><b>From 1987–1989, Jim was the project manager for the AEGIS shipbuilding project, the Navy’s largest, most complex, and most highly visible surface ship building program at the time. </b>AEGIS was also the DoD’s largest acquisition project, with an annual budget in excess of $5 billion. The project encompassed research, development, design, production, fleet introduction, and full life cycle support of the entire fleet of AEGIS cruisers, destroyers, and weapons systems. Jim’s extraordinary acquisition skill and credibility with the Office of the Chief of Naval Operations, Congress, the Secretariat, and industry made this program a success, <b>delivering the Navy’s premier fighting ships ahead of schedule and under budget. </b></p>
<p><img src="https://nps.edu/documents/portlet_file_entry/105938399/jim+greene+aegis+-+crop.png/04016b9d-88d3-1ae0-8cbb-1c1b6e810f43?imagePreview=1" /></p>
<p><em>Rear Admiral James B. Greene Jr., Aegis Shipbuilding Project Program Manager, front row, center, other US Navy personnel and officials of Bath Iron Works gather for the keel laying of the guided missile cruiser SHILOH (CG 67).</em></p>
<p>From 1989 -1990, Jim served as the Senior Military Assistant and Chief of Staff to the Under Secretary of Defense for Acquisition, where<strong> he advised and counseled the Under Secretary in directing the defense procurement process</strong>. In this role, Jim was valued for his consistent ability to cut to the meat of the issues and provide sound advice and counsel.</p>
<p>In 1991, Jim served as special assistant to the Assistant Secretary of the Navy for Research, Development and Acquisition. <b>He conceived, formulated, and put in place the structure for implementing the Defense Acquisition Workforce Improvement Act in the Navy</b> with a consummate ability to structure a major initiative in minimal time. </p>
<p>From 1992-1995, Jim served as the Assistant Deputy Chief of Naval Operations for Logistics. As Assistant Deputy, he provided <b>oversight, direction, and budget development for worldwide Navy logistics operations</b>. He facilitated depot maintenance, supply chain management, base/station management, environmental programs and logistics advice, and support to the Chief of Naval Operations. During this time <b>he led Navy-wide efforts to digitize all technical data</b> and reduce cycle times, and <b>he developed and implemented strategy for the procurement of eleven Sealift ships</b> for the rapid deployment of forces.</p>
<p>RADM Greene retired from active duty in 1995, after which he worked as an independent consultant applying his acquisition and management acumen to the defense industry. He helped clients apply technology to minimize life cycle costs, enabled capital assessment procurement through alternative financing arrangements, and led “red-teaming” of corporate proposals for major government procurements.</p>
<p><b>RADM Jim Greene was a true leader in every sense of the word</b>, with a keen sense of personal worth in dealing with all levels of people. He was a patriot, a warrior, a mentor, a colleague, and a trusted friend to all who knew him. Fair Winds and Following Seas.<img src="https://nps.edu/documents/portlet_file_entry/105938399/jim+greene+fish.JPG/34dea2d7-9d4f-5648-d1ef-7a0706bd06aa?imagePreview=1" style="height: auto; width: 426px; display: block; margin-left: auto; margin-right: auto;" /></p>
<p><em>A memorial service at Arlington National Cemetery will be held at a later date. In lieu of flowers, the family has provided the following charities in consideration for a donation in his honor.</em></p>
<ul>
<li><em>Tuolumne River Trust—</em><a href="https://www.tuolumne.org"><em>https://www.tuolumne.org</em></a></li>
<li><em>American Chestnut Land Trust—</em><a href="https://www.acltweb.org"><em>https://www.acltweb.org</em></a></li>
<li><em>Teton Regional Land Trust—</em><a href="https://tetonlandtrust.org"><em>https://tetonlandtrust.org</em></a></li>
</ul>Michelle V Johnson2022-08-26T02:50:00ZProgram Update from the ChairMichelle V Johnsonhttps://nps.edu/c/blogs/find_entry?p_l_id=116282677&entryId=1346869592022-01-25T23:05:43Z2022-01-25T23:01:00Z<h1><b>“The only </b><b>easy day was yesterday!”</b></h1>
<p>That Navy SEAL aphorism well describes our Acquisition Research Program experience over the past three months. Our program and faculty have been busy conducting and publishing sponsored research and taking a leading role in transformations at Naval Postgraduate School (NPS), in addition to supporting our world-class student program and hosting events for the acquisition research community.</p>
<p><b>FACULTY RESEARCH</b><br />
NPS faculty were awarded two of eight projects from the OSD Acquisition Innovation Research Center (AIRC) last summer. The AIRC projects are wrapping up later this quarter.</p>
<p>The Assistant Secretary of the Navy for Research, Development, and Acquisition (ASN RDA) funded six additional ARP research proposals, all in the fourth quarter. All six of the fourth quarter ASN RDA research proposals are complete. One has already been published, and the rest are in final review. </p>
<p>PEO Ships also funded several interdisciplinary research projects in FY21. That work is proceeding apace. </p>
<p><b>TRANSFORMATION AT NPS<br />
The Graduate School of Defense Management </b>was renamed the Department of Defense Management (DDM) and was selected to lead the “NPS Next” transformation effort.</p>
<p>DDM is in the midst of reconfiguring its acquisition education curricula into focused, tailorable and flexible 12-month Master of Science degrees with ability to expand to 15-month or 18-month options to accommodate additional academic certificates or joint professional military education (JPME). DDM remains dedicated to meeting student and sponsor requirements for our prior curricular offerings through 2023 for inbound student cohorts. Shorter degrees enable faster cycle times and higher student throughput while also allowing curricula sponsors additional flexibility to concentrate student and faculty studies and acquisition research into emerging critical new naval technologies and warfare mission areas. </p>
<p><b>The Naval Warfare Studies Institute</b> (NWSI) has now fully integrated ARP into NWSI as the Acquisition Warfare Chair, with yours truly performing temporary duties as NWSI’s Interim Director.</p>
<p>Our close, interdisciplinary association with NWSI opens new ARP research opportunities in technology implementation, operational fielding, financial management, using and assessing the Adaptive Acquisition Framework (AAF), implementing Budget Activity eight (BA-8) “software money,” technology Task Force effectiveness and productivity, rapid prototype concepts and methods, requirements generation in an agile/flexible/adaptable world and PPBE reform among many others. Our faculty is excited to work in these emerging areas of acquisition innovation.</p>
<p>ARP also has started sponsoring acquisition-themed NWSI Warfare Integration Workshops. These are short one-to-three-day student/faculty/industry/sponsor events designed to explore a new concept or idea in depth. Our first is scheduled for 02 Feb to conduct a case study on rapid acquisition. Details below!</p>
<p><b>ANNUAL SYMPOSIUM</b><br />
We will be hosting our 19th NPS Acquisition Symposium virtually on 11-12 May with over 70 papers, two keynote speakers, two plenary panel sessions and more than two dozen topical panels and discussion sessions. This Symposium is still the Defense Department’s only dedicated acquisition research event. Invitations for Keynote speakers and Panels Chairs are being extended now! Please mark your calendars; I look forward to seeing you in May for another exciting & informative Symposium. Details below!</p>
<p>ARP, DDM, and NWSI have stepped up and taken leadership roles in the NPS Next transformation process, initiating, and implementing innovative, academically rigorous, topically aligned, operationally relevant educational and research programs that best meet the Navy’s evolving naval warfare missions, technologies, and requirements. It is a very exciting and fulfilling time!</p>
<p>Sincerely,</p>
<p><img alt="A insect on the ground
Description automatically generated" 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" style="width:215px; height:99px" /></p>
<p>VADM David H. Lewis, USN (Ret.)</p>
<p>Chair of Acquisition</p>Michelle V Johnson2022-01-25T23:01:00ZNPS Students Develop Risk-based Tool to Steer Government Procurement Clear of Human TraffickingMichelle V Johnsonhttps://nps.edu/c/blogs/find_entry?p_l_id=116282677&entryId=1345241842022-01-13T20:47:48Z2022-01-13T20:34:00Z<p>ARP-supported student researchers have developed a tool that allows agencies to pinpoint the agencies, firms, and markets that are most at risk of human trafficking based on type of market, location of market, dollars and actions completed and State Department intelligence.</p>
<p>The student team of Air Force Contracting Officers recently completed the MBA program's <a href="https://nps.edu/web/ddm/curriculum-815-details">curriculum on Acquisition and Contract Management</a> within the Department of Defense Management.</p>
<p>Captain Willis Crouch shared the motivation he and his teammates, 1Lt Kevin Peaslee and 1Lt LaDon Morris, had for conducting this research:</p>
<p><i>We are all contracting officers and after finding out there was human trafficking on DoD contracts, we didn’t want to go back to our career field without having done something about it. Through awarding contracts that end up having human trafficking (whether known or unknown) the contracting officer is indirectly responsible.</i><i></i></p>
<p>For the past year, Crouch, Peaslee, and Morris have worked with the DoD Combatting Trafficking in Persons Program Management Office (CTIP PMO) to prevent, monitor and respond to human trafficking risk in defense acquisition using federal spending data.</p>
<h3>Using data and tech expertise to identify risk</h3>
<p>These students did a robust analysis of human trafficking prevention, monitoring and response methods considering DoD spending as potential signals. They worked with a team at Air Force Installation Contracting Center (AFICC) at Wright-Paterson Air Force Base to build a prototype of their idea.</p>
<p>In December, the project team briefed the <a href="https://www.state.gov/senior-policy-operating-group/">Department of State Senior Policy Operating Group</a> (SPOG) on their research and findings related to human trafficking risk prevention, monitoring and response in DoD markets.</p>
<p>Here’s some of the feedback they got from that presentation:</p>
<p><i>“Everyone [on the SPOG] loved the dashboard, the charts, and the recommendations. <b>Your work is helping DoD - and all the USG agencies - make a quantum leap in the way we prevent trafficking in government contracting</b>. [Name] and I noticed DoD components that have been reluctant to engage beginning to turn around. And you heard [OMB] - <b>you elicited the most interaction on a presentation ever in this committee</b>. Thank you so much for all your great work.” </i></p>
<p><i></i></p>
<p><i>“We’ve just tasked our agency reps with some data searching and hope to develop a list of PSCs of concern next year. Taking that info, and perhaps others like the Responsible Sourcing Tool’s countries of concern lists and DOL’s force labor data, and allowing filtering on those fronts would likely yield a more immediately actionable pull. …<b>I’m very interested in keeping the tool going and building upon it!</b>”</i></p>
<h3>Why it matters:</h3>
<ul>
<li>According to the United States Secretary of State, “human trafficking is a global threat that requires a global response” (White House, 2020, pg. 1).</li>
<li>With the largest contract spend portfolio ($313B in 2011) in the US government, the DoD is at significant risk of tax dollars going to human traffickers through contracts (Kurtzleben, 2010).</li>
<li>To address this risk, the DoD Combatting Trafficking in Persons Program Management Office (CTIP PMO) was established in 2006 (DoD, 2021).</li>
</ul>
<p><b>DoD still struggles</b> to meet the policy of “zero-tolerance” put into place by the National Security Presidential Directive (NSPD)-22 in 2002 – despite a National Action Plan to Combat Human Trafficking, a DoD Instruction, a designated program office, and federal acquisition policy all condemning the use of forced labor by USG contractors.</p>
<h3>Students produced two tangible results from this project, both of which you can view:</h3>
<ul>
<li><a href="https://nam10.safelinks.protection.outlook.com/?url=https%3A%2F%2Fpublic.tableau.com%2Fapp%2Fprofile%2Fafbit%2Fviz%2FNPSCTIPPrototype2021-11-29%2FOverview&data=04%7C01%7Cmichelle.johnson.ctr%40nps.edu%7Cabd4a84277a54d9747cb08d9bb6276d0%7C6d936231a51740ea9199f7578963378e%7C0%7C0%7C637746853868568461%7CUnknown%7CTWFpbGZsb3d8eyJWIjoiMC4wLjAwMDAiLCJQIjoiV2luMzIiLCJBTiI6Ik1haWwiLCJXVCI6Mn0%3D%7C3000&sdata=Wn1vuYfvBEbV7WChnavwcbniNbkKiPBGmi0ICAu7V0w%3D&reserved=0" target="_blank"><strong>An interactive prototype</strong></a> designed by the students and built by AFICC/KA (Wright-Patterson AFB) </li>
