Program Structures

The Army Acquisition Executive (AAE), with the U.S. Army Acquisition Support Center (USAASC) as the executive agent, prepares charters for all Program Executive Officers (PEOs) and centrally selected Project/Product Managers (PMs).

Charters are created under the following circumstances:

• The AAE approves establishment of a new Program Management Office (PMO).
• A new PEO is appointed.
• A new PM is centrally selected.
• An approved PEO or PMO name change occurs.
• A PEO or PM merges.
• A PMO is realigned to a new PEO organization.
• An incumbent’s name legally changes during rotation.

Charters will not be issued to Acting PEOs or PMs.

All charters will be of a standard format.  Tailoring will be reflected in the PEO’s or PM’s name, the program title, the month in which the PEO or PM reports and the signature block of the PEO/Major Commander.  The Army and U.S. Army Acquisition Corps (AAC) seals will be universally applied to charters with the exception of those for Joint PEOs.  The basic text will remain uniform for all charters, reflecting the source of authority granted to a PEO or PM, and basic responsibilities.

It is the responsibility of the recipient organization to request charters from the PS Division.  All requests must be submitted in writing.  E-mail is the preferred method.  At least 3 weeks will be provided for USAASC to create and staff the charter for signature.  If the charter is needed sooner for ceremonial purposes, USAASC will provide a mock charter to the requesting organization.

The CSL Review is conducted annually for CSL positions two fiscal years in advance by the AAC Director.  For example, the CSL positions rotating out in FY08 will be reviewed at the CSL review in FY06.  During the review, the AAC Director reviews and makes decisions on revalidating, establishing, disestablishing, downgrading, upgrading or merging CSL PMs and Acquisition Director or Key Billets.  Other areas of consideration include, but are not limited to, special qualifications and the need for a military officer versus best qualified (military or civilian) slatee.  The AAE is the final approval for all actions decided during the CSL review.

Method of Review:  Prior to this review, USAASC provides an analysis based on a criteria matrix developed by USAASC and approved by the AAC Director.  During the review each year, a senior-level representative from each organization has the opportunity to defend each existing CSL as well as propose new-start CSL positions for that fiscal year under review.  The AAC Director makes decisions on each program.  These decisions are documented in the CSL Memorandum signed by the AAE.

Input of Data:  Currently, the CSL Review uses a Web-based system, the Acquisition Workbook Analysis Readiness Evaluation System (AWARE), for all PEOs, acquisition commands and other directors and program managers to input data regarding their CSL Programs.  This database eliminates the use of paper and allows for changes to submissions to be made quickly and easily.  Once the organizations complete their actions, the programs are electronically released to USAASC for thorough review and analysis as discussed above.

PS Division administers the AWARE system and manages the process of collecting data and coordinating all CSL Review logistical aspects.  In addition, PS analyzes the data and provides recommendations to the AAC Director prior to the CSL Review.

The MAPL is a statutory requirement supported by a process that validates, prioritizes, and then documents military acquisition positions in the Career Acquisition Personnel and Position Management Information System (CAPPMIS) and Total Officer Personnel Management Information System (TOPMIS). The MAPL requires all PEOs, Direct Reporting Program Managers (DRPMs), major Army commands (MACOMs), and Joint/Defense organizations with active duty military acquisition officer authorizations (Functional Area 51) on their respective Table of Distribution and Allowances (TDA) or Modified Tables of Organization and Equipment (MTOE) to periodically review their position descriptions as well as submit new requirements/authorizations for competitive resourcing IAW Director Army Acquisition Corps business rules and priorities.

The MAPL Review, which is held periodically/quarterly, culminates with resourcing decisions made by the Director of the Army Acquisition Corps (DAAC)/Military Deputy (MILDEP) to the Army Acquisition Executive (AAE). The Deputy Assistant Secretary for Plans, Programs, and Resources (DASA (PPR)) is the lead for the Review Board with USAASC and Human Resources Command (HRC) Acquisition Management Branch (AMB) also serving on the board. Prior to the MAPL Review, the DASA (PPR) and PS identify and review military acquisition officers’ positions which will rotate in the next FY and incorporate them in the next periodic review along with positions submitted as new starts, disestablishments, or changes to current positions.

