The Big Idea. Dynamic Stakeholder Management
DEFENSE ACQUISITION UNIV FT BELVOIR VA
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In today s dynamic environment, program managers PMs and acquisition professionals, across a variety of sectors and disciplines, are increasingly subject to a wide variety of pressures and constraints. Program managers must balance the perspectives, interests and motivations of a variety of organizations both internal and external to the program office in order to achieve program goals. There are relationships with the end user employing the system being acquired, fielded and sustained as well as interaction with the defense industrial base that helps to develop the systems for use in end products. Corporate staffs provide the necessary oversight of program health and guidance required to ensure compliance with applicable statute, policy and law. Depending on the phase or development level of the program, various other agencies and independent organizations may have a role in ensuring the success of acquisition efforts. As a result, PMs often are pulled in multiple directions, struggling to find the appropriate balance in tending to the needs of the myriad, increasing stakeholders and required certifications, while simultaneously leading projects and managing the program s cost, schedule and performance.
- Personnel Management and Labor Relations