CHANGING CULTURE
proven that the 5-I Model works, and the ODASA(P) is on the verge of reaping simi- lar benefits. Tis reform must be carefully coordinated to ensure many stakehold- ers are included. It must be able to adapt to the rapidly changing modern acquisi- tion environment. As AMC and the Army operationalize contracting, organizations must be better equipped to see themselves. More can be explored, such as rewriting AFARS Appendix BB to include some of these concepts and perhaps even merging it with Appendix CC. Other Army audit- ing programs could connect with each other to reduce redundancy and improve efficiencies.
TAKING A STEP TOWARDS EFFICIENCY
By implementing and analyzing a step-by-step plan, proven best practices and areas of improvements can be more easily identified, resulting in a more efficient and timely procurement process. (Photo by RDNE Stock project, Pexels)
the Army Medical Command. Te PMR Roadshows discussed the benefits of the 5-I Model and explained the changes the ODASA(P) made to incorporate it. One change was the rewriting of the AFARS Appendix CC to include inspection, iden- tification, improvement and integration concepts.
Tese concepts were included by more clearly defining the types of PMRs. A PMR Type 1 now includes actions taken at the lowest level to ensure internal controls are considered. Actions like peer review, document review and legal review are now conceptualized as inspections. Tis is a positive thing because findings from larger audits can be integrated into these low-level inspections, creating opportu- nities to identify and improve early. A second change was the development of an
66 Army AL&T Magazine Winter 2025
automated CAP process and the estab- lishment of quarterly checkpoints for all enterprise partners. Te CAP process and quarterly checkpoints included the itera- tive concept by establishing a mechanism and battle rhythm for trend analysis. Trend analysis is crucial to ensure improvement is sustained. Now the ODASA(P) and its enterprise partners can hold each other accountable via data. If data trends posi- tively, proven practices can be extrapolated and shared amongst the enterprise. If data trends negatively, corrective actions can be adjusted early to change the trajectory of the issue.
CONCLUSION Te PMR program must evolve from a reactive after-award evaluation to a pre- award integrated process focused on near-real-time results. ACC-APG has
Regardless of whether the process is related to PMR, OIP, command inspec- tions, RMIC Program, etc., the 5-I Model can help distill steps and align them for efficiency and resource preservation. It is natural for people to resist change, mostly out of fear, especially if it is complex change. Te simple framework of the 5-I Model can alleviate those fears and make change more impactful. At the end of the day, it’s the mission and the warfighter that matter. Ensuring we get quality and timely products and services to meet Army prior- ities is paramount.
For more information, contact the author at
david.a.chiola.civ@
army.mil.
DAVID A. CHIOLA is a procurement analyst at ACC-APG. He holds an M.S. in contract management from the Naval Postgraduate School and a B.S. in business from the Richard Stockton College of New Jersey (now Stockton University). He is a DAWIA certified Contracting Professional, a Practitioner in program management and is an Army Acquisition Corps member.
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