LEVERAGING DIGITAL TRANSFORMATION for RESOURCING INVESTMENTS

Abstract

Resourcing in the DoD is a challenging endeavor. A program must navigate various appropriations that align to both their strategic goals and tactical needs, all the while external factors such as skill set availability and congressional winds may delay or derail well-thought-out plans. A program must also leverage a myriad of subject matter experts to design, develop, field, and sustain its complex weapon systems and when resourcing constraints arise, knowing what products and services provide the best business value is not always clear. Lastly, the lack of feedback mechanism for a specific product or service are not always well understood or even measured. This can lead to questions regarding resourcing needs and impact to secure resources at a future state. This vicious cycle remains unchanged and requires an innovative approach for resourcing priorities in support of program and mission needs. Previous attention in this area has focused on restructuring the PPBE process or purely mathematical models that rarely capture the complex dynamics of the ecosystem. This research supports this thirst for innovation by leveraging digital transformation to identify the relationships in a systems-of-systems approach and provides analytical methods analysis to achieve that end-state.