<li>Their full thesis, with data and recommendations: <b><a href="https://dair.nps.edu/handle/123456789/4525">The Price of Slavery: An Analysis of Human Trafficking Policy and Spending in Department of Defense Procurement </a></b> </li>
</ul>
<p><img src="https://nps.edu/documents/portlet_file_entry/105938399/CTIP+tool.png/f09f4d1a-a795-a7c5-00ee-9bb07ad6ae06?imagePreview=1" /></p>
<p> </p>
<h1>The people & process behind this achievement</h1>
<p>Captain Crouch gave us some extra insight into the team's thinking as they created this operational tool.</p>
<h3>How did the team use their operational experience to approach the research and solution?</h3>
<p class="x">We understand the relationship between contracting, the contractor, the contracting officer representative, and the Federal Acquisition Regulation. Using that knowledge, we wanted to explore areas that were practical and real-world applicable. We envisioned ourselves at our previous or next duty assignment and tried to think about what something would look like that could actually be used to help identify where human trafficking is happening on contracts, and what can be done to better prevent, monitor, and respond to it.</p>
<h3>How did the team develop the dashboard (e.g., what data was used, what programming knowledge, what thoughts about end users, etc.)?</h3>
<p class="x">During our spend analysis class, we learned how to rationalize data. We were able to play with Air Force Business Intelligence Tool (AFBIT) lite which has a global map that identifies amounts of spend, what the spend was by Product Service Code (PSC) and from what agency. So we started to envision that sort of set up, plus being able to quickly visualize how that spend correlated with the Department of State’s Tier System. We used an AFBIT lite map and masked it over a Tier Map in PowerPoint to develop a rough minimum viable product that identified the amount spend by country AND what the country’s rating was. What AFICC/KA did with that was lightyears ahead of what we could have imagined.</p>
<h3>What did presentation to SPOG and reception look like?</h3>
<p class="x">In our first introduction to the SPOG, there were many agencies asking for a way to quickly identify their spend profiles. Our second presentation gave them our research question, our sponsor, how and why we did a spend analysis, and then our recommendations. The tool was presented last, and it seems that it captured a lot of interest—so much that the SPOG sent it out to the agencies to use in answering a tasker for all Federal CTIP Offices.</p>
<h3>What’s the most interesting thing you learned in the process?</h3>
<p class="x">There are too many to list, and some findings may not find favor with leadership. It’s a horrible thing that is happening (human trafficking), and even more so that it is happening on US contracts. Saying zero-tolerance and actually having no tolerance cannot be separated. We discovered that in some cases <b>the US appears to have a conditional zero-tolerance against human trafficking</b> and we hope that our research and the work of the SPOG, DOD CTIP PMO and everyone else involved would be heard.</p>
<h3>How will the recommendations improve the defense acquisition community’s ability to counter human trafficking?</h3>
<p class="x">The recommendations are meant to be applied to areas/agencies that are identified as high risk due to their purchasing of at-risk PSCs or in poorly rated countries (Tier 3, Tier 2 Watch List). The tool can easily identify those agencies, and then those agencies can implement our recommendations to help address the lack of awareness of the problem of human trafficking, as well as fix issues that are routinely brought up in GAO reports (contracts missing CTIP clause, acquisition workforce not current on training, and a general lack of understanding of what human trafficking looks like).</p>
<p class="x">The tool will also help the DOD CTIP PMO to run audits and identify areas of spend that could be shifted from Tier 3 countries to better rated countries. For example, if DLA is purchasing a certain PSC from a Tier 3 country, but the USAF is purchasing that same PSC from a Tier 1 country, that information can be shared to pull taxpayer dollars out of countries that are doing little to nothing to combat human trafficking (which is essentially the grounds for being rated Tier 3).</p>
<p> </p>Michelle V Johnson2022-01-13T20:34:00ZNPS Alumnus Jerry King Recognized as Navy’s Acquisition Professional of the YearMichelle V Johnsonhttps://nps.edu/c/blogs/find_entry?p_l_id=116282677&entryId=1337129342021-12-02T17:16:05Z2021-12-02T16:37:00Z<p><img alt="Jerry King" cap="" jerry="" king="" src="https://nps.edu/documents/portlet_file_entry/105938399/Jerry+King+bio+pic.jpg/f3946791-8de0-ec78-15c4-8f08a11060b7?imagePreview=1" style="display: inline-block; float: right; margin-left: 1.2rem;" /></p>
<p>Congratulations go to <b>NPS alumnus CAPT Jerry A. King</b>, who was <a href="https://www.navy.mil/Press-Office/Press-Releases/display-pressreleases/Article/2835594/department-of-the-navy-recognizes-acquisition-excellence-awardees/">recognized</a> as the <b>Acquisi</b><b>tion Professional of the Year </b>by the Department of the Navy. King was awarded this title at his previous post as <b>Chief of Contracts at Naval Supply Systems Command Fleet Logistics C</b><b>enter Sigonella </b>(NAVSUP FLCSI), with his office located in Naples, Italy. It is one of NAVSUP's eight globally positioned logistics centers that provides for the full range of the fleet's military operations. He is currently <b>Commander of the Defense Contract Management Agency (Raytheon Tucson)</b>, where he ensures quality production of 27 Raytheon missile programs supporting the Navy, Air Force, Army, and Missile Defense Agency.</p>
<p>King graduated from the <b>Naval Postgraduate School</b> in December 2006, earning a Master of Business Administration degree. He attributes a critical part of his success in the acquisition field to his time at NPS, which provided what he calls an <b>“incredible base of education”</b> followed by key experience he built on over several tours, culminating in his time as chief of contracts in Naples. King said the most useful courses he took at NPS were <b>Contract Cost & Price Analysis</b> and <b>Federal Contract Negotiations</b>, and he encourages future students to enroll in these critical courses. He also suggests having a copy of the Federal Acquisition Regulation (FAR) on hand during courses and physically finding the relevant sections while learning, which helps retain the education.</p>
<p>King has clearly taken what he learned about negotiation and turned it into a super skill to find cost savings for the Navy and the Department of Defense. His recognition as the top acquisition professional is due in large part to his organization’s <b>insistence on increasing competition</b> when soliciting and awarding contracts. Under his leadership, NAVSUP FLC awarded the first-ever global husbanding multi-award contract, increasing competition for task orders with awards to 35 contractors. The competitive process also yielded incredible results with a $950M ship repair contract awarded in 2020, saving 10-47% in real dollars on task orders, and producing exceptional on-time performance. As King says, “<b>from my experience, the best way to achieve cost savings and improve oversight is to promote competition. </b>Competition drives contractors to sharpen their pencil, make the best competitive offers, and provide checks and balances on each other.”</p>
<p align="center"><img alt="Submarine comes into port" src="https://nps.edu/documents/portlet_file_entry/105938399/souda+bay.png/b277d0f2-a566-7713-b86b-0e887d8b7fe5?imagePreview=1" /></p>
<p align="center" style="text-align:center"><em>A tugboat from Naval Support Activity Souda Bay Port Operations assists the Ohio-class cruise missile submarine USS Florida (SSGN 728) as it arrives in Souda Bay, Greece, for a scheduled port visit, Sept. 7, 2019. The tugboat was supported through a husbanding contract. DVIDS photo.</em></p>
<p>In addition to these and other contracts, King led NAVSUP FLCSI contracting to <b>solve logistics challenges</b> other agencies deferred work to FLCSI. As one example, they delivered $9.5 million in protective personal equipment to the government of Italy when that country was a hotbed for COVID-19. He notes that his high-performing team managed to execute these procurements and still maintain high morale, crediting the role of good communication to keep everyone working together. “<b>Bring issues to the right level consistently so they can get addressed</b>. And help each other out. Lean on each other to execute the mission.”</p>
<p>King attributes his success to having an incredible group of host nation personnel, government civilians and military professionals on his team throughout four countries and two continents, as well as great FLCSI leadership supporting his team constantly during a very challenging time. The award for Acquisition Professional of the Year truly reflects the superior team effort and dedication to the mission and success of FLCSI contracting.</p>
<p>Did King learn what to do in these high-pressure situations by studying what not to do in a crisis response? Possibly so. His thesis, co-authored with Joshua McKay, investigated the <b>federal government’s acquisition response to Hurricane Katrina, </b>which was marked by inconsistency and a lack of competition.<b> </b>Their thesis makes recommendations for improved acquisition processes that the Federal Emergency Management Agency (FEMA) can use in future disaster response scenarios.</p>
<p>Given King’s recent award, it’s worth taking a look at his thesis research with an eye toward what the federal government has learned in the past 15 years and what challenges still remain. Students of the federal government’s latest crisis response to the COVID-19 pandemic may find interesting parallels and deviations. Of course, the pandemic has unfolded over a longer period of time, but <b>the need to quickly mobilize suppliers and use appropriate acquisition authorities remains a challenge in many crisis scenarios</b>.</p>
<p>King and McKay write in their introduction:</p>
<p margin-left:40px=""><em>Acquisition and contracting is a fairly straightforward discipline, but it is heavy with rules and regulations that hinder fast and effective execution even in normal operations. Even with the allowed exceptions to the rules, the scale of Katrina multiplied that difficulty exponentially, since so many of the resources and even the suppliers themselves were devastated and hindered by destroyed transportation and communications infrastructure.</em></p>
<p><b>Their thesis explores the role of various organizations involved in the disaster response effort.</b> The Department of Defense was brought on board for logistics and acquisition support. Based on “constantly unknown and changing requirements,” FEMA “requested that DoD assume all logistics operations in Louisiana and Mississippi with a $1 billion obligation authority for procurement, transportation and distribution of commodities for the Katrina response.” The U.S. Navy was one of four DoD organizations to play a major role in the response, dispatching, among other resources, an aircraft carrier, several amphibious ships, and the second largest stateside, peacetime deployment of SEABEEs, with 2,800 members of the Navy’s Construction Battalion working on the ground to rebuild schools and other facilities devastated by the storm.</p>
<p align="center"><img alt="Navy Seabees tear down plywood" src="https://nps.edu/documents/portlet_file_entry/105938399/Seabees+Katrina+%281%29.jpg/b42e1500-aacc-08e8-c290-90f266ee3c65?imagePreview=1" style="height: auto; width: 582px;" /></p>
<p align="center" style="text-align:center"><em>U.S. Navy Seabees assigned to Naval Mobile Construction Battalion 133, tear and remove plywood from the sub-floor, as they take part in restoring Hope Haven, a child abuse shelter in Waveland, Miss., in support of Hurricane Katrina Relief efforts on Sept. 12, 2005. DoD photo.</em></p>
<p><b>FEMA’s turbulent acquisition response was due in part to a lack of funding and acquisition personnel.</b> “FEMA’s acquisition and contracting workforce totals only 36 personnel, 65% of the authorized 55 full-time employees and only 28% to 30% of what many recommend as a minimum of 100 to 125 FTEs just to manage workload in any given year, with many more required for incident response.”</p>
<p>Pressed with the need to award contracts quickly, “80% of the $1.5 billion of contracts were <b>awarded on a sole-source basis or limited competition</b> due to pressing humanitarian needs. The most worrisome are early contracts that were being executed without being written.” Their research also found <b>that existing streamlined acquisition procedures “were either misused or remained untapped.”</b> They recommend better training on these procedures and their applicability to disaster response contracting. Other recommendations include using a rapid ordering system and an online reverse auction.</p>
