KNOW THE ISSUES Lock down the questions to be answered at the CPR, said Scott J. Davis, Program - tems (PEO GCS). The - ited
time allotted to a
two hours, “should be to obtain guidance from senior Army leaders with regard
to your portfo-
lio. To make the best use should be structured by - parts to provide an initial overview of your portfolio, including the current sta- tus, and then focus on key critical issues and questions to be answered.
Scott J. Davis
Ground Combat Systems
Davis noted that two years ago, at the outset of the CPR initiative, PEO GCS provide a holistic view of its Combat Vehi- cle Portfolio that would enable Army leaders to make
better decisions.
“Since then, we have devel- the Army analytical com- munity, the Capability Portfolio Analysis Tool (CPAT), which provides PEO GCS with the abil- ity to evaluate highly complex modernization optimization problems over multiple capability sets of platforms, mission
“While this may seem like common sense, I have been surprised how often we lack a common understanding of the ques- tions we are asking our senior leaders to answer,” Davis said.
Zbozny had similar advice: “It is impor- tant to ensure that the plan for focus areas in the Capability Portfolio Review is solid, backed with strong numbers and when it will be executed in the near term.”
BRING GOOD DATA The detailed data needed for a CPR will depend on the program, but as a guideline, Maddux recommended the following: minimum and optimal production rates, theater, and thresholds that would a trig- ger Nunn-McCurdy breach, in addition to cost, schedule, performance, and risk data. These data will allow for the early effects of courses of action and recom- mendations, he said.
capability, cost, and schedule. … While we understand that CPAT will not answer every analytical question that arises, CPAT gives us the unique capability to assess our portfolio holisti- cally and support the CPR process.” The CPAT was CPR process in August 2011, with GEN Peter W. Chiarelli, then Vice Chief of Staff of the Army, call- ing it “a great tool” and a potential
game-changer
across multiple portfolios, Davis said.
doesn’t from a tactical standpoint, and provide recommendations on what PEO Aviation can do to improve its systems, allowing the organization “to ensure that as we cut back on resources, we do not cut back on those things that Soldiers need,” Crosby said. “These conferences efforts. In prioritizing them, we’ve been able to take those concerns and feedback and placed them into short-term, mid- term and long-term goals.”
PEOs recognize the value of CPRs. “The CPR process has enabled the Army to codify the strategy in broad, senior-level support across the Army for the program- matic changes necessary to bring strategy to reality,” said Maddux, citing the that resulted in reducing Excalibur
procurement
and making $883 million available for other Army priorities.
BG Jonathan A. Maddux Ammunition
PEO Aviation places a high value on user feedback in framing its priorities, said Crosby. He cited User Conferences
in
which Soldiers, as well as industry part- ners, TRADOC Capability Managers, partner nation representatives, and other government
organizations’ representa-
tives, can ask questions and share lessons learned. Soldiers, in particular, can speak candidly about what works and what
“We understand that in the current environment of all share in the responsi- innovative ways of acquir- ing
and sustaining our
Army Aviation weapon systems smarter, faster,
cheaper, and more effectively,” adapting plans while avoiding the natural ten- dency to cut investment programs for the sake of short-term mandates, Crosby said.
“Most importantly, we must ensure that as we move ahead, we don’t allow the Sol- dier in combat to do without. We must minimize those impacts and continue to reduce the burden on our Soldiers.”
—Compiled by Army AL&T Staff
ASC.ARMY.MIL 21
ACQUISITION
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