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In his article, The Military-Technical Revolution: A Preliminary Assessment, Andrew F. Krepinevich, Jr. suggests an adaptive, flexible, and innovative acquisition system will become increasingly important as the rate of technological change increases. Indeed, how can we make systems acquisition more efficient and effective? The current acquisition reform effort is an excellent beginning to addressing the issue. However, more must be done to hone the skills of the acquisition workforce to meet the challenge of implementing acquisition reform successfully. One can employ two tools from the study of military history and theory to meet this requirement. First, one could adapt the Doctrine-Strategy Relationship Model to clarify the relationships between the myriad of acquisition reform initiatives, resulting acquisition policy, requirements generation process, and budget process. A second tool, Carl von Clausewitz's critical analysis, provides the mechanism to thoroughly evaluate the implementation of acquisition reform and to determine the applicability of lessons learned from recent acquisition experiences to future acquisition programs. Together these tools are important in improving acquisition program execution. Ultimately we will challenge the acquisition workforce to educate themselves using these tools in the planning of, during, and following an acquisition program. This emphasis on individual development and education indeed makes this an acquisition program. This emphasis on individual development and education indeed makes this an age of acquisition renaissance., The original document contains color images.

Privatization and out-sourcing are buzzwords that are all the rage these days inside the Washington beltway. DoD is looking at any and all work currently being accomplished by military and civil servants that can be transferred to the private sector. Defense Depot Maintenance's considerable annual budget make it a prime target for the privatization movement. Congress has entered the fray by chartering several recent commissions to reduce the cost of buying and maintaining weapon systems. Both the Commission on Roles and Missions and the Base Realignment and Closure committees have recommended reductions in the depot capacity of the Services. Privatization is nothing more than letting private industry perform the same function as the current public depot system. An alternative to privatization is interservicing. Interservicing lets one service get depot support from another. One drawback to interservicing is it puts the Services at potential odds with each other as they try to protect against further reductions.

The primary audit objective was to express an opinion on whether the financial statements were presented fairly in accordance with Office of Management and Budget Bulletin No. 94-01, "Form and Content of Agency Financial Statements," November 16, 1993. As part of that process, we reviewed internal controls and compliance with laws and regulations and tested accounting transactions to validate the effectiveness of accounting controls. An additional objective was to provide positive assurance on compliance with laws and regulations for the items tested, and provide negative assurance on compliance with laws and regulations for items not tested. Additionally, as required by Office of Management and Budget Bulletin No. 93-06, "Audit Requirements for Federal Financial Statements," January 8, 1993, we followed up on corrective actions resulting from previous audits of the financial statements of DSAA.

The overall audit objective was to determine whether the expenses on the FY 1996 Consolidated Financial Statements of the Defense Business Operations Fund were presented fairly in accordance with the "other comprehensive basis of accounting" described in Office of Management and Budget Bulletin No. 94-01, "Form and Content of Agency Financial Statements," November 16, 1993. We also tested internal controls to determine the reasonableness of the assertions made by the management of the Defense Commissary Agency regarding certain expenses on the FY 1996 Statement of Operations.

This is a report which gives users a convenient way to sort through fiscal structure of the federal government and to determine the level of budgetary resources, used, estimated, or requested by fiscal year for individual accounts.

The Quadrennial Defense Review underscored the importance of reevaluating the operation of the Department of Defense. The Department of the Navy Organization Management and Infrastructure Team is charged with generating analysis to arrive at recommendations for change that will improve decision makers information and incentives. Through the use of survey research, and sorting techniques, this thesis identifies the need for budget flexibility during the execution phase for commanders to address emergent issues at the local level, especially at Recruiting, Supply and Support commands. Financial controls such as fences, floors, ceilings and thresholds erode the commander's ability to manage the organization effectively. The financial controls and reduced funding combine to cause difficulties in command operations. The result is a hierarchy of funding. The mission first, quality of life second and facilities last. A model program, exercising budget flexibility during the budget execution phase, is recommended to provide further concrete evidence.

