I reported to my first command fresh out of the Naval Supply School and was assigned to a Marine aircraft group (MAG) as the fiscal officer. Because I was the junior officer at group headquarters, I got the opportunity to "volunteer" for numerous collateral duties-for example, coordinating part of the officers' Marine Corps Birthday Ball and running the voting campaign and Navy-Marine Corps Relief fund drive. The extent of my organizational means for executing most of these tasks was a to-do list and a government-issue desk calendar.
After a lot of headaches, a few bumps, and some minor butt chewings, I was able to complete an assigned task, get the duty letter of appreciation, and move on to the next one—in hopes the ride would be smoother. I would look back at each project and see where I could have done better. The biggest challenge was acquiring knowledge of the tools and techniques for organizing and managing widely differing tasks and events. In my experience, few junior and mid-level officers receive any project management training.
My aircraft group participated in combined arms exercises (CAXs) twice a year. But every time we began the planning and build-up cycle for the next CAX, we started from square one, as if we had never done it before. Initial confusion and assumptions led to incomplete actions or outright failures-or actions that were done twice, thus wasting time and costing extra money. Time lines were penciled out on yellow legal pads. Everyone from the S-3 operations officer, to the S-4 supply and logistics officer, to me, developed his own to-do list and took off to get his respective tasks done. We knew little about each other's roles and responsibilities. Assumptions were plentiful: "Last year the operations officer took care of that part of the plan." "I think the fiscal officer is taking care of this requirement." "That task belongs in the S-4's bailiwick."
In planning for a new deployment, I can recall attending three to four meetings a week that often lasted more than two hours each. Time lines and task lists changed daily. Although the letter of instruction (LOI) is supposed to establish key guidelines for accomplishing the mission, it changed constantly-sometimes hourly. The LOI drafts I saw contained only generalized directions, such as "the S-4 will be responsible for all logistics matters." Milestones, including the D (execution)-date, changed so frequently that redistributing new copies of the schedule became a full-time job.
The Marine Corps has military occupational specialty schools and formal education for officers, but it does not devote sufficient time and resources to project management. After receiving on-the-job project management training and formal classes, I wished I had done it before I was put in charge of the hale-and-farewell party for my outgoing and incoming commanding officers (COs).
Project management techniques taught at the major program and acquisition levels should be amended suitably and passed down to where the rubber meets the road. While project management is more then a Gantt chart (task list and calendar time line) and schedules, even passing knowledge of principles and tools would be helpful to the average officer. I had never heard of Microsoft Project computer software when we were planning that latest CAX. What a relief it would have been to change dates anywhere in the plan and have them viewed instantly by everyone involved in the mission. Instead of handing out multiple copies of changes, the plan could have been e-mailed or posted on the intranet for all hands to see.
Improving project management does not require full-scale reorganization and doctrinal changes. As outlined here, the Marine Corps' five-paragraph order format-SMEAC-overlaid with project management tools and principles gives planners an excellent start.
Situation (Project Charter)
The project charter is "a document issued by senior management that gives the project manager authority to apply organizational resources to project activities and formally recognizes the existence of a project."1
It specifies the overall objectives to minimize ambiguities and confusion over what is happening and who is running the event-for example, "The Officer's Birthday Ball will be held 13 November at the Hale Koa Hotel. Lieutenant Jones will be in charge of coordinating this event." This could be in a simple e-mail from the CO. If the charter specifies that Captain Sparks is in charge of getting the squadron to CAX, all the staff sections and departments know they need to coordinate their efforts and actions through him. Moreover, by issuing the charter, the CO lends authority to the person in charge of the project.
Mission (Scope Statement)
This is a "documented description of the project concerning its output, approach, and content. Used to provide a documented basis to help make future project decisions and to confirm or develop a common understanding of the project's scope by stakeholders."2 It spells out the expected outcome and how to get there. For example: when the squadron departs for CAX, how it will get there; where it will stay when it arrives; and who will remain at home base. The officer in charge (OIC) of the project will write the scope statement, which ensures that he or she has a full understanding of the tasks and the various planning factors involved.
Common understanding by the stakeholders means that everyone involved in the project has a clear picture of goals and methods. In concert with other staff officers, the OIC must identify all stakeholders. Who has to be at weekly update meetings? Who has to be at every meeting? Have I left anyone out? It is easy to forget a key player—or, in an effort to cover all bases, invite the whole unit to a meeting.
Execution (Plan of Attack and Milestones)
The Plan of Attack and Milestones (POA&M) is a time line of events, dates, and deadlines; a detailed task list. It clearly outlines every action to be taken, when it will be completed, and who is responsible.
* The Commander's Intent (Project Plan) is the meat of the POA&M. MS Project is a good software tool that includes Gantt charts, task lists, calendars, and resource lists. It reduces paperwork drastically and is easy to work with. Because it can be filed readily for future events or projects, it is a good addition to turnover folders.
* The Concept of Operations (Work Breakdown Schedule [WBS]) is "a hierarchically structured grouping of project elements that organizes and defines the total scope of the project. Each descending level is an increasingly detailed definition of a project component."3 The WBS gives a picture of the project and all tasks needed to complete it. The project kick-off meeting offers the best opportunity for building a WBS and ensuring nothing is forgotten.
I learned a simple but useful technique for staff coordination at ESI International's project management course: At the initial staff brainstorming session, the OIC draws columns with staff positions on a poster or white board. Every attendee jots down required tasks on sticky notes and puts them under the appropriate staff section. By the end of the meeting, the OIC has a list of staff assignments and the concurrence of the staff in those assignments. This relieves the OIC of trying to think of everything himself and relying exclusively on the previous LOI. Figure 1 provides a simple example of the chart that I like to use because it gives me a clearer picture of organization and tasks. If you prefer, however, the list can be put in paragraph and subparagraph outline form, much like an operations order.
Administration and Logistics (Change Control)
Change control is the "process of monitoring and dealing with changes to the schedule, cost, or scope of a project, or its overall objectives."4 All significant changes to the project should be recorded in a notebook or folder, complete with details and background. This documentation will help answer questions that may come up later and also serves as another worthwhile addition to the lessons-learned file. The OIC must ensure the entire staff is informed quickly of changes and how they might affect the project.
Command and Signal (Communication Plan)
The communication plan contains a list of all relevant points of contact. Another useful tool from ESI International is the decision matrix. Down the side of the matrix are major types of decisions; across the top is the list of the people involved. It is filled in with the letters "I" (needs to know), "F" (final decision maker), "C" (needs to be consulted on the decision). This handy matrix provides a quick reference for making sure the right people know of major decisions and are kept current on the planning process. A weekly e-mail update message will keep the staff informed of the plan's progress.
This brief and simplified introduction to project management can help action officers organize tasks that often seem chaotic and overwhelming. Additional information and tips can be found at www.nko.navy.mil and in Microsoft Project training sessions. Schools similar to ESI International offer excellent courses that commanders should include in their training budgets.
1 J. LeRoy Ward, Project Management Terms: A Working Glossary (ESI International, 2000), p. 164.
2 Ward, Project Management Terms, p. 205.
3 Ward, Project Management Terms, p. 241.
4 Ward, Project Management Terms, p. 30.
Captain Rosenberry is the Marine liaison officer at the Space and Naval Systems Center in Norfolk, Virginia.