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Donna Seligman

Defense Acquisition University, Performance Learning, Faculty Member

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Donna Seligman is a management information systems manager at the Defense Acquisition University West Region. She has extensive experience with developing complex business knowledge applications, performing system analyses, and conducting research. She has also supported legacy code and reengineering efforts of other major business system applications. Ms. Seligman holds an MBA and a BS in Information Decision Systems from San Diego State University.

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Papers by Donna Seligman

Developing Leadership Mass through your staff

Naval Postgraduate School Acquisition Research Progra

OSD Obligation & Expenditure Rate Goals: An Examination of the Factors Contributing to the Interference

Naval Postgraduate School Acquisition Research Progra

Improving Workforce Professionalism: A Retrospective View of Developing Leadership Mass Through Your Staff

How can the acquisition workforce train and create experience for the next generation? This resea... more How can the acquisition workforce train and create experience for the next generation? This research addressed how Defense Acquisition University (DAU) develops its emerging leaders among its support faculty and staff, a vital part of that equation. Through a retrospective view of Emerging Leadership Program (ELP), the author investigated the value and impact of the programﾒs details and its resulting effect for its graduates. To learn more, the graduates participated in a survey along with their supervisors that quantified their ELP experiences and observations, as well as confirmed any concomitant value. This research assessed the outcomes of DAUﾒs ELP over the course of six years by focusing on various ELP activities coupled with an emphasis on behavior to reinforce the importance of improving workforce professionalism. Originally, the ELP was intended to create a development pathway. Has it?Naval Postgraduate School Acquisition Research Progra

Examination of the Factors Contributing to the

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Acquisition Practice

Unless program managers (PM) tackle cost containment head-on, future weapon system acquisition su... more Unless program managers (PM) tackle cost containment head-on, future weapon system acquisition successes may be jeopardized, resulting in fewer products and services to equip the nation’s warfighters. The United States can ill afford any decrease in its preparedness when the nation is currently waging war on two fronts. This research examines cost contain-ment in the context of Total Life Cycle Cost Management. A more thorough understanding and aggressive application of cost-containment strategies could conceivably shift acquisition outcomes to a more cost-effective posture. Responding to a survey conducted as part of this research, 887 Department of Defense (DoD) acquisition professionals provided input on cost containment, including tool types and associated processes. Of those 887 respondents, 543 were current or former DoD PMs. 2 4 2 | A Publication of the Defense Acquisition University www.dau.mil

Learning Organizations. HCI Accelerators

: Better preparing the acquisition workforce for the challenges ahead is a strategic imperative a... more : Better preparing the acquisition workforce for the challenges ahead is a strategic imperative across the community. Personnel changeover and inexperienced new hires are placing increased demand on organizations. Without proper planning, focus on, and attention to this issue, maintaining our edge in weapon systems, services, and other acquisition becomes problematic. To maintain our competitive warfighting advantage, the Department of Defense has initiated the Strategic Human Capital Plan Update (April, 2010) to accelerate and sustain the capability of the acquisition workforce and ultimately protect our national security interests.

Learning in the Shadows: A Retrospective View

: How does the Acquisition Workforce train and create experience for the next generation? This re... more : How does the Acquisition Workforce train and create experience for the next generation? This research addressed how the Defense Acquisition University (DAU) develops its emerging leaders among its support faculty and staff. Through a retrospective view of the emerging leadership program in particular, the author investigated the value and impact of the program details and the resulting effect it had for the Emerging Leader Program (ELP)graduates. ELP graduates were invited to participate in a survey to quantify their ELP experiences and express any concomitant value for the DAU. Focusing on the various ELP activities coupled with Better Buying Powers emphasis on professional development to reinforce the importance of improving workforce professionalism, this paper assessed the outcomes of the DAUs ELP over the course of six years. Originally, the ELP was intended to create a development pathway. Has it?

OSD's Obligation & Expenditure Rate Goals: An Examination of the Factors Contributing to the Interference

: Several months ago, Dr. Nancy Spruill, director of Acquisition Resources and Analysis, Office o... more : Several months ago, Dr. Nancy Spruill, director of Acquisition Resources and Analysis, Office of the Under Secretary of Defense for Acquisition, Technology and Logistics (OUSD (AT&L)), solicited support from the Defense Acquisition University (DAU) to help uncover the causal factors that could be interfering with attainment of the Obligation and Expenditure rate goals of the Office of the Secretary of Defense (OSD). Decades earlier, OSD instituted these goals as a benchmark to help weapon systems program offices maintain the required execution pace of appropriated funding. However, due to a number of internal and external factors, Department of Defense (DoD) acquisition programs have sometimes found it difficult to meet these goals. To learn more about the intervening obstacles, DAU with assistance from OSD developed a comprehensive survey that queried experienced and high-level DoD personnel involved in a weapon program s decision chain. What we learned from the subsequent analys...