In the past thirty years, reliability and maintainability have become a growing part of system design. This is due in part to the knowledge imparted by the problems incurred on the first generation of complex jet aircraft. Many lessons were learned from the first generation aircraft that are now incorporated in modern aircraft design. Today's environment of budget cuts and constraints also requires reliability to be built into an aircraft design in the conceptual stage of design. For space systems, it is imperative that reliability be built into the design in the very early stages and considered throughout the design process. This case study used aircraft design and performance characteristics (independent variables) and reliability and maintainability parameters (dependent variables) in multiple regression analysis to develop parametric equations that predict reliability and maintainability factors for aircraft subsystems. The subsystems analyzed were landing gear and engines., Master's thesis.

The ROOFER Engineered Management System (EMS), developed by the U.S. Army Construction Engineering Research Laboratories (USACERL), enables Army installations to capture roofing inspection data in a single electronic database. The automated component of the EMS, called MicroROOFER, processes these data to help the user evaluate, prioritize, and budget roofing maintenance and repair needs. To assist in developing future enhancements for ROOFER, USACERL acquired MicroROOFER databases from 21 Army installations that have implemented the ROOFER EMS. From these separate databases researchers created a master data set containing inventory data, inspection data, and condition indices for 3059 roofing sections. The researchers conducted a statistical analysis of the data set to characterize the inventory sample and determine how the roof condition depends on age and various design and construction factors. The data also were used to demonstrate the use of specially developed age/degradation curves for determining condition percentiles as functions of age. The analysis confirmed that age is by far the most important predictor of roof section condition. Other influential predictors were surfacing, flashing type, drainage, and membrane type.

Air vehicle technology spans multiple technical disciplines to provide the Air Force and our nation with innovative solutions to both near and far-term defense needs. Our scientists and researchers work in Integrated Product Terms (IPTs) that design, develop and provide optimum air combat capabilities. The IPTs, the TMP and the Mission Area Plans(MAPs), generated in coordination with the warfighter communities, ensure the emphasis of Research Development Test & Evaluation RDT&E) is focused on the areas of greatest need. Affordability is paramount and is given utmost consideration in all phases of RDT&E within the Air Vehicles Technology Area. During a time of declining budgets and resources, we are challenged to maintain and provide critical technologies, ensuring the nation's superior defense capabilities. We developed a strategic plan for Air Vehicles RDT&E to ensure we can maintain our leadership role, and to build a foundation for continuing excellence into the future

This final report is provided for your information and use. It discusses the Joint Intelligence Centers (JICs), the intelligence support they provide to the operational forces, and the reductions of intelligence staffs that occurred after the establishment of the JICs. In March 1991, the Secretary of Defense approved the Plan for Restructuring Defense Intelligence (the Plan) to enhance intelligence functions while coping with budget reductions. The Plan directed the establishment of the JICs at each unified command to consolidate intelligence assets, eliminate duplication of intelligence, and reduce intelligence staffs. The objective of the audit was to evaluate the JICs' effectiveness in support of operating forces. Specifically, the audit evaluated whether the JICs satisfy intelligence requirements of the Joint Task Forces, unified command components, and principal subordinate elements. The audit also evaluated whether expected reductions in the size of intelligence staffs occurred after the implementation of the IC concept. Further, the audit evaluated internal controls germane to the audit objectives.

China, Asia's stirring dragon,' has the world's third largest air force in total number of aircraft and, in recent years, has slowly started to modernize it. This force structure modernization is a reflection of China's history, strategy, and budget limitations. Therefore, this paper examines the People's Liberation Army Air Force's (PLAAF) historical foundation, its strategy and the force structure it is building. A general comparison of the PLAAF's planned capabilities given three conflict scenarios provides evidence that the PLAAF's modernization direction is sound and is consistent with both its strategy and limited budget.

Air vehicle technology spans multiple technical disciplines to provide the Air Force and our nation with innovative solutions to both near and far-term defense needs. Our scientists and researchers work in Integrated Product Terms (IPTs) that design, develop and provide optimum air combat capabilities. The IPTs, the TMP and the Mission Area Plans(MAPs), generated in coordination with the warfighter communities, ensure the emphasis of Research Development Test & Evaluation (RDT&E) is focused on the areas of greatest need. Affordability is paramount and is given utmost consideration in all phases of RDT&E within the Air Vehicles Technology Area. During a time of declining budgets and resources, we are challenged to maintain and provide critical technologies, ensuring the nation's superior defense capabilities. We developed a strategic plan for Air Vehicles RDT&E to ensure we can maintain our leadership role, and to build a foundation for continuing excellence into the future