The MAPL Review uses a new MAPL Web-based software application to:

• Provide a common interface format for Commands, Analysts, and Review Board.
• Synchronize MAPL with HQDA approved TDA authorizations IAW established business rules and priorities.
• Facilitate updating the Force Management System Web site (FMSWeb).
• Replace the previous manpower intensive MAPL Review General Officer Council.

We anticipate that in the future the Process will:

• Automatically incorporate Officer Support Form/Evaluation Report Job description data.
• Keep job title/description separate.
• Generate MAPL number automatically.

The quarterly MAPL review process begins with the Command POCs inputting any current position changes, new starts, or disestablishments into the MAPL Web-based software application.  Next, the Program Structures Division of USAASC reviews the command’s entries and provides the MAPL Review Board its recommendations.  The three-person board then reviews all changes, new starts, and disestablishments before sending their consolidated recommendation forward to the MILDEP.  The MILDEP is the final decision authority on all MAPL positions.  Once the MAPL is approved by the MILDEP, PS then inputs the information into CAPPMIS and disseminates that information to the Human Resources Command (HRC)/Acquisition Management Branch (AMB) for top loading into TOPMIS.

USAASC PEO/PM Support Managers are responsible for communicating and providing support for the 11 U.S. Army Acquisition PEOs, non-PEOs and the acquisition commands.  Each PEO/PM Support Manager is assigned responsibility for one or more of each of these organizations.  PEO/PM Support Managers are responsible for establishing initial contact and ensuring a rapport with the organizations under their purview.  Communication with PEOs is much more involved due to the fact that the PEO military and civilian authorizations reside on the USAASC TDA.  PEO/PM Support Manager responsibilities are outlined below:

• Provide analysis and recommendations to the AAE and the AAC Director on the appropriate level of management and force structure required for acquisition programs to develop, test, procure and field the Army’s weapons and information systems, including recommendations on establishing, downgrading, reorganizing, renaming, terminating, transferring or transitioning programs.
• Plan, coordinate and participate in the annual staff assistance visits and/or video teleconferencing meetings with the PEOs.  Maintain the Acquisition Commanders and Senior Managers Directory.  This directory provides contact information for key personnel located throughout the acquisition commands.
• Maintain a similar, yet unique, acquisition database to that of HRC’s AMB.  These databases track the status of CSL positions with data pertinent to each organization’s mission.  Both organizations share data which impacts PM assignments, rotation dates and force structure issues.
• Serve as lead in responding to congressional inquiries relating to organizational structure changes.

See DA PAM 70-3 Army Acquisition Procedures, Chapter 7.5, Other Information Source,dated 15 July 1999, regarding the requirements of these program plans.  The following appendices provide exact details and sample formats for your guidance.

• Appendix VIII — Establishing Program/Project/Product Management Offices.
• Appendix IX — Transitioning Systems from PM Centralized Management to Functional Management.
• Appendix X — Disestablishing Program/Project/Product Management Offices.
• Appendix XI -Terminating a Program.

Plans must be prepared according to this guidance.  In addition, a cover letter with the attached plan must be sent through the AAC and USAASC Director for the AAE’s signature of the program plan.

Submit CSL Program name change requests to PS.  The request must be in the form of a memorandum justifying the proposed name change and must be signed by the PEO or Commanding Officer.  The organizational impact and clear rationale explaining the necessity of the new title should be detailed in the memorandum.  Whenever possible, the proposed title should be concise (not more than four words in length), and the proposed office symbol and any abbreviated name and/or acronym should also accompany the request.  All requests will be reviewed by the USAASC Director and a memorandum approving or disapproving the request will be issued to the submitting organization.

All PMs are required to sign a T&PMA prior to them assuming command.  This agreement acknowledges their role, responsibility, and accountability to the specific goals of their program.  By signing the T&PMA, the PM agrees to abide by the Acquisition Program Baseline, requirements identified in Capabilities Documentation, and other programmatic expectations identified and agreed to as significant but not found in the approved program documentation.  The T&PMA is signed by the PM, their respective PEO, and the AAE.  The T&PMA must be completed and signed prior to a PM charter being issued.