Coalition of the Willing (COTW) The Coalition of the Willing (COTW) programmatic model is an informal and alternate organizational solution to the Joint Program Office to develop and manage a materiel solution for the joint force and interagency. COTW leverages the subject matter expertise of one organization and provides access to this expertise to through a common program office and contract vehicle. This organizational solution encompasses full lifecycle activities while balancing proper acquisition rigor with speed and flexibility. The selection of the organization of the program office must be carefully considered as inherent authorities and structures are needed to enable the unique characteristics of this solution. Users in the COTW …show more content…
This arrangement may be desirable so a user can have more direct control of the contractor or to meet special classification needs. The program office could accommodate these user desires but the benefit of the COTW model is that the user maintains the flexibility to choose. Operational benefits The operational benefits of this model include rapid integration of real-time lessons learned across the community into the development cycle. Management of an operations center by the organization of the program office can provide significant opportunities for rapid and responsive programmatic injects. The owning organization brings expertise to the operational aspect of the solution and a common and hopefully neutral ground upon which users feel more comfortable sharing operational lessons learned. An annual Working Group brings the COTW together to tackle a wide range of issues, inform the coalition, survey the environment, and network with the program office and user community. The momentum of a large coalition can influence senior decision makers, especially as they relate to policy, regulations, and legislation. This is especially true if the policy challenges span across DoD and other government agencies as the implementation can have wide-sweeping …show more content…
Since the program office is responsible for the contract, this role and responsibility must be clearly understood by all members of the coalition to prevent contractual violations of law. The benefit of the informal nature of the COTW is that relationships are not prescriptive and can be adjusted or tailored for each user’s individual needs. The program office will have to balance tailored user needs with workload demands. The owning organization of the program office can make decisions that affect the entire coalition. This could include the type of contract vehicle, the percentage paid by users, or divestiture of the solution. These types of decisions could be detrimental to the coalition and their materiel solution. The initial identification of the owning organization of the program office must consider the significant role this organization plays in the long-term viability of this solution. Balance The key to success in the COTW organizational model is to achieve balance between acquisition oversight and control with speed and flexibility to develop, operate, and maintain materiel solutions. Decision makers and leaders need to ask themselves hard questions about why traditional organizational models such as Joint Program Offices have not succeeded and if the potential exist for the COTW to address
Organizational issues are often the most difficult part of managing projects. Taking the time to analyze an organization can help identify, understand, and solve potential problems. All organizations consist of four different frames: structural, human resources, political, and symbolic. Each of these frames describes a particular way of looking at organizations and how they function. For example, it can be used to identify the project stakeholders to help meet their needs and expectations or simply can be used to decide which college to attend.
This report is the result of the contributions of several team members, who conducted site visits, processed and analyzed data, managed team activities, and enabled the Grant Thornton team to execute a rigorous study over a short period of time. The team was led by Grant Thornton, with integral support from team member FTI Consulting, and three independent contractors.
The department’s leadership is responsible for providing appropriate manpower and resources to each mission using an increasingly tight budget, while also following strict laws for high priority missions, such as nuclear defense, which mandate both high levels of training and manpower (Air Education Training Command, 2015). Additionally, warfare technology has become incredibly advanced. Due to this complication, the educational and technical requirements for military service members and employees are steadily increasing.
Though the research shows that the governance of civilian contractors is a blurry line at best, and while a necessary evil, they are in many cases a danger to those around them if not properly supervised. That supervision is what the evidence will show is extremely difficult to achieve and makes joint operations even more tenuous…The hypotheses is that civilian contractors often answer to multiple sources of command. The research will point to the fact that this confusion of command cost time, effectiveness, and unfortunately even lives. It will also show that it makes determining success or failure much more difficult and tenuous. The hopes of the research and overall findings is that a direction will be found that can ease the tensions and the negative results and possibly find a better way of operating with civilian contractors.
