Acquisition strategy statements are important documents for gaining and maintaining executive support for programs and projects. What in your view are the one or two biggest challenges in developing an acquisition strategy? Give your reasons and any suggestions you have for addressing the challenge(s).
One of the more important parts of the acquisition strategy is the proposal summary. Having a proposal that is multiple pages is a requirement however getting people to read the proposal is another challenge. The best solution to this is to create a proposal summary that is interesting and presents all of the important and relevant points from the proposal. Management and Executives can therefore read just the proposal and have a firm grasp on what the proposal is presenting. Also presenting the proposal summary in plain language that is not filled with misspellings and log run-on sentences that can cause confusion for a non-technical audience, which is often the target for trying to explain the proposal to finance or other areas that have limited technical knowledge.
How should an organization decide on how "cutting edge" it should be in its IT acquisition strategy? Acquiring cutting edge IT might give it a competitive advantage, but at greater risk because the IT is cutting edge. On the other hand, the use of well-tested, mature IT that is also being used by many others reduces the risk, but it also may eliminate competitive advantage possibilities. How can the organization decide where along the continuum of very mature to cutting edge technology it belongs in its IT acquisition strategy?
I will only focus on one type of organization because of the multitude of different requirements for being cutting edge. Some organizations do not need to be on that edge. However, looking at a government entity like the Department of Defense or Department of Homeland Security, they have a vested...