WORKFORCE
I found myself immersed in this new developmental role, working side by side with high- ranking Army officers and civilians.
evolving and future capabilities across the PM’s portfolio and broader Army modern- ization efforts.
I am now the lead for the multi-orbit satel- lite communications services capabilities developed from our technical exchange meetings, and I have the unique oppor- tunity to see the project through on the programmatic side. Since the new prod- uct office directly supports the Army’s modernization strategy, the experiences and relationships I developed during my time with the Network Cross-Functional Team will undoubtedly help me in my new role.
Te numerous tactical network stakehold- ers, including program offices, the science and technology community and industry, quickly embraced the concept of cross- functional teams. All are now working as unified teams to modernize the Army’s network, using both traditional and rapid acquisition processes. Te Network Cross-Functional Team is responsible for delivering new capability now, while
planning and laying the groundwork for the future tactical network.
Te network team, like its cross-functional counterparts, serves as key integrators, pulling together the requirements, science and technology, and acquisition network communities of interest. Program offices working closely with the cross-functional teams should consider embedding liaison officers to develop the workforce and to help ensure the synchronization of infor- mation, processes and developmental efforts to enable the delivery of timely, innovative capabilities that meet Army requirements.
Network cross-functional teams have many members with an acquisition back- ground, but the team itself is not an acquisition organization. A PM liaison officer can help guide the cross-functional teams in the acquisition process and in identifying which technology insertions are possible. Alternatively, the liaison offi- cer can help the PM and PEO to ensure that funding is aligned via the planning, programming, budgeting and execution process. Additionally, the liaison officer can help identify thorough transition plans for maturing technologies as they transfer over to the PMs from the science and tech- nology community. Regardless of their particular responsibilities, a PM liaison officer in a cross-functional team should prepare to roll up their sleeves, learn fast, answer quickly and do good work.
CONCLUSION Some final thoughts on the relationships between PM and cross-functional teams: Te teams should consider affordability when developing new capabilities, apply acquisition rigor by leveraging the years of acquisition experience and knowledge available in the PM office, and ensure that requirements are flexible to allow PMs to explore all possible options and plan for
the future. PMs should align their efforts with cross-functional team efforts, use all acquisition approaches to refine and ulti- mately field new technology, keep an open mind on technologies that could enable future capabilities, assume acquisition risk and provide honest feedback on the feasi- bility of cross-functional team efforts.
Te PMs and cross-functional teams are leveraging each organization’s individ- ual strengths to create strong, integrated, holistic teams, thereby promoting collab- oration and rapid delivery. Making use of a liaison officer will help ensure that these teams-of-teams are always synchro- nized, focused on the same modernization goals and aligning them with requirements and best value. Together, PMs and cross- functional teams are building solid, lasting relationships across all levels of leader- ship, the stakeholder communities and industry, ensuring success in their ulti- mate mission—to deliver a modernized force capable of multidomain operations by 2028.
For more information, go to the PEO
C3T website at http: //
peoc3t.army.mil/c3t/ or contact the PEO C3T Public Affairs Office at 443-395-6489 or
usarmy.APG.peo-c3t.mbx.pao-
peoc3t@mail.mil.
TYLER J. COOK is the assistant product manager for integration, assigned to PEO C3T’s Product Lead for Unified Network Capabilities and Integration within the Project Manager for Tactical Network. He will soon complete an M.E. in systems engineering from Stevens Institute of Technology, and
mechanical engineering from Penn State University. He is Level III certified in engineering and holds a graduate certificate in systems supportability engineering.
he holds a B.S. in
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