ARMY AL&T
As outlined by the Goldwater-Nichols Act of 1986, the PEO reports directly to the Assistant Secretary of the Army for Acquisition, Logistics, and Technology/ Army Acquisition Executive and is for- mally chartered to lead, facilitate, and oversee the strategic, operational, and tactical activity of the four project man- agement offices it encompasses (two of which are jointly managed with the U.S. Marine Corps). Project Manager (PM) Heavy Brigade Combat Team (HBCT), PM Stryker BCT (SBCT), and the Robotic Systems Joint Project Office are all collocated with PEO GCS headquarters in Warren, MI; Joint Program Manager Lightweight 155mm Towed Howitzer is remotely located in Picatinny, NJ. Regardless of loca- tion or their GCS responsibility, PEO GCS PMs and product managers are considered to be world-class in their
field. They continuously seek out and exploit unique windows of opportunity to ensure successful execution of their GCS programs and expeditious, smart resolutions to the many challenges asso- ciated with executing Chief of Staff of the Army (CSA) strategic imperatives to sustain, prepare, reset, and transform Current to Future Force ground com- bat weapon systems.
A PEO Postured for Excellence Strategically focused on its organizational vision to “be the premier acquisition organization by equipping joint and allied forces with unparalleled lethal and survivable GCS,” the PEO executes its mission to “lead the Army’s GCS programs by providing the joint war- fighter with mission-capable systems as part of a full-spectrum force, through sound life-cycle management.” To
PEO GCS serves as the SoS integrator for all GCS employed by the U.S. military and leads Army transformation initiatives focused on evolving future systems for the Objective Force while maintaining a current combat-ready one.
ensure mission success, PEO GCS has developed an overarching strategy that was specifically designed to align with CSA imperatives and address the PEO’s top priorities to equip the warfighter in our Nation’s defense, manage human capital, strengthen the enterprise, and transform the organization. To that end, key components of the strategy— PEO initiatives—focus on what the organization must accomplish in the short term so as to generate results and realize benefits in the long term.
The following initiatives are the frame- work of overarching PEO GCS strategy:
• Improve and modernize the Army’s GCS through the design, development, and acquisition of new systems and integration of emergent capabilities into current force systems.
• Synchronize sustainment maintenance operations of the Army’s GCS, such as recap, overhaul, and reset, in accordance with Army priorities as outlined in the Army Force Generation (ARFORGEN) model.
The Bradley Fighting Vehicle (BFV) accounts for more than two-thirds of the available combat power in the formation. Here, Soldiers from the 2nd Combined Arms Battalion, 5th Brigade (Army Evaluation Task Force), 1st Armored Division, run toward their objective after dismounting from a Bradley. (U.S. Army photo by MAJ Deanna Bague, Fort Bliss, TX, Public Affairs.)
JULY –SEPTEMBER 2010 5
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