EFFICIENT AND EFFECTIVE FORCE
and unfinished work, we described and assessed the current workforce against clearly defined outputs. With our biostat- istician, we created a workload model that defined manpower availability, and activi- ties were cross-correlated across respective functions.
With a proven baseline and supply analy- sis complete, the WLW product provided a tool for demand and gap analyses using a parametric approach to determine the manpower required for future demands. While the Army demand for the acqui- sition workforce comes in the form of deliverables and strategic objectives, it never dictates the manpower required to achieve those goals.
TRANSFORMING IN CONTACT
In a process ranging from sticky notes to a customized and templated Excel spreadsheet providing outputs of more than 450 datapoints, CBRN Medical created a defendable foundation to measure workload, phases of operations, tasks and outputs. It will work for all programs regardless of mission and structure. (Photo by Lt. Col. Edwin Kolen, JPEO- CBRND)
WHAT GETS MEASURED, MATTERS Te most important capability that the WLW provided was the ability to measure the manpower required for tasks. Tat’s because what gets measured, matters. Measuring the right kind of manpower not only demonstrates that it matters, but it is also required to win.
By incorporating the capabilities into the WLW, our tool can examine a previ- ous year’s requirements and measure the manpower required to accomplish all tasks in approved program schedules. Once reviewed by at least one echelon above generation, we were able to validate the WLW as a baseline for the fiscal year, effectively illustrating how much work was accomplished. At baseline, we were able to analyze programs by type (e.g., acquisition,
investment or workload master lists); work by type (e.g., direct, indirect, unfunded); acquisition life cycle phase, product or deliverable by type; and performance by sub-organization and acquisition function (e.g., business, contracting, cybersecurity, engineering, logistics, program manage- ment, test and evaluation, program and quality activities and production). We identified how much work by function was needed for respective program types for each developmental phase.
From this WLW, we developed a supply analysis tool, depicting the capabilities at the level of a joint project office (O-6/ GS-15) with reference to workforce capa- bilities, talents, experience and numbers that were tied to outcomes and phases. Additionally, by considering success- ful deliveries, as well as program delays
Our approach, when employed at echelon, helps the Army acquisition enterprise real- ize the agile workforce needed to reach its strategic goals. We used baseline data to create two statistical manpower models: one for funded and one for unfunded (forthcoming new starts or assisted acqui- sition efforts outside “program of record”) activities. Tese mathematical models allowed forward-looking assessments for programs and near-term activities so we could plan manpower needs accord- ingly. When considering using this for an agile workforce objective, we kept the demand analysis focused under four years to capture execution and budget plus two years into the program objective memo- randum planning phase. This creates pressure that promotes near-term change to meet the needs of the force now.
Tis approach helps the Army address tactical acquisition needs while address- ing future strategic priorities; leaders see themselves applying rigor to understand the workforce required to meet their objec- tives, which are informed by gaps between current manpower and what is needed to meet desired OKRs. Te WLW enables
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