A UNIVERSE OF KNOW-HOW
The AMPV program requires expertise from a vast array of specialties to succeed, including but hardly limited to the knowledge and experience of these AMPV team members: from left, Deputy Product Manager for Integration Ed Lewis; Lead Systems Engineer and Systems Engineering Branch Chief Corey DeSnyder; Director of Engineering Kevin Houser; Deputy Project Manager Tom Landy; and Lead Cost Analyst and Operations Research Analyst Ryan Lasecki. Many members of the AMPV team attest to the value of a variety of experiential opportunities as well as education in building their programmatic and team-building skills. (U.S. Army photo courtesy of PEO GCS)
Command officials, the test community dove into the problem and laid flat every issue associated with the repair of the rounds,” Milner said. “In the end, we started IOT&E three days late and completed on time. It was a great example of an extended team coming together to solve a complex problem.”
His advice to others in the Army Acquisition Workforce is to remain flexible and know that the system is adaptable. “While, from the outside, the acquisition process might seem rigid, it is actually very flexible,” Milner said. “But, in order to exercise that flexibility, you have to establish trust with the stakeholders responsible for oversight to ensure you are doing the right thing for the Soldier and the taxpayer. Trust your team. Tey are smart. Point them in the right direction and adjust as needed. Give them the resources to succeed.”
Thomas “Tom” Landy
AMPV Deputy Project Manager Tomas “Tom” Landy, a civilian with more than 25 years of expe- rience in program management, was competitively selected for the position in June 2014. At this stage of the program, his primary stakeholder interactions are with officials at the U.S. Army Train- ing and Doctrine Command (TRADOC) Maneuver Center
of Excellence (MCoE) regarding requirements issues and with acting Deputy Assistant Secretary of Defense for Systems Engi- neering Kristen J. Baldwin regarding programmatic assessments of systems engineering reviews.
Landy’s approach to successful stakeholder involvement is based on PEO GCS’ command philosophy:
• Fundamentals—Maintaining integrity through solid engi- neering and design analysis, and test planning that balances cost, schedule and performance risk.
• Transparency—A willingness to be open about emerging issues and look to stakeholders as assets for assistance in resolving issues before they can impact the program.
• Realism—Establishing realistic schedules and expectations, and meeting them.
Landy pointed out that stakeholders share a common interest— the success of the AMPV program. “Our relationships have evolved over time from one of ‘oversight-audit-problem finding’ to one of collaborative identification and resolution of issues,” he said. “Our stakeholders help the AMPV program proceed while meeting the intent of acquisition policy and regulations, and they work well with us to tailor expectations when tak- ing into account some of the fundamental assumptions of the AMPV program.”
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COMMENTARY
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