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Summary
Pages 1-5

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From page 1...
... Those outcomes include improvements in missions, portfolios of capabilities, and the schedules, costs, and performance of acquired systems for net improvements to warfighters, operators, and supporting organizations. Using data science to support decision making is not new to the defense acquisition community; its use by the acquisition workforce has enabled acquisition and thus defense successes for decades.
From page 2...
... Also, data silos can hinder shared data across DoD and are a common obstacle preventing the utilization of the full potential of the data life cycle. The vision and oppor­ tunity for data science in the defense acquisition system is one in which data collection and use is not a support function but is integrated into all acquisition processes.
From page 3...
... Recommendation 5.2: The Department of Defense should prioritize the utilization of data and the data life cycle by appropriate and judicious investment in the acquisition workforce data science mindset, skillset, and toolset. Data Literacy Skills Are Important Throughout the Acquisition Workforce DoD and its components should ensure that all members of the acquisition workforce have at least basic (non-technical)
From page 4...
... Finding 5.6: Executing the data life cycle is a collaborative endeavor and generally requires a collective skillset found in teams of data engi­ neers, data scientists, data analysts, data users, domain experts, and leaders/decision makers. Diverse, Tailored, and Situated Training Models Can Increase Data Capabilities and Outcomes in the Acquisition Workforce development in data science is critical to the success of DoD's current and future acquisition improvement efforts.
From page 5...
... , analysis, and consump tion but also the workforce that facilitates these functions and is central to the data life cycle. Trade­offs and investment limitations abound, so a strategic plan is critical to guiding and ensuring prioritized investments to maximize payoff.


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