COMMENTARY
CHANGING CULTURE
The goal of a PMR is to evoke change, starting with the PMR process itself.
by David A. Chiola I
n the fast-paced world of Army procurement, success hinges on a workforce that can adapt quickly, work smarter, learn faster and embrace automation. However, the ever- changing landscape of regulations, policies and personnel
can be a significant hurdle. Enter the Army’s Procurement Management Review (PMR) program, a potential agent of change that can uncover efficiencies and accelerate processes. But to be truly effective, the PMR program needs reformation— one that embraces open-mindedness and eschews traditional, rigid processes. Te Army Contracting Command - Aberdeen Proving Ground (ACC-APG), has found the solution in the 5-I Model (see 5-1 Model, Page 56).
INSIGHT INTO THE 5-I MODEL Te PMR process can still achieve its primary goals but in a more productive, preventative, positive and educational manner. Tis is no small feat, but ACC-APG has developed the 5-I Model to change the culture—Inspection, Identification, Improvement, Iteration and Integration. Te Army Materiel Command (AMC) believes an organization must be able to “see itself,” and ACC- APG uses “5-Is” to do just that.
INSPECTION
Te first step in changing a culture often involves obtaining leadership buy-in. Explaining the motivational and educational benefits of the change can be a powerful tool. ACC-APG built a network of procurement analysts from each of its 16 buying divisions to decentralize the PMR process. By working together with leadership, the buying divisions could be trusted to conduct internal self-assessments and have their results validated. Tis decentralization provided access to more empowered review
teams and direct links to experts. Within a year, ACC-APG more than doubled the number of files it could review in PMR from 400 to 850 annually.
Additionally, ACC-APG harnessed the analytical nature of its acquisition professionals through discussions on the intent behind each PMR question. Tese discussions led to a better and more comprehensive understanding of the requirements, ultimately resulting in higher-quality files. As more people got involved, questions were vetted, fear subsided, people learned and the program matured. ACC-APG also increased the number of PMR volunteers it provided to its headquarters by 300% over the past year, continually developing its PMR knowledge base.
IDENTIFICATION
Personnel, time and energy are often scarce within organizations, so it’s best to focus on the issues that have the largest impact. Tips include taking quality samples, mitigating double work and understanding the question.
Take quality samples. Results are more accurate when a proper sample size is selected. A sample cannot be so large that it drains the team nor so small that it increases the margin of error. Addi- tionally, samples must be reflective of the universe they represent. Over the past five years, ACC-APG adjusted sample sizes up and down depending on mission requirements, never going below a statistically valid threshold, ensuring high-confidence rates and low margins of error.
Mitigate double work. Nothing derails team morale more than completing a review only to learn the file was added to the sample
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