approved changes support.
and coordinating
Recommendation: Use a quality assur- ance engineering implementation plan that describes how the engineers will manage the quality assurance process during the installation to ensure the application of defined standards, prac- tices, procedures and methods.
6. Build a strategic communications plan. Issue: Keeping all stakeholders informed of project activities and chal- lenges is a systemic problem.
Recommendation: Build a strategic communications plan with the unit’s public affairs office to establish clear channels of information.
WORKING THE PLAN 1. Use the in-progress review meetings. Issue: No plan survives first contact. During the first HSMCC projects, every site encountered incidents that significantly impacted the installation. Unresolved issues early in the project become costly delays. For example, the lack of a clear cyber strategy to address the information assurance require- ments for all six of the conference rooms will prevent
the rooms connecting to the network.
Recommendation: Use the weekly in- progress review meetings, and in some cases
the quarterly progress review,
with all stakeholders to voice new issues and seek immediate resolutions.
2. Use a tiger team to solve systemic problems. Issue: Te first project site experienced video teleconferencing issues within the unit’s conference rooms that pro- duced extended delays. I3MP formed a
Streamlining Army modernization to sharpen the Army’s competitive edge in an increasingly dangerous world requires close coordination and coop- eration among all stakeholders. I3MP hopes the insights captured here will be used and validated at future HSMCC projects so that they can be institu- tionalized, contributing to the Army’s
from
BETTER COMMUNICATIONS, AGILITY OF COMMAND The 1st Infantry Division’s Joint Operations Center at Fort Riley, Kansas, recently underwent an HSMCC tech refresh. An HSMCC is a joint operations center that nests within the mission com- mand network to provide expeditionary, uninterrupted mission command to improve battlefield communications and warfighter agility. (U.S. Army photo by Thomas “Karl” Brenstuhl, I3MP)
select group of engineers, called a tiger team, to investigate and solve the tech- nical and systemic problems impeding completion of the installation.
Recommendation: Te tiger team proved valuable in maintaining any gains achieved during the planning, ensuring that work on the project did not inhibit the unit from completing its mission.
CONCLUSION A strong partnership with project stake- holders is vital
to ensuring that the
project has minimal impact on a unit’s day-to-day operations. As such, stake- holder participation during the first site visit to the command center is the first opportunity for all stakeholders to apply these lessons learned, helping to ensure the project’s success.
continuous learning and rapid delivery of cost-effective information technology solutions to the warfighter.
For more information, go to the I3MP website at
http://www.eis.army.mil/ programs/i3mp.
MAJ. ALEYZER MORA is an Army acquisition officer and has served as the I3MP assistant product manager for command centers since July 2015. He holds an M.S. in acquisition and contracting from the Florida Institute of Technology, an MBA from Touro University and a B.S. in business administration from Methodist University.
DR. LINDA O. JONES has been the I3MP master scheduler since April 2016. She holds a Ph.D. in education from Walden Uni- versity and an M.A. in management from Regent University, and bachelor’s degrees in political science and business administra- tion from Virginia Wesleyan College. She is a certified Project Management Profes- sional and Scrum Master, and is Level II certified in program management. She also holds certifications in cybersecurity, Security+ and ITIL v3 Foundation.
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