ARMY AL&T
There are no easy answers to these questions, but APMs can draw parallels to tactical basics learned as company grade officers. Five tactical basics that relate well to acquisition operations are:
• Fire support to always include supporting artillery.
• Intelligence oversight. • Observation posts and listening posts (OPs/LPs) for early warning.
• Adequate reserves. • Operation with appropriate tactical mass.
Transforming these tactical basics into acquisition-centric terminology enables the APM to:
• Employ project manager top cover and PEO oversight.
• Obtain program and contractor- specific situational awareness (SA).
• Interact directly with the contractor and program support agencies.
• Possess adequate fiscal and schedule reserves.
• Build a right-sized workforce with the right skill sets.
Employ Project Manager Top Cover and PEO Oversight
In many tactical situations, fire support can dramatically alter events on the bat- tlefield. In an acquisition environment, the APM can employ project manager top cover and PEO oversight to the same effect. Sometimes even the best managerial skill, leadership, and per- sonal commitment are not enough to avoid setbacks. As an APM, you must be prepared for the inevitable nega- tive events that will happen in one (if not all) of your programs. Developing a rapport with your project manager can greatly mitigate these realized risks. Quickly notifying your project man- ager of problems and then engaging in hasty problem solving can yield several viable courses of action. This coop- eration ensures your project manager is a key stakeholder in the program. APMs should also strive to provide
72 JULY –SEPTEMBER 2010
APMs can draw parallels learned as tactical commanders to effectively manage their projects. Here, SGT Trent A. Ogden, a tactical commander with 301st Chemical Co., and interpreter Ashur Elisha discuss secu- rity measures in Baghdad, Iraq. (U.S. Army photo by SGT John Stimac.)
information to PEOs so they can inter- vene, if required.
Work with your project manager to schedule periodic office calls or program reviews with your PEO to ensure he or she has oversight on your program’s identified risk areas. PEOs are often extremely busy and don’t have enough time to “drill down” into each program in their portfolio. Selecting the right information to provide the PEO is chal- lenging and should be done in close coordination with your project manager. Preparation for PEO-level meetings is time well spent and will pay dividends as your program moves forward.
Obtain Program and Contractor-Specific SA
Tactical commanders require intelligence oversight to visualize upcoming engage- ments, predict the enemy’s behavior, and plan for future actions. Similarly, APMs who obtain program and contractor- specific SA will benefit from widened program perspectives and effective con- tract and contractor management.
Every program has specific focus areas. These areas can range from Earned Value Management metrics to perfor- mance of a problematic circuit card assembly. In some cases, APMs incor- rectly assess these areas of emphasis based on a narrow perspective. APMs must be able to view these specific areas of emphasis from the government’s
perspective and through the eyes of the contractor. These unique, but comple- mentary, viewpoints increase SA by enabling a reflective assessment of the areas of emphasis. As a bonus, these reflective assessments often reveal previ- ously invisible program nuances.
APMs must also be familiar with their contractor’s business rules, business processes, and personnel management. Having a basic understanding of these three areas is vital for effective contract and contractor management and results in a more accurate prediction of contractor behavior. Because contractor personnel management is often a source of acute friction in many programs, ensure your contract includes the appropriate clauses to enforce personnel stability.
Interact Directly With the Contractor and Program Support Agencies
APMs can also greatly enhance their SA by interacting directly with the con- tractor and program support agencies. Employing OPs/LPs have undoubtedly provided commanders at all levels reac- tion time and maneuver space. Regular interaction with contractors and program support agencies (e.g., the Defense Contract Management Agency (DCMA), Defense Contract Audit Agency (DCAA), etc.) is the acquisition equivalent to OPs/ LPs, providing management insight and collaborative solutions to common programmatic challenges.
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