<p><strong>You can read the thesis</strong> on the NPS archive for more details on King and McKay’s findings and recommendations for future areas of research, including the challenge of clearly communicating requirements:</p>
<p><a href="https://calhoun.nps.edu/handle/10945/10083"><b>Disaster Response Contracting In A Post-Katrina World: Analyzing Current Disaster Response Strategies And Exploring Alternatives To Improve Acquisition Processes For Rapid Reaction To Large Scale Disasters Within The United States</b></a></p>
<p> </p>Michelle V Johnson2021-12-02T16:37:00ZPlug and Play: How Flexibility and Openness are Key to Acquiring Emerging TechnologiesMichelle V Johnsonhttps://nps.edu/c/blogs/find_entry?p_l_id=116282677&entryId=1323901222021-10-15T07:00:09Z2021-10-15T06:57:00Z<p>On October 14, experts from the Naval Postgraduate School and the defense innovation community shared their perspectives on what it takes for the Department of Defense to acquire emerging technologies.</p>
<p>One of the key takeaways was the importance of <b>modular open systems architecture</b> (MOSA), in which platforms or systems are designed separately from the technology, often software, that can operate on those platforms. Platforms take longer to develop and build, and they generally have a long service life. The technology that makes them lethal or gives them a competitive advantage, however, changes much more quickly.</p>
<p>Craft or components that have been designed with this open architecture, whether intentionally or not, remain useful because they are adaptable and updateable, in line with changing technologies that did not exist when they were built.</p>
<p><b>VADM (Ret) and Acquisition Chair Dave Lewis</b> used examples from history as well as the present day to illustrate this point. Dive bombers were invented in the late 1930s, after most US carriers had been built. But aircraft carriers were – and remain – exemplars of flexible, open systems architecture. The best example of this is the <b>Doolittle Raid of 1942</b>. Lewis explained that “in four months the Navy figured out how to fly Army bombers off an aircraft carrier and conduct a land strike. Nobody ever said that was a requirement, and nobody could have imagined that could have been a requirement.” Just this year, he added, the USS Carl Vinson, a 38-year-old aircraft carrier, deployed with the cutting-edge technology of the F-35C, the most modern strike fighter in US inventory, as well as the CV-22 and E-2D.</p>
<p>Lewis ended by sharing thoughts on current innovation drivers for platforms. These include cloud and edge computing and clearly defined – and limited – interfaces. This idea of <b>limited interfaces</b> was reinforced later by Johnathan Mun, who gave the example of USB ports that can be used to connect any number of technologies.</p>
<p><b>Mike Madsen</b> opened by talking about the 18 months he spent as an NPS student—one of his favorite assignments in the Air Force because he was able to work with and be exposed to some of the <b>“big strategic thinkers”</b> collected at NPS. His presentation walked through how DIU connects commercial innovators with DoD using approaches that allow industry to propose solutions to strategic problems rather than bidding on contracts with predetermined requirements. DIU pioneered the use of commercial solutions openings and frequently uses other transactions authority to get companies on contract with DoD. A large majority of these companies are non-traditional contractors and small businesses, with many being new to the DoD.</p>
<p>Madsen shared a story illustrating how the <b>DIU approach creates real-time access to emerging technologies</b>. In this case, a commercial partner developed wearable health monitors for service members to solve the DIU-sponsored problem of non-battle troop injuries due to infectious diseases. This technology was ready to deploy when the COVID-19 pandemic hit, and DoD pivoted to apply it to identify infected people up to 48 hours before symptoms appeared.</p>
<p><b>Chris Manuel</b> shared his background as a retired chief warrant officer, with time serving with the special forces. He came to NPS to continue developing a solution he devised in Iraq to get better surveillance on the battlefield. His student project to transform the original 38-pound device into a small form factor ended up receiving $200 million in contracts. To create his prototype, he used rapid acquisition models like OTA and benefited from the expertise of his advisor who was then the Dean of Research.</p>
<p>Manuel left active duty and went to a startup, ultimately becoming a vice president of Sierra Nevada Corporation. But he returned to Monterey after “one of the professors at NPS invited me back to show other students and professors how to do the same thing that I did.” </p>
<p>His perspective on what constitutes emerging technology is that it may not necessarily be new, but it is new to the DoD. Sometimes technology exists but gets used in a different way, or a need is met by technology pulled from adjacent markets. </p>
<p>As Director of the Central Coast Tech Bridge, Manuel is focused on non-traditional partners, such as universities or small businesses, that may have good ideas that would otherwise never make it to DoD. In this way, the Tech Bridge mission is very similar to that of DIU, and it uses similar tools like OTAs, price challenges, and partnership intermediary agreements.</p>
<p>Manuel described the current project of creating a Talent Education Assessment Management System (TEAMS) for federal employees. This pilot uses AI <b>to identify capability gaps in the workforce</b> and is a collaborative venture with the National AI Institute and Harvard University.</p>
<p><b>Professor Johnathan Mun</b> discussed technology that can help make the business case and calculate the ROI for acquiring or developing new high-risk technology, specifically AI and autonomous and divergent technology. He also took some time to define AI in contrast to other similar technologies such as machine learning, neural networks, natural language processing, and robotic process automation. During the Q&A portion of the webinar, panelists and attendees agreed that <b>AI is often misunderstood</b>, with more simple technologies like automation being considered as complex as AI.</p>
<p>Mun described how <b>decision analytics</b> can use AI and ML to calculate risk and ROI, using an example of the challenge of integrating new technology on a ship that requires structural changes such as cutting steel versus less costly modifications. These analytics demonstrate the efficiency of flexible ship design and MOSA discussed by VADM Lewis and others. This methodology can even be applied to calculate the total lifecycle cost of higher education – a research project Mun published in 2020, making a quantitative case for the impact of an NPS degree.</p>
<p>During the Q&A portion of the webinar, discussion covered a range of ideas, with some robust conversation about <b>how DoD should generate requirements</b>, the role of JCIDS in that process, and the kinds of contracts that lead to optimal flexibility—acknowledging that this flexibility or openness is crucial to accessing new technology in a timely fashion.</p>
<p>To hear the full conversation, watch the <a href="https://www.youtube.com/watch?v=UOnh9NqCXBE">recorded webinar</a> on YouTube.</p>Michelle V Johnson2021-10-15T06:57:00ZNPS Faculty and Student Receive Award for Innovative Contracting ProjectsMichelle V Johnsonhttps://nps.edu/c/blogs/find_entry?p_l_id=116282677&entryId=1322082412021-10-08T03:09:50Z2021-10-08T01:50:00Z<p>Two members of the Naval Postgraduate School community recently received The Future of Pricing and Procurement Award from the <i>Pricing for Contract and Government Professionals</i> magazine. The award is presented to five individuals who are up and coming in the industry, and five individuals who are in leadership roles. At both levels, these individuals represent resilience, boldness, and innovation. We are proud to note that NPS has both an established leader and a rising innovator in this year’s recipients–and both are part of the Acquisition Research Program community.</p>
<p><img align="right" alt="Richard Wahidi" hspace="12" 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" style="width:200px; height:200px" /><b>Richard Wahidi</b> is a U.S. Air Force Contracting Officer currently studying at the Naval Postgraduate School, where he is researching Information Age business strategy to improve acquisition outcomes. Wahidi is pursuing a Master of Business Administration degree with a focus on <a href="https://nps.edu/web/gsdm/curriculum-815-details">Acquisition and Contract Management</a>, and his thesis research is supported by ARP.</p>
<p>Prior to studying at NPS, Richard served as a Procuring Contracting Officer at Robins Air Force Base, where he participated in the 2020 – 2021 National Contract Management Association Leadership Development Program. He supported development of a pilot digital acquisition training course, led by OUSD(A&S). He also accelerated modernization initiatives at the Electronic Warfare and Avionics Program Office through the enhanced adoption of strategic partnerships (with organizations including University Affiliated Research Centers and Federally Funded Research and Development Centers) and unique contracting authorities that enable rapid engineering and industrial mobilization.</p>
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<p><img align="left" alt="A person wearing a suit and tie
Description automatically generated with low confidence" hspace="12" 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" style="width:167px; height:209px" /><b>Professor Kelley Poree</b> was recognized for an innovative course design that introduced ProPricer Government Edition (GE) to students in two NPS courses in the Graduate School of Defense Management: Contract Cost & Price Analysis and Federal Contract Negotiations. Students used this software to gain insight into buyer/seller perspectives, motivations, and job tasks throughout the contract life cycle. ProPricer GE is the complementary software platform for ProPricer Contractor Edition, the proposal development software used by most major defense contractors.</p>
<p>ProPricer GE creates a simulated business environment in which students can compare contractor cost estimates for elements such as labor, material, and subcontracting efforts with Government cost estimates for performance. They can also establish pre-negotiation objectives across cost elements to support the Government's business clearance decision and conduct fact-based negotiations through Comparison Cost Detail Breakdown Reports, all in near real-time. These comparison reports and several others enable fair and reasonable price determinations in an active negotiations environment and inform the Government's contract clearance decision. By using this tool, students are enhancing professional competencies they will need as acquisition and contracting leaders, including partnering, problem-solving, risk analysis, and relationship management. </p>
<p>Congratulations to these innovators! Keep watching their work to see what new initiatives they create next.</p>Michelle V Johnson2021-10-08T01:50:00ZSpring Graduation at NPS and the ARP ImpactMichelle V Johnsonhttps://nps.edu/c/blogs/find_entry?p_l_id=116282677&entryId=1300605592021-07-21T20:37:12Z2021-07-21T19:20:00Z<h1>About the Spring 2021 Cohort of NPS Graduates</h1>
<p>A total of 364 U.S. and international military officers and DOD civilians completed their studies at Naval Postgraduate School this June.</p>
<p><img hspace="12" 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" style="width: 373px; height: 265px; display: inline-block; float: right; margin-left: 1.2rem;" />The Spring Quarter class graduates included:</p>
<ul>
<li>152 from U.S. Navy</li>
<li>77 from U.S. Marine Corps</li>
<li>39 from U.S. Army</li>
<li>17 from U.S. Air Force</li>
<li>53 from DOD civilian</li>
<li>1 from U.S. Space Force</li>
<li>1 from U.S. Navy Reservist</li>
<li>1 from U.S. Army Reservist</li>
<li>23 international graduates representing 15 countries</li>
</ul>
<h1> </h1>
<h1>Commencement speaker</h1>
<p>On June 18 NPS welcomed to campus <a href="https://youtu.be/1RyRXQo0Ius?t=1284" target="_blank"><b>VADM Jeff Hughes</b></a>, Deputy Chief of Naval Operations for Warfighting Development, as the commencement speaker for the first <a href="https://nps.edu/graduation" target="_blank">graduation </a>offering in-person attendance since COVID-19 precautions went into effect last year. </p>
<p>Hughes spoke about today’s rapidly changing character of war, and the critical role NPS and its graduates play in the cognitive era. He also spoke about the kind of leaders needed, people “of competence and character, who think freely and leverage the diverse thinking from their teams. We strengthen our position by continued investment in our Naval education enterprise.”</p>