It's Time to Take the Chill Out of Cost Containment and Re-Energize a Key Acquisition Practice

Unless program managers (PM) tackle cost containment head-on, future weapon system acquisition su... more Unless program managers (PM) tackle cost containment head-on, future weapon system acquisition successes may be jeopardized, resulting in fewer products and services to equip the nation's warfighters. The United States can ill afford any decrease in its preparedness when the nation is currently waging war on two fronts. This research examines cost containment in the context of Total Life Cycle Cost Management. A more thorough understanding and aggressive application of cost-containment strategies could conceivably shift acquisition outcomes to a more cost-effective posture. Responding to a survey conducted as part of this research, 887 Department of Defense (DoD) acquisition professionals provided input on cost containment, including tool types and associated processes. Of those 887 respondents, 543 were current or former DoD PMs.

Defense Acquisition Review Journal. Volume 17, Number 2, Issue 54

Public reporting burden for the collection of information is estimated to average 1 hour per resp... more Public reporting burden for the collection of information is estimated to average 1 hour per response, including the time for reviewing instructions, searching existing data sources, gathering and maintaining the data needed, and completing and reviewing the collection of information. Send comments regarding this burden estimate or any other aspect of this collection of information, including suggestions for reducing this burden, to Washington Headquarters Services, Directorate for Information Operations and Reports, 1215 Jefferson Davis Highway, Suite 1204, Arlington VA 22202-4302. Respondents should be aware that notwithstanding any other provision of law, no person shall be subject to a penalty for failing to comply with a collection of information if it does not display a currently valid OMB control number.

The Challenges in Meeting OSD's Obligation and Expenditure Rate Goals: A Closer Look at Potential Causal Factors, Their Groupings, and How They Modulate

Public reporting burden for the collection of information is estimated to average 1 hour per resp... more Public reporting burden for the collection of information is estimated to average 1 hour per response, including the time for reviewing instructions, searching existing data sources, gathering and maintaining the data needed, and completing and reviewing the collection of information. Send comments regarding this burden estimate or any other aspect of this collection of information, including suggestions for reducing this burden, to Washington Headquarters Services, Directorate for Information Operations and Reports, 1215 Jefferson Davis Highway, Suite 1204, Arlington VA 22202-4302. Respondents should be aware that notwithstanding any other provision of law, no person shall be subject to a penalty for failing to comply with a collection of information if it does not display a currently valid OMB control number.

Learning Organizations: Their Importance to Systems Acquisition in DoD

] Donna J. Seligman-is the mission assistance program analysis manager at the Defense Acquisition... more ] Donna J. Seligman-is the mission assistance program analysis manager at the Defense Acquisition University West Region. She has extensive experience with developing and managing complex business knowledge applications, performing comprehensive system analyses, and conducting extensive research. She holds a BS in information decision systems from San Diego State University and is completing coursework toward an MBA with an emphasis in program management.

Instituting a Learning Organization (LO) Architecture in the Acquisition Workplace

Reference solution architecture method and system

Defense Acquisition Research Journal. Volume 20, Number 1, Issue 65, April 2013

OSD's Obligation and Expenditure Rate Goals: An Examination of the Factors Contributing to the Interference

Learning Organizations. HCI Accelerators

Defense Acquisition Review Journal. Volume 17, Number 2, Issue 54. Achieving Excellence in a Changing Acquisition Environment

Public reporting burden for the collection of information is estimated to average 1 hour per resp... more Public reporting burden for the collection of information is estimated to average 1 hour per response, including the time for reviewing instructions, searching existing data sources, gathering and maintaining the data needed, and completing and reviewing the collection of information. Send comments regarding this burden estimate or any other aspect of this collection of information, including suggestions for reducing this burden, to Washington Headquarters Services, Directorate for Information Operations and Reports, 1215 Jefferson Davis Highway, Suite 1204, Arlington VA 22202-4302. Respondents should be aware that notwithstanding any other provision of law, no person shall be subject to a penalty for failing to comply with a collection of information if it does not display a currently valid OMB control number.

