An approach for efficiently managing DoD research and development portfolios

by Carolyn Wong, Paul S. Steinberg, Kenneth Horn, Elliot Axelband

Purchase Print Copy

 FormatList Price
Add to Cart Paperback18 pages Free

Managing Department of Defense (DoD) research and development (R&D) portfolios is a challenging task today. Not only do defense R&D managers have limited resources to spend on pursuing new technologies, but there is also an active civil and commercial market for some technologies the DoD is interested in. How can the DoD better understand what areas it must pursue on its own and what areas it might be better off collaborating with non-DoD organizations? This article presents a straightforward approach for managing DoD R&D portfolios that can help DoD managers understand how their R&D efforts are allocated, and how they might more efficiently manage them to take advantage of scarce resources and technological capabilities elsewhere. After describing the approach, the authors illustrate it using the example of the basic research technologies' part of the U.S. Army's R&D portfolio.

Research conducted by

Originally published in: Acquisition Review Quarterly, v. 5, no. 4, Fall 1998, pp. 339-356.

This report is part of the RAND Corporation reprint series. The Reprint was a product of the RAND Corporation from 1992 to 2011 that represented previously published journal articles, book chapters, and reports with the permission of the publisher. RAND reprints were formally reviewed in accordance with the publisher's editorial policy and compliant with RAND's rigorous quality assurance standards for quality and objectivity. For select current RAND journal articles, see External Publications.

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.