<p>The United States military remains globally competitive in large part, Hughes said, because of “the strength of our intellectual capital and creativity. Our potential adversaries will never be as effective,” he argued, because they can’t replicate this kind of mission command “in their education, learning, and training approaches, despite their best efforts to do so."</p>
<p>This kind of intellectual strength must be closely tied to technological capabilities: “Whomever successfully develops and fields proven operating concepts that capitalize on emerging, disruptive technologies will stand a higher probability of success within the competition continuum, and certainly in conflict.”</p>
<p>The <a href="https://nps.edu/web/acqnresearch/" target="_blank">Acquisition Research Program </a>(ARP) helps NPS students develop the critical thinking and creative problem-solving abilities Hughes emphasized. Students who complete a thesis with ARP receive guidance on topic selection, the research and writing process, and the importance of delivering a final product with operational relevance. As detailed below, many of them won awards for their research, and all of them produced well-reasoned, timely research reports inspired by current challenges facing the Department of the Navy and the Department of Defense.</p>
<p> </p>
<h1>ARP-supported student research</h1>
<p>A total of 16 students, in 8 teams, graduated this June with support from ARP. Of these students, 9 came from the U.S. Navy, and 7 were DOD civilians who completed their degrees via distance learning programs.</p>
<p> </p>
<h2>Spring Quarter 2021 Award Winners</h2>
<p>Select ARP-supported students were recognized by Naval Postgraduate School or Military Services with the following awards:</p>
<ul>
<li><b>LCDR Luis Escobar, USN</b> – Outstanding Thesis</li>
<li><b>LCDR Anthony Meyer (USN)</b> – Conrad Scholar Award for Distinguished Academic Achievement in Financial Management</li>
<li><b>LCDR Brad Sturgis, USN</b> – Outstanding Thesis</li>
<li><b>LCDR Austin Gage, USN</b>
<ul>
<li>Outstanding Thesis</li>
<li>Graduated With Distinction (top 10%)</li>
<li>Rear Admiral Donald R. Eaton Logistics Award for Outstanding Achievement</li>
<li>Commander Philip A. Murphy-Sweet Memorial Award for Excellence in Acquisition</li>
</ul>
</li>
</ul>
<h1> </h1>
<h2>Research from the June Graduates</h2>
<p>Get to know the research produced by this quarter’s graduates. Note that each link takes to you to an entry in ARP’s Defense Acquisition Innovation Repository (DAIR) for the particular thesis. Several entries include the thesis report as well as additional materials, such as a summary poster and a short video created by the students. (Note that two of this quarter’s eight theses are still in processing and will be posted to DAIR when complete.)</p>
<p> </p>
<h3><a href="https://dair.nps.edu/handle/123456789/4497" target="_blank">Applying Commercial Procedures and Technology to the United States Navy's Material Inventory Validity</a></h3>
<ul>
<li><b>Author</b>: LCDR Jan-Paul Amposta, USN</li>
<li><b>Degree earned</b>: Master of Business Administration, Acquisition & Contract Management</li>
<li><b>Thesis Advisors</b>: Dr. Geraldo Ferrer, Professor, and Dr. Simona L. Tick, Lecturer</li>
</ul>
<p><b>Abstract</b>: In light of the Department of the Navy's increasingly dynamic operating environment, it does not have sufficient record keeping, processes, or controls in place for the management of physical assets, and this has a negative impact on our readiness in multiple theaters. There are many logistics organizations that excel at warehousing, managing a supply chain, and transportation, and the Navy can learn from these organizations' processes and culture in order to improve their audit readiness. This study analyzes high-profile logistics organizations to identify the processes and technological tools that enable real-time audit such as Radio Frequency Identification (RFID), and it includes a Cost-Benefit Analysis to determine which technological tools are feasible for acquisition.</p>
<p> </p>
<h3><a href="https://dair.nps.edu/handle/123456789/4490" target="_blank">DoD 4th Estate: Improvements and Efficiencies for the Services</a></h3>
<ul>
<li><b>Authors</b>: Damon L. McCoy, Leanne S. Holmes (Defense Contract Management Agency), and John S. Carhart (Naval Surface Warfare Center, Port Hueneme)</li>
<li><b>Degrees earned</b>: Master of Science in Contract Management</li>
<li><b>Thesis Advisors</b>: Dr. Robert F. Mortlock, Professor, and Dr. Keith F. Snider, Dean/Professor</li>
</ul>
<p><b>Abstract</b>: This paper recommends how Defense Agencies and Field Activities (DAFA) should consolidate efforts and reconfigure itself to better align its own missions with those of its customers and save the DOD money to spend on other projects. The DOD should also look to cut the DAFA budgets from a bottom-up approach and not a percentage slice across the top of all agencies. DAFA could implement eight measures to improve efficiencies, with or without budget cuts. The effects of the COVID-19 pandemic have also caused exploration of how the federal government must rethink the work environment. The data shows that the DOD could reduce its physical footprint by moving toward needs-based congregation, personnel, and facility sharing.</p>
<p> </p>
<h3><a href="https://dair.nps.edu/handle/123456789/4485" target="_blank">Husbanding Service Provider (HSP) Price Analysis Factors</a></h3>
<ul>
<li><b>Authors</b>: LCDR Austin W. Gage, LCDR Luis C. Escobar, and LCDR Bradford R. Sturgis Jr., USN</li>
<li><b>Degrees earned</b>: Master of Business Administration, Supply Chain Management (Gage and Sturgis), and Master of Business Administration, Financial Management (Escobar)</li>
<li><b>Thesis Advisors</b>: Dr. Geraldo Ferrer, Professor, and Dr. Robert F. Mortlock, Professor</li>
</ul>
<p><b>Abstract: </b>Since 2015, the Navy acquisitions community has undergone significant changes to oversight policies and contracting methods for husbanding services. The changes were imposed because of one of the largest corruptions and scandals in U.S. Navy history. The rapid effects of these changes have not been thoroughly analyzed. In this thesis, there is data from the last five years totaling over 6,000 husbanding service contracts and port visits. They were analyzed to determine if the current process is having an adverse financial impact, including the financial impact of short-notice port visits, contractor competition, and the length of solicitation. A cross-tabulation methodology was used to determine if short-notice port visits request submissions have a financial impact on the cost of husbanding services. Cross-tabulation was also used to determine if the length of solicitation time makes a difference in the daily average cost. The authors used cost indexing to quantifiably determine if contractor competition affected the price of husbanding contracts. After a thorough quantitative analysis, the authors have determined that the current oversight policies and contracting methods do not have an adverse financial impact on the husbanding service process. Navy leadership must continue refining procedures to reduce processing time while increasing audit compliance.</p>
<p><img src="https://nps.edu/documents/portlet_file_entry/105938399/gage2.png/ab98a1a7-756f-61cb-4fca-3ee0b2de3602?imagePreview=1" style="height: auto; width: 623px;" /><br />
LCDR Austin Gage shares his team's research on Husbanding Service Providers</p>
<p> </p>
<h3><a href="https://dair.nps.edu/handle/123456789/4493" target="_blank">Acquisitions Above the Stratus: Procuring Consumption-Based Solutions for a Modern DoD</a></h3>
<ul>
<li><b>Authors</b>: Katherine D. Bukowski and William S. Parkin (Air Education and Training Command)</li>
<li><b>Degrees earned</b>: Master of Science in Contract Management</li>
<li><b>Thesis Advisors</b>: Dr. Robert F. Mortlock, Professor, and Raymond D. Jones, Professor of the Practice</li>
</ul>
<p><b>Abstract: </b>When procuring information technology requirements for systems such as cloud-based services, acquisition professionals often choose from outdated and misaligned categories of supplies or services established by Department of Defense (DOD) Acquisition regulations. Current contract structures constrain scalability, and it is imperative that the DOD revise its contract types to permit new solutions that enable commercial goods to be procured on a consumption basis. This Capstone Applied Project evaluates the impact of procuring modern DoD capabilities as consumption-based solutions by applying relevant policy analysis, cost effectiveness analysis, and case study analysis. The findings indicate that a consumption-based approach to acquiring cloud-based solutions is the most beneficial method for obtaining fair and reasonable prices while minimizing costs associated with contract administration. The authors recommend that cloud computing be placed into a new category within the DOD Taxonomy for the Acquisition of Services and Supplies & Equipment to enable greater flexibility in implementing a newly proposed contract type, consumption-based variable pricing, which must be supported by the revision of language contained in FITARA and 31 U.S.C. §1341 and an extension of FAR Clause 52.241-8.</p>
<p> </p>
<h3><a href="https://dair.nps.edu/handle/123456789/4500" target="_blank">Comparison of Naval Acquisition Processes between the United States and Taiwan</a></h3>
<ul>
<li><b>Authors</b>: LCDR Chih-chieh Liu (Republic of China Navy)</li>
<li><b>Degree earned</b>: Master of Business Administration, Financial Management</li>
<li><b>Thesis Advisors</b>: Dr. Robert F. Mortlock, Professor, and Dr. Charles K. Pickar, Senior Lecturer</li>
</ul>
<p><b>Abstract</b>: This research uses a case study approach to analyze the respective naval acquisition processes of the United States and Taiwan. The methodology enables a comparison of the acquisition systems used by the U.S. Navy (USN) and Republic of China Navy (ROCN) related to specific naval acquisition programs. The researcher identifies that both countries have established similar structures in their respective acquisition systems; however, the U.S. acquisition system is overall more comprehensive and systematic than Taiwan’s system. As for the implementation of the respective systems, the U.S. Navy made several mistakes caused by adopting an experimental acquisition strategy in the process of its Littoral Combat Ship program. By contrast, Taiwan adopted a more conventional approach for the Tuo Chiang-class corvette program, hence mitigating risk. Recommendations for the United States include to conduct sufficient analysis before taking experimental approaches and to value the importance of requirement identification, and test and evaluation. In contrast, Taiwan needs to complete its acquisition regulations to cover the process of a program’s full life cycle and organize these steps in a systematic manner. Moreover, the test and evaluation processes should not be ignored to expedite the progress of a program. Finally, Taiwan also needs to develop strategic guidance that directs requirements identification beyond the next decade.</p>
<p> </p>
<h3><a href="https://dair.nps.edu/handle/123456789/4486" target="_blank">Optimizing the Navy Supply Corps 810 Program: Analysis and Recommendations</a></h3>
<ul>
<li><b>Authors</b>: LCDR Aaron K. Smith, LCDR Shawn M. Grogan, and LCDR Aaron J. Harpel, USN</li>
<li><b>Degrees earned</b>: Master of Business Administration, Acquisition & Contract Management</li>
<li><b>Thesis Advisors</b>: Dr. Paul Lester, Associate Professor, and E. Cory Yoder, Senior Lecturer</li>
</ul>
<p><b>Abstract</b>: The Naval Supply Systems Command 810 program provides an opportunity for approximately eight Navy Supply Corps officers to attend a top-30 U.S. business school every year. Upon graduation, these officers obtain a 1301 subspecialty code and are expected to serve in leadership assignments where their educational experience is needed to influence strategy, innovation, and significant Department of Defense business decisions. Our research has identified a twofold problem facing what is considered the most expensive educational program within the Navy Civilian Institutions Office’s portfolio costing nearly $100,000 per student per year. Firstly, between 2003–2019, only 5% of NAVSUP 810 graduates were billeted to a 1301-coded position within the first two assignments following completion of their degree. Secondly, the current set of 1301-coded billets for NAVSUP 810 graduates does not provide the best return on investment to the Navy. Data shows that the current inventory of 1301-coded assignments should be increased to meet the demand of graduating officers. Likewise, these positions must be located at prominent commands that provide the officer with the opportunity to impact strategy, innovation, and policy-making. Our team has provided several recommendations to improve billet optimization for this highly selective population of Navy Supply Corps officers.</p>Michelle V Johnson2021-07-21T19:20:00ZSmart Tech Acquisition Starts with Asking Tough QuestionsMichelle V Johnsonhttps://nps.edu/c/blogs/find_entry?p_l_id=116282677&entryId=1288686932021-06-23T19:46:14Z2021-06-11T01:36:00Z<h2>Research and Reflections from the 18th Annual Acquisition Research Symposium</h2>
