TAPPING SUSTAINMENT LESSONS Soldiers with the 545th Transportation Harbormaster Detachment and the 73rd Signal Company set up the Harbormaster Command and Control Center (HCCC) July 8 at Ford Island, Joint Base Pearl Harbor – Hickam, HI, for the biennial Rim of the Pacific 2014 exercise. HCCC, a mobile and deployable system that can track and communicate with any ship and vessel entering or exiting a particular port within 10 nautical miles, is set to transition to sustainment Oct. 1. PEO C3T plans to expand the knowledge capture program to interview individuals who may not be leaving the organization but possess knowledge in a specific area that’s in demand, such as the transition to sustainment. (Photo by SSG Gaelen Lowers, 8th Theater Sustainment Command)


• “From an acquisition lessons-learned perspective, what advice would you give to your successor? To someone just entering the Acquisition Corps?”


Te written responses serve as the founda- tion for a more detailed discussion during the one-hour, in-person exit interviews, which cover situations and circumstances the key leaders dealt with while work- ing for the PEO. Some lessons identified during this process are tied to specific decision points in the programs’ acquisi- tion life cycles; however, more deal with day-to-day operations, and it may not be immediately obvious that there is a les- son in how the situation or circumstance was handled. Tat’s where the interviews hold so much value. Te program analyst reviews the initial written responses and prepares follow-up questions for clarifica- tion. Tis interaction often uncovers pearls of wisdom that the organization can then capture and share via the ALLP database.


Each interview subject brings a distinct personality to the process: One person


may write lengthy paragraphs and have little to add in person, whereas another might be an expansive conversationalist but offer only generalities on the toughest subjects. Our challenge is to encourage honesty by putting them at ease—the sessions are not recorded, and the con- tent submitted to AMSAA does not have the source’s name attached—and to dis- till the voluminous input into organized pieces for database entry and consump- tion by other members of the workforce.


RESULTS AND PATH AHEAD While the program is still in the early stages, the knowledge captures thus far have been a rewarding and instructive experience for both the interlocutors and those answering the questions. Te effort has increased the amount and quality of information we submit to the ALLP, as well as additional lessons learned that we will distribute within the PEO.


PEO C3T has 48 lessons in the ALLP database; of those, 20 were developed from three interviews conducted in June.


More interviews took place in August, with additional interviews planned.


One such lesson covers a program’s successful sustainment preparation, cul- minating in a Milestone D-type review with senior leadership that brought together key stakeholders in ASA(ALT) and U.S. Army Materiel Command. Te briefing prompted the organiza- tions to make realistic decisions about sustainment plans and costs, leading to formalized, executable agreements and a 40 percent reduction in life-cycle sustain- ment costs.


Tat same interviewee provided firsthand experience to encourage iden- tifying data requirements, planning tests to obtain the needed information and capturing this information in the Test and Evaluation Master Plan, as well as


leveraging other planned events to


overcome data deficits. Another lesson details one project manager’s efforts to engage U.S. Army Contracting Com- mand personnel by inviting them to


ASC.ARMY.MIL 19


ACQUISITION


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