Our aim is to produce research and analysis that helps government leaders more effectively respond to their mission and management challenges.The IBM Center is named "The Business of Government" because its focus is the management and operation of government, not the policies of government. Public sector leaders and managers need the best, most practical advice available when it comes to delivering the business of government. We seek to “bridge the gap” between research and practice by helping to stimulate and accelerate the production of actionable research.

Reverse Auctioning: Saving Money and Increasing Transparency by Professor David C.Wyld, is the latest report from the IBM Center. It is Professor Wyld’s second on the subject of reverse auctions.

Nick Nayak has over 24 years of senior private, public and academic leadership experience. He has been a dynamic figure in the field of federal acquisition – helping to professionalize the federal acquisition workforce; implement methods to obtain acquisition savings; and recruit the next generation of acquisition professionals.

The imperative to improve the business operations of the U.S. Department of Defense has never been greater. Secretary of Defense Gates and Deputy Secretary Lynn have clearly articulated the pressing need for reform, driving action across all business areas such as acquisition and logistics, finance, and personnel. Transforming these business processes and systems is motivated by the need to make better use of resources, improve stewardship, and provide the best support possible to the warfighters.

Cloud computing, social networks, identity … the promise of new technologies to help Federal agencies reach their goals is stronger than ever.  At the same time, agencies and contractors who want innovation to bring change are often stymied by lengthy, complex government processes, including those for hiring or training good IT Program Managers, requesting funds though the Federal Budget (a 2-year cycle), and doing an acquisition once the funds are awarded.  Add to this an environment where government and industry see more reasons not to talk to reach other about risks and rewards

It is important to emphasize that the authors have notattempted to assess or evaluate the transition or Project Deepwater itself.Instead, the report focuses on providing lessons learned from the transitionand offers three recommendations for contract management staff, agencyexecutives, and congressional and executive-level policy makers.

This week the General Services Administration (GSA) is hosting its 49th annual Interagency Resources Management Conference.    An estimated 300 Chief Acquisition Officers, Chief Financial Officers, Chief Information Officers, Chief Human Capital Officers, Inspectors General, program managers and other senior executive leaders are attending.

Rear Admiral James J. Shannon, a native of San Francisco's Noe Valley District, graduated from the U. S. Naval Academy with the Class of 1981. He assumed command of Naval Surface Warfare Center (NSWC) in October 2008. This command, geographically situated across the United States at various Warfare Center divisions, is comprised of an approximate 14,000 member workforce that is part of the Naval Sea Systems total command structure. NSWC is responsible for development, test and evaluation of all surface ship systems.

In its first year, the Obama contracting and procurement reform agenda has been heavy on executive orders and memos to “rein in” contractors.  These were largely in response to campaign commitments and led to a flurry of activity in agencies.

Most of the news media focused on the size of the budget and which agencies gained or lost.  However, the budget also included an overview of the Obama Administration’s management initiatives, as well. The overall emphasis of these initiatives is on achieving defined mission-oriented results.  It de-emphasizes (but still addresses) improvements to mission-support functions and the reporting of performance information.