<p>How can the Navy and the Department of Defense best use and acquire capabilities made possible by emerging technologies like artificial intelligence? That question, and the many answers to it, ran throughout the recent symposium panel, “<a href="https://www.youtube.com/watch?v=H784iwZRNEA">Enhancing Acquisition with Artificial Intelligence and Cybersecurity</a>.” Rear Admiral Lorin Selby, Chief of Naval Research, chaired the panel and kicked off conversation with some thoughts on how Naval acquisition and larger structures throughout DoD need to change to address today’s technologies and threats.</p>
<p>Echoing an assessment that has become a common refrain, Shelby said, “The acquisition model we have is tuned for about 1985. It’s tuned for an adversary that is technologically inferior and economically inferior to us. That is not the case today with a nation like China. Some of the topics we have today in this panel are critical to that discussion. How do you go after the things our acquisition system is not tuned to do?”</p>
<p>He continued, saying that the problem demands “<strong>structural reforms</strong>,” not just reforms to the acquisition system. “It’s a pretty robust conversation right now in the OPNAV staff and in the ASN(RDA) organization. What’s the to-be state for these kinds of systems? How do we move these technologies faster? How do we find early adopters, get the warfighters involved early and really move these technologies through the pipeline? How do we get across the valley of death we all like to talk about?”</p>
<p>Papers discussed during this panel covered how to identify and measure risk in <strong>artificial intelligence </strong>systems, how to develop effective<strong> cybersecurity</strong> strategies, and how to determine <strong>requirements </strong>for AI and other new technologies. Conversation during the question-and-answer period of the panel showed consensus on the need to rethink requirements and risk assessments, as well as new educational models that integrate knowledge of technology with broader understanding of complex management issues.</p>
<h2>The Role of Graduate Education</h2>
<p>Acknowledging the pacing threat China is presenting in the domain of higher education, Selby admitted that “we have a tremendous national security challenge with STEM talent in this country. We do not create enough STEM graduates, but China does.”</p>
<p>Tom Housel, professor in the Information Sciences Department of Naval Postgraduate School, countered this claim with a different perspective: “You may be right about that in terms of numbers of engineers, but the engineers that worked for me when I was an executive at [an Italian telecommunications company] were Italian and had a really good liberal arts background in addition to their engineering – and they were better problem solvers than my higher educated guys at [an American telecom company].”</p>
<p>Carol Woody, Technical Manager for Cyber Securing Engineering at the Software Engineering Institute, concurred that there is a problem with basic engineering training: “Most engineers are taught to decompose a problem. <strong>We have to look at synergies and broader strategic pictures.</strong> The decomposition mindset is getting in the way. People don’t understand that they have to think through the complexity.” This overly narrow thinking can also be found in the current approach to work in what she called “stovepipes of excellence,” or small, focused technical areas that don’t fit the big strategic picture.</p>
<h2>Scaling Innovation in the Defense Acquisition System</h2>
<p>This need to think of technology as not just a technical, but a strategic, solution was reinforced when Selby asked the panelists to share their thoughts on how DoD can scale up the kind of technological innovation that is occurring in organizations like the Air Force’s Kessel Run. During that conversation, panelists agreed that decision makers should begin by asking, “what problem are we trying to solve?” rather than simply finding a way to acquire the latest emerging technology.</p>
<p>Carol Woody offered that “Too frequently the requirements are defined around the technology and not around the business problem or the program problem they’re actually trying to solve.” Selby agreed: “we tend to go right to the answer.” He also shared that he has been working with <a href="https://nps.edu/web/acqnresearch/blog/-/blogs/steve-blank" target="_blank">Steve Blank</a>, founder of the Lean Startup Method, to think more carefully about problem identification in Naval acquisition. (Blank spoke to NPS students last year enrolled in an entrepreneurship course piloting the Hacking for Defense methodology.)</p>
<p>As the conversation ended, Housel offered an example of how NPS’ model of higher education can create transformational thinking. He recalled having “a student who came from the Pentagon straight into a Ph.D. program. It took us a year to get him out of drawing clouds and arrows and ‘then a miracle happens.’” Selby and other panelists smiled in recognition of this abstract way of communicating. Housel said NPS can help military professionals break out of this mindset: “If we can just define the problem clearly, and you tell us what your goal and purpose is, it helps us help you. And that’s what Naval Postgraduate School is for – it’s to help the Navy.” </p>
<p>As the panel concluded, Selby reiterated his message that to incorporate technological and intellectual innovation, DoD needs structural change: “unless you do that, the culture will eat you for lunch… and you’ve got to have a powerful vision to drive the entire workforce in the right direction.”</p>
<p>Watch the four minute conversation on innovative thinking.</p>
<div class="embed-responsive embed-responsive-16by9" data-embed-id="7dK97L9Rp1M" data-styles="{"display":"block","margin-left":"auto","margin-right":"auto","width":"73%"}" style="display:block; margin-left:auto; margin-right:auto; width:73%"><iframe allow="autoplay; encrypted-media" allowfullscreen="" frameborder="0" height="315" src="https://www.youtube.com/embed/7dK97L9Rp1M?rel=0" tabindex="0" width="560"></iframe></div>
<p> </p>Michelle V Johnson2021-06-11T01:36:00ZUsing Case Studies for Professional DevelopmentMichelle V Johnsonhttps://nps.edu/c/blogs/find_entry?p_l_id=116282677&entryId=1291892202021-06-22T21:00:19Z2021-04-09T09:00:00Z<p>Professor <strong><a href="https://nps.edu/faculty-profiles/-/cv/rfmortlo?_facultycv_backURL=%2Ffaculty-profiles%2F-%2Fcv%2Flist%3F_facultycv_formDate%3D1617936911780%26_facultycv_department%3D%26_facultycv_college%3D%26_facultycv_keyword%3Dmortlock%26p_auth%3D" target="_blank">Bob Mortlock</a></strong> has been conducting case study workshops for members of the defense acquisition workforce for over two years, and he’s ready to expand them to new organizations. The case studies are based on real-world defense acquisition programs, so participants can learn first-hand about navigating the complicated decisions involved in managing acquisition programs. The greater acquisition workforce rarely gets the opportunity to read and study case studies, and this opportunity fills that learning gap. Members of the acquisition workforce can earn continuous learning points in a learning environment.<br />
<br />
These workshops feature 6 hours of group discussion and directed study on a defense acquisition program. The Leader Professional Development (LPD) workshops allow participants to develop critical thinking, decision-making, resource management, and stakeholder engagement skills. The sessions also enhance communication between NPS faculty and the acquisition workforce, and highlight current defense acquisition challenges—enhancing the connections between acquisition research and education.<br />
<br />
This year, Mortlock has already facilitated two workshops:</p>
<ul>
<li>On 2 Mar 2021, BG Vince Malone, JPEO Armaments & Ammunition (A&A) at Picatinny NJ, hosted a Leader Professional Development (LPD) workshop for the 35 members of the JPEO A&A acquisition workforce.</li>
<li>On 23 Feb 2021, BG Mike Sloane, PEO Intelligence, Electronic Warfare and Sensors (IEW&S) at Aberdeen Proving Ground MD, hosted a Leader Professional Development (LPD) workshop for the 20 members of PEO IEW&S acquisition workforce.</li>
</ul>
<p>Mortlock previously offered the following acquisition workforce development sessions:</p>
<ul>
<li>Mar 2020, PEO Simulation, Training and Instrumentation (PEO STRI), Orlando FL</li>
<li>Feb 2020, PEO Ground Combat Systems (PEO GCS), Warren MI</li>
<li>Mar 2019, PEO Simulation, Training and Instrumentation (PEO STRI), Orlando FL</li>
<li>Feb 2019, PEO Enterprise Information Systems (PEO EIS), Fort Belvoir VA</li>
<li>Feb 2019, PEO Ground Combat Systems (PEO GCS), Warren MI</li>
</ul>
<p>These acquisition workforce development opportunities have been highlighted in the Summer 2019 edition of Army AT&L magazine article entitled “<strong><a href="https://asc.army.mil/web/news-alt-jas19-a-chance-to-think/">A Chance To Think</a></strong>”.<br />
<br />
<b>Want to get your acquisition team into one of these sessions?</b> Mortlock offers the workshops through a virtual, distance learning environment. Development sessions are modular and can be tailored to the needs of the hosting organization. The hosting PEO/PM offers the education to their workforce on a volunteer basis. Current cases available for discussion include:</p>
<ul>
<li>Rapid acquisition – combat helmet program initiation and procurement decisions</li>
<li>Incremental development – acquisition strategy for missile development program</li>
<li>Decision making & stakeholder engagement – combat uniform camouflage effort</li>
<li>Defense Industrial Base – body armor/PPE industrial base planning</li>
<li>Cost estimating – missile development program milestone review</li>
<li>Adaptive acquisition/prototyping – combat pistol acquisition program planning</li>
<li>Shipbuilding – warfighter requirements and acquisition strategy planning</li>
</ul>
<p><b>For more information, please contact: </b>Dr. Bob Mortlock, Colonel U.S. Army (Retired), Professor of the Practice, Program Management and Defense Acquisition, Graduate School of Defense Management, Naval Postgraduate School, Email: rfmortlo@nps.edu </p>Michelle V Johnson2021-04-09T09:00:00ZFighting information overload and listening to operational contracting officers (LOCO)Michelle V Johnsonhttps://nps.edu/c/blogs/find_entry?p_l_id=116282677&entryId=1291896142021-06-22T20:59:48Z2021-02-26T19:00:00Z<h1>Acquisition Tips and Tools, with Larry Asch</h1>
<p>This week has me thinking about what it means to be a wise acquisition professional. Every day it seems like there are more and more resources available, but still the same number of hours in a day. How can you decide what to spend time reading and learning about? I offer that you distinguish between information and wisdom, with a few suggestions for how to get started.</p>
<p><b>Defense Acquisition University (DAU) Contracting Subway Map</b></p>
<p>Thanks to Michelle Currier, a Professor of Contracting at DAU, for developing a great Acquisition Tool, and providing us updates adding more great information. The purpose of <a href="https://www.dau.edu/tools/t/Subway-Map" target="_blank">the Contracting Subway Map</a>, according to its website, “is to provide you with a generalized order of events in the acquisition contracting process.”</p>
<p>Let me reiterate: there is an order of events in acquisition and it can be adapted, but you must understand the art and science of acquisition to come up with the order of events of an executable Acquisition Strategy.</p>
<p>Many folks will tell me they are drowning in information and don’t have time to read acquisition policies, news, research, and sites like DAU Contracting Subway Map, Aida, and WIFCON. We may be drowning in information, but we can never have enough wisdom. The two are related, but different. Wisdom means “having experience, knowledge and good judgment.” It’s hard to be wise if you don’t know enough, but this information must also lead to good decisions in new situations. In our business, I will guarantee if you do not gain wisdom to do it right in the beginning, you will have all the time later to fix it. As I always say, “Pay now or pay later.” </p>
<p>What is most impressive with the contracting subway map is that it lays out the foundational items every acquisition person needs to fight the daily fight to effectively meet mission. The tool starts with two core concepts:</p>
<ul>
<li>Industry Engagement: Communications with Industry (they have nailed it on content!)
