2026-09-22T04:38:11Zhttps://dspace.mit.edu/server/oai/requestoai:dspace.mit.edu:1721.1/1062542022-01-13T07:55:19Zcom_1721.1_7582com_1721.1_7581col_1721.1_131023
Steven J. Spear.
Koltookian, John H. (John Haynes)
Massachusetts Institute of Technology. Engineering Systems Division.
Massachusetts Institute of Technology. Engineering and Management Program
System Design and Management Program.
2017-01-06T16:14:00Z
2017-01-06T16:14:00Z
2016
2016
http://hdl.handle.net/1721.1/106254
961940419
Thesis: S.M. in Engineering and Management, Massachusetts Institute of Technology, School of Engineering, System Design and Management Program, Engineering and Management Program, 2016.
Cataloged from PDF version of thesis.
Includes bibliographical references (pages 97-99).
Working within a large defense company has shown me the vast array of process that is created by contractors as a response to the numbers of requirements and processes that the Department of Defense has levied on the industry. These industry processes are geared towards very large defense development projects ($100M+) and, in my experience, do not work well for smaller (<$10M) rapid developments. The process does not enable contractors to get new products into the hands of warfighters expeditiously. The United States Government is aware of this and has been taking steps to create rapid procurement organizations that are empowered to develop and field new capabilities faster than the traditional process permits. These new organizations have exposed a new problem; large defense companies are so encumbered by the process they have matured that they have lost their agility and are unable to develop rapidly. How can that agility be restored within an industry where traditional process isn't fast enough anymore? Thesis Statement: An alternative process can be created within large defense companies that, when followed, allows fast and agile performance on rapid developments. This thesis explores the origin of the defense industry process, provides data showing that the current process isn't optimized and suggests an updated process that is streamlined for rapid development.
by John H. Koltookian.
S.M. in Engineering and Management
99 pages
eng
Massachusetts Institute of Technology
M.I.T. theses are protected by copyright. They may be viewed from this source for any purpose, but reproduction or distribution in any format is prohibited without written permission. See provided URL for inquiries about permission.
http://dspace.mit.edu/handle/1721.1/7582
Engineering and Management Program.
System Design and Management Program.
Engineering Systems Division.
The Government has a method to get product to soldiers fast - big defense needs to catch up
Thesis
application/pdf
false
Publication
unknown
unknown
<Publication xmlns="https://www.openaire.eu/cerif-profile/1.1/" id="aec3f9dc-ded9-46a8-8eb7-0e49c4b0d6a9">
<Type xmlns="https://www.openaire.eu/cerif-profile/vocab/COAR_Publication_Types">http://purl.org/coar/resource_type/c_1843</Type>
<Language>eng</Language>
<Title>The Government has a method to get product to soldiers fast - big defense needs to catch up</Title>
<PublishedIn>
<Publication>
</Publication>
</PublishedIn>
<PublicationDate>2016</PublicationDate>
<Authors>
<Author>
<DisplayName>Koltookian, John H. (John Haynes)</DisplayName>
<Affiliation>
<OrgUnit>
</OrgUnit>
</Affiliation>
</Author>
</Authors>
<Editors>
</Editors>
<Publishers>
<Publisher>
<DisplayName>Massachusetts Institute of Technology</DisplayName>
<OrgUnit />
</Publisher>
</Publishers>
<License>http://dspace.mit.edu/handle/1721.1/7582</License>
<Keyword>Engineering and Management Program.</Keyword>
<Keyword>System Design and Management Program.</Keyword>
<Keyword>Engineering Systems Division.</Keyword>
<Abstract>Working within a large defense company has shown me the vast array of process that is created by contractors as a response to the numbers of requirements and processes that the Department of Defense has levied on the industry. These industry processes are geared towards very large defense development projects ($100M+) and, in my experience, do not work well for smaller (<$10M) rapid developments. The process does not enable contractors to get new products into the hands of warfighters expeditiously. The United States Government is aware of this and has been taking steps to create rapid procurement organizations that are empowered to develop and field new capabilities faster than the traditional process permits. These new organizations have exposed a new problem; large defense companies are so encumbered by the process they have matured that they have lost their agility and are unable to develop rapidly. How can that agility be restored within an industry where traditional process isn't fast enough anymore? Thesis Statement: An alternative process can be created within large defense companies that, when followed, allows fast and agile performance on rapid developments. This thesis explores the origin of the defense industry process, provides data showing that the current process isn't optimized and suggests an updated process that is streamlined for rapid development.</Abstract>
<Access xmlns="http://purl.org/coar/access_right"
>
</Access>
</Publication>