Analyzing Academic Literature on Management

The assignment requires you to analyze a collection of academic papers spanning diverse areas of management. These include sustainable eco-tourism practices, data quality management in big data analytics, and the development of self-management programs for physical activity after acquired brain injury. Further topics encompass load management in electric power systems, effective seismic acquisition strategies, stress management techniques, and strategic management principles. The analysis should consider each paper's research methodology, key findings, and implications for practical application.

Running Head: ACQUISTION MANAGEMENT 1
Introduction to program and acquisition management
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Abstract
The necessity of integrating project management has been perceived in the management of
business as a promising contributor to the improvement of the approaches in business that can
be looked forward to regulation of the various aspects of performance, schedule, and costs
related to a project. Acquisition process can be primarily defined in the context of defence
system to be identification of the accomplishment of the distinct process like designing,
inspection, engineering and evaluation, manufacturing, operations and support for the current
systems. The process of the project management encompasses the role of a single leader in
regards to the implementation of centralized authority over the management processes such
as staffing, control, planning and leadership. It is essential that the project manager needs to
realize the final component of the process of project management by leading efforts of every
component in orientation of the effective execution of the JCIDS defence acquisition
program.
Contents

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Introduction:...............................................................................................................................4
Defence acquisition process:......................................................................................................4
Program manager processes:......................................................................................................7
Conclusion:..............................................................................................................................10
References................................................................................................................................10
Introduction:

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The necessity for program management has been perceived in business management
as a promising contributor to the development of promising approaches to monitor the
aspects of schedule, performance and cost associated with a project. The dominance of
defence acquisition systems has been noted recently with primary emphasis on distinct
perspectives, responsibilities and objectives from associated stakeholders. The following
report is aimed at describing the background of a defence acquisition system and reviewing
its aspects from the viewpoint of a project manager (Bruner-Canhoto, et al., 2016).
The prominent highlights included in this report refer to processes that should be
adopted by a program manager in context of the JCIDS program and the acquisition
processes associated with it. As per Chipman & Segal, Defence acquisition system is
intended for the management a nation’s investments in programs, technologies and product
support required for accomplishing strategic objectives for National Security and support for
the United States Armed Forces (Chipman & Segal, 2013). The mandatory requirements
established by the Department of Defence policies imply the appointment of a program
manager for every acquisition program and it is imperative for every program manager to be
aware of the acquisition and program management processes.
Defence acquisition process:
The primary definition of acquisition in context of defence systems could be
identified in accomplishing distinct processes such as designing, engineering, inspection and
evaluation, manufacturing, operations and support for the existing systems. The entities
which are encompassed in the scope of defence acquisition systems include weapons,
services, information technology systems, military cargo trucks, end products and procedures
associated with defence systems (Devos, 2016). The impact of acquisition programs in the
defence sector is perceived in the provision of funding and direction for efforts that are
intended for development of new or improvement of existing defence equipment and
systems, service capability and information systems.
The program manager is required to address distinct aspects of the acquisition
program such as information technology systems, services, weapon system and management
in order to address the acquisition processes effectively. According to Fang, et al, the
management of the acquisition process is characterized by emphasis on three prominent
factors such as system, acquisition and management (Fang, et al., 2014). The aspects of
systems in a acquisition process refers to the distinct elements such as hardware and support

