FIGURE 2
the effects of investments on the maturity level of each capability. Tis tool also automatically calculated the cost to the program manager (PM). Since they were competing, there was lots of discussion about how much money they thought the PM would be willing to spend. Teams were aware that they were competing to win a contract; this competition underscored the importance of strategic discussions on what to invest in, and how.
MEANWHILE, ON THE PM TEAM … Meanwhile, the Market Team—made up of five ARDEC employ- ees acting in the role of a program management office—also received an email from their director, played by the Control Team. A more scenario-driven narrative gave them a sense of urgency. Tis scenario focused on an anti-access and area denial situa- tion in which adversaries are able to destroy our GPS technology, causing a serious problem with navigation and communication. In the game, participants kept returning to this threat and why it was so important to make certain moves, because ultimately they were keeping our Soldiers safe.
We added another variable to the mix. Changes in resources prompted the director to request the cost to outsource the work to an engineering services group at ARDEC. He assigned the team the task of determining if the value ARDEC could provide was worth the cost.
Major Threat Categories
Identify
necessary activities and creating
high-level groupings of current and future threats.
Plan and Identify
Environmental Scan
Collect and
verify source data used to identify and classify the threats.
Conduct
Analyze Data
Assess our
technical capabilities and those of
adversaries, including ranking them in terms of priorities for each specific threat.
THREAT ANALYSIS STEPS
In the war game scenario, the project management office sought to outsource work when doing a threat analysis. The two teams evalu- ated their capabilities to see if they could support the PM and created a proposal that included the cost to the PM to build up capabilities that were not at a sufficient capacity to meet the PM’s objective.
Strategic Decisions
Decide how best to allocate resources to
address the threats with the most impact.
Make
Train and Disseminate Information
Share the
organization’s prioritized threats and mitigation strategy, as well as provide necessary training to understand the identified threats.
Te PM team knew ARDEC’s capabilities, but had no insight into the ratings of their enablers. Selecting and ranking ARDEC capabilities that they believed needed to be used for a threat analysis provided a basis for comparison with what was in the ARDEC proposals.
To help make a decision, the team created a decision-analysis-and- resolution tool. Decision analysis and resolution is a structured approach to evaluating alternative solutions against established criteria to determine a recommended solution. Some of the crite- ria the PM team established were correlated to their strategy and whether the capabilities aligned with their capability prioritization.
THE GAME CONTINUES Te game continued over the course of three days, with two three- hour sessions on days one and two and a one-hour session on day three. Te driving motivation came from two main forces built into the game: urgency and competition. In addition to compe- tition, the anti-access and area denial scenario provided a sense of urgency and explained the strategy behind the decisions.
WHAT CAPABILITY DO WE HAVE?
The maturity table lets players objectively evaluate the group’s abil- ity to perform given capabilities—key information for any manager trying to plan for a project or a leader planning a merger of organi- zations. (SOURCE: Mandy Spiess, Insignis Consulting Services LLC)
By giving the teams the business architecture artifacts, ARDEC was able to create the right environment for decisions that allow us to align with the future. Teams aligned their decisions with where they wanted to go—our strategy for the future—and their proposals included the business decisions required to back up the technical ones.
—MS. KATHLEEN R. WALSH
HTTPS: / /
ASC.ARMY.MIL
17
ACQUISITION
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64 |
Page 65 |
Page 66 |
Page 67 |
Page 68 |
Page 69 |
Page 70 |
Page 71 |
Page 72 |
Page 73 |
Page 74 |
Page 75 |
Page 76 |
Page 77 |
Page 78 |
Page 79 |
Page 80 |
Page 81 |
Page 82 |
Page 83 |
Page 84 |
Page 85 |
Page 86 |
Page 87 |
Page 88 |
Page 89 |
Page 90 |
Page 91 |
Page 92 |
Page 93 |
Page 94 |
Page 95 |
Page 96 |
Page 97 |
Page 98 |
Page 99 |
Page 100 |
Page 101 |
Page 102 |
Page 103 |
Page 104 |
Page 105 |
Page 106 |
Page 107 |
Page 108 |
Page 109 |
Page 110 |
Page 111 |
Page 112 |
Page 113 |
Page 114 |
Page 115 |
Page 116 |
Page 117 |
Page 118 |
Page 119 |
Page 120 |
Page 121 |
Page 122 |
Page 123 |
Page 124 |
Page 125 |
Page 126 |
Page 127 |
Page 128 |
Page 129 |
Page 130 |
Page 131 |
Page 132 |
Page 133 |
Page 134 |
Page 135 |
Page 136 |
Page 137 |
Page 138 |
Page 139 |
Page 140 |
Page 141 |
Page 142 |
Page 143 |
Page 144