The current and projected emphasis on declining budgets, reduced staffs, and tightened schedules, while trying to maintain or improve productivity, dictates a new approach to T&E that takes advantage of the ongoing technology explosion. Automation and standardization, combined with analysis and high technology simulation options, permit a new look at traditional Developmental Testing (DT). This proposed concept, called Integrated New Test Aircraft Capability (INTAC), involves using a high-fidelity, physical model based, generic structure simulation to certify the aircraft in a virtual environment, and using the aircraft to certify the simulation model. INTAC includes supporting, enhancing, augmenting, and ultimately automating traditional T&E and making this capability available at the pilot/engineer work area. INTAC promises to reinvent T&E by allowing test team members to do testing better, faster, cheaper, and safer. A high fidelity virtual air vehicle life cycle simulation capability, like INTAC, also gives the program manager better information on how to optimize the application of scarce future test dollars.

This paper recommends the Department of Defense (DoD) sack or at the very least, modify its current Price Stabilization Policy (PSP). The PSP has served DoD well and is still useful in simplifying budget estimates at all levels, which appears to be the main reason DoD hangs on to this dinosaur. However, this reason alone is no longer acceptable since DoD can now explain its budget inputs to Congress via the Defense Business Operations Fund (DBOF). This paper recommends DoD start using standard business operating procedures employed by Fortune 500 Companies and allow the standard price to adjust up or down throughout the fiscal year. The Service Components no longer need DoD to exercise a smoothing effect through its PSP; instead, DoD should see the demise of the PSP as a continuation of empowering the Services to manage their own budgets.

With the Department of Defense's (DoD) budget being reduced to ever diminishing levels, DoD acquisition managers must acquire technologically superior weapon systems within fixed time periods with the least amount of resources. One way they can effectively accomplish this is by using a Nondevelopmental Item (NDI) acquisition strategy. One weapon system program that has successfully used such an NDI strategy is the U.S. Army's Avenger Air Defense System Program. This thesis examines the DoD acquisition process and how NDIs are used within the process. The thesis then analyzes the Avenger Program and its NDI acquisition strategy to determine what factors made the program successful. From this analysis, lessons-learned are identified that can be used by other acquisition managers and their staffs to effectively manage future NDI programs. Significant lessons-learned indicate that high-level support, a thorough market investigation and a tailored acquisition process are critical to the success of an NDI program. Nondevelopmental item, NDI, Avenger air defense system, Acquisition strategy, Acquisition lessons-learned.

This report summarizes information submitted by DoD prime contractors, who are required to submit reports on subcontracting to small and small disadvantaged businesses. Approximately 1,000 companies report these data each quarter during a fiscal year. The report has a section for each of the Military Departments, and the Defense Logistics Agency. Companies are arranged in alphabetical sequence and data shows location, date of latest Government subcontracting surveillance review, net value of subcontract awards, and the amount and percent of awards to small and disadvantaged businesses. The same data are also shown for the comparable quarter of the previous fiscal year, the current fiscal year to date, and the comparable period of the prior fiscal year.

In November of 1991 at the meeting of Alliance Heads of State and Government in Rome, the new Strategic Concept was announced that would lead NATO into the 21st Century. The new strategy reflected the dramatic political changes that had occurred in Europe with the collapse of the WARSAW Pact and the disintegration of the Soviet Union. The new strategy also acknowledged the current military realities of smaller forces, reduced military budgets, increased reliance on multinational forces and a shift from forward defense to forward presence, with inherent emphasis on mobility and flexibility. For the NATO logistician the new Strategic Concept has created a significantly more demanding and complex environment. A review of this new environment identifies several areas such as sustainment, standardization, Host Nation Support, command which will create significant challenges for the logisticians and the Alliance as a whole. From a political perspective, there is a strong consensus that the new Strategic Concept is the right strategy to carry the Alliance into the next century. Whether the strategy is successful will depend primarily on the commitment of the nations to adequately address the logistical implications of the new Strategic Concept.