<ul>
<li>Engaging with Industry memo </li>
<li>4 Myth-Busting OMB memos which include improving communications with Industry and effective Debriefings</li>
</ul>
</li>
<li>Identify Acquisition Team
<ul>
<li>FAR 1.102 lays out the Guiding Principles for the Acquisition System.</li>
</ul>
</li>
</ul>
<p>I implore you to read the items above, and you will understand the principles of the Acquisition System, clear up many myths on communications, and feel empowered to meet your mission. You have to make choices about what information you learn every day, and this is one tool that both informs and fosters wisdom.</p>
<p><b>Listening to Operational Contracting Officers (LOCO)</b></p>
<p>I know it’s a farfetched concept to listen to the hard-working people in the field, but rather than commission reports, studies, and committees made up of folks who have never done acquisition and contracting, or not done it for years, let’s LISTEN to the struggles our folks go through every day so we can truly reform things like:</p>
<ul>
<li>The broken protest system – causing lengthy delays, over and misuse of Direct 8(a) awards, OTAs, SBIR Phase III, and LPTA (oh Congress took care of LPTA - thanks).</li>
<li>Myriad of acquisition documentation – many items not read by anyone and are file stuffers written by a cottage industry of support contractors.</li>
<li>New training tools and techniques – Training of fundamentals from people who have done it, and the sharing of lessons learned. Source selection training will help us live in the broken protest environment.</li>
</ul>
<p>We can do a lot of positive change by LOCO. Let the culture tell us what they need, fix what we can, and ask Congress for help with what we can’t in FY22/23 NDAAs.<b> </b></p>Michelle V Johnson2021-02-26T19:00:00ZH4D co-founder Steve Blank Shares Entrepreneurial Wisdom with NPS StudentsMichelle V Johnsonhttps://nps.edu/c/blogs/find_entry?p_l_id=116282677&entryId=1291898532021-06-22T21:26:01Z2020-11-05T19:20:00Z<p>On October 7, <a href="https://www.h4d.us/">Hacking for Defense</a> (H4D) co-founder <a href="https://steveblank.com/about/">Steve Blank</a> joined the virtual class meeting of our NPS entrepreneurship course piloting the H4D methodology. He spoke to students about the origins of H4D, the challenges the Department of Defense (DoD) faces in implementing the lean startup methodology, and lessons he hopes this collection of (mostly) Air Force contracting officers will take away from their experience.</p>
<p>During his overview of the historical genesis of H4D, Blank explained what he learned as an entrepreneur in the 1980s and 1990s: business plans that work for large organizations do not apply to small startup enterprises. Silicon Valley investors at the time were telling startups that “they were nothing more than smaller versions of large companies,” from how requirements were developed to when customers were considered in the business planning process and more.</p>
<p>As a uniquely large organization, DoD operates with a business model that similarly executes a known plan. H4D and other current defense innovation initiatives show how DoD can benefit from incorporating more entrepreneurial thinking into the bureaucracy. And it’s well documented that this kind of adaptability is needed as threats and technologies continue to develop at paces that far outmatch the organizational speed of traditional defense contracting processes. </p>
<div class="embed-responsive embed-responsive-16by9" data-embed-id="BfjIs3-ZK5Q" data-styles="{"display":"block","margin-left":"auto","margin-right":"auto","width":"74%"}" style="display:block; margin-left:auto; margin-right:auto; width:74%"><iframe allow="autoplay; encrypted-media" allowfullscreen="" frameborder="0" height="315" src="https://www.youtube.com/embed/BfjIs3-ZK5Q?rel=0" width="560"></iframe></div>
<p><br />
After their historical overview of H4D, Blank walked students through the methodology, explaining the processes of problem verification, solution identification, and customer discovery. Each week, students complete two templates that work as learning tools: a mission model canvas (adapted from the business model canvas developed by Alex Osterwalder) and a value proposition canvas for each stakeholder they meet with in their quest to “get outside the building” and understand an issue from multiple people and perspectives.</p>
<p>The mission model canvas (MMC) allows students (or entrepreneurs) a quick way to visualize the opportunity landscape for their solution or business. The MMC maps out stakeholders (aka beneficiaries), what value proposition will solve their problems, how to get buy-in, and more.</p>
<p><img src="https://nps.edu/documents/portlet_file_entry/105938399/MMC+image.jpg/77a1ff09-8980-2bd3-1d79-80a2a957e268?imagePreview=1" style="height: auto; width: 704px; display: block; margin-left: auto; margin-right: auto;" />The value proposition canvas (VPC) guides learners through the process of getting to know their customer or beneficiary, identifying pain points, pain relievers, key motivations, and more.</p>
<p><img src="https://nps.edu/documents/portlet_file_entry/105938399/VPC+image.jpg/c77d3c9e-7f8f-5f31-5b77-31674f99bc5d?imagePreview=1" style="height: auto; width: 718px; display: block; margin-left: auto; margin-right: auto;" />In discussing these tools, Blank gave a few tips about how to get to a minimum viable product, or MVP. He particularly encouraged students not to get focus myopically on the product, but to carefully consider the role played by specific people who can help or hurt the process of deploying the MVP to end users.</p>
<div class="embed-responsive embed-responsive-16by9" data-embed-id="dT7NEyoTkeA" data-styles="{"display":"block","margin-left":"auto","margin-right":"auto","width":"74%"}" style="display:block; margin-left:auto; margin-right:auto; width:74%"><iframe allow="autoplay; encrypted-media" allowfullscreen="" frameborder="0" height="315" src="https://www.youtube.com/embed/dT7NEyoTkeA?rel=0" width="560"></iframe></div>
<p><br />
In the too-short Q&A portion of class, student Brett Hagen followed up on Blank’s claim that the defense acquisition process is broken and can be improved by applying the lean startup methodology.</p>
<div class="embed-responsive embed-responsive-16by9" data-embed-id="QbafILVqlu8" data-styles="{"display":"block","margin-left":"auto","margin-right":"auto","width":"74%"}" style="display:block; margin-left:auto; margin-right:auto; width:74%"><iframe allow="autoplay; encrypted-media" allowfullscreen="" frameborder="0" height="315" src="https://www.youtube.com/embed/QbafILVqlu8?rel=0" width="560"></iframe></div>
<p>Since Blank’s visit, the four student teams have been busy applying these concepts to their customer discovery process, talking with dozens of stakeholders as they dive deeper into their assigned problems. We will share more about how these problems have shifted during this student research process in the coming weeks, as teams turn their attention to identifying potential solutions and MVPs. </p>Michelle V Johnson2020-11-05T19:20:00ZNaval Postgraduate School Welcomes VADM (Ret.) David Lewis as New Chair of AcquisitionMichelle V Johnsonhttps://nps.edu/c/blogs/find_entry?p_l_id=116282677&entryId=1291896752021-06-22T20:58:21Z2020-10-15T19:14:00Z<p>On October 13, 2020, Vice Admiral David H. Lewis, USN (Ret.) took the helm as the Naval Postgraduate School Chair of Acquisition. As chair, he will lead the Acquisition Research Program (ARP) in the Graduate School of Defense Management and connect NPS with leaders and policymakers in the acquisition community.</p>
<p>Lewis graduated from NPS in 1988 with a Master of Science in Computer Science, and we’re pleased to welcome him back to campus in this leadership role. Lewis is replacing the founding Chair of Acquisition, Rear Admiral, USN (Ret.) Jim Greene, who retired this June.</p>
<p>Most recently, Lewis served as Director of the Defense Contract Management Agency, managing over $7 trillion in defense contracts. In this role, he oversaw the agency’s efforts to ensure that supplies and services contracted for by the Department of Defense are delivered on time and in line with contract performance requirements.</p>
<p>During his career at sea, Lewis served as a communications officer, fire control and missile battery officer, and combat systems officer aboard destroyers and guided-missile cruisers.</p>
<p>Upon selection to flag rank in 2009, Lewis served as Vice Commander, Naval Sea Systems Command and then served four years as Program Executive Officer, Ships, where he directed the delivery of 18 ships and procurement of another 51 ships. From 2014-2017 he served as Commander, Space and Naval Warfare Systems Command where he led a global workforce of 10,300 civilian and military personnel who design, develop and deploy advanced communications and information capabilities.</p>
<p>Lewis’s extensive experience in shipbuilding has given him a unique understanding of the full acquisition lifecycle. He has delivered ships as a program manager and program executive officer, then later sustained and modernized them as a fleet engineer and systems commander. He will bring valuable perspective to NPS students and faculty, as well as the broader acquisition innovation community working to get superior capabilities into the hands of our warfighters.</p>
<p>Lewis’s expertise in product delivery will amplify ARP’s ability to execute its mission of delivering the real-time information and analytical capabilities needed by today’s acquisition professionals and policymakers. Adding VADM Lewis to the team also demonstrates NPS’s continued commitment to providing world-class defense-focused education and research.</p>
<hr />
<p>We asked Admiral Lewis to share a few thoughts with us during his first week on the job. His answers are below. </p>
<p><strong>Q: How did your time as an NPS student prepare you for your naval career?</strong></p>
<p>A: I took two courses in material science, and I’ve used that knowledge more than anything else. I learned through my experiences managing programs and overseeing contracts that acquisition is not independent from the technical side – the two are closely integrated. Leaders need to be able to identify and solve technical problems to keep programs on track, not just manage a process.</p>
<p><strong>Q: Why did you choose this job as the next step in your career?</strong></p>
<p>A: I’ve been both a customer and sponsor for the program in the past. I value the work that we do, which motivated my desire to join the team. There are a lot of exciting things going on in DoD acquisition these days, and I see ARP as a nexus of innovative thought and practical experience; bringing academia, practitioners, and operational personnel together to think through the hard, hard problems we face. </p>
<p><strong>Q: In your view, what makes ARP valuable for the defense acquisition community?</strong></p>
<p>A: Our obvious “product” is the research and thesis work we sponsor, but I also see another ARP “product”: the students and researchers we sponsor. Their work with us educates them on the issues, gives them intellectual tools to address them, and teaches them analytic methodologies to assess solutions. </p>
<p><strong>Q: How does an education supported by the Acquisition Research Program prepare students to succeed in their future operational assignments?</strong></p>
<p>A: They will carry their learned knowledge forward into their future assignments, military or civilian, and it will enhance their abilities as leaders and researchers to address tomorrow’s even more challenging problems. We are helping to solve today’s acquisition problems while we build tomorrow’s acquisition leaders.</p>Michelle V Johnson2020-10-15T19:14:00ZClassroom Innovation: Introducing NPS Student-Officers to Hacking 4 DefenseMichelle V Johnsonhttps://nps.edu/c/blogs/find_entry?p_l_id=116282677&entryId=1291899562021-06-22T20:57:50Z2020-10-02T19:35:00Z<p>This quarter, the Acquisition Research Program is conducting an experiment. We are amplifying our abilities to foster evidence-based innovation in acquisition, starting in one of our Naval Postgraduate School classrooms. Working with Major Daniel Finkenstadt, a professor in the Graduate School of Defense Management, ARP is helping pilot a <a href="https://www.h4d.us/">Hacking for Defense</a> (H4D) course, integrated with Fink’s course on entrepreneurship. Students will be learning about the lean startup methodology and other entrepreneurial concepts, while applying them to four real-world problems from sponsors in the Department of Defense.</p>
<p><img src="https://nps.edu/documents/105938399/0/h4d+logo.png/5ae3ff08-1793-22df-42dc-f8068dc5a689?t=1601613336340" /></p>
<p>Over the quarter, students will interview various stakeholders who are impacted by the sponsored issue to fully understand the problem and generate a minimum viable product. Our timeline: we began September 28 and conclude December 9. Next week, we welcome <a href="https://steveblank.com/">Steve Blank</a>, one of the H4D founders, as our first guest lecturer. Students will learn about the history of DoD partnerships with commercial sector innovators, and how the H4D model is helping return the department to its creative roots.</p>
