ZERO TO FULL MANPOWER IN 8 HOURS
This approach stemmed from the need to provide flexibility for different levels of programs, identify future requirements and accommodate human resource challenges.
estimate in each program and come together in functional com- petency groups. Tey compare results to PRSM, look for trends and issues and see where they can find efficiencies across the PEO.”
You may not use the same in-depth review process as PEO GCS, but you’ll definitely be using PRSM to approve your manpower requirements on an annual basis as part of
thermore, you’ll have a chance to share your thoughts on the model and enhance its capabilities: You’ve received word from your PEO that PRSM-PM will undergo an update in 2019. Another group of subject matter experts from the PEOs will come together to ensure that the tasks and workload drivers are still representative of the community and that the model still accurately projects program workforce requirements given the current environment, and to provide recommendations on how the model can better support PMO reporting requirements.
you’ll need in your PMO as well as the functional divisions and the tasks each will need to carry out. You feel relieved. Not only have you been able to calculate your manpower require- ment, but you’re confident that you’ll be able to match the right people to the required skill sets. All that’s left to do is submit your requirements.
Your PEO provided a PowerPoint template to package your out- puts. You copy and paste a few of the output reports, provide some narrative about your program and submit your require- ments to the PEO analyst.
Over the next few months, you find that this validated require- ment has been approved by DCS G-3/5/7, used in the Army’s civilian Total Army Analysis processes, submitted to the Pro- gram Evaluation Group for resourcing, and later used to develop your program’s Table of Distribution and Allowances and matrix personnel support agreements. In roughly six months, you developed the requirement, had it approved and received resources for the upcoming POM years. Te PRSM timeline proved to be much more streamlined and efficient than that of the concept plan.
ANNUAL UPDATES Tis isn’t the last time you’ll see PRSM. Every year you’ll use it to update your requirements as your program transitions. “PEO GCS uses PRSM both in the annual forecasting process and in standing up new programs,” Gonda said. “At the beginning of the annual forecasting process, PEO GCS looks out seven years at the budget cycle and uses PRSM to anticipate fluctuations in programs. Ten, supervisors perform a detailed troop-to-task
30 Army AL&T Magazine July-September 2017
CONCLUSION Te PRSM models might look different for each functional community, but the usability and incorporation into Army pro- cesses remain the same. Tis is good news across the Army for those doing just what you’re doing. For the first time, the Army is able to develop consistent and reliable workforce requirements in a timely manner, reflecting the most current Army strategy. Te requirements can be updated at any time to support what-if drills and programmatic changes.
Tere are still many conceivable refinements to the PRSM suite to make it a more robust set of tools, and the Army needs your help in making those improvements. Te models require your subject matter expertise in Army missions, processes and com- munity operating procedures to develop successful outputs.
For more information, contact the author at
rebecca.s.meyer10.
civ@mail.mil.
MS. REBECCA MEYER is a program support specialist for the deputy assistant secretary of the Army for plans, programs and resources. She holds an M.S. in cost estimating and analysis from the Naval Postgraduate School and a B.S. in mathematics from the Richard Stockton College of New Jersey. She is Level II certified in program management and business – cost estimating.
the POM. Fur-
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