Developing Leadership Mass through your staff

Naval Postgraduate School Acquisition Research Progra

OSD Obligation & Expenditure Rate Goals: An Examination of the Factors Contributing to the Interference

Naval Postgraduate School Acquisition Research Progra

Improving Workforce Professionalism: A Retrospective View of Developing Leadership Mass Through Your Staff

How can the acquisition workforce train and create experience for the next generation? This resea... more How can the acquisition workforce train and create experience for the next generation? This research addressed how Defense Acquisition University (DAU) develops its emerging leaders among its support faculty and staff, a vital part of that equation. Through a retrospective view of Emerging Leadership Program (ELP), the author investigated the value and impact of the programﾒs details and its resulting effect for its graduates. To learn more, the graduates participated in a survey along with their supervisors that quantified their ELP experiences and observations, as well as confirmed any concomitant value. This research assessed the outcomes of DAUﾒs ELP over the course of six years by focusing on various ELP activities coupled with an emphasis on behavior to reinforce the importance of improving workforce professionalism. Originally, the ELP was intended to create a development pathway. Has it?Naval Postgraduate School Acquisition Research Progra

Examination of the Factors Contributing to the

dê~Çì~íÉ=pÅÜççä=çÑ=_ìëáåÉëë=C=mìÄäáÅ=mçäáÅó=

Acquisition Practice

Unless program managers (PM) tackle cost containment head-on, future weapon system acquisition su... more Unless program managers (PM) tackle cost containment head-on, future weapon system acquisition successes may be jeopardized, resulting in fewer products and services to equip the nation’s warfighters. The United States can ill afford any decrease in its preparedness when the nation is currently waging war on two fronts. This research examines cost contain-ment in the context of Total Life Cycle Cost Management. A more thorough understanding and aggressive application of cost-containment strategies could conceivably shift acquisition outcomes to a more cost-effective posture. Responding to a survey conducted as part of this research, 887 Department of Defense (DoD) acquisition professionals provided input on cost containment, including tool types and associated processes. Of those 887 respondents, 543 were current or former DoD PMs. 2 4 2 | A Publication of the Defense Acquisition University www.dau.mil

Learning Organizations. HCI Accelerators

: Better preparing the acquisition workforce for the challenges ahead is a strategic imperative a... more : Better preparing the acquisition workforce for the challenges ahead is a strategic imperative across the community. Personnel changeover and inexperienced new hires are placing increased demand on organizations. Without proper planning, focus on, and attention to this issue, maintaining our edge in weapon systems, services, and other acquisition becomes problematic. To maintain our competitive warfighting advantage, the Department of Defense has initiated the Strategic Human Capital Plan Update (April, 2010) to accelerate and sustain the capability of the acquisition workforce and ultimately protect our national security interests.

Learning in the Shadows: A Retrospective View

: How does the Acquisition Workforce train and create experience for the next generation? This re... more : How does the Acquisition Workforce train and create experience for the next generation? This research addressed how the Defense Acquisition University (DAU) develops its emerging leaders among its support faculty and staff. Through a retrospective view of the emerging leadership program in particular, the author investigated the value and impact of the program details and the resulting effect it had for the Emerging Leader Program (ELP)graduates. ELP graduates were invited to participate in a survey to quantify their ELP experiences and express any concomitant value for the DAU. Focusing on the various ELP activities coupled with Better Buying Powers emphasis on professional development to reinforce the importance of improving workforce professionalism, this paper assessed the outcomes of the DAUs ELP over the course of six years. Originally, the ELP was intended to create a development pathway. Has it?

OSD's Obligation & Expenditure Rate Goals: An Examination of the Factors Contributing to the Interference

: Several months ago, Dr. Nancy Spruill, director of Acquisition Resources and Analysis, Office o... more : Several months ago, Dr. Nancy Spruill, director of Acquisition Resources and Analysis, Office of the Under Secretary of Defense for Acquisition, Technology and Logistics (OUSD (AT&L)), solicited support from the Defense Acquisition University (DAU) to help uncover the causal factors that could be interfering with attainment of the Obligation and Expenditure rate goals of the Office of the Secretary of Defense (OSD). Decades earlier, OSD instituted these goals as a benchmark to help weapon systems program offices maintain the required execution pace of appropriated funding. However, due to a number of internal and external factors, Department of Defense (DoD) acquisition programs have sometimes found it difficult to meet these goals. To learn more about the intervening obstacles, DAU with assistance from OSD developed a comprehensive survey that queried experienced and high-level DoD personnel involved in a weapon program s decision chain. What we learned from the subsequent analys...