<p>Usually H4D partners with civilian institutions, teaching graduate and undergrad students in business schools about DoD and national security. Our NPS students already have this institutional knowledge and can bring operational expertise to their problem-solving tasks. The eye-opener for these officers will not be learning how exciting it is to work the DoD mission. It will be learning how they can help better align DoD with commercial innovation practices and catalyze real change with lasting impact, making daily life better for today’s warfighters (and contracting officers).</p>
<p>We have four problems to work this semester, coming from three sponsors:</p>
<ol>
<li><strong>Ready, Set, Drive: Improving Response Times to Catastrophic Events (Army National Guard)</strong><br />
Weapons of Mass Destruction National Response Management Plan Commanders need a means to assess and restructure disaster response regions in order to promptly deploy personnel and supplies to disaster sites.</li>
<li>
<p><strong>Catching Copies (Air Force Program Executive Office for Agile Combat Support)</strong><br />
Contracting Officer Representatives need a method to quickly evaluate how much of a template was used in a new private contractor proposal in order to properly pay the contractor for the level of effort exerted in creating the proposal.</p>
</li>
<li><strong>Advanced Manufacturing for Uniforms and Equipment: Market Intelligence Team (U.S. Army Futures Command)</strong><br />
Program Managers of the “Textile Automation to Enhance Domestic Military Production” project need a comprehensive policy analysis of identified production issues in order to develop an effective and usable implementation strategy. This team will explore the problem from the industry side, exploring how the textile industry works with government acquisitions. </li>
<li><strong>Advanced Manufacturing for Uniforms and Equipment: Policy Team (U.S. Army Futures Command)</strong><br />
This team will explore the same problem from #3 above but with an eye on legal and policy implications, starting with how the Buy American Act and Berry Amendment impact domestic sourcing and production of textiles. </li>
</ol>
<p>Students begin outreach with their sponsors in the next week. As their learning progresses, we’ll be looking for answers to some of these questions: How will students apply concepts of entrepreneurship to DoD? Will they prove that innovation is possible without changing regulations, policy, or law? Or will they determine the need for regulatory modernization? And how much will these sponsored problems shift as they get evaluated from multiple perspectives?</p>
<h2>An urgent need for innovation</h2>
<p>Just this week, a bipartisan congressional committee released the <a href="https://armedservices.house.gov/_cache/files/2/6/26129500-d208-47ba-a9f7-25a8f82828b0/6D5C75605DE8DDF0013712923B4388D7.future-of-defense-task-force-report.pdf">Future of Defense Task Force Report</a>, which calls for DoD to reform its practices by, among other things, embracing emerging technology and enhancing connections with commercial sector innovators. It specifically recommends DoD “create additional opportunities for collaboration and shared experience between the Department of Defense, private sector, and academia through the expansion of programs such as Hacking for Defense”. We are proud that this quarter’s NPS-H4D partnership is answering this call, professionalizing the next generation of acquisition leaders through an education infused with innovation.</p>
<p>As the quarter progresses, we will keep the community informed with regular updates. Stay tuned.</p>
<h2>Get to know the professor</h2>
<p>Watch this short video to hear more about how Major Fink approaches entrepreneurship in the classroom.</p>
<div class="embed-responsive embed-responsive-16by9" data-embed-id="LsLqJM0518A" data-styles="{"display":"block","margin-left":"auto","margin-right":"auto","width":"73%"}" style="display:block; margin-left:auto; margin-right:auto; width:73%"><iframe allow="autoplay; encrypted-media" allowfullscreen="" frameborder="0" height="315" src="https://www.youtube.com/embed/LsLqJM0518A?rel=0" width="560"></iframe></div>
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<p> </p>Michelle V Johnson2020-10-02T19:35:00ZOFPP Administrator Michael Wooten’s Past Life as a Scholar and NPS StudentMichelle V Johnsonhttps://nps.edu/c/blogs/find_entry?p_l_id=116282677&entryId=1288829512021-06-22T20:57:20Z2020-09-25T21:10:00Z<p>This June, Michael Wooten, the Administrator of the Office of Federal Procurement Policy (OFPP), recorded an <a href="https://soundcloud.com/user-650785162/advancing-federal-acquisitions-with-emerging-technologies-a-conversation-with-administrator-for-federal-procurement-policy-michael-wooten">interview</a> with Katie Malague of the <a href="https://ourpublicservice.org/">Partnership for Public Service</a>. They discussed how his career and education have prepared him to direct policy for the world’s largest buying organization, his assessment of the acquisition landscape in 2020, and advice he would give to agencies about using and procuring new technologies.</p>
<h2>From the Classroom to Leadership</h2>
<p>Wooten’s career prior to his role at OFPP has blended operational and academic experiences that together help him understand the complexity of defense and federal acquisition.</p>
<p>Let’s start with this fun fact: Wooten is a graduate of Naval Postgraduate School (class of 1997), where he majored in acquisition and contract management. (This was before the Acquisition Research Program (ARP) formally existed, but we still claim him as one of ours.) In his words, that education “represented a major career shift.” Prior to attending NPS, Wooten spent 15 years as a Marine, first as an enlisted air traffic controller then, after receiving his bachelor’s degree, as a ground supply officer. After graduating NPS, he held a variety of contracting positions and spent 10 years at Defense Acquisition University teaching, managing operations, and leading a large research project on the acquisition workforce.</p>
<p>Wooten’s time in higher education clearly made him a better thinker, both more informed about fundamentals like contract management and the Federal Acquisition Regulation and more capable of understanding and managing complexity.</p>
<p>Many of ARP’s students are, like Wooten, supply corps officers well-versed in the challenges of acquisition logistics. As Wooten said, this work “helped me understand how you procure items and understand the lifecycle of equipment. It was very helpful to me to get an early grounding across the acquisition disciplines.” Today, as the federal government and DoD are reassessing the composition and integrity of the supply chain, this expertise is invaluable for managing acquisitions in a way that not only delivers warfighting capabilities but also maintains national security and production efficiencies.</p>
<p>Higher education gives students the opportunity to do a deep dive into acquisitions. Wooten wrote a dissertation on the competencies required for contract specialists and was guided by the expertise of his third reader, the honorable Jacques Gansler, former undersecretary of defense for acquisition, logistics, and technology. His grasp of policy and practice was profoundly strengthened as a result.</p>
<h2>Contracting Officers Are Not Acquisition Cops</h2>
<p>Moving from his academic experiences to his current priorities as Administrator, Wooten repeated a common refrain – that the acquisition workforce needs a culture shift, focusing less on compliance and more on mission and managing the “iron triangle” of cost, schedule and performance.</p>
<p>“Let go of the mindset that we are the cop of acquisition and procurement; we are more business advisors. Some agencies have made that shift; others have almost an icky feeling that somehow I am relinquishing my duties of ensuring compliance and allowing lapses of ethics. It couldn’t be further from the truth if I put the best tools on the compliance check.” </p>
<p>Wooten also talked about the ambitious Cross-Agency Priority goal of <a href="https://www.performance.gov/CAP/frictionless-acquisition/">frictionless acquisition</a>, which he leads with Soraya Correa and Berry Berkowitz. The goal is to remove well-known barriers separating the federal government from commercial efficiencies and best practices. </p>
<p><img src="https://nps.edu/documents/105938399/0/frictionless+%281%29.png/574b7a06-12d1-654b-50ba-57bd3b1080cf?t=1601011928999" /></p>
<p> </p>
<p>This need for increasing speed and synching up federal government with the commercial marketplace—and the challenge of meeting it—has been acknowledged and addressed by many reformers in recent years, including the Section 809 Panel, which produced a series of recommendations that begin by simplifying existing regulations for commercial buying and conclude with a vision for how to radically simplify all commercial transactions under $15 million. (<a href="https://discover.dtic.mil/section-809-panel/">See recommendations #1-4 and #35</a>.)</p>
<h2>How Not to Adopt New Technology</h2>
<p>When asked if he had advice for agencies about using and procuring emerging technology, Wooten shared some real gems, starting with a reminder of what not to do. “There are great innovation tools out there. Don’t go toy shopping. Stay mission focused. Get the things that can help you, and understand how it can help you get from A to B. And B needs to be clearly a goal of yours.”</p>
<p>Wooten ended the conversation by boiling down organizational leadership to a simple message that we’ve heard many times before—and which is still a work in progress for the federal government: “With all the technology out there, you still can’t escape one immutable fact: people make the organization work. You hire and reward good people. That’s it.”</p>Michelle V Johnson2020-09-25T21:10:00ZCan a New Directive Move the Defense Acquisition System into the 21st Century?Michelle V Johnsonhttps://nps.edu/c/blogs/find_entry?p_l_id=116282677&entryId=1291899842021-06-23T16:44:09Z2020-09-11T19:40:00Z<p>The new Department of Defense Directive (DODD) 5000.01 was released on September 8, 2020. The basic structure and length remain largely unchanged from the 2018 version, but the core operating principles for the defense acquisition system (DAS) have been updated to align with the 2018 National Defense Strategy. It now reflects the need to “deliver performance at the speed of relevance” and develop “a more lethal force based on U.S. technological innovation and a culture of performance that yields a decisive and sustained U.S. military advantage.” The directive also adds more bullet points than its predecessor to demonstrate the approaches and techniques needed to achieve these goals.</p>
<p>We find several changes of note, as well as some core concepts that remain stable across the versions of this guiding document. Among the changes, we are pleased to see that recommendations from the Section 809 Panel are reflected in new fundamentals and priorities for the defense acquisition system. Here are the highlights.</p>
<h2>Changes in the DODD 5000.01 that align with the Section 809 Panel recommendations</h2>
<ul>
<li>
<p>Empower program managers</p>
<ul>
<li>
<p>See panel recommendations on portfolio management (<a href="https://dair.nps.edu/handle/123456789/3583" target="_blank">#36</a>, <a href="https://dair.nps.edu/handle/123456789/3584" target="_blank">#37</a>, <a href="https://dair.nps.edu/handle/123456789/3585" target="_blank">#38</a>, and <a href="https://dair.nps.edu/handle/123456789/3587" target="_blank">#39</a>) and <a href="https://dair.nps.edu/handle/123456789/3623" target="_blank">defense business systems (#16)</a></p>
</li>
</ul>
</li>
<li>
<p>Simplify acquisition policy</p>
<ul>
<li>
<p>This goal was foundational to all of the panel’s work</p>
</li>
</ul>
</li>
<li>
<p>Actively manage (rather than avoid) risk</p>
<ul>
<li>
<p>See <a href="https://dair.nps.edu/handle/123456789/3755" target="_blank">panel recommendation #63</a></p>
</li>
</ul>
</li>
<li>
<p>Manage capability portfolios, with corresponding funding mechanisms</p>
<ul>
<li>
<p>See panel recommendations on portfolio management (#36-39) and <a href="https://dair.nps.edu/handle/123456789/3591" target="_blank">reprogramming authority (#46)</a></p>
</li>
</ul>
</li>
<li>
<p>Plan for sustainment from the start with true life-cycle management</p>
<ul>
<li>
<p>See panel recommendations <a href="https://dair.nps.edu/handle/123456789/3589" target="_blank">#41</a> and <a href="https://dair.nps.edu/handle/123456789/3590" target="_blank">#42</a></p>
</li>
</ul>
</li>
<li>
<p>Maintain data transparency</p>
<ul>
<li>
<p>See <a href="https://dair.nps.edu/handle/123456789/3742" target="_blank">panel recommendation #88</a></p>
</li>
</ul>
</li>
</ul>
<h2>Other additions not directly related to the Section 809 Panel, but noteworthy</h2>
<ul>
<li>
<p>Employ artificial intelligence, machine learning, deep learning, and other related capabilities throughout execution of the acquisition process</p>
<ul>
<li>
<p>“To ensure a culture of performance that yields a decisive and sustained U.S. military advantage, the acquisition system will leverage capabilities including artificial intelligence, machine learning, and deep learning to maximize efficiency and streamline the acquisition of goods and services.”</p>
