The role of the project manager during the foreign military sales of new tactical wheeled vehicles

Abstract

This thesis examines the functional management role of the Project Manager with respect to the Foreign Military Sales process associated with the sale of new tactical wheeled vehicles. An effective FMS implementation process is becoming more crucial to the encouragement and sustainment of United States defense companies, and for the modernization of allied forces. A comparative analysis of the sale of the new Family of Medium Tactical Vehicles to Thailand and Kuwait, was conducted to identify the role of the Project Manager and develop lessons learned and recommendations for issue resolution. Both cases were analyzed from five different perspectives: (1) comparative analysis of the PMO's actions in the Letter of Offer and Acceptance phases, (2) functional analysis of the security assistance agencies involved in the FMS vehicle process, (3) functional management role analysis of the PM, (4) ethical considerations concerning FMS and the PM, and, (5) an analysis of the impact of FMS on the industrial base. Conclusions drawn from these analyses reveal that the functional management role of the PM is vital to the successful completion of FMS transactions. Adoption of the recommendations in this thesis should result in improved project management and project effectiveness in future Foreign Military Sales agreements.