BEEN THERE, DONE THAT


ALL SYSTEMS GO


After ensuring a careful review and a common understanding of requirements, resources and risk, a PM can be confident in signing the APB and look forward to a successful program that demonstrates sound project leadership.


resources across all levels of the WBS. Tis will ensure that you are adequately accounting for program risks at every phase of the life cycle.


For major programs, you have four to six months after the MS B contract award to get control of your program or recommend a change if you are not satisfied with the potential for successful execution. Even a recommendation to terminate is an option at this point; in fact, it is your responsibility to do so if your detailed program review suggests that the program simply can- not be executed. Obviously this is not the desirable outcome. Your experience has shown that it is better to set the program up for success early than to expend resources on a program destined for failure. So, based on your IBR, you establish a per- formance baseline with your counterpart that is well understood and mutually agreed upon. Tus you can ensure clear, effective communications and an environment of trust based on a com- mon understanding and expectations.


CONCLUSION Congratulations, PM! You have just completed the IBR for your Army Battle Command System program. You have determined, after detailed review of the requirements, the resource-loaded baseline and the risks, that this program is poised for success.


You have established a good working relationship with your contractor counterpart and, in doing so, have demonstrated the


138 Army AL&T Magazine July-September 2016


leadership necessary and expected by the Army and the nation, the very attributes that got you selected to be a project manager.


You and your contractor running mate are now in absolute alignment on the program expectations; you understand the organizational and programmatic challenges ahead and are ready to produce this capability on time and on budget. You sign the APB, set the performance measurement baseline and proceed to your next most important meeting, the critical design review. Good job!


COL. RAYMOND D. JONES (USA, Ret.) served in the Army for nearly 30 years and is currently a lecturer with the Graduate School for Business and Public Policy at the Naval Postgraduate School (NPS) in Monterey, California. His final assignment in the Army was as the deputy program executive officer for the Joint Tactical Radio System in San Diego, California. He has twice served as an Acquisition Category ID program manager and has had multiple operational and acquisition-related tours. He is a 1995 graduate of the U.S. Naval Test Pilot School with multiple flight test assignments. He has an M.S. in aeronautical engineering from NPS, an MBA from Regis University, an M.S. in national resource strategy from the Industrial College of the Armed Forces and a B.S. in aerospace engineering from the United States Military Academy at West Point.


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