Defense weapons systems capabilities are increasingly dependent on software, which is rapidly becoming a very costly and technically challenging component. However, Defense does not know how much it spends on this critical technology. Estimates of software costs range from $24 billion to $32 billion annually-about 8 to 11 percent of Defense's total budget. However, these estimates are rough at best because Defense has not identified or tracked software costs as a discrete item in its weapons systems development programs. Recognizing the importance of tracking software costs, Defense has recently taken action to require new weapons programs to separately identify and report software costs. Defense is also exploring ways to reduce the cost of software. Collecting more complete embedded software cost information could enable Defense to more effectively manage its weapons programs.

This thesis is an analysis of current methods utilized to predict flying hour expenditures for budget formulation and execution purposes. This study explains, compares, and contrasts the methods for determining Cost Per (Flight) Hour (CPH) among the aviation Type Commanders (COMNAVAIRPAC / COMNAVAIRLANT COMNAVAIRESFOR) as well as representatives from the office of the Chief of Naval Operations (OPNAV). While an overview of the individual techniques for flight hour costing lays the groundwork for this thesis, the focus of this work is on the differences in CPH formulation, variances in eventual products, and the consequences of these variances. An analysis of recently-emerging problems associated with the Flight Hour Program (FHP) and their potential significance in an era of reduced military funding is included. Additional information on the administrative programs instituted to computerize aircraft maintenance and flying hour documentation is also presented, as well as some of the implications of transitioning to a 'paperless Navy'. Finally, some proposed solutions are evaluated and suggestions for further study are offered to enhance the efficiency and effectiveness of the Navy's Right Hour Program. Navy flying hour program funding methodologies, Cost per flight hour, Reductions in aircraft procurement, Increased aircraft maintenance and repair costs, Administrative travel.

With the words, "This is a voice speaking from America," the United States entered international broadcasting in February 1942. Since then the Voice of America (voA) has had the role of telling America's story to the world. VOA, the largest single element of the U.S. Information Agency's Bureau of Broadcasting, spends almost $300 million annually and is facing a changing broadcasting environment in a time of budgetary constraints. The Chairman, Subcommittee on Commerce, Justice, State, the Judiciary, and Related Agencies, House Committee on Appropriations, requested that GAO review VOA's (1) progress in modernizing its facilities, (2) steps to cut programs and operations in response to decreased funding, and (3) actions to adopt broadcasting strategies reflecting changing technology and world events. VOA broadcasts about 1,060 hours per week in 47 languages to an estimated 127 million listeners. VOA's mission is to provide reliable accurate, objective, and comprehensive news; present a balanced picture of American thought and institutions; and convey U.S. policies clearly and effectively along with responsible discussion and opinions. In the 1980s, the Congress increased funding for VOA so it could begin a $ 1.3-billion program to modernize its broadcasting facilities and increase the n%unber of hours and languages in which it broadcasts. However, in 1987 VOA's budgets began decreasing in real terms. (KAR) P. 3, Report to the Chairman, Subcommittee on Commerce, Justice State, the Judiciary and Related Agencies, House Committee on Appropriations.

Challenges which the Department of Defense (DOD) faces in restructuring its health care system to managed care include: (1) significant budget constraints as the size of the military forces is reduced, (2) building a consensus of support among various parties for managed care, and (3) making key operational decisions in the face of little data from the Department's demonstration projects. GAO believes that DOD should reconsider certain features of its Coordinated Care program to address the following problems: differences in cost-sharing by enrollees depending on whether they are directed to military facilities or private network providers for their medical care, higher levels of cost-sharing by enrollees compared to those in health maintenance organizations, and use of negative incentives to encourage enrollment such as eliminating nonenrollees access to military health facilities. GAO believes that DOD should reconsider the range of beneficiary cost-sharing options available for Coordinated Care including (1) instituting small charges for care provided to beneficiaries in military facilities and (2) a system of beneficiary premiums. DOD should postpone its plans to "lock out" nonenrollees from military health care facilities., Testimony Before the Subcommittee on Military Personnel and Compensation, Committee on Armed Services, House of Representatives.

