A STRONG LENS
PEO Perspectives by Margaret C. Roth
A
rmy AL&T Magazine approached the program execu- question: What advice can you
offer other PEOs on preparing for and participating in CPRs, given your pivotal role in the process? We received a wealth of advice to share, primarily in three areas: Coordinate, both
Advisor to Army Special Operations Aviation. The Six-Pack meets once a week, via video teleconference or telecon, to discuss positions and agree on a path forward.
within your
portfolio and with other CPR partici- pants; know the issues; and bring good data. Here are the details.
COORDINATE “The most
important part of the CPR
process is to ensure that all the stakehold- ers within your portfolio speak with one voice,” said MG Tim Crosby, Program we’ve formed what is called the Six- Pack, a gathering of all the stakeholder leadership involved in Army Aviation,” including Crosby; MG Anthony G. - ing General (CG), U.S. Army Aviation Center of Excellence and Fort Rucker (AL); MG Lynn A. Collyar, CG, U.S. Army Aviation and Missile Command; COL Patrick E. Tierney, MG Kevin Mangum, CG, U.S. Army Special Opera- tions Aviation Command; and John Shipley, Principal
“The decisions that have resulted from the Six-Pack meetings were instrumen- tal in the success of Army Aviation during the CPR process,” Crosby said, ensuring
that the Avia-
to implement a CPR-like process across all Acquisi- tion Category III programs within
their portfolios.
Jennifer Zbozny Chief Engineer in PEO Command, Control, and Communications – Tactical
tion Enterprise spoke with one voice and assuring the Army lead- ership that each of the positions taken had already been vetted and re-vetted with those who would be affected. “Our weekly discussions also ensured that we have mitigated the risks involved in a bal- anced, long-range approach that takes a proactive stance to aviation moderniza- tion,” he said.
MG Tim Crosby
Aviation
PEOs and program manag- ers must actively participate in the CPR process at every level—the Work Group, Council of Colonels, and one- and two-star review— according to BG Jonathan A. Maddux, Program Exec- who advises PEOs to coor- dinate
with stakeholders
The process should identify opportunities to descope requirements, terminate programs based on capa- or optimize production quantities.
Implementing
up resources to support the Army’s short-, mid-, and long-term priorities vetted
during the CPRs, Maddux said.
Outside the PEO’s own organization, it is important to ensure proper coordination with the other stakeholders in advance Army Training and Doctrine Command of
the Army for Acquisition, Logistics
and Technology, said Jennifer Zbozny, Chief Engineer in PEO Command, Con- trol, and Communications – Tactical.
“Preparations for the CPR are essential. You must get the message out early to all parties involved and before the main event. A coordinated approach to the CPR will establish clarity in the message of what is being proposed, how it will be executed, and why it is essential to the mission,” she said.
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Army AL&T Magazine
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