LESSONS OUTSIDE THE LINES
knowledge and improve processes within the PEO, especially as we realign the organization to enable network mod- ernization in support of Force 2025. In developing and executing the knowledge capture initiative, we have learned several lessons ourselves
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serving and leveraging the expertise of a changing acquisition workforce.
KNOWLEDGE CAPTURE PROCESS By now, all PEOs are in the habit of contributing to the ALLP, a process for- malized in a 2012 memo from the Hon. Heidi Shyu, assistant secretary of the Army for acquisition, logistics and technology (ASA(ALT)). Organized by milestones and other significant programmatic events, the database allows program managers and analysts to enter and retrieve infor- mation on successes, struggles and lessons learned corresponding to those specific situations. Te database is a valuable tool to aggregate information from after-action reviews,
facilitating analysis to identify
trends that can benefit acquisition pro- grams and policies.
At PEO C3T, we have an additional need to capture and share this kind of infor- mation. Te organization is undergoing several major changes, with correspond- ing personnel moves, and is transitioning several programs to sustainment as we pursue new technologies to support the Army’s Tactical Network Modernization Roadmap. So we decided to conduct exit interviews with key leaders. Te sessions solicit more robust content for the ALLP database than individuals or programs might otherwise have provided, because the interviews serve as a forcing func- tion for reflection, and because of the broad nature of the questions asked. Tey collect information on situations that do not necessarily align with a specific milestone yet are still useful to
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preserve—such as a risk mitigated or an efficiency found.
PEO C3T’s headquarters Business Man- agement Division (BMD) spearheads the knowledge capture process. Te inter- view team consists of the PEO’s chief of program analysis and the BMD program analyst who covers the interview subject’s portfolio. Tus we have the background and level of rapport to conduct a mean- ingful discussion, rather than either side just “going through the motions” to ful- fill a requirement.
Te process begins with the interviewee providing written responses to eight standard questions,
wide-ranging yet precise feedback. In addition, the associated program analyst
contributes written prompts for each
leader regarding specific challenges he or she has faced, as well as the cost, schedule and performance impacts of those events. A sampling:
• “What are the top five issues that you faced during your
tenure, and what
steps did you take to avoid the issues, fix the issues or absorb any negative impact from the issues?”
• “Do you feel you had the resources and support necessary to accomplish your job? If not, what was missing?”
• “What changes would you recommend to acquisition policy at any level (Title 10, DOD 5000, AR 70-1)?”
structured to elicit
• “Did any particular PEO policies or procedures facilitate or hinder your efforts to manage your programs?”
soliciting, pre-
DRILLING DOWN
The knowledge capture process developed by PEO C3T uses a rigorous, structured protocol to obtain information from departing senior leaders and distill it into meaningful content for the ALLP. (SOURCE: PEO C3T)
Army AL&T Magazine
October–December 2014
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