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Why Army program managers struggle as life cycle managers: a study of the PMs roles, responsibilities, and barriers in the execution of Operations and Support

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Author
Suri, Kadir
Kelliher, Mark
Date
2016-09
Advisor
Candreva, Philip
Naegle, Brad
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Abstract
Department of the Army program managers (PMs) have encountered difficulty in effectively managing the life cycle sustainment plan (LCSP) after transition into the Operations and Support (O&S) phase. Due to concerns with the M 777 Howitzer program, Program Executive Office Ammunition (PEO-Ammo) requested a review of the perceived lack of PM control during the O&S phase. This lack of control is focused on the LCSP funding, which PEO-Ammo believes has jeopardized the success of several of their programs beyond the production and deployment (P&D) portions of the system life cycle. For this reason, the PM's transition and execution of the O&S phase of a system after final production is the primary focus of this paper. An evaluation of the PM's environment was conducted by analyzing PM and key stakeholder roles, responsibilities, resources, processes, and expectations. A gap analysis was performed and identified the loss of control perceived by the PM to be centered on the lack of LCSP funding control and visibility by the acquisition chain of command. The authors recommend a revision to Army Regulation 700-127 and DA PAM 700-127 in order to clarify the accountability of the PM and the Life Cycle Management Commands.
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This publication is a work of the U.S. Government as defined in Title 17, United States Code, Section 101. Copyright protection is not available for this work in the United States.
URI
http://hdl.handle.net/10945/50488
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  • 1. Thesis and Dissertation Collection, all items
  • 6. Capstone Applied Project Reports; Joint Applied Project Reports

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