</li>
</ul>
</li>
<li>
<p>Conduct system of systems (SoS) analysis</p>
</li>
<li>
<p>Less emphasis on cost, more “focus on affordability” (see notes below)</p>
</li>
<li>
<p>Deploy interoperable systems (with other U.S. forces and coalition partner systems)</p>
</li>
<li>
<p>Plan for coalition partners in the early design and development phase of acquisition programs</p>
</li>
<li>
<p>Maintain data transparency</p>
<ul>
<li>
<p>"Data should be transparently shared, to the greatest extent possible, in its native form and require minimal formatting and manipulation. All DoD data will be shared as widely as possible across the Military Services and OSD. Options to frustrate or prevent data transparency should not be entertained.”</p>
</li>
</ul>
</li>
<li>
<p>Employ a collaborative process (DoD components should consult and coordinate with each other, but a dissenting view does not preemptively halt the acquisition process)</p>
</li>
</ul>
<p><strong>A note about cost: </strong>The earlier DODD 5000.01 emphasized controlling costs (including bullets for cost realism and cost sharing), while the 2020 version focuses on affordability. Here, managing portfolios of capabilities can help achieve this goal: “The DoD components must balance a program’s requirements and cost in light of the funding and priorities within and across portfolios.” Again, this aligns directly with the Section 809 Panel’s recommendations on portfolio management.</p>
<p>This shift may also recognize that too much focus on cost as an isolated variable can have negative effects on programs’ ability to adapt and deliver the right capabilities. At a recent <a href="https://ndufoundation.org/newsroom/2020-09-01-000000/watch-now-digitizing-business-defense" target="_blank">National Defense University event</a>, former Deputy Secretary of Defense Bob Work explained that the discipline mandated by the Weapon Systems Acquisition Reform Act of 2009 had an unintended consequence on program management. While its focus on planning better for cost, schedule, and performance resulted in a huge drop in Nunn-McCurdy breaches, it also made program managers more risk averse and programs less effective. As Work argued, we can now have access to the right data about programs – not just cost – and these new insights can empower decision makers to better see and manage the big picture. </p>
<h2>Some priorities stay the same across versions of the DODD 5000.01</h2>
<ul>
<li>
<p>Develop a culture of innovation</p>
</li>
<li>
<p>Emphasize competition</p>
</li>
<li>
<p>Be responsive</p>
</li>
<li>
<p>Employ a disciplined approach</p>
</li>
<li>
<p>Emphasize safety</p>
</li>
<li>
<p>Maintain a professional workforce</p>
</li>
<li>
<p>The objective of the defense acquisition system is still to “acquire products and services that satisfy user needs… at a fair and reasonable price.”</p>
</li>
</ul>
<h2>New bullet points = New culture?</h2>
<p>Coupled with the new versions of the DODI 5000.02 and the Adaptive Acquisition Framework that have rolled out over the past year, DoD is making smart improvements to how the defense acquisition system upholds the values and mission of the DoD. The emphasize on data and data-based technologies such as artificial intelligence move acquisition into the 21st century. Getting acquisition professionals speaking the same language, whether or not these terms feel trendy, will help move the culture of acquisition in the right direction. And as we all know, culture remains one of the hardest nuts to crack.</p>Michelle V Johnson2020-09-11T19:40:00ZWill They Stay or Will They Go? Using Data Analysis to Predict–and Improve–Acquisition Workforce RetentionMichelle V Johnsonhttps://nps.edu/c/blogs/find_entry?p_l_id=116282677&entryId=1216521322021-06-22T20:56:12Z2020-08-26T13:00:00Z<p>How can the Department of Defense (DoD) and Department of the Navy (DoN) grow and shape the civilian acquisition workforce to deliver world-class warfighting capabilities for the U.S. military? This question has plagued DoD, DoN, and the federal government for decades. Two Naval Postgraduate School (NPS) faculty members are developing a data-driven approach that will allow DoD leadership and human resources managers to forecast an acquisition professional's choice to stay in the workforce or to leave based on his or her socio-demographic, academic, and professional background. This approach will enable leadership to make strategic, informed policy decisions about recruiting, retention, and incentives that cultivate an efficient, diverse, and motivated workforce for the long run.</p>
<p>NPS faculty members Tom Ahn and Amilcar Menichini are developing a Dynamic Retention Model, which uses a powerful mathematical technique called dynamic programming. In their 2019 report “<a href="https://nps.edu/web/acqnresearch/dair">Retention Analysis Modeling for the Acquisition Workforce</a>,” Ahn and Menichini explain how this tool can predict where DoD and DoN can most effectively focus energy and resources to retain and develop members of the acquisition workforce not only for the immediate future, but also for decades ahead.</p>
<table border="0" cellpadding="5" cellspacing="0" style="width: 502px;">
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<td style="width: 243px;"> <img src="https://nps.edu/documents/portlet_file_entry/105938399/Ahn-1.jpg/d8494aba-baf6-bb0c-1bc6-22f48358faf9?imagePreview=1" style="display: inline-block; float: left; margin-right: 1.2rem;" /></td>
<td style="width: 254px;"><img data-fileentryid="129193266" src="https://nps.edu/documents/portlet_file_entry/105938399/image.png/5db06c26-c1d8-f7da-38c2-448d03a96de3" style="height: auto; width: 133px; display: inline-block; float: left; margin-right: 1.2rem;" /></td>
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<td style="width: 243px;">Professor Tom Ahn</td>
<td style="width: 254px;">Professor Amilcar Menichini</td>
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<p><b>This study addresses a known problem in the defense acquisition workforce – a high percentage of employees (over 50%) are currently within 10 years of retirement age, and there are not enough younger workers to balance this seniority and fill the gaps that will come with the upcoming surge in retirement.</b></p>
<p>Using data from Defense Manpower Data Center (DMDC), the authors tracked over 13,000 DoD acquisition professionals across four decades. <b>They find two factors that have substantial impact on retention: prior military experience and education level</b>. If an acquisition professional comes to the workforce from military service, they are more likely to remain. Their conclusion: “leadership should augment recruiting from active duty to seamlessly transition them into the civilian workforce.” Additionally, more education equals longer careers. This is especially true for employees who earn master’s degrees mid-career; this group has the longest career. Here, the key takeaways are that leadership “should be ambitious in recruiting advanced degree holders” and "invest in the workforce by encouraging/subsidizing education without worrying about brain drain.”</p>
<p><img 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" 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<p>The study also finds that while the acquisition workforce is fairly diverse, it is more heavily weighted toward female and white. As retention rates hold steady across all demographic groups, DoD leadership may be able to improve diversity by ramping up recruitment of traditionally under-represented socio-economic groups.</p>
<p>The authors propose ambitious additions to the model, which "can be extended in different important directions. For instance, we may incorporate the effect of the Federal Employees Retirement System pension and Thrift Savings Plan on retention behavior. We can also extend the model to help leaders make hiring/firing decisions at various points of the employee experience distribution to achieve a target shape of the force in a certain number of years.” The fully constructed model will allow leadership to use the information and analysis generated to make smarter, more cost-effective talent management decisions to improve the acquisition workforce. For example, as implied in the current study, <b>DoD may be able to cut costs, increase retention, and improve worker quality by putting more funds toward subsidized education rather than into higher compensation or retirement benefits. </b></p>
<p>As noted in this report, the DoD and DoN strategic workforce plans note the need for a diverse, adaptable, and well-managed acquisition workforce for the U.S. military to remain competitive in an age of rapidly changing technologies, business processes, and threats. Using the power of data analysis to understand what motivates today’s workforce – and what is likely to predict workforce behavior in the near (and far) future – is an invaluable contribution to DoD and DoN.</p>Michelle V Johnson2020-08-26T13:00:00ZBravo Zulu! Jim Greene Retires as Chair of the Acquisition Research ProgramMichelle V Johnsonhttps://nps.edu/c/blogs/find_entry?p_l_id=116282677&entryId=1206814932021-06-22T20:30:24Z2020-06-18T17:50:00Z<p>On June 3, the Acquisition Research Program hosted an online retirement party for Rear Admiral (Ret.) James B. Greene, the program’s founding chair. After 17 years of service, Greene retired on June 6, 2020. He will continue to volunteer with the program, lending expertise to the current staff and the new chair of acquisition in the fall.</p>
<p>A host of Greene’s long-time colleagues from academia, military services, think tanks, and industry joined the Zoom meeting to share stories about the impact Greene has made at the helm of the ARP. The program has grown steadily over the years into a world-renowned resource for data-driven acquisition research that benefits the Navy and the entire Department of Defense. The first annual acquisition research symposium in 2003 showcased 8 papers and had 53 attendees; the latest symposium spotlighted over 70 papers and welcomed more than 350 participants from around the globe representing all military services, government, industry, academia, and the NPS community. The program also publishes dozens of student research thesis projects annually and regularly awards competitive grants to external researchers throughout the acquisition community.</p>
<p>Keith Snider, Dean of the Graduate School of Defense Management, presented Greene with the Navy Meritorious Civilian Service Award. Greene was recognized for his “vision, initiative, and deep expertise in defense acquisition” that created “a unique and robust international network of acquisition researchers, policymakers, and practitioners engaged in efforts to understand and improve acquisition outcomes.” Under Greene’s leadership, the citation reads, “the Acquisition Research Program has effectively connected the theory and practice of acquisition to make notable contributions to the defense acquisition system and its body of knowledge.”</p>
<p>Numerous attendees reflected on the value the ARP has created for the Navy, other military services, and the Department of Defense. One of the researchers on the call noted that “everyone who cares about defense acquisition” attends the annual symposium, where thinkers dig into the evidence and examine how acquisition changes over time. The symposium was also recognized as a testing ground for ideas that authors want to share but which may not be ready for official publication. One attendee noted that, in his case, many of the ideas and recommendations from his symposium briefing were ultimately implemented.</p>
<p>Other attendees shared stories about Greene’s generous mentorship of students and researchers, noting he read all ARP reports and frequently directed people to key findings. During his tenure, he was used as a model for case studies on ethical decision making. He and the program directly supported program managers and other practitioners in the field, connecting them with information that could help them solve tough problems.</p>
<p>Many attendees made common remarks about how the intellectual rigor brought by Admiral Greene and the ARP set a high bar for the acquisition community. One attendee noted that the program is unique for being truly academic, bringing a scientific approach to acquisition. Attendees noted that research from ARP reports was frequently used to inform decisions by industry leaders as well as DoD officials.</p>
<p>Throughout the party, Greene responded to each speaker’s comment with a personal note of appreciation, often adding a story from their time together working a program, research project, or event. He also acknowledged the support of the ARP sponsors in the Navy, DoD, and industry and suggested that new sponsors may evolve out of admiration for the support ARP provides across the military services. Greene concluded remarks by saying that the program really belongs to the researchers, who create the community of knowledge that ARP facilitates, and praising the program staff as “the best team we’ve ever had at ARP.” He plans to see everyone in person at next year’s symposium, scheduled for 12-13 May 2021.</p>Michelle V Johnson2020-06-18T17:50:00Z