Recommendation Like the operational community, our international acquisition teams should be trained and equipped with cultural skills rel- evant to their programs. Tere are many resources within DOD that teams can leverage to help with developing cross-cultural acumen.
LL_488: Require awareness training of cultural norms and basic greetings for civilians and warfighters.
Background Te Afghanistan Virtualization Project demonstrated that the most successful quality assurance engineers were those who were able to relate to the local national employees using their native language and observing their cultural norms.
GROUP EFFORT The Army Acquisition Lessons Learned Team consists of six members. In top row, from left, are Kevin Guite, Gail Cayce-Adams and Harry Reed. In bottom row, from left, are Ruth Dumer, Jen Adair and Jill Iracki. (Photo by James W. Foard, Aberdeen Proving Ground)
LL_53: Key personnel should be trained in status-of-forces agreements and host nation laws and regulations.
Background Contracting strategies and budgets were built on practices inconsistent with the Kuwait Labor Law, leading to inefficiency as a result of unclear policy and legal risk mitigation.
Recommendation Ensure the promulgation of clear and consistent policy (through Army Knowledge Online or the U.S. Central Command policy repository) to require that key personnel be trained in status- of-forces agreements and host nation laws and regulations, and make sure ind us try is sufficiently aware of the policies.
LL_415: International acquisition teams should be trained and equipped with cultural skills relevant for their programs. Leverage available DOD resources to help with cross- cultural acumen.
Background Cross-cultural acumen is vital to most international programs. Failure to account for cultural differences makes it difficult to establish the trust and credibility needed for such an effort.
Recommendation Observance of norms and use of language should be critical skills for those who interact with local national employees.
LL_715: A jointly trained team, and advance research and planning among team members, result in an efficiently run integrated baseline review (IBR).
Background Te Integrated Air and Missile Defense Project Office conducted joint IBR and earned-value management training and developed pre-IBR questions and control account manager briefing slides to contribute to IBR success.
Recommendation Use available resources to conduct professional and value- added training. Te Defense Acquisition University-led “Joint Integrated Baseline Review” training was very effective in encouraging open communication, which was crucial for conducting a successful IBR. In addition, the training was con- ducted at no additional cost to the government.
MS. JEN ADAIR is an operations research analyst with the U.S. Army Materiel Systems Analysis Activity, Aberdeen Proving Ground, MD. She holds an M.S. in operations research and project man- agement from the Florida Institute of Technology and a B.S. in computer science from Towson University. She is Level II certified in engineering.
ASC.ARMY.MIL
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