Military manpower management principles and policies are in constant flux as the military forces mobilize and demobilize during periods of war and peace. This study identifies trends in U.S. military manpower policies and procedures from 1890 to 1991. Major military conflicts reviewed are the Spanish- American War, World wars I and II, the Korean Conflict, the Vietnam War, and the Persian Gulf War. In all wars until Vietnam, post war active duty forces were larger than prewar forces. However, these active duty forces tended to be relatively small until the Cold War period. This tendency is driven by a combination of budget constraints and a U.S. aversion to maintaining large standing military forces. Before each major military conflict since 1890, active forces were maintained at minimum levels, thereby making mobilizations difficult and time consuming. After most of these wars, demobilizations were rapid, caused turmoil in the remaining force structures and reduced military effectiveness. Generally, the United States prefers to rely on volunteerism as its primary manpower procurement tool, however, conscription was implemented when volunteerism was insufficient to meet national needs.... History, Mobilization, Manpower, Military personnel.

In 1984 the National Aeronautics and Space Administration (NASA) instituted a program to assemble a research station in space. Since that time major changes in the space station's design, cost, and schedule have occurred. As a result of these changes and the apparent instability of the program, the former Chairman, House Committee on Science, Space, and Technology, asked GAO to provide information on: annual changes in the space station's design, estimated cost, and schedule since 1985; the annual budget requests and resulting congressional funding for the space station for fiscal years 1985-91; and the impact of NASA's 1989 program review on the space station's cost and capabilities., Report to the Chairman, Committee on Science, Space, and Technology, House of Representatives.

This is our final report on the survey of Antiarmor Munitions Requirements. The overall objective of the survey was to determine whether the total DOD requirement for antiarmor munitions represents the most efficient and economical mix of resources to defeat the predicted array of hostile targets. We assessed target allocation among U.S. and Allied Forces. In addition, we assessed DoD's ability to produce munitions for weapon systems through the day of mobilization and after. We also evaluated internal controls as they related to the audit objectives. Excluding additional procurements expressly for Operation Desert Shield, DoD planned to spend about $520 million for antiarmor munitions in FY 1991, which represented about 9 percent of DoD's munitions budget. During the time of our survey, the Conventional Systems Committee (Munitions) (CSCMunitions) was reviewing the Military Departments' requirements determination processes, and action was being taken to correct weaknesses and inconsistencies. In addition, the changing world military and political environment and Operation Desert Shield caused the Military Departments to reexamine their total munitions requirements, especially for antiarmor munitions. In view of those actions and events that would significantly affect antiarmor munitions requirements, the potential usefulness of continuing the audit was minimal; therefore, we terminated the project at the conclusion of the survey phase. The results of the survey are discussed below.

Introduction. The Department of Defense acquires contracted advisory and assistance services (CAAS) to support or improve agency policy development; decisionmaking; management of organizations; or operation of weapons systems, equipment, and components. CAAS includes expert consultants, studies and analyses, management support services, and engineering and technical services. U.S.C., title 31, section 1114(b) requires that the Office of the Inspector General submit to Congress, as part of the agency annual budget justification, an evaluation of agency progress in establishing effective management controls and improving the accuracy and completeness of information provided on consulting services. Because of congressional concerns over excessive Government-wide spending for CAAS, Congress imposed limits on agency spending authorities for CAAS. In FY 1990, DoD was authorized a spending ceiling of $1.5 billion; actual reported expenditures for FY 1990 were $1.22 billion and $1.37 billion for FY 1989 (excluding Federally Funded Research and Development Centers). Previous DoD IG audit reports indicated that underreporting of CAAS expenditures may be much greater. DoD IG Report No. 91-041, "Contracted Advisory and Assistance Services,'1 February 1, 1991, estimated' underreporting of $4.0 to $9.0 billion for FY 1987.

Foreign Broadcast Information Service (FBIS) and Joint Publications Research Service (JPRS) publications contain political, military, economic, environmental, and sociological news, commentary, and other information, as well as scientific and technical data and reports. All information has been obtained from foreign radio and television broadcasts, news agency transmissions. newspapers, books, and periodicals. Items generally are processed from the first or best available sources. It should not be inferred that they have been disseminated only in the medium, in the language, or to the area indicated. Items from foreign language sources are translated; those from English-language sources are transcribed. Except for excluding certain diacritics, FBIS renders personal and place-names in accordance with the romanization systems approved for U.S. Government publications by the U.S. Board of Geographic Names.

