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The authors investigate whether the tenure of program managers
contributes to Nunn-McCurdy breaches. They also examine the
existing decentralized systems used to track cost growth to
determine whether additional guidance and control are needed to
make acquisition category II programs performance more transparent.
Finally, they investigate whether key assumptions, so-called
framing assumptions, could be useful risk management tools.
This report chronicles intelligence community efforts over more
than half a decade to improve community-wide workforce planning and
management. As decisionmakers look ahead to an era of constrained
budgets, they must avoid repeating earlier workforce planning
mistakes because the consequences of such mistakes can be long
lasting. The tools described will help decisionmakers maintain
workforce capabilities as budgets decline
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