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Army is one of a partnership of responsibility between the Program Executive Officer/Program Manager (PEO/PM) and the supporting elements of the materiel developer, most notably the Army Materiel Command (AMC).However, the PEO/PM reports to the Civilian Army Acquisition Executive and the Army Materiel Command '-- C reports to the Army Chief of Staff. The PEO/PM has responsibility toward effective system integration.Success will determine the degree of productivity within the PEO/PM office.
The structural, cultural, and process changes that have been made since the PEO/PM system was implemented are resulting in fewer problems in the PM environment. Organizational structure using the matrix management concept is a key component to the PEO/PM's ability to accomplish the mission. Overall, the matrix concept, which utilizes functional management personnel from the AMC commodity command to help accomplish the PEO/PM mission, is working well interspersed by spikes of problem areas.
The PEO/PM system has evolved into a workable approach to acquisition management since its inception a little more than two years ago.The key to successful matrix management is a cohesive program office with close ties to the PM and to the user. Through responsible managers and employees, teamwork can overcome the drawbacks of the matrix form. Continued evolution will insure that the spirit of acquisition reform in the Army is fulfilled.
