KOSEN 한인과학기술자네트워크

The DOD componets that we reviewed vary in how they compare to SETs IDEAL^SM model. In particular, the air force, army, and DFAS generally satisfied the model's recommended tasks, as did certain navy units. However, DLA, the marine corps, and other navy units did not. Specifically, DLA does not have an SPI program, although during the course of our review the DLA chief information officer stated that she intends to establish one. Further, although the marine corps is performing many SPI acivities, core tasks associated with an effective SPI program, such as a plan of action or dedicated resources to implement recommended improvements, are missing. Finally, certain navy units also do not have SPI programs aligned with the IDEAL^SM amdel, although one is performing a few of the model's recommended tasks. The four components with SPI programs(Army, Air Force, DFAS, and parts of the Navy) are using different management strategies for directing and controlling their respective programs. Nonetheless, all components with SPI programs report that they have realized benefits in product quality and productivity. For example, DFAS uses a centralized management approach and reports that its SPI program has helped decrease development costs to about one-third lower than those of similar organizations. In contrast, the Army uses a decentralized approach and also reports that the SPI program for one of its organizational units has helped it almost double its productivity in developing software.