全球智库信息集成服务系统

Data analytics support a broad range of acquisition functions

• The DoD is using a mix of advanced data analytics, commercial-off-the-shelf tools, and simpler approaches.

Data analytics contribute to decisionmaking

• Data analytics are applied to acquisition decisions by and through a wide range of acquisition functions.
• These analyses inform acquisition management, insight, oversight, execution, and decisions at all levels, including program managers, contracting officers, engineers, auditors, oversight executives, and DoD leadership.
• However, data analysis may or may not be equally weighted against other considerations by decisionmakers. At times, there may be other priorities (e.g., politics, optics) that will override analysis.

Capabilities are advancing, but more remains to be done

• The DoD has made progress in improving its data and analysis capabilities, including implementations of the latest commercial best practices and analytic tools on top of information systems.
• Although data analytics training is expanding, as in the private sector, the pool of needed experts who understand both the application domain (acquisition) and data analytics is limited.

In the conference report accompanying the National Defense Authorization Act for Fiscal Year 2017, Congress expressed concern that the U.S. Department of Defense (DoD) "does not sufficiently incorporate data into its acquisition-related learning and decision-making" and asked six questions about "the use of data analysis, measurement, and other evaluation-related methods in DoD acquisition programs." In this report, the authors decompose and measure acquisition functions, data governance, and training to assess how data and associated analytics support DoD acquisition decisionmaking.

The authors found that the DoD is applying a breadth of data analytics to acquisition. Capabilities range from simple data archives and plotting to archives integrated with commercial analytic tools. The DoD has implemented an array of data governance and management practices, but major challenges remain, including a culture against data sharing and concerns about security and oversight burden.

Some commercial breakthroughs in advanced analytics sound promising for DoD acquisition, but some might not be applicable; research is ongoing. Advancement should include developing a data analytics strategy across acquisition domains, expanding data governance and data sharing, and continuing to expand and mature data collection, access, and analytic layers. Also, mechanisms are needed to authorize and ensure protected access to data for both the DoD and external analysts. Improved incentives and understanding of data analytics could encourage decisionmakers to make better use of capabilities.

• Chapter One

  Introduction

• Chapter Two

  Approach and Methodology

• Chapter Three

  Findings on Congressional Questions

• Chapter Four

  Conclusions