美国武器装备发展的“委员会+工作组”组织模式

Oganization Pattern of Board and Working Team in America's Military Hardware Development

通过解读梳理美国国防部最新的2015年版采办指令、采办指南中关于决策的政策和程序,并以美国在研的重大国防采办项目——第三代全球定位系统为实例,重点考虑关于决策体系的三个方面的问题:谁来决策?谁提供意见?谁提供证据?详细考察美国国防采办项目发展过程中的决策指挥链及决策支持体系,总结美国武器装备发展中决策体系的构成及决策特点。研究发现,美国武器装备发展管理采取了"以里程碑决策官为核心的委员会+工作组"决策体系,该体系主要包括四个要点:一是每个型号项目指定一个里程碑决策官作为此项目的唯一的最终决策人;二是在里程碑决策官领导下组成采办指挥链;三是里程碑决策官在重大里程碑决策点通过委员会的方式听取不同意见;四是里程碑决策官采取集成产品组的工作组方式获得决策支持。并提出对我国的武器装备发展决策的一些启示。

The model ＂ Milestone Decision Authority （MDA） ＋ Overarching Integrated Product Team （OIPT） ＋ Defense Acquisition Board （DAB）＂ is the core of DoD acquisition manage- ment The model consists of four key parts： MDA is the sole and final decision authority of an ac- quisition program; an acquisition program＇s command chain led by MDA consists of CAE, PEO and PM; DAB is the Departments senior-level review forum for critical acquisition decisions con- ceming ACAT ID and ACAT IAM programs; IPTs are an integrated part of the Defense acquisi- tion oversight and review process. For ACA T ID and IAM programs, there are generally two lev- els of IPTs： the Working-Level Integrated Product Team （WIPT） and the Overarching Integrated Product Team （OIPT）. Office of the Secretary of Defense （OSD） OIPTs are teams expected to collectively assist the Defense Acquisition Executive （DAE） in making sound investment deci- sions for the Department and to ensure programs are structured and resourced to succeed.