The space shuttle is the nation's only manned launch vehicle and one of the National Aeronautics and Space Administration's (NASA) largest programs, consuming over one-fourth of the agency's total budget. The shuttle's viability and that of some other program, such as the space station Freedom, depend in part on whether NASA can increase the shuttle flight rated to a reasonable and sustainable level without jeopardizing safety. The Chair, Subcommittee on VA, HUD, and Independent Agencies, Senate Committee on Appropriations, asked GAO to assess (1) factors associated with achieving NASA's planned flight rate, (2) processes to ensure that safety is not compromised in order to increase flight rates, (3) impact of variations in flight rate estimates on procurement of sub-systems and spare parts, (4) planned used of expendable launch vehicles for payloads not requiring the shuttle., Report to the Chair, Subcommittee on VA, HUD, and Independent Agencies, Committee on Appropriations, U.S. Senate.

The DOD medical care system consists of (1) direct care provided by the military services in over 500 military facilities and (2) CHAMPUS. The military services are required to provide needed medical care to active duty members, either through their facilities or through care purchased from civilian providers. To the extent that space, staff, and necessary resources are available, medical care may also be provided to nonactive duty beneficiaries (dependents of active duty members, retired members, their dependents, and survivors of deceased members). These beneficiaries obtain care under CHAMPUS when it is not available from a military facility or when they do not live near a facility, Briefing Report to the Chairman, Subcommittee on Defense, Committee on Appropriations, U.S. Senate.

A data processing chargeback system is one of the most important tools for management control of computer resources. Users are coordinated and controlled through the impact of life cycle budgets and transfer prices on demand for computer products and services. Computer resource decisions concerning configuration and magnitude are also impacted by life cycle prices. This concept is used to explain some current chargeback accounting systems and to provide the foundation for development of preferred chargeback objectives and measurement criteria (or standards). Evaluation of data processing management performance requires setting user understandable criteria. To that end, emphasis must be shifted form a purely inward looking perspective to a user oriented perspective. Using the initial concept as a foundation, the author leads the reader through a step-by-step process that introduces, develops, and expands the above points and culminates in a suitable environment for this user oriented perspective. Keywords: theses, ADP Management Control.

This study examines the feasibility of developing and implementing 1) an automated information system (EEWS) for providing timely, credible evidence of impending enlistments shortfalls, and 2) a streamlined communication, programming, an d budgeting process (ACPP) for responding to such evidence and reducing delays in the application of resources. A thorough review of existing early warning systems and forecasting methodologies was conducted (Vols. II and III). Using regression analysis with national-level monthly data (1/76-3/83), preliminary forecasting models for each Service were estimated for high-quality enlistment contract. A univariate ARIMA forecasting model for unemployment was estimated with national-level monthly data (1/72-3/83).

Constrained multi-item inventory systems with stochastic demands are addressed. The concept of Bad Buys is introduced and their temporal development is studied through a model which links the financial and line-item inventory control subsystems. The interaction of budget constraints and control policies having stochastic resource requirement are examined using a queueing model. Some line-item control systems in current use are shown to be incompatible with budget constrained financial control mechanisms. A model and solution procedure are furnished to guide the line-item inventory control subsystem in exercising adaptive control of a multi-item inventory with stochastic demands and fixed resources provided in successive fiscal periods. An interactive FORTRAN computer program is furnished which exploits the Generalized Lagrange Multiplier procedure in obtaining optimal or near-optimal integer solutions to a class of non-linear integer programming problems.

The conference was the initial step in an R and D project to develop and demonstrate a family of techniques to generate standard personnel cost data for use in: (1) Weapon system design engineering; (2) weapon system life cycle support operations; and (3) personnel/manpower budgeting. It was organized to provide technical guidance in directing the efforts of this project. Representatives from various organizations within Air Force Headquarters, Tactical Air Command, Air Force Systems Command, Air Training Command, Air Force Logistics Command, and the United States Naval Research Laboratory comprised the membership. The objectives were: (1) identify and summarize the various concepts and practices of personnel costing and how they relate to system engineering design, system support, and various command level personnel, manpower, and budgetary activities; (2) identify the 'users' of personnel cost data, their present requirements and uses for it, and their desires for new types or formats of such data; (3) ascertain what has been accomplished by other agencies that could be adapted to satisfy in part/whole the requirements identified in objective 2 and identify work currently in progress which might be applicable; and (4) summarize the most pressing research goals and requirements., Proceedings of Conference Held 2-3 May 1973 at the AFHRL Advanced System Div., Wright-Patterson AFB, Ohio.

