LESSONS OUTSIDE THE LINES
or working on related subject matter. Les- sons related to interacting with the test community, industry partners or units being fielded with a new technology are passed on to other programs that could benefit, regardless of milestone status or acquisition category level.
When a process improvement is reported through a knowledge capture, we will document the efficiency under its proper category (Better Buying Power 2.0, value engineering, etc.) for reporting, dissemi- nation and potential repetition elsewhere in the organization
PRESERVING KNOWLEDGE BG(P) Daniel P. Hughes, left center, the PEO for C3T, facilitates the assumption of charter for the project manager for mission com- mand (PM MC) from outgoing PM COL Jonas Vogelhut, left, to incoming PM COL Michael Thurston in a ceremony May 30 at Aberdeen Proving Ground, MD. As PEO C3T realigns in support of Force 2025, the knowledge capture program is helping preserve institutional knowl- edge and improve processes within the PEO, while also providing meaningful content for the ALLP. (Photo by Christopher Rosario, PM MC)
CONCLUSION In addition to providing valuable insights into their programs, participants in the knowledge capture process have pro- vided constructive feedback on the exit interview process itself. Based on their input, we revised our initial set of ques- tions to build in some additional prompts, following a “situation, impacts, recom- mendations” structure. Te program analysts for each portfolio are also dig- ging deeper to develop more follow-up questions for each leader regarding par- ticular situations that he or she faced.
staff calls and hosting joint reviews on contracting documents, with the aim of resolving issues before they escalate to potential “showstoppers.” Neither situa- tion is tied to a program milestone, yet both contain sound advice.
Within the PEO, we are sharing this type of useful content not only with an inter- viewee’s direct successor (if one exists), but also with others facing similar situations
20 Army AL&T Magazine
We also plan to expand the knowledge capture program to interview indi- viduals who may not be leaving the organization but possess knowledge in a specific area that’s in demand, such as the transition to sustainment, or type classification and materiel release. While these technically will not be exit interviews, it is our hope that they will spur reflection, revealing insights and lessons learned that can be disseminated across organizational boundaries.
PEO C3T is also working with AMSAA to move beyond knowledge capture to implementation, developing plans for incorporating lessons into guidance and
October–December 2014
policy and proactively seeking solutions to improve the acquisition process.
With the Army’s transformation to a leaner force, the Acquisition Corps inevitably will continue to lose senior per- sonnel. Tat doesn’t mean we have to lose their perspectives. We believe the knowl- edge capture program demonstrated at PEO C3T is a productive step toward broader collection, documentation and application of lessons learned throughout the acquisition workforce. With a well- structured process and open-minded participants, any organization can be proactive in identifying the lessons that fall outside the lines.
For more information, go to: http://peoc3t.
army.mil/ or
http://web.amsaa.army. mil/
CAAMLL.html.
MR. THOM HAWKINS is the continuous performance improvement program direc- tor and chief of program analysis for PEO C3T. He holds a Master of Library and Information Science degree from Drexel University and a B.A. in English from Washington College. He is Level III certi- fied in program management and is an Army-certified Lean Six Sigma Black Belt. He also holds Project Management Profes- sional and Risk Management Professional credentials from the Project Management Institute. He is a member of the Army Acquisition Corps (AAC).
MS. CHERYL MCCULLOUGH is a
program analyst in the Program Analy- sis Branch of PEO C3T’s Business Management Division. She holds a B.A. in emergency and disaster management with a concentration in homeland security from American Military University. She is Level III certified in program management and is a member of the AAC.
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