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which has to be complemented with logistics support comprising of the allocation of facilities
and personnel. The logistics support also refers to the provision of manuals, spares and
training for the personnel required for operations and management of the systems and
services.
The acquisition dimension in the systems acquisition management comprises of a
specific sequence in which a particular defence acquisition system would be developed. The
acquisition is initiated with the design and development of the system followed by distinct
stages such as testing of the system for pitfalls and the production of the system (Hesselbarth
& Schaltegger, 2014). Then the system would be applied practically in the field and is
associated with providing support to the developed system.
The monitoring of the on field activity of the system facilitates a clear impression for
the improvement of the system according to the emphasis of the 21st century systems
acquisition trends on improvisation of existing systems and reducing the inclusion of new
systems. As per Ioppolo, Saija & Salomone, the management dimension in context of the
acquisitions process is a major indicator of the responsibilities of a program manager such as
planning, organizing, staffing, control and leading (Ioppolo, Saija & Salomone, 2013).
The defence acquisition process is associated with the prominent involvement of the
legislative branch, industry and executive branch. The individual stakeholders involved in the
acquisition process are characterized by individual perspectives, responsibilities and
objectives which validate the extent of their involvement in the defence acquisition program
(Johnson, 2014). The primary stakeholders that can be considered significant in context of
defence acquisition programs in the executive branch include the President, the National
Security Council, the Department of Defence and the Office of Management and Budget. The
perspectives of the stakeholders involved in the executive branch include patriotism, personal
ambition, privileges for formulation, direction and execution of National Security Policy and
opportunities for re-election.
The responsibilities of the stakeholders in the executive branch refer profoundly to the
role of the president as the Commander-in-Chief and for signing legislations into law. The
other noticeable responsibilities of the executive branch refer to issuing regulations and
directives alongside maintaining communications with the other categories of stakeholders
such as industry and the legislative branch (Jones, 2016). The objectives of the executive
branch in case of defence acquisition programs include the resolution of national security

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needs, field deployment of weapon systems to address national security threats, addressing
corruption and abuse of privilege in federal procurement processes and sustain a balanced
force structure.
The stakeholders included in the legislative branch comprise of committees such as
the House Armed Services Committee and the Senate Armed Services Committee which are
responsible for authorizing defence programs, the Senate Appropriations Committee and the
House Appropriations Committee which are assigned for allocating finances for the defence
programs, the Congressional Budget Office and individual members of the Congress. As per
Kostková, et al, the perspectives of the legislative branch are largely vested in constituent
interests, checks and balances, personal ambition and monitoring (Kostková, et al., 2013).
The responsibilities of the legislative branch are vested in conducting review, presenting
oversights and leverage opportunities for increasing revenue and allocate funds.
The role of the legislative branch is to address the coordination between social and
national security requirements, control industry revenues and corruption as well as allocation
of finances according to district and state jurisdictions. The stakeholders involved in the
industry category comprise of large and small organization involved in provision of goods
and services to the Department of Defence (Kwon, Lee & Shin, 2014). The perspectives of
the stakeholders in American industry refer primarily to patriotism and addressing
stakeholder interests. Responsibilities of these stakeholders comprise of designing,
manufacturing, support and upgrading of defence systems, provide solutions and execute
independent research and development. The major objectives of industry stakeholders include
improvement of cash flow, business stability, market share and sustainability of profit and
growth (Leahy, et al., 2017).
The involvement of stakeholders in the acquisition environment could also be
complemented with the influence of various external factors. The external factors are
responsible for shaping the dynamics of the acquisition environment thereby implying the
fact that any particular individual could not exert sole control. The common external factors
include references to the decisions, policies, national security threats, emergencies, reactions,
world opinion, media and public sentiment (McDonald, et al., 2017). Therefore a project
manager must be able to anticipate the interplay between these external factors in order to
ensure effective management of a defence acquisition program while addressing crucial and
diverse interests which could also be conflicting in nature. The success of a defence

