Savunma Tedarik Projelerinde Sapmaların Önlenmesi Maksadıyla Program Yönetimi Yaklaşımının Uygulanabilirliği

Öz

Savunma tedarik süreci, stratejik seviyede birçok paydaşın rol aldığı, sahip olunan en yüksek teknolojinin kullanılarak, yasal ve mali kısıtlar altında arzu edilen savunma yeteneğini sağlamayı hedefleyen girişimleri barındırmaktadır. Söz konusu girişimlerin karmaşıklığının ve sayılarının artması ve birbirleriyle entegre geliştirilme zorunluluğu, savunma projelerinde sapmalara yol açmaktadır. Makalede, savunma planlama süreci özelinde savunma projelerinde görülen sapmalar kısaca tartışıldıktan sonra, birden fazla karmaşık projenin ortak fayda gözeterek yönetilmesi olarak özetlenebilecek Program Yönetimi yaklaşımı incelenmiştir. Program yönetimine ilişkin farkındalık seviyesinin değerlendirilmesi ve savunma program yönetimiyle ilgili çıkarımlarda bulunulması maksadıyla Türkiye’de proje yönetiminde görevli profesyonellerle “derinlemesine görüşme metodu” kullanılarak yüzyüze görüşmeler gerçekleştirilmiş ve savunma kaynaklarının daha organize bir biçimde yönetilmesi düşüncesinden hareketle program yönetimi konseptini esas alan bir “alternatif yönetim modeli” önerilmiştir. Sonuç bölümünde, yapılan araştırma ve görüşmeler ışığında önerilen modelin ve program yönetimi yaklaşımının uygulanabilmesine yönelik çıkarımlar yapılmıştır.

Anahtar Kelimeler

• Savunma Sanayii,Savunma Tedariki,Program Yönetimi,Proje Yönetimi,Tedarik Sapmaları

The Applicability of Program Management Approach in the Defense Acquisition Projects in Order to Avoid Deviations

Öz

Defense acquisition process contains initiatives aiming to maintain defense capabilities needed, by making use of the most sophisticated technologies under legal and financial constraints. Increasing number and complexity of those initiatives and also the necessity of developing them integratedly causes defense projects to deviate to a certain extent. In this study, following a brief discussion on the deviations of defense projects in terms of defense planning process, Program Management Approach, which may be defined briefly as managing a number of complicated projects for deriving common interests has been introduced. Following that, an alternative governance model which is based on the program management concept has been proposed, in order to manage defense resources in a more organized way. As a consequence, a number of inferences about the applicability of program management approach have been made in consideration of this research and interviews.

Anahtar Kelimeler

• Defense Industry,Defense Acquisition,Program Management,Human Resource

Kaynakça

1. Barutçugil, İsmet, Proje Yönetimi, İstanbul: Kariyer Yayıncılık, 2008.
2. Blickstein, Irv Et. Al., Root Cause Analyses Of Nunn-Mccurdy Breaches,:Zumwalt-Class Destroyer, Joint Strike Fighter, Longbow Apache And Wideband Global Satellite, Vol-1, Santa Monica: Rand Corporation, 2011.
3. Chow, Brian G. Et. Al., Toward Affordable Systems: Portfolio Analysis And Management For Army Science And Technology Programs, Santa Monica: Rand Corporation, 2009.
4. Defence Acquisition University, Joint Program Management Handbook, Fort Belvoir: Defence Acquisition University Press. 2004.
5. GAPPS, A Framework for Performance Based Competency Standards for Program Managers, Version 1.1, 15, Global Alliance for Project Performance Standards, 2011.
6. Gates, Susan M, Shining A Spotlight On The Defence Acquisition Workforce-Again, Santa Monica: Rand Corporation, 2009.
7. Hiromoto, Scott, Fundamental Capability Portfolio Management: A Study Of Developing Systems With Implications For Army Research And Development Strategy, Santa Monica: Pardee Rand Graduate School, 2013.
8. Milosevic, D. Z. Et. Al., Program Management For İmproved Business Results. Hoboken, John Wiley And Sons, Inc., 2007.

