Case study: an examination of the role of the project manager during the Foreign Military Sale of the Multiple Launch Rocket System to Israel

Abstract

The role of leadership in the international community has taken on a new meaning for the United States in the post Cold-War Era. American engagement and leadership are just as important today as they were during the Cold-War Era because we confront an interdependent world in which the line between our concerns at home and our interests abroad is increasingly blurred. The United States offers Security Assistance to strengthen the national security of friendly nations, support existing or prospective democratic institutions, and market-oriented economies. In some instances, we can leverage our power and resources through alliances and multinational institutions. We have a stake in helping our allies to strengthen their own defenses so that they can share the common defense burden. Even in times of shrinking domestic defense budgets, and a 'downsizing' defense industrial base, the U.S. will continue to be the world leader in the transfer of defense articles and services to meet our foreign policy objectives. An examination of the role of the Project Manager is critical to increasing the efficiency of the Foreign Military Sales process. The functional management role of the Project Manager is vital to the success of FMS transactions. By closely examining the FMS case of the MLRS to Israel, we can further develop and refine the FMS process. Adoption of the recommendations of this thesis will help to improve future FMS transactions.