AN EMPIRICAL EVALUATION OF NAVY METOC PROJECTS USING PROJECT MANAGEMENT STANDARDS

Abstract

Although project managers are in high public-sector demand, the Navy Meteorology and Oceanography (METOC) command studied has yet to adopt a project management requirement. With multiple facilities, acquisition elements, and mission-essential projects, cross-departmental dependencies exist that require proper project oversight. Without project management, mission-essential projects are done in a vacuum; personnel are often unaware of the impacts of specific tasks. By requiring a specific type of project management structure, Navy METOC commands would have an avenue to implement a hybrid project management office. This research examined a hypothetical group of projects within a Navy METOC command’s area of the Department of Defense using the Project Management Body of Knowledge (PMBOK) standards. From requirements initiation to project schedules, this analysis identified gaps throughout a Navy METOC command’s ad-hoc project management process. Using the PMBOK as a baseline, we recommend: 1) designate a person or position to support the ongoing creation, command support, and maintenance of project-based documents/templates, 2) implement a hybrid project management office where a position exists to support the command with information, techniques, and tools, and 3) encourage and authorize regular foundational training for one person in each department. With the insertion of project management, the command and its personnel would be more efficient, task-oriented, and aligned.