It's Time to Take the Chill Out of Cost Containment and Re-Energize a Key Acquisition Practice

Unless program managers (PM) tackle cost containment head-on, future weapon system acquisition su... more Unless program managers (PM) tackle cost containment head-on, future weapon system acquisition successes may be jeopardized, resulting in fewer products and services to equip the nation's warfighters. The United States can ill afford any decrease in its preparedness when the nation is currently waging war on two fronts. This research examines cost containment in the context of Total Life Cycle Cost Management. A more thorough understanding and aggressive application of cost-containment strategies could conceivably shift acquisition outcomes to a more cost-effective posture. Responding to a survey conducted as part of this research, 887 Department of Defense (DoD) acquisition professionals provided input on cost containment, including tool types and associated processes. Of those 887 respondents, 543 were current or former DoD PMs.

Defense Acquisition Review Journal. Volume 17, Number 2, Issue 54

Public reporting burden for the collection of information is estimated to average 1 hour per resp... more Public reporting burden for the collection of information is estimated to average 1 hour per response, including the time for reviewing instructions, searching existing data sources, gathering and maintaining the data needed, and completing and reviewing the collection of information. Send comments regarding this burden estimate or any other aspect of this collection of information, including suggestions for reducing this burden, to Washington Headquarters Services, Directorate for Information Operations and Reports, 1215 Jefferson Davis Highway, Suite 1204, Arlington VA 22202-4302. Respondents should be aware that notwithstanding any other provision of law, no person shall be subject to a penalty for failing to comply with a collection of information if it does not display a currently valid OMB control number.

The Challenges in Meeting OSD's Obligation and Expenditure Rate Goals: A Closer Look at Potential Causal Factors, Their Groupings, and How They Modulate

Public reporting burden for the collection of information is estimated to average 1 hour per resp... more Public reporting burden for the collection of information is estimated to average 1 hour per response, including the time for reviewing instructions, searching existing data sources, gathering and maintaining the data needed, and completing and reviewing the collection of information. Send comments regarding this burden estimate or any other aspect of this collection of information, including suggestions for reducing this burden, to Washington Headquarters Services, Directorate for Information Operations and Reports, 1215 Jefferson Davis Highway, Suite 1204, Arlington VA 22202-4302. Respondents should be aware that notwithstanding any other provision of law, no person shall be subject to a penalty for failing to comply with a collection of information if it does not display a currently valid OMB control number.

Learning Organizations: Their Importance to Systems Acquisition in DoD

] Donna J. Seligman-is the mission assistance program analysis manager at the Defense Acquisition... more ] Donna J. Seligman-is the mission assistance program analysis manager at the Defense Acquisition University West Region. She has extensive experience with developing and managing complex business knowledge applications, performing comprehensive system analyses, and conducting extensive research. She holds a BS in information decision systems from San Diego State University and is completing coursework toward an MBA with an emphasis in program management.

Instituting a Learning Organization (LO) Architecture in the Acquisition Workplace

Reference solution architecture method and system

Defense Acquisition Research Journal. Volume 20, Number 1, Issue 65, April 2013

OSD's Obligation and Expenditure Rate Goals: An Examination of the Factors Contributing to the Interference

Learning Organizations. HCI Accelerators

Defense Acquisition Review Journal. Volume 17, Number 2, Issue 54. Achieving Excellence in a Changing Acquisition Environment

Public reporting burden for the collection of information is estimated to average 1 hour per resp... more Public reporting burden for the collection of information is estimated to average 1 hour per response, including the time for reviewing instructions, searching existing data sources, gathering and maintaining the data needed, and completing and reviewing the collection of information. Send comments regarding this burden estimate or any other aspect of this collection of information, including suggestions for reducing this burden, to Washington Headquarters Services, Directorate for Information Operations and Reports, 1215 Jefferson Davis Highway, Suite 1204, Arlington VA 22202-4302. Respondents should be aware that notwithstanding any other provision of law, no person shall be subject to a penalty for failing to comply with a collection of information if it does not display a currently valid OMB control number.