Establishing Strategic Quality Management within the Department of Defense Acquisition Framework By Michael P. Berry
Mgt 591 Quality Management
Dr. Mildred Pryor
October 11, 2010
Michael. P. Berry
Dr. Mildred Pryor
The Department of Defense (DoD) Acquisition Management Framework is a complex compendium of processes governed by multiple statutory and regulatory sources. Initiating strategic quality into this framework requires a comprehensive review of where risk is most prevalent. It requires a detailed approach in all processes and will only be successful when implemented and supervised throughout. In this paper, we will outline the challenges of Strategic Quality Management within the DoD Acquisition Framework and help define entry points where it will be most effective.
Table of Contents
Table of Contents3
Strategic Quality Management5
Department of Defense Acquisition Management Framework6
Strategic Quality Management in the DoD Acquisition Management Framework7 Quality Management in the DoD Acquisition Management Framework8 Quality Management Plans within the DOD11
Establishing Strategic Quality Management within the Department of Defense Acquisition Framework
The Department of Defense (DoD) is the largest organization in the world. According to the Department of Defense Strategic Management Plan (SMP; 2009), it executes a budget twice larger than the world’s largest corporation, with a population larger than a third of the countries in the world. With an organization this large, with a necessary hierarchal organizational structure, the budgetary and acquisition processes can be cumbersome, resistant to change, and tough to manage. Although the DoD has endeavored over the years to improve the efficiency and effectiveness of its business operations, the creation of agile, efficient, and responsive business operations has been tough. To it’s credit, however, the DoD has realized that: “…even greater gains can be obtained by actively managing our performance by continuously evaluating how reliably our business processes deliver quality and timely results.” (DoD SMP, p. 3)
The execution of acquisition business plans for the DoD rests mainly with the Defense Acquisition Workforce. This highly skilled and professional corps was formally established into its current state by way of the Defense Acquisition Workforce Improvement Act (DAWIA), Public Law 101-510, Title 10 United States Code in the 1991 Defense Authorization Act. The result of this law after five years of implementation was: “It has succeeded in prompting the DoD Components to take the steps necessary to professionalize the defense acquisition workforce. In response to DAWIA, the military departments have raised standards, increased training, and enhanced development of their acquisition personnel.” (Garcia, Keynor, Robillard, & VanMukllekom, p. 305)
This professionalization of the Defense Acquisition Corps has since brought about a host of new management initiatives, processes, and criteria for developing requirements to meet the needs of the warfighter, a detailed systems engineering process, and a set of documentation processes that from cradle to grave, manage programs for the DoD. Although key concepts like Strategic Management, Program Management, Risk Management, and a host of other forms of management are explicitly defined, Strategic Quality Management is often an afterthought.
Strategic Quality Management
This course introduces Strategic Quality Management as a key element of the strategic management process. According to Dr. Mildred Pryor, Dr. J. Chris White, and Dr. Leslie Toombs, “Quality and continuous improvement objectives must become strategic management objectives so they become a normal part of operations.” (2007, p....