ACQUISITION AS A TEAM SPORT


As an example of efficiency, he noted that the AMPV Product Assurance and Test Directorate’s efforts with the OSD and Army test communities have not only controlled program costs but also reduced schedule risk. In addition, from an execu- tion perspective, the program’s collaboration with the MCoE has been instrumental in looking at requirements at all levels (including key performance parameters) and conducting oper- ational risk assessments to determine whether the AMPV’s design is still operationally suitable and effective. Tat, in turn, will set up the program for greater success during engineering and manufacturing development (EMD) test activities.


Landy worked for several years on the Future Combat Systems program, eventually leading the 80-person System of Systems Engineering and Integration Directorate, where he learned that


“time was my most valuable resource.” He said, “Tere was never enough time to try and address every issue—the position forced me to focus on those issues most critical to my organiza- tion’s success and the needs of the associates working for me.”


He also chaired the source selection evaluation board for an acquisition category (ACAT) I program, which taught him how industry responds to government-issued requests for proposals, how to push industry to address critical needs, and the dynam- ics of senior-level decision-making. He also was the deputy product manager for requirements management and analysis for the Ground Combat Vehicle program, which taught him how to see a program from the stakeholder’s perspective.


Landy believes that the greatest satisfaction with the AMPV program will be when “we hand off the first unit set of AMPVs.” Until then, he said, satisfaction comes at smaller levels— making decisions that maintain program continuity while balancing risk, seeing associates digging into execution issues and finding solutions, and responding to external stakehold- ers’ concerns and seeing their approval of what the program is doing.


His advice to others is to seek diversity in assignments—learn about the different functions required to execute an acquisi- tion program (contracting, financial management, logistics, test, organizational construct, etc.). “Compete for positions on smaller acquisition programs that will require greater self- reliance and responsibilities than what you may be exposed to on larger programs,” he said. “Seek professional development training on leadership, management, supervision, negotiation, consensus building and stakeholder management.”


Kevin Houser


“Open, honest, transparent and frequent communication of program status and how stakeholders can support us is a major factor in the program’s success.”


Landy is Level III certificated in both program management and engineering with a B.S. in chemical engineering from the Uni- versity of Detroit and an M.S. in hazardous waste management from Wayne State University’s School of Chemical Engineering.


AMPV Director of Engineer- ing Kevin Houser has 34 years of experience, along with an M.S. in computer and informa- tion systems from the University of Detroit Mercy and a B.S. in mechanical engineering from Wayne State University. He’s Level III certified in engineer- ing and in program management. He oversees two engineering branches, comprising 25 engi- neering personnel who serve as an integrated product team (IPT)


in concert with the manufacturer’s engineers to design, develop, integrate and test AMPV systematically.


Experience has taught Houser that the Army typically wants an item faster (how can you speed up delivery and fielding?); bean counters want it at less cost (what can you do to make it cheaper?);


the user representatives want more capability


(requirements creep: What if we added this?); and the oversight team wants to ensure that whatever happens is traced to a docu- ment, i.e., a reduction in requirements can still be traced to the capability development document (CDD). A balanced approach allows the PM to reduce the tensions among the stakeholders and stay on track to deliver a vehicle that is “good enough with- out gold plating.”


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Army AL&T Magazine October-December 2016


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