WORKFORCE
working intimately with the program manager and support staff to learn as much about the program as I possibly could so I could relay a clear, concise and consistent message to Congress.
We develop what are called Army program budget briefs—presentations to the Senate and House appropriations committees— to outline the Army’s position regarding the upcoming fiscal year requirements. It is our opportunity to explain how and what each program or product manage- ment office did with the money Congress appropriated to our programs last year. Tat might include how many systems we procured or key test events that took place.
We also defend and justify what program management offices can and cannot do with the funding originally planned for in the program objective memorandum, based on potential increases or decreases to the overall defense budget. After the briefings, we respond to requests for infor- mation related to our programs throughout the end of the budget cycle, when both the Senate and House pass the defense appro- priation for the next fiscal year.
OTHER DUTIES Aside from those briefs, the DASC builds relationships with the program managers and helps them resolve complex prob- lems with their programs by navigating assistance from Army senior leaders and staff functional offices. For instance, the secretary of the Army was asked during congressional testimony about active protection systems. Since it pertained to one of my programs, the Vehicle Protec- tion Suite, it was my job to work with the program manager to draft an informa- tion paper related to this topic so that the secretary was aware of the current state and could provide a formal response to Congress on this topic if necessary.
We also play an integral part when a program has a milestone-decision review, by assisting the program office with coor- dinating meetings with key players and decision-makers. Te DASCs also host the milestone-decision review meeting, take notes and respond to any after- action reports or follow-up questions. Midway through my DASC assignment, I was asked to do just that and assist the Mobile Protected Firepower program to attain final approval for its milestone C so it could award a low-rate initial production contract. It was an exciting time for both the program and the Army as it was the first acquisition program to successfully transition from a middle-tier acquisition pathway to a major-capability acquisition pathway. And while most of the legwork had been accomplished before my involve- ment, assisting with those final briefings helped me gain a better appreciation and understanding of the life-cycle process we are involved in daily.
CONCLUSION My six-month tour at the Pentagon and the experience I received in OASA(ALT) as a DASC were invaluable and helped to broaden and deepen my skills as an acquisition professional. I learned how to maneuver the ins and outs of the acquisi- tion process, from down at the program and product manager and PEO levels up through the upper chain of command at Army headquarters.
Te LEAD program has allowed me to explore the opportunities in Army acqui- sition that are outside of my career path. For someone looking for a change, it is a great program to consider. My DASC assignment has helped me build a back- ground of knowledge and information, as well as a network of contacts to make me successful in any Army acquisition program or product team I join in the future. It will certainly make me a more
LEADERSHIP EXCELLENCE AND ACQUISITION DEVELOPMENT
LEAD (Image by USAASC)
effective leader because of my understand- ing of the larger Army mission as it relates to acquisition and getting capabilities into Soldiers’ hands.
For more information about the LEAD program, go to
https://asc.army.mil/web/ career-development/programs/lead/.
CODY SWINFORD has worked for the Army for 25 years, including four years on active duty as an enlisted Soldier, and supported multiple PEOs
and program
and product management offices, including PEO Aviation, PEO Ground Combat Systems and PEO Missiles and Space. He is
currently participating in the LEAD
program. In September, he transitioned to Phase III, and is assigned to the Rapid Capabilities and Critical Technologies Office at Redstone Arsenal in Huntsville, Alabama. He has an M.S. in management, acquisition and contracts from the Florida Institute of Technology and a B.S. in secondary education from Athens State University. He holds the DAWIA Advanced certifications
in business, cost estimating
and business, financial management, and the Practitioner certification in program management.
https://
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