Optimal Selection of Organizational Structuring for Complex System Development and Acquisitions

Abstract

This research seeks to address inefficiencies in the development and acquisition of complex systems by quantitatively modeling the interplay between aspects of an acquisition organization leadership and complex system architecture. It combines techniques from operations research and psychological sciences, infused with survey data on program manager competencies, to produce a prototype computational model. The model targets ways to improve alignment between organizational performance measures and incentives to accurately reflect the modularization architecture of the systems to be acquired. It represents a pilot quantitative decision-support framework that, if developed further, could assist acquisition practitioners in determining an optimal modular complex system architecture and organizational structure to support the successful system development.