EMPOWERED WORKFORCE
the work environment. Trough the organization improvement model, employee involvement, community outreach, mentoring and employee-focused workshops and training, PM CCS strives to encourage employees to personally excel in their careers and fully support the mission of the organization.
ORGANIZATION IMPROVEMENT MODEL At the crux of their philosophy, leadership embraces the value of using its organization improvement model—a three-phased approach that includes pre-planning, planning and post-plan- ning—to strategic planning developed to align the workforce with the PM CCS mission: provide dominant and innovative lethal and protective capabilities for the joint warfighter through acquisition excellence; and vision to maintain a skilled innovative team empowered to deliver dominating close combat capabilities.
Strategic planning involves the use of tools in the pre-planning and planning phases:
• Environmental scan, which identifies and addresses the internal and external environment of an organization that can influence future strategies.
• Strength, weakness, opportunity and threat (SWOT) analysis, which identifies and addresses internal and external factors.
• Brainstorming initiative development.
Tese allow leaders, working in conjunction with the workforce, to determine their vision for the future as well as to identify their goals and objectives for the organization.
Tese tools enable PM CCS to set mission direction and align- ment of priorities for the organization. Within their Strategic
Planning Organization Improvement Model, PM CCS executes lines of effort (LOE) in five key areas to foster the organizations’ improvement efforts in pursuit of excellence. Tese key areas are product, people, process, perception and place.
Currently PM CCS has 51 of its employees (about 45% of the workforce) in direct support of these efforts. Each line of effort is important to developing positive change for the organization at large and giving the workforce the chance to think strategi- cally and engage in the future of PM CCS.
LOE 1 was identified to focus on product, concentrating on the integration of our product portfolio with the Army’s priorities. LOE 2 focuses on people, identifying what the organization can do to ensure a committed and exceptional workforce. LOE 3, process, works on the improvement of business processes to allow for resource optimization. LOE 4 is focused on perception, how others perceive the organization and how to increase the effec- tiveness of communication with stakeholders. Initially charted with four lines of effort in 2019, a fifth line of effort—place— was added in 2022 to reflect a post-COVID work environment for the organization to adapt to the work environment change.
Relevant to workforce development, the LOE 2 team is comprised of PM CCS volunteers from the workforce that are focused on enhancing the workforce by identifying and executing initiatives, including succession planning. In the past few years, PM CCS’ LOE 2 team has developed standard operating procedures (SOP) for rotational assignment opportunities and an onboarding SOP. Tese support the succession planning initiative by identifying and developing new leaders in the organization. PM CCS also has developed an Army 365 file repository SOP, which provides all authorized personnel a repository that houses the roles, respon- sibilities, business rules and PM CCS documents supporting
LINES OF EFFORT
By executing lines of effort in five key areas, PM CCS can foster organizations’ improvement efforts in pursuit of excellence. Each line of effort aims at developing a positive change for the organization and giving the workforce opportunities to engage in the future of PM CCS. (Graphic by Catherine Scheper, PM CCS)
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Army AL&T Magazine Winter 2024
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