Resource Staffing Model (PRSM) as a tool to provide detailed recommendations on the questions: How much work is likely to be needed for a product in a given phase? What type of work? What staffing mix? What are the skills required to perform the work? What personnel are available today and required for the future?
Tis capability will allow us to prioritize critical skills and plan future workforce requirements in advance, implementing acquisition workforce statutes across the Army enterprise by command and func- tion. Tis ensures that today and in the future, we have the human capital—the acquisition professionals—who think critically on many levels, integrate inputs from many perspectives, balance the need for competition, and make sound business and technical decisions to meet the needs of our customer—the Soldier.
Our work processes are driven by system- atic, strategic planning for human capital whereby we transform stakeholder inputs into value that we deliver to Soldiers. Human capital planning increases the effectiveness of the workforce by identi- fying and addressing workforce gaps and providing solutions to recruit, develop and retain a highly skilled, fully engaged AAW for the future. Te human capi- tal enterprise team within the Office of the Assistant Secretary of the Army for Acquisition, Logistics and Technology (OASA(ALT)) and the DACM Office have partnered to build an AAW Human Capital Strategic Plan (HCSP) to address my concerns from both systematic plan- ning and perspectives.
Te HCSP includes five major goals focused on:
1. Workforce-shaping to meet our acqui- sition mission.
2. Professional development to sustain an agile and highly qualified workforce. development to sustain
3. Leadership effective Army acquisition leaders.
4. Employee engagement as a core busi- ness practice.
5. Continuous improvement in commu- nications and collaboration to support the workforce.
Every day, the Army DACM Office is working proactively to identify AAW trends and challenges and to develop policies and programs to mitigate them.
CONCLUSION Today’s challenges, threats and opportu- nities are unprecedented. Our Soldiers depend on each of us to be fully engaged and highly effective as we ensure that they have the capabilities they need to conduct full-spectrum operations across the globe. Systematically and strategically managing the acquisition workforce is paramount to ultimately ensure mission success. We must be certain that we have the right people with the right skills to meet current and future equipping needs.
We must continue to cultivate common ground for working more effectively, collaboratively and productively with everyone on the Army team. Tis will enable acquisition leaders to maintain environments of trust and respect that are inclusive of Soldiers and civilians from diverse backgrounds,
enhancing GLOBAL RESPONSIBILITIES
LTG Michael E. Williamson, principal military deputy to the ASA(ALT); GEN Vincent K. Brooks, commanding general, U.S. Army Pacific (USARPAC); Navy RDML Kathleen M. Creighton, U.S. Pacific Command J-6; and COL James Ross, Project Manager for Tactical Radios within the Program Executive Office for Command, Control and Communications – Tactical (PEO C3T), gather Feb. 18 at a USARPAC exercise at Fort Shafter, Hawaii. The exercise highlighted how Soldiers on land and at sea were able to talk, text, share data and track the progress of a ship. Soldiers depend on the full commitment of the AAW to ensure that they have the capabilities they need to conduct full-spectrum operations across the globe. (Photo by Kyle Bond, PEO C3T)
our ability to inspire, retain and leverage the whole Army and its great strengths. Well-educated, well-trained and experi- enced people are the key. High-quality acquisition workforce professionals drive better acquisition outcomes.
ASC.ARMY.MIL
121
COMMENTARY
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64 |
Page 65 |
Page 66 |
Page 67 |
Page 68 |
Page 69 |
Page 70 |
Page 71 |
Page 72 |
Page 73 |
Page 74 |
Page 75 |
Page 76 |
Page 77 |
Page 78 |
Page 79 |
Page 80 |
Page 81 |
Page 82 |
Page 83 |
Page 84 |
Page 85 |
Page 86 |
Page 87 |
Page 88 |
Page 89 |
Page 90 |
Page 91 |
Page 92 |
Page 93 |
Page 94 |
Page 95 |
Page 96 |
Page 97 |
Page 98 |
Page 99 |
Page 100 |
Page 101 |
Page 102 |
Page 103 |
Page 104 |
Page 105 |
Page 106 |
Page 107 |
Page 108 |
Page 109 |
Page 110 |
Page 111 |
Page 112 |
Page 113 |
Page 114 |
Page 115 |
Page 116 |
Page 117 |
Page 118 |
Page 119 |
Page 120 |
Page 121 |
Page 122 |
Page 123 |
Page 124 |
Page 125 |
Page 126 |
Page 127 |
Page 128 |
Page 129 |
Page 130 |
Page 131 |
Page 132 |
Page 133 |
Page 134 |
Page 135 |
Page 136 |
Page 137 |
Page 138 |
Page 139 |
Page 140 |
Page 141 |
Page 142 |
Page 143 |
Page 144 |
Page 145 |
Page 146 |
Page 147 |
Page 148 |
Page 149 |
Page 150 |
Page 151 |
Page 152 |
Page 153 |
Page 154 |
Page 155 |
Page 156 |
Page 157 |
Page 158 |
Page 159 |
Page 160 |
Page 161 |
Page 162 |
Page 163 |
Page 164 |
Page 165 |
Page 166 |
Page 167 |
Page 168 |
Page 169 |
Page 170 |
Page 171 |
Page 172 |
Page 173 |
Page 174 |
Page 175 |
Page 176 |
Page 177 |
Page 178 |
Page 179 |
Page 180 |
Page 181 |
Page 182 |
Page 183 |
Page 184 |
Page 185 |
Page 186 |
Page 187 |
Page 188 |
Page 189 |
Page 190 |
Page 191 |
Page 192 |
Page 193 |
Page 194 |
Page 195 |
Page 196 |
Page 197 |
Page 198 |
Page 199 |
Page 200 |
Page 201 |
Page 202 |
Page 203
