Integrating Acquisition Strategy and PMO Capability: A Catalyst for Defense Systems Engineering Transformation

摘要

Considerable research exists in defining organizational structures for project-based organizations. however, minimal research exists to help define organizational structures for complex defense programs. Complex Defense programs differ from traditional projects given that they negate profit, span public and private organizations, often demand considerable effort to integrate programs (sub-systems), and experience dynamic internal (e.g., rotating staff, shifting functionality/capability with progression through major system development milestones) and external environments (e.g., war, budget cuts, shifting priorities, Congressional mandates, etc.). While several factors contribute to program success (and failure), systems integration (SI) emerges as a common contributor in both public and private sectors. This research encompasses key areas that help examine PgMO structure and effectiveness: 1) Enterprise and acquisition strategy, 2) Defense Acquisition and system development life cycle processes, 3) PgMO systems engineering (SE) functionality, 4) organizational structure theory, and 5) factors that influence PgMO organizational structure selection. Literature research offers a preponderance of findings that help link program (subsystem) management implementation, enterprise strategy, PgMO capability, and SI to evaluate the systems integration organizational (SIO) structure design toward improving PgMO effectiveness. This paper provides the methodology used to identify primary SIO structures, evaluate SIO effectiveness, and identify core factors that help Program Executive Officers (PEOs) select a SIO structure in alignment with acquisition strategy.