I have a comprehensive understanding of the Department of Defense’s vision and direction and long-range plans and emerging technologies that can lead to proper programming and resource allocation. The Strategy of the DoD, DoN, and the USMC relies on the use of innovation and emerging technologies to maintain both a strategic and tactical advantage in the warfighting domain, and as a means of achieving efficiencies in the business domains. The DoD in general and the DoN specifically have in their vision statements and leadership direction that the services will use innovation both as a force multiplier and a means to achieve efficiencies and costs savings. While the various Services and Agencies within the DoD differ in some aspects, there are numerous similarities. They all have the vision and objectives to delivery information to the user to meet the Command and Control and IT needs, even in a contested environment. Generally, the goals within the Department are to consolidate and stabilize the infrastructure, unify communications, manage innovation, build and maintain a strategic workforce, consolidate datacenters leading to improve application portfolio access and management and lastly enhance network operations. I will point out here that I have been materially involved in all aspects of these
On January 23, 201 an interview was conducted with Milton E. Maddox, CPT, SC Operations Officer for United States Military Expeditionary Training Support Division .Captain Maddox’s credentials include over 18 years of military experience with eighteen months of supply chain experience. Captain Maddox is a Communications Officer for Expeditionary Training Support Division. In our interview he prefers to be called Milton. Milton stated that he serves as the primary Operations Officer for Deployable Instrumentation System Europe (DISE) which is responsible for providing home station instrumentation training support and equipment for U.S. and Multinational Soldiers, Sailors, Airmen and Marines training throughout
Most military members agree that being a leader means being “in charge” regardless of the situation. While this axiom may hold true during the joint operation phases of “Seize the Initiative” or “Dominate”, it is not the case for steady state operations with the IA. This axiom has become a caricature of the DoD mindset in the minds of many civilian leaders. If military service members are to become more effective with IA coordination, they must understand and appreciate three dynamics to steady state operations. First, the value that our partners bring to the fight . Second, that in the steady state, DoD is not the lead agency. Third, with the overabundant emphasis of the topic in joint doctrine, most leaders
To ensure that the force of the future will have the capability to meet its demands, combat support agencies within the Department of Defense must have the right people with the right
The selection and subsequent deployment of forces tasked with the building of an effective Joint Task Force (JTF) and the creation of an effective Communication, Collaboration, and Coordination structure with the various non- DOD response teams who were on site.
Through trial and error ConAgra have adapted an organizational structure that works for the company. They believe that the matrix organizational structure enhances responsibility and decreases adversity in their management structure, and by aligning their managers precisely with their major priorities it will result in better performance and effectiveness. Matrix organization is an organizational structure that facilitates the horizontal flow of skills and information. Often termed as managing cross functional it’s used mainly in the management of large projects, and because of the complex design of the structure precise integration and control is needed (Schermerhorn, Osborn, Uhl-Bien, Hunt, 2012, p.g. 387). The matrix organization structure allows ConAgra Foods employees more direct access to senior leadership (ConAgra Foods, 2010/29/07).
- Conduct daily meetings covering a wide range of topics focusing on status of identified constraints, current project status, and relevant safety discussions.
Expertly represented the Capability Development and Integration Directorate (CDID) at the HQDA Office of the Provost Marshal General's 2025 MP Strategy Plan development Work Group. CPT Kilgore ensured that the CDID's material development efforts were fully synchronized
This model was developed by Tom Peters and Robert Waterman (Mindtools 2012). Essentially, it aims to improve the overall performance and productivity of an organization while aligning all departments to suit the shared vision of the organization (Peters 2011). There are a number of benefits within its flexible nature and ability to look back and analyze the success of a previously implemented strategic change within the organization (Simister 2011). It is retroactive, yet it can be an important diagnostic tool in learning for future endeavors of change (Peters 2009).
It is critically important that all of us are in agreement why we are meeting and the expected outcomes. Finally, as part of the agenda review, we will review a proposed list of attendees. These personnel may include representation from the director of field operations, land based facility safety, off shore facility safety, finance, public relations, marketing, legal operations, audit department, human resources and finally key members of the project team. The workshop will be two days in duration at an offsite conference center so the group can focus on the development of the risks that are relevant to this project and its deliverables.
A recent conflict I have seen at my place of work is related to a major project I am currently working on. The project is to establish a Technical Operations Enterprise Software Solution. The necessity of this project was created by the merger of two airlines and the regulatory requirements mandated by the Federal Aviation Administration (FAA), to establish configuration management and control of aircraft assets that will operate under a new single certificate (e.g. 14 CFR Part 121 Air Carrier Certification) (FAA, 2015 ). The project’s mission objective is to establish the business requirements needed for the daily operation related to aviation maintenance activities and select the software solutions necessary to accomplish the combined