Army Project Manager - Contracting Officer Relationships 1976.
Study project rept.,
DEFENSE SYSTEMS MANAGEMENT SCHOOL FORT BELVOIR VA
Pagination or Media Count:
This study attempts to determine if contracting officer authority should be vested in Army project management offices. The development of the project management system since the 1950s has caused a shift in the traditional role of the Procuring Contracting Officer PCO. As the project manager PM became the central figure in weapon systems acquisition, the role of the PCO was reduced. In this study, the current relationship between the PCO and the Army PM is explored. The importance of this relationship cannot be underestimated since the contracting and business management aspects of project management are vital to the PM. This study concludes that the PMs of large projects--starting with the Armys Big 5--should hold a warrant and have an assigned PCO. Other projects should have a PCO assigned during periods of critical contractual activity. The remainder of the projects, where contractual activity is not critical, should continue to receive improved PCO support from the functional organization. Such a flexible system of support would be responsive, economical and in accord with traditional Army support concepts.
- Administration and Management