ARMY AL&T
It seems obvious that direct interac- tion with the contractor would result in management insight, but many APMs fail to recognize the impor- tance of engaging with their contractor counterparts. APMs should be granted unfettered access to their contractor counterparts. Although formal weekly teleconferences, monthly in-progress reviews, and quarterly program reviews should be the norm, interchanges should also include informal meetings and working group sessions. Collab- oration should become more frequent during critical program events.
Sometimes APMs distance them- selves from other government agencies because it is perceived that any col- laboration, beyond what is required by law, will consume valuable time (and, therefore, funding). Certainly, unsched- uled U.S. Army Test and Evaluation Command, DCMA, and DCAA requirements can adversely affect any program, but early inclusion of these agencies as program stakeholders can enhance required relationships and mit- igate the negative effects of unscheduled intervention. Interaction and collabora- tive problem solving usually requires additional time and money, forcing the APM to request access to his/her fiscal and schedule reserves.
Possess Adequate Fiscal and Schedule Reserves
Adequate reserves allow a commander to take decisive action when his/her forces are overmatched. Adequate fiscal and schedule reserves allow an APM to offset developmental shortfalls, understand test and evaluation anomalies, and compen- sate for production problems. Although not strictly authorized, fiscal reserves of 3–4 percent of total budget are com- mon. Ensure you are funded with the right “type” of money in the right years.
More funding is usually not effec- tive unless it is accompanied by more time. Building a schedule reserve is an art and a science. APMs should look
to experienced acquisition profession- als within their project manager shop, examine similar programs, and obtain guidance from their PEOs and proj- ect managers as they develop schedule reserves. Similar to employment of the tactical reserve, knowing when to employ fiscal and schedule reserves is one of the most important recommenda- tions the APM can make. Just as tactical commanders must carefully consider the impacts of employing their reserves, APMs must carefully assess the risks of using fiscal and schedule reserves. Although the ability to deftly employ fiscal and schedule reserves is important, nothing is as critical as the program management office (PMO) workforce.
Build a Right-Sized Workforce With the Right Skill Sets
Appropriate tactical mass is essential to the commander striving for operational environment superiority. In comparison, building a right-sized workforce with the right skill sets is critical for program success. In many cases, more people do not equal better performance. APMs must be prepared to objectively evalu- ate workforce requirements and provide direct feedback to their project managers. This candid assessment may result in reorganizing the workforce or modify- ing relationships with external agencies such as DCMA or DCAA. Even if your PMO is optimally staffed, having employees with the wrong skill sets can be a detriment to your operation.
The right skill sets are a key aspect of any workforce and are especially impor- tant to the APM. Employees, both government and contractor, must pos- sess the basic skills to accomplish their assigned duties and responsibilities, but must also be capable of working in integrated process teams and working groups, possibly outside their individual comfort zones. APMs should be pre- pared to sponsor training or allow the workforce to attend resident courses to expand their skill sets. It may be incon- venient to have one of your employees
CPT Steven Belford, project manager for the 225th Engineer Brigade, briefs a DOD contractor during the final inspection before Maya Road in Baghdad opens to military and Iraqi civilian traffic. (U.S. Army photo by LTC Patrick Simon.)
in class or attending training for 1 or 2 months, but it will be much more difficult (for the APM and employee) to “learn as you go” during a 3–5 year acquisition effort.
Many other tactical concepts can be transformed into acquisition-related task program management methods. The five discussed in this article provide a solid base for APMs faced with greater responsibility and increasingly complex duties. Employing these APM tactical basics does not ensure program success, but keeping these concepts in mind will allow you to keep your boss informed, develop mitigation plans, prioritize your efforts, and maximize your limited time.
LTC STEVEN VAN RIPER serves in the 402nd Army Field Support Brigade as the Director of Acquisition, Logistics, and Technology. He holds a B.S. in aeronautical engineering from Embry-Riddle Aeronautical University and an M.S. in aeronautical engi- neering from the Naval Postgraduate School. Van Riper is certified Level III in program management and Level II in systems planning, research, develop- ment, and engineering-systems engineering, and is a U.S. Army Acquisition Corps member.
JULY –SEPTEMBER 2010 73
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