The major results concern the solution of multi-stage capital budgeting problems complicated by incomplete information by uncertainity, and by other factors, with emphasis on making it possible to explicitly consider probable future alternative projects, and the solution of certain classes of large-scale convex quadratic programming problems related to variational inequalities.

This booklet describes a product improved method for developing a DOD program management office (PMO) estimated cost at completion (EAC). The technique was developed to assist the PMO in checking the reasonableness of the EAC provided by contractors validated under the cost/schedule control systems criteria (C/SCSC). The booklet itself was designed and written to be used at the working level by PMO members of the program control/management division or the business/finance office.

This catalog identifies and describes Automated Data Processing Systems (ADPS) within the Department of Defense (DOD). To facilitate cataloging of automated systems, a hierarchy of computer systems was defined as shown in Figure 1. All ADPS and Automated Data Systems (ADS) under development or implemented by the military departments, the Joint Chiefs of Staff, and the Defense Supply Agency are described. This catalog categorizes ADPS and ADS within the DOD with respect to their purpose.

This report contains articles on economic affairs in the USSR. Topics included are: national economy, agriculture, machinery and equipment, construction, consumer goods, domestic trade, policies, energy, fuels, human resources, and rail systems.

Contents: Cancer research; Immunology and cell biology; Reproduction and endocrinology; Genetics; Gastroenterology; Renal disease; Cardiovascular disease; Nutrition; Prosthetics; Occupational medicine; Epidemiology and social medicine; Neurology; Psychiatry and psychology., See also report dated 28 Nov 73, AD-775 227.

This report contains translations/transcriptions of articles and/or broadcasts on science and technology from the USSR. Titles include: Science Officials Debate Success of Self-Accountability; New Financing Laws Create Problems for Introducing New Technology; Scientists Call for National Information Policy; Inventors React to Quashing of Draft Patent Law; Scientific Bureaucracy Disproportionately Large, Wasteful; and others

This report presents the background of the project from its conception as the Financial Management Improvement Program (FMIP) through its development into Project FMIP 77-2. It then describes the methodology developed and used by GRC to accomplish the study. The findings and recommendations are then addressed in terms of appropriation groups and then as alternative systems of classification structures designed to meet specified Navy needs. Finally, it addresses, as required by the contract, additional work necessary to complete the FMIP project and presents an estimated time frame and level of effort to implement the three alternatives developed

The purpose in the paper is not to deal with any of the many substantive issues the United States faces in the world but rather to consider ways of improving the capacity of the U.S. Government to deal with these issues.

The document, in considering the operation of the foreign affairs community, is addressed to the organization and management problems of the State Department.

RAC's participation in the Economic Impact Project, consists of a series of studies designed to determine the impact of the defense program on the economy. The ultimate objective of the project is to improve the capability of the Department of Defense (DOD) in appraising the economic effects of changes in military programs and force structure. This report presents an account of the research effort during the first phase of study, which was completed in December 1964. Concerned primarily with the development of a methodology for measuring industry impact, rough estimates for FY63-69 were prepared, identifying a wide range of industries that participate in the defense effort. The research was organized in terms of major budget categories. In the area of procurement to which primary attention was devoted, a model was developed for specialized military equipment, including techniques for studying a series of prototypes in depth, utilizing component information and contract sources. In this connection information was sought that would allow the quantification of in-house effort by contractors in order to approximate value-added distributions. Generally, the tracing efforts were successful to second- and third-tier suppliers of prime contractors responsible for the delivery of major end-items such as aircraft, missiles, ships, and tanks. The value-added data also served as a basis for estimating employment from Census industry-wide employment/value-added ratios.

The Task Order, Multi-Year Procurement--Learning Curve Effects, requested LMI to analyze the effect of high learning curve applications in Multi-Year Procurements (MYP) and to recommend the optimum method to provide for protection of contractors in event of cancellation. LMI was to formulate details of proposed contract clauses, specific definitions, and potential application of the method recommended. This report gives results of the study.

A bibliography of unclassified literature on systems cost analysis, including books, pamphlets, articles, papers, and technical and research memoranda, giving the nature and content of each work. The titles are grouped into categories representing broad areas of cost analysis and its application in the Department of Defense.