The entire defense value chain stands on the precipice of significant change triggered by severe budget pressures. During the past 10 years the defense budget has experienced unprecedented growth. Now that trajectory has turned, and DoD stands at a crossroads in which the alternative paths to meeting its budget challenges imply very different consequences—namely, reduce scope, or maintain scope and dramatically change the way business is done. Successes in the commercial sector offer government and the defense industry a way forward, but they also beg a key question: Can defense value chains respond similarly? A.T. Kearney interviewed participants across the entire spectrum of the defense value chain from Tier 3’s to Primes and from government Program Managers to Pentagon policy makers to understand their perspectives on impediments and potential actions on improving defense affordability. This webinar will cover their findings.
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With the Pentagon and its suppliers looking at potential cuts ranging from $500 billion to $1 trillion over the next 10 years, the perennial talk of finding hidden economies has taken on new urgency. An improved, more collaborative model of the traditional customer-contractor relationship has never been more vital.
Agile Acquisition promises cost savings and better, more integrated products for the Army. From a supplier’s perspective, it creates an atmosphere of increased uncertainty and higher risk. Agile project management techniques may be the best approach to developing products in this environment of higher uncertainty. Agile Acquisition, however, imposes specific constraints that run counter to the tenants of Agile Development and its application, particularly when applied to developing the kinds of innovative, integrated products the Army is looking for. This webinar explores the theoretical boundaries between Agile Acquisition and Agile Project management. It will provide suggestions on how Agile project management techniques can be applied in an Agile Acquisition environment to deliver better products for the Army while allowing a supplier to manage risk
With a rich and varied background, Adam Steltzner had many of the needed skills to lead the landing team for the Curiosity rover. That said, his team would struggle for almost a decade with design challenges and setbacks.
We will look at project risk management from two perspectives: management level risk and project level risk. Management level risk is created when scope, cost, schedule and quality are constrained. Identifying and dealing with management risk is covered in the presentation. Project level risk is all the bad and good things that can go wrong on a project. The presentation will highlight the risk management process and key concepts. Several easy to use tools will be described to help project managers plan for and mange risk on their projects. The presentation will conclude with a short explanation of project unknown risks and how to plan for them.
This session introduces a ground-breaking approach to thinking about communication for improved project performance. This presentation is focused on the underlying principals at work within organizations that deliver high performing programs and a revolutionary new way to understand and utilize the power of communication to create an environment which ensures long-term success and the delivery of competitive advantage.
Ten years ago, a new way of working was branded Agile. At that time, many of the practitioners were living on the edge, challenging people and process in ways that were sometimes good but other times overly extreme. Ten years later, agile methods and agile practices are less radical and even more able to provide a competitive advantages if applied pragmatically. In this session, David Hussman will share experience and techniques for introducing agile methods into high governance and high criticality environments. David has successfully introduced agility in medical devices development, aerospace, defense and many government funded projects. The session will explain techniques used to select practices, introduce them and measure their success. Please sign in armed with an open mind and a pile of questions and healthy skepticism
Projects get into trouble for repeating and well understood reasons. Many proven solutions to these common root causes of project issues are now well known. This seminar addresses a process to recover troubled projects. The process determines the core project issues and defines steps necessary to put the project back on a successful path. In addition, organizational level structural actions that can be very valuable in preventing projects from getting into trouble in the first place and what infrastructure is needed and how this infrastructure can be developed is addressed.
In April 2011, the Undersecretary of Defense for Acquisition, Technology and Logistics issued a directive requiring broad use of Should Cost Reviews (SCRs) for major acquisition programs. Since then, some additional direction has been provided by USD ATandL, yet many SPOs are still grappling with the what and how of SCRs. A.T. Kearney's private sector and defense experience indicates that SCRs can be a valuable tool in helping drive program affordability if conducted with a focus on determining actionable cost reduction outcomes. This session will address the question: Pragmatically, how can SCRs be conducted to make real cost impact versus becoming just another study?
As we mark the 50th anniversary of human beings’ first steps on another celestial body, a new goal has been set for this nation to return astronauts to the moon within 5 years. In this webinar, we will take a retrospective look (from a Project Management point of view) at what has been characterized as mankind’s greatest achievement