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3-D Program Management


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Booz Allen Hamilton’s cross-disciplinary expertise in program management includes systems integration, technology, strategic planning, stakeholder analysis and management, wargaming, and other capabilities for implementing 3-D Program Management to help US government agencies successfully manage and deliver complex programs.

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3-D Program Management

  1. 1. About Booz Allen Booz Allen Hamilton is a leading provider of management consulting, technology, and engineering services to the US government in defense, intelligence, and civil markets, and to major corporations, institutions, and not-for-profit organizations. Booz Allen is headquartered in McLean, Virginia, employs more than 23,000 people, and had revenue of $5.76 billion for the 12 months ended March 31, 2013. (NYSE: BAH) For more information contact Joan Dempsey Executive Vice President dempsey_ 703-984-7770 Henry A. “Trey” Obering III Senior Vice President 703-377-1595 Peter Andrejev Principal 703-902-4030 Frank Koester Principal 703-984-0022 3-D Program Management Abstract Addressing the Full Range of Today’s Complex Program Risks The difficulty of managing US federal programs in today’s complex acquisition environment is evidenced by the growing number of programs that have been restructured, scaled back, or terminated due to massive cost overruns and schedule delays. According to a recent report by the Government Accountability Office, in the Department of Defense alone, 86 of the largest weapons systems have exceeded their original cost estimates by US$400 billion— an average cost overrun of 38 percent—and were an average of 27 months behind schedule. The challenge facing program managers is the increasing complexity of modern programs. New challenges and risks come from multiple directions: rapidly changing technologies; complex interdependencies among systems; competing stakeholder interests; expanding supply chains; ambiguous leadership environment; and budget uncertainty. How can program managers address this broad range of complex program risks, especially those that fall outside their of traditional purview? Drawing on our experience in assisting civilian and defense agencies, Booz Allen Hamilton has developed 3-D Program Management, a proven approach to managing the new set of risks that are threatening the success of modern acquisition programs. 3-D Program Management enables program managers to expand their management competencies beyond traditional Technical Management and Acquisition and Program Management to include a third-dimension, Stakeholder Management, which provides the broader set of leadership strategies, techniques, and capabilities needed to proactively address the full range of variables that impact modern programs. This wider perspective enables them to better assess all of the potential challenges and the tools required to achieve success in their specific programs, helping them to address such issues as: • Stakeholder Management. Who are all of the stakeholders in my program, including potential “special interests,” and how can I manage their conflicting and competing expectations? How can I manage a smooth acceptance and transfer of the new systems to my users?
  2. 2. • Technical Management. What are the critical technology dependencies in my program, and how can I anticipate potential problems in unproven technologies and devise contingency solutions? How can I ensure integration and interoperability among my subsystems to create a fully integrated system-of-systems? • Acquisition and Program Management. How can I ensure that my program and contracting staffs have all of the resources they need? What must I do to create an effective governance structure and leadership environment? A 3-D Program Management perspective brings the entire acquisition landscape into management focus. It not only helps program managers see the wider range of potential problems, but also the wider range of tools and solutions that can be applied to those problems. It helps them see the full set of interested stakeholders and devise a plan for forging collaborative relationships, soliciting innovative solutions, and managing their expectations more realistically. This new perspective also enables them to see the governing authorities and competencies they will need, which will be unique for each program. Most importantly, the wider aperture on their management lens helps them deliver complex programs on schedule, at cost, and to stakeholders’ expectations. To read the full paper, please visit and indicate that you are a current or potential client working for a Defense organization. BA13-149