9. Moore, Nancy Y. et. al., A Gap Analysis of Life Cycle Management Commands and Best Purchasing and Supply Management Organizations, Santa Monica: RAND Arroyo Center, 2012.
10. Oehmen, Josef, The Guide To Lean Enablers For Managing Engineering Programs, Version 1.0, Cambridge: Joint Mit-Pmi-Incose Community Of Practice On Lean In Program Management, 2012.
11. Office Of The Deputy Under Secretary Of Defense For Acquisition And Technology, Systems Engineering Guide For Systems Of Systems, Version 1.0, Washington D.C. 2008.
12. Pernin, Christopher G Et. Al., Lessons Form The Army’s Future Combat Systems Program, Santa Monica: Rand Arroyo Center, 2012.
13. Project Management Institute, The Standart For Program Management, Third Edition, Pennsylvania, 2013.
14. Rebovich, George And Derosa Joseph K., Patterns Of Success In Systems Engineering Acquisition Of It‐Intensive Government Systems, 14 August 2012, Mitre Corporation.
15. Riposo, Jessie Et. Al., Prolonged Cycle Times And Schedule Growth In Defense Acquisition-A Literature Review, Santa Monica: National Defense Research Institute, Rand Corporation, 2014.
16. Schank, John F. Et. Al., Learning From Experience-Lessons From The United Kingdom’s Astute Submarine Program, Volume Iii, Santa Monica: Rand Corporation, 2011.
17. Schwartz, Moshe, Defense Acquisitions: How Dod Acquires Weapon Systems And Recent Efforts To Reform The Process, Congressional Research Service, 2014.
18. Se Handbook Working Group, Systems Engineering Handbook: A Guide For System Life Cycle Processes And Activities, V.3.2.2, San Diego: International Council On Systems Engineering (Incose), 2011.
19. Thiry Michel, Program Management: Fundamentals Of Project Management, Surrey: Mpg Printgroup, 2013.
20. Tomczykowski, Walter Et. Al., Program Managers Handbook: Common Practices To Mitigate The Risk Of Obsolescence (Draft), Maryland, 2000.
21. U.S. Department Of Defense, Quadrennial Defense, Review Report 2006, February 2006.
22. U.S. Department Of Defense, The Defense Acquisition System Directive (Dodd 5000.01), May, 2003.
23. U.S. Department Of Navy, Best Practices: How To Avoid Surprises In The World’s Most Complicated Technical Process, March 1986.
24. U.S. Government Accountability Office, Defence Acquisitions: Assessments Of Selected Weapon Programs, March 2009, Gao-09-326sp.
25. U.S. Government Accountability Office, Defense Acquisitions: Assessment Of Selected Weapon Programs, Gao-13-294sp, Washington D.C., March 2013.
26. Williams, D. And Parr, T., Enterprise Programme Management: Delivering Value., Houndmills: Palgrave Macmillan, 2004.
27. Bayar, Murad, “Bir Konuk Bir Söyleşi-Program Yönetimi”, Savunma Sanayii Gündemi, 17/4 (2011): 8-10
28. Beyoğlu, Bülent E., “Teoride Ve Pratikte Program Yönetimi”, Savunma Sanayii Gündemi, 17/4 (2011): 52-59.
29. Dengiz, Murat, “Stratejik Yönetişim: Bütünleşik Proje, Program Ve Portföy Yönetimi”, Savunma Sanayii Gündemi, 17/4 (2011): 22-25.
30. Ferns, D.C., "Developments In Programme Management," International Journal Of Project Management, 9/3 (1991): 148-156.
31. Gadeken, O.C. Et. Al.,“Project Managers As Leaders–Competencies Of Top Performers” Rd&A, (1997): 2-8.
32. İpekkan, Ziya, “Savunma Planlama Ve Sistem Tedariki Sürecinde Proje, Program Ve Portföy Yönetimi”, Savunma Sanayii Gündemi, 17/4 (2011): 11-12
33. Kolodny Jonathan Et. Al., “Project Management In Defense: The Essential Capability”, Mckinsey On Government, Mckinsey&Company, (2013): 56-86.
34. Lumb Mark, “Where Defense Acquisition Today: A Close Examination Of Structures And Capabilities”, Defense At&L, (2008):18-21.
35. Maylor, H. Et. Al., "From Projectification To Programmification," International Journal Of Project Management, 24/8 (2006): 663-674.
36. Sylvester, R.K., Ferrara, J.A.,“Conflict and Ambiguity Implementing Evolutionary Acquisition”, Acquisition Review Quarterly, (2003): 3-26.
37. International Association of Project and Program. “International Association of Project and Program Management Official Website” Last Uptade Date: 19.01.2015 http://www.iappm.org/concepts.htm.
38. North Ireland Finance and Personnel Department. “North Ireland Finance and Personnel Department Official Website”, Last Uptade Date: 24.02.2015 http://www.dfpni.gov.uk/index/procurement-2/succesful-delivery/project-management/pmo.htm.