In the mid-1960 successful development contracts were generally followed by production contracts with little or no likelihood that the contracts would have to face competition. […]
… there seems to be an inherent conflict between line and staff activities. In the first place, their functions largely overlap. The only way “doing” […]
A basic assumption, implicit in all of the Cost Panel deliberations and recommendations, is that a significant part of the total credibility problem is the […]
If you break it down into smaller units and you have more contractors in the business… It is not so vital in that situation for […]
Here is a good part from Richard Feynman’s excellent book, Surely You’re Joking, Mr Feynman! (pp. 120) which nicely demonstrates the useful interaction between technology-push […]
I mention this point at the outset because, from shattered illusions that mere passage of a unification act would produce a military utopia, there has […]
The cost of maintaining our armed forces at adequate strength to deter war has steadily increased in recent years. This upward trend is likely to […]
The DoD does not have an effective process for doing a thorough exploration of alternative technologies and concepts. Exploration is usually done only as a […]
The Defense Department does not recognize the need for continuity in important jobs. It rotates officer every few years both at headquarters and in the […]
Why are these operational tests inadequate? Well, there are many reasons. In some cases, the tests are performed by the contractor and contractor personnel. That’s […]
Programs like MBT-70, C-5A, and the F-111 get defended before Congress and the American public-whatever their problems in performance, cost, and schedule slippages-simply because the […]
In analyzing DOD’s inflation budgeting system, we found that between fiscal years 1982 and 1986 the administration budgeted more than was needed to cover inflation, […]
The key to OPD’s [Operations Division’s] success was its streamlined staff procedure, which emphasized delegating authority to make recommendations or take action to the lowest […]
With centralization, one set of views plays a greater role in decision-making, and dissenting views play lesser roles. In other words, there are fewer checks […]
1. No organization can achieve or maintain efficiency in structure or operation by having a critical review made by expert outsiders once each five or […]
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