TOPIC: Staggered duty days to reduce congestion at the gates PROBLEM STATEMENT: The current duty schedule, Monday-Friday, 0600-1600, significantly increases congestion at the gates and is no longer conducive to the security requirements leaving a major security issue to deal with. Approved by: X Strategies for Implementation 6 Running head: Strategies for Implementation Name: Course: Tutor: Date of submission: Developing The Project Communication Plan A project communication plan is used to facilitate effective and efficient communication with the various stakeholders during its implementation. An effective communication plan includes certain key elements such as communication objectives, important content for the dissemination, target audiences and the methods to be used as well as the frequency. A good two-way channel of communications is crucial for the success of the implementation of an ERP system or any other system in general. Good communication can be used to inform all key stakeholders on the progress of the project as well as reveal omissions and misallocation of resources early enough to allow for rectification and revision. For this case, a communication plan will be used to keep all the stakeholders and managers informed and updated on all the happenings and progress of the ERP system implementation process. There are several forms of communication that will be used to communicate to all users on how their jobs will change, how they will be trained to use the new system and many more activities such as key milestones achieved and the overall implementation progress. The first form of communication will be through status reports, and these reports will constitute of content such as expected risks that could affect the system and what deliverables will be aligned with risk mitigation and contingencies put in place in case of the risk materializes. These reports will be sent electronically to key stakeholders such as the company's CEO, CFO, and IT director on a weekly basis. The second form of communication will via newsletters and emails, and these channels will work well for disseminating announcements since the company has a broad target audience which is geographically distributed in different locations. This technique will be used to provide information relevant to the project progress as well as information about the ongoing and upcoming activities throughout the ERP implementation process. These emails and newsletters will be sent on a weekly basis to the IT director, the systems administrator, sales and advertising director as well as the web developer. The final form of communication will be through meetings where stakeholders who include the IT director, the systems administrator and their teams will be briefed weekly on the progress of the implementation process through face-to-face meetings. On the other hand, the executive will receive the overall updates on a monthly basis which will start with a visua ...

1. TOPIC: Staggered duty days to reduce congestion at the gates
PROBLEM STATEMENT: The current duty schedule, Monday-
Friday, 0600-1600, significantly increases congestion at the
gates and is no longer conducive to the security requirements
leaving a major security issue to deal with.
Approved by:
X
Strategies for Implementation 6
Running head: Strategies for Implementation
Name:
Course:
Tutor:
Date of submission:
Developing The Project Communication Plan
A project communication plan is used to facilitate effective and
efficient communication with the various stakeholders during its
implementation. An effective communication plan includes
certain key elements such as communication objectives,
important content for the dissemination, target audiences and
the methods to be used as well as the frequency. A good two-
way channel of communications is crucial for the success of the
implementation of an ERP system or any other system in
general. Good communication can be used to inform all key

2. stakeholders on the progress of the project as well as reveal
omissions and misallocation of resources early enough to allow
for rectification and revision.
For this case, a communication plan will be used to keep all the
stakeholders and managers informed and updated on all the
happenings and progress of the ERP system implementation
process. There are several forms of communication that will be
used to communicate to all users on how their jobs will change,
how they will be trained to use the new system and many more
activities such as key milestones achieved and the overall
implementation progress. The first form of communication will
be through status reports, and these reports will constitute of
content such as expected risks that could affect the system and
what deliverables will be aligned with risk mitigation and
contingencies put in place in case of the risk materializes. These
reports will be sent electronically to key stakeholders such as
the company's CEO, CFO, and IT director on a weekly basis.
The second form of communication will via newsletters and
emails, and these channels will work well for disseminating
announcements since the company has a broad target audience
which is geographically distributed in different locations. This
technique will be used to provide information relevant to the
project progress as well as information about the ongoing and
upcoming activities throughout the ERP implementation
process. These emails and newsletters will be sent on a weekly
basis to the IT director, the systems administrator, sales and
advertising director as well as the web developer.
The final form of communication will be through meetings
where stakeholders who include the IT director, the systems
administrator and their teams will be briefed weekly on the
progress of the implementation process through face-to-face
meetings. On the other hand, the executive will receive the
overall updates on a monthly basis which will start with a visual
presentation of the project progress and later a discussion to
deliberate on the milestones achieved and any challenges
encountered or projected to occur in the future.

3. Milestones are an integral part of any project, and they provide
a way to gauge on the implementation process as well as the
transition of processes from one phase to another. For this
case, specific project milestones will be used in determining
where the implementation stands and they include the initial
phase where the scope will be defined, expectations set,
timelines developed and cost estimates prepared. Another
milestone will be at the stage where user training will be
undertaken, and users are given a walkthrough of all proposed
businesses processes. The third milestone will be at the point
where data is migrated from the old system to the new ERP
system.
Types of Documentation That Will Be Required To Support the
Future System Operation
After the system is fully rolled out, the major task of supporting
its day to day usage begins, and during this phase, the technical
support teams and the IT department can refer to support its
intended usability. For this case, there will be several user and
technical documentations in place and the first one will be the
User Requirements Specifications (URS). This document will be
used to describe business needs required from the system by the
users. The URS will not be a technical document and will be
used to provide general knowledge of the new system to all
intended users during its operational phase.
Secondly, a technical specification document will be used to
support the future system operation. This document will be to
describe all parts of the overall system design and this will
include interfaces and the data types required which includes
input and output data types. This document will incorporate
solutions to all expected technical problems and will specify
relationships with other system components and their
responsibilities and dependencies.
Lastly, there will be a functional requirements specifications
document which will describe all the activities and operations
that the new ERP system will perform. Some of the functional
requirements to be included in this document will include the

4. descriptions of which type of data will be entered into the
system for all departments in the company. Another requirement
to be documented will be the descriptions of how each screen or
form will perform all operations. Finally, the requirement of
individuals authorized to enter data into the system will be
incorporated in this functional requirements specifications
document.
The Change Control Process
Projects undergo change at any stage of implementation, and the
executive and managers should understand the importance of the
change control process which ensures that any changes along
the implementation process flow smoothly. For this case, the
change control process to be used will include documentation of
the change request, formal assessment, and justification for the
change and the risks and benefits expected. The process will
also incorporate a planning stage where the project
implementation team will create a detailed plan for design and
implementation. The process will then include the design and
testing phase where the team will design the program for the
system change and tests. The final step will involve
implementation and review of the change by the stakeholders to
ensure that it has been implemented as planned and will be
easily reflected on the system.
Outsourcing is a great option for companies which lack the
required expertise and personnel to implement an extensive ERP
system such as the one to be adopted by the company in this
case. Some of the tasks that can and will be outsourced during
the implementation process include producing the technical
specification documents, data conversion or migration, and
system testing. Outsourcing of the above tasks to the vendor or
any other proven firm can ensure that the few employees at the
company continue performing their day-to-day responsibilities
using the current system without disruptions.
Consulting or outsourcing as it’s known has its benefits since
individuals or firms who offer these services tend to be
specialists in their field of work and therefore guarantee the

5. delivery of reliable and state of the art ERP systems.
Additionally, the outsourcing option is less expensive than
hiring full-