| Preface |
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iii | |
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vii | |
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|
ix | |
| Summary |
|
xi | |
| Acknowledgments |
|
xvii | |
| Abbreviations |
|
xix | |
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1 Introduction and Context of the AFMC Reorganization |
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1 | (6) |
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Introduction and Purpose of This Report |
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1 | (1) |
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Background to the Reorganization |
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2 | (4) |
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6 | (1) |
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2 The AFMC Reorganization |
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7 | (16) |
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7 | (1) |
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Analytic Approach and Data Sources |
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7 | (1) |
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AFMC Structure Before and After the Reorganization |
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8 | (3) |
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Realignment of Functions and Changes in Reporting Lines |
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11 | (6) |
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Realignment of Organizations to the New Air Force Test Center |
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11 | (1) |
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Realignment of Organizations to the New Air Force Life Cycle Management Center |
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12 | (1) |
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Realignment of Organizations to the New Air Force Sustainment Center |
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13 | (4) |
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Manpower Changes Resulting from Various Initiatives |
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17 | (4) |
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The Movement of Personnel and Manpower Positions Among Organizations |
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18 | (1) |
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The Movement of Manpower Authorizations Among Locations |
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19 | (2) |
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21 | (2) |
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3 Methodology for Assessing the Effectiveness and Efficiency of the Reorganization |
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23 | (12) |
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The Role of Organization in Determining Effectiveness and Efficiency |
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23 | (1) |
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24 | (1) |
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Five Major Elements of Organizational Design for Assessing the Reorganization |
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25 | (8) |
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Division of Labor: Unit Grouping |
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25 | (2) |
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Design of Formal Reporting Relationships |
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27 | (2) |
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Design of Additional Coordinating Mechanism: Standardization |
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29 | (1) |
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Design of Additional Coordinating Mechanism: Centralization of Decision Rights |
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30 | (1) |
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Design of Additional Coordinating Mechanism: Lateral Linkages |
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31 | (1) |
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32 | (1) |
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Methodology Used in the Assessment of the AFMC Reorganization |
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33 | (2) |
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4 Assessing the Effectiveness and Efficiency of the Reorganization |
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35 | (20) |
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Assessing the Changes to Organizational Design |
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36 | (6) |
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36 | (2) |
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Formal Reporting Relationships |
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38 | (1) |
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39 | (1) |
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Centralization of Decision Rights |
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40 | (1) |
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41 | (1) |
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Mitigating the Challenges |
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42 | (6) |
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Realignment of Program Offices to AFLCMC from the ALCs |
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42 | (2) |
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Separation of the 96 TW and the Armament Directorate |
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44 | (3) |
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Placement of the Office of the PEO for Strategic Systems in AFLCMC |
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47 | (1) |
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Exploiting the Opportunities |
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48 | (5) |
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49 | (1) |
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50 | (1) |
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51 | (1) |
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Single Face to Customer for AFMC Missions |
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52 | (1) |
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Unified Culture for Each Mission Area |
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53 | (1) |
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Overall Assessment and Summary |
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53 | (2) |
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5 Institutional Synergies and the Test and Evaluation Mission |
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55 | (12) |
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The Role of Test and Evaluation in Acquisition |
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55 | (4) |
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Developmental Test and Evaluation |
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56 | (1) |
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Operational Test and Evaluation |
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57 | (1) |
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Test and Evaluation Working-Level Integrated Product Teams |
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58 | (1) |
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Major Air Force Test Locations |
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59 | (1) |
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59 | (1) |
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59 | (1) |
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59 | (1) |
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60 | (3) |
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Test and Evaluation Enterprise |
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60 | (1) |
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Test and Evaluation Customers |
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61 | (1) |
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Test and Evaluation Oversight |
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62 | (1) |
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63 | (4) |
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6 Adherence with 10 U.S.C. Section 2687 |
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67 | (2) |
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7 Coordination with the Office of the Secretary of Defense |
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69 | (2) |
| Appendix: Section 2814 of the FY 2013 National Defense Authorization Act |
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71 | (2) |
| References |
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73 | |
