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>On a generalized CSF process model for critical success factor identification and analysis for Department of Defense acquisition program management.
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On a generalized CSF process model for critical success factor identification and analysis for Department of Defense acquisition program management.
The acquisition management strategy for Department of Defense programs must be focused on the correct issues or the system will have a high probability of failure to achieve the program goals.; Program Management in the Department of Defense (DoD) is inherently a process of risk management. Since managers depend on correct and relevant information to acquire and utilize the knowledge needed to manage program risks, there is a direct link between successful program risk management and Critical Success Factor (CSF) analysis. CSF analysis is also a way to determine how, and on what, a Program Manager should devote his or her attention. It compliments traditional quantitative methods of risk analysis which focus on estimation of probability and consequence of occurrence.; This research investigated whether the general CSF Process Model can be used for the identification and analysis of Critical Success Factors on DoD acquisition programs. This research also sought to investigate whether the CSF Process Model can be applied to context specific and very diverse situations with relatively equal facility.; The majority of the prior research focused exclusively on deriving lists of CSF and did not investigate the three interrelated areas of (1) CSF identification, (2) underlying constraint analysis, and (3) measure identification. The research conducted here addressed each of these issues.; The generalized CSF Process Model applied in this research leads to the identification of specific CSF within a contextual framework. It can be applied at any time for any project. Thus, the successful identification and use of CSF at any point in the project life becomes primarily an issue of properly applying a general process.; Through proper application of the generalized CSF Process Model, the Program Manager and Deputy Program Manager, and other managers on the program, all engage in a common process of CSF identification and analysis, thereby enhancing interdisciplinary communication and decision making.; CSF analysis using the CSF Process Model teaches managers to think in terms of CSF and allows managers to identify project CSF at any time, for any level of management. This makes the CSF results usable not only for their primary purpose, but also for the purpose of vertical and horizontal communication among managers across the project.; The research results show: (1) Through application of the CSF Process Model, program managers are able to identify contextual CSF and associated measures for their specific program, without having to learn a different process in each instance. (2) The CSF Process Model is a generalized process and methodology for identification and analysis of CSF. (3) Using the CSF Process Model, the program manager is able to focus on those activities of critical importance to project success and incorporate the results into the various elements of the strategic management process. (4) CSF identification and criticality analysis may be an effective mentoring tool for senior management in educating prospective executive managers in the process of strategic thinking.
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