Army Program Management System Integration: Structuring for Productivity

摘要

Overall materiel acquisition management philosophy in the U.S. Army is one of apartnership of responsibility between the Program Executive Officer/Program Manager (PEO/PM) and the supporting elements of the materiel developer, most notably the Army Materiel Command (AMC). However, the PEO/PM reports to the Civilian Army Acquisition Executive and the AMC reports to the Army Chief of Staff. The PEO/PM has responsibility toward effective system integration. Success will determine the degree of productivity within the PEO/PM office. The structural, cultural, and process changes that have been made since the PEO/PM system was implemented are resulting in fewer problems in the PM environment. Organizational structure using the matrix management concept is a key component to the PEO/PM's ability to accomplish the mission. Overall, the matrix concept, which uses functional management personnel from the AMC commodity command to help accomplish the PEO/PM mission, is working well interspersed by spikes of problem areas. The PEO/PM system has evolved into a workable approach to acquisition management since its inception a little more than two years ago. The key to successful matrix management is a cohesive program office with close ties to the PM and to the user. Through responsible managers and employees, teamwork can overcome the drawbacks of the matrix form. (EDC)