Analysis of System Training Impact for Major Defense Acquisition Programs

Training prepares individuals, teams, and leaders to operate and maintain the vast array of systems that are being acquired, modernized, updated, and enhanced to provide operational capabilities. If a human cannot be properly trained, the entire system will function sub-optimally. This study examine...

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Bibliographic Details
Main Authors: Wisher, Robert A, Hartman, Frederick E, Sanders, Charles G, Ciavarelli, Anthony
Format: Report
Language:English
Subjects:
BEST TRAINING PRACTICES
Computer Programming and Software
COMPUTERIZED SIMULATION
DATA BASES
GAP ANALYSIS
HUMAN SYSTEMS INTEGRATION
INSTRUCTIONAL SYSTEMS DEVELOPMENT
INSTRUMENTATION
LITERATURE SURVEYS
MAINTENANCE
MAJOR ACQUISITION PROGRAMS
MANPOWER INTEGRATION
Military Forces and Organizations
MILITARY PERSONNEL
MILITARY PROCUREMENT
MILITARY TRAINING
OPERATION
OPTIMIZATION
PERFORMANCE(ENGINEERING)
PERFORMANCE(HUMAN)
PERSONNEL INTEGRATION
Personnel Management and Labor Relations
SIMULATION TRAINING
SIMULATORS
Test Facilities, Equipment and Methods
TRAINING ASSESSMENT
TRAINING EFFECTIVENESS
TRAINING EVALUATION
WEAPON SYSTEMS
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Summary:Training prepares individuals, teams, and leaders to operate and maintain the vast array of systems that are being acquired, modernized, updated, and enhanced to provide operational capabilities. If a human cannot be properly trained, the entire system will function sub-optimally. This study examined the time-course results of planning and executing training from the inception of a new system to its acquisition and support after fielding, in particular for Major Defense Acquisition Programs. The study is the first phase in addressing the issues surrounding the impact of partial, inadequate, misguided, or diminished resources for training for new systems. This phase gathered evidence from the literature published over the past 30 years, consolidated that evidence into a database, and searched for potential gaps between what was done and what could have been done given the extant level of knowledge about training. Reports were identified and coded across 36 variables. More than 4,000 technical reports and 500 General Accountability Office reports were analyzed for inclusion, with more than 75 being coded. A gap analysis was conducted which searched for differences between an existing status and a potential status. Four types of gaps were identified: knowledge gaps, awareness gaps, implementation gaps, and commitment gaps. The analysis yielded 26 instances of gaps, validating the need for a more critical treatment of training in major acquisitions. The gap and trend analysis of this data provide a start point for the second phase of the study which, based on the current findings, examines a series of selected systems for detailed training assessment through a case study methodology.