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acquisition program from the perspective of a program manager could be estimated in the
delivery of the system within the stipulated time, cost restraints and addressing the
requirements of the defence system (Patterson, 2013). The primary rationale for the
development of an acquisition environment in the 21st century could be observed in the
government’s inclination to fight the war on terrorism and addressing the never ending threat
to national security.
The proliferation of domestic threats to national security could also be considered as
noticeable influences on the promotion of acquisition environment in the sector of defence.
The role of the approach followed by Department of Defence and contemporary initiatives
implemented for the effectiveness of defence acquisition programs (Rose, et al., 2013). The
specific areas include energy security, security assistance, strengthening the industrial base
and climate change which characterize individual approaches to the management of defence
acquisition programs followed by the Department of Defence. However, it is also imperative
for a project manager to understand the profound limitations that could influence the
procurement of military capabilities within the limits of cost and time (Rothaermel, 2015).
The limitations in the acquisition process include references to the requirement of new
systems that involve consistently improving set of requirements for the program during the
course of the project lifecycle, lack of effective personnel for acquisition management, cost
estimation and systems engineering, requirement of improvements in logistics support and
unreasonably optimistic cost estimates. However, the program management for JCIDS could
leverage the initiatives for improving defence acquisition management such as technology
readiness assessments, cost estimates and root cause analyses.
Program manager processes:
According to Smith & Wong, the process of program management comprises of the
involvement of a single leader for exercising centralized authority over the processes of
planning, organizing, staffing, control and leadership. The exercise of authority has to be
associated with the combined efforts from the military organization and personnel and the
participating civilians in the process (Smith & Wong, 2016). The program manager can be
anointed as the individual responsible for accomplishing the program objectives pertaining to
development, sustainment and production in order to address the operational requirements of
the user.

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Program manager is responsible for the credibility of cost, schedule compliance and
reporting performance to the concerned authority. The necessity for program management in
defence acquisition could be apprehended clearly in the centralization of the point of contact
in the Program manager thereby implying his significant involvement in the direction of the
JCIDS program through the distinct stages such as design, development, manufacturing,
deployment, field operations and support (Stelzer, et al., 2014). The accountability of the
project manager for technical and business aspects of a specific program is precisely outlined.
The implementation of a joint acquisition program such as JCIDS would require the program
manager to take note of specific guidance to develop Memorandum of Agreement (MoA) that
would specify the arrangements for the joint program.
The memorandum of agreement would enable the program directors from different
sectors of defence such as the Navy, the Army and the Air Force to align with generic
objectives for program management in context of defence system acquisition. The basic
elements included the MoA would facilitate a clear impression of the roles of a program
manager which comprise of purpose, scope, program description, organization, allocation of
responsibilities and authority, implementing communication and coordination frameworks,
documentation, public affairs, resolution of conflicts, manning of components and the
procedures intended for review.
The purpose of the program of JCIDS has to be ascertained by the project manager in
the initial stage which would provide the participating components with a clear impression of
the objectives of the program (Yalnızoğlu, Ellialtı & Savur, 2015). The scope of the MOA is
reflective of specific application in the case of JCIDSwhich specifies particular
characteristics. Program description is realized as the next stage in the process of the program
manager through illustrating the Capabilities Development Document (CDD). In the case of
the Joint Capabilities Integration and Development System processes the program description
suggests the objective for facilitating appropriate insights into the realization of a coordinated
approach for systems development. The estimation of the needs could be assumed as vital
contributors to the planning stage of the program management process.
Organization stage of the program management process could be addressed by the
program manager through leveraging the centralized authority assigned to the individual in
order to realize program management objectives in accordance with the procedures,
organizational structures and policies (Smith & Wong, 2016). The project manager is

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responsible for establishing particular procedures, standards, policies, criteria, financial
monitoring and specifications for the participating components such as the joint program
manager. The project manager is also required to review the exceptions in context of the
program management which include references to the existing mutual agreements so that
necessary reforms in the policies and procedures adopted by program managers can be
reformed. The project manager is also required to report to higher strata of authority in order
to induce such reforms which could include references to the deviations such as increasing
costs for the program, establishing lead component policy or unprecedented reforms in the
baseline objectives and threshold approved for the acquisition program.
Staffing responsibilities of a program manager in context of the JCIDS defence
system acquisition program would refer primarily to the allocation of authority to the
individual participants such as the Joint program manager, senior representatives and other
participating components. As per Yalnızoğlu, Ellialtı & Savur, the functions of staffing
involved in a defence acquisition program refer to the emphasis on the requirement of
quantity of personnel and the respective qualifications (Yalnızoğlu, Ellialtı & Savur, 2015).
The project manager has to address the profoundly observed limitations in terms of access to
competent personnel involved in cost estimation, system engineering and product
development in context of the staffing prerequisites.The responsibilities of a program
manager of JCIDS program in context of the control dimension refer to the implementation of
effective communication and coordination alongside implementing effective resolution of
disputes.
The program manager is required to address the concerns of the distinct components
involved in the joint defence acquisition program through consultation and coordination. The
program manager is also accountable for resolution of conflicts emerging among individual
components in context of program funding and staffing thereby ensuring appropriate control
in the defence system acquisition process (Smith & Wong, 2016). Furthermore, the program
manager has the option for communicating the discord between individual components to the
senior levels of authority.
The program manager has to realize the final component of the program management
process through leading the efforts of the individual components towards accomplishing the
effective implementation of the JCIDS defence acquisition program. However, the program
manager is also required to observe the implications of external environment and the

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concerns of pitfalls in capacity based analysis of components while executing the process in
order to refrain from undue disadvantages in context of cost and time.
Conclusion:
The report presented a comprehensive illustration of the acquisition and program
management processes that could be implemented in the case of JCIDS, a program initiated
by the US Government for defining acquisition requirements and predicting approaches for
future defence programs.
References
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Management Pilot Program for People With Acquired Brain Injury. Journal for
Healthcare Quality, 38(5), 255-263.
Chipman, S. F., & Segal, J. W. (2013). Higher cognitive goals for education: An
introduction. Thinking and learning skills, 2, 1-18.
Devos, N. J. (2016). Introduction. In Peer Interactions in New Content and Language
Integrated Settings (pp. 1-8). Springer International Publishing.
Fang, S., Xu, L., Pei, H., Liu, Y., Liu, Z., Zhu, Y., ... & Zhang, H. (2014). An integrated
approach to snowmelt flood forecasting in water resource management. IEEE
transactions on industrial informatics, 10(1), 548-558.
Hesselbarth, C., & Schaltegger, S. (2014). Educating change agents for sustainability–
learnings from the first sustainability management master of business
administration. Journal of cleaner production, 62, 24-36.
Ioppolo, G., Saija, G., & Salomone, R. (2013). From coastal management to environmental
management: The sustainable eco-tourism program for the mid-western coast of
Sardinia (Italy). Land Use Policy, 31, 460-471.
Johnson, P. (2014). Fundamentals of collection development and management. American
Library Association.

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Jones, T. M. (2016). The myMoves Program: development of a remote self-management
program to increase physical activity after acquired brain injury.
Kostková, K., Omelina, Ľ., Kyčina, P., & Jamrich, P. (2013). An introduction to load
management. Electric Power Systems Research, 95, 184-191.
Kwon, O., Lee, N., & Shin, B. (2014). Data quality management, data usage experience and
acquisition intention of big data analytics. International Journal of Information
Management, 34(3), 387-394.
Leahy, M. F., Hofmann, A., Towler, S., Trentino, K. M., Burrows, S. A., Swain, S. G., ... &
Farmer, S. L. (2017). Improved outcomes and reduced costs associated with a health‐
system–wide patient blood management program: a retrospective observational study in
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McDonald, E., Pemberton, G., Andrews, R., Hickman, P., Calvert, D., & Musser, J. (2017,
June). Effective Management of Seismic Acquisition and Simultaneous Operations in
Complex Producing Fields. In 79th EAGE Conference and Exhibition 2017.
Patterson, J. D. (2013). Time as an Independent Variable: A Tool to Drive Cost Out of and
Efficiency into Major Acquisition Programs (No. NPS-AM-13-C10P01R02-031).
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Craske, M. G. (2013). A randomized controlled trial of a self-guided, multimedia, stress
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Rothaermel, F. T. (2015). Strategic management. McGraw-Hill Education.
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Stelzer, E. M., Kopald, H., Stanley, R. M., Gawron, V., Rammelsberg, K., & Flynn, R. C.
(2014, September). A human systems integration framework for air traffic management
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Yalnızoğlu, M. U., Ellialtı, A. C., & Savur, E. (2015, March). A Decision Making Strategy
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