Home' Army Acquisition Logistics and Technology Magazine : Army ALT October-December 2017 Contents Army Acquisition Career Development Assessment will help
decision-makers focus human capital planning and investment.
How do we best address and prioritize planning, resources and
emerging issues? An established governance structure enables
ASA(ALT) to leverage enterprisewide knowledge and resources,
reduce redundancies in programs and resources, and optimize
human capital support critical to the Army mission. Two key
initiatives arising from the HCSP meet the Army’s priority of
• The HCSP governance process.
• The Acquisition Career Development Assessment.
Creating a process to validate, prioritize and integrate human
capital programs is vital to sustaining an A AW that can provide
our Soldiers with world-class equipment and services, now and
in the future. An institutionalized governance process meets
one of the HCSP’s strategic goals: to “improve communications
and collaboration.” At its core, the process puts into operation
how we manage the HCSP and implement the initiatives.
Over the past year, your Army DACM Office has led efforts to
create a structure, identify membership and establish a cycle of
activities. The governance structure includes a mix of formal
governance bodies and temporary integrated project teams. (See
Figure 2, Page 136.) The Army acquisition executive has over-
all oversight for the governance structure, which includes four
• Executive Steering Committee (ESC), comprising senior
Army leaders. The ESC approves the strategic direction, goals
and objectives for the HCSP. It ensures accountability and
senior leader focus. The first ESC meeting was in early August.
• HCSP Council: Monitors the goals and objectives and tracks
progress and achievement of initiatives.
• A AW Advisory Board: Provides input from the A AW on the
goals, objectives and initiatives.
• Integration team: Coordinates efforts across the Army and
the Office of the Secretary of Defense, implements initiatives
and develops action plans. The team consists of key stake-
holders such as ASA(ALT) leadership and staff, Army DACM
Office staff, Army acquisition functional leaders and advis-
ers, organizational acquisition career management advocates,
command and program executive office representatives, and
human capital and Army/command G-1 experts.
These governing bodies operate both from the top down and the
bottom up. At the strategic level, senior leaders provide guidance
as well as review. At the operational level, the HCSP Council, in
conjunction with the A AW Advisory Board and goal champions
(who advocate for a goal, or for objectives or initiatives within
a goal), plan and manage the execution of the human capital
Last but not least, the integration team focuses on tactical exe-
cution to achieve objectives. The team’s principal function is to
manage the change process and identify, integrate, leverage and
catalog human capital information. The collected information is
used to improve A AW human capital programs and initiatives,
to ensure that strategic planning and decision-making are sup-
ported by key information, and to identify the resources needed
to accomplish human capital priorities. As the Army’s priorities
evolve, this governance structure supports development, coordi-
nation, alignment and integration of new initiatives.
CAREER DEVELOPMENT ASSESSMENT
For the first time, the AAW received an assessment of compe-
tency importance and skill levels specific to acquisition career
fields (ACFs). The Acquisition Career Development Assess-
ment supports the HCSP, specifically responding to the goal to
develop and sustain a professional, agile and qualified acquisi-
tion workforce. The assessment was delivered via a web-enabled
tool from TrueChoice Solutions Inc., uniquely modeled to cap-
ture responses from our A AW regarding:
• Proficiency in and importance of leadership competencies.
• Proficiency in and importance of ACF-specific functional and
• Allocation of time spent on work-related tasks (e.g., activities
related to leadership, functional and technical competencies,
training and administration).
• A AW career preferences.
Thank you to the more than 6,000 members of the A AW who
took the time to participate in the inaugural assessment. Work-
force members in each of the ACFs received a customized
assessment, starting with the contracting ACF in March and con-
tinuing through the summer with releases for 12 additional ACFs.
The data collected from the assessment will guide decision-
making in the planning and execution of initiatives through
the human capital life cycle. Targeting investments in your
professional development ensures that our acquisition work-
force remains relevant and proficient, with the right skills and
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