Killing the Messenger
The Place of Systems Acquisition in the National Security Planning and Management Systems
Download eBook for Free
|PDF file||1.3 MB||
Use Adobe Acrobat Reader version 10 or higher for the best experience.
Purchase Print Copy
|Add to Cart||Paperback43 pages||$23.00||$18.40 20% Web Discount|
Past efforts to reform the systems acquisition process in the Department of Defense (DoD) have failed to view acquisition as part of a complex government planning and management system. This paper considers whether the acquisition process can be reformed without changes in other elements of DoD management systems. It maps out the major components of the DoD management system and outlines their relationship to each other and to the acquisition subsystem. The paper then identifies sets of issues related to each component. The author suggests that future acquisition reform efforts should emphasize other components of the system, rather than the acquisition process itself.
This report is part of the RAND Corporation Paper series. The paper was a product of the RAND Corporation from 1948 to 2003 that captured speeches, memorials, and derivative research, usually prepared on authors' own time and meant to be the scholarly or scientific contribution of individual authors to their professional fields. Papers were less formal than reports and did not require rigorous peer review.
This document and trademark(s) contained herein are protected by law. This representation of RAND intellectual property is provided for noncommercial use only. Unauthorized posting of this publication online is prohibited; linking directly to this product page is encouraged. Permission is required from RAND to reproduce, or reuse in another form, any of its research documents for commercial purposes. For information on reprint and reuse permissions, please visit www.rand.org/pubs/permissions.
The RAND Corporation is a nonprofit institution that helps improve policy and decisionmaking through research and analysis. RAND's publications do not necessarily reflect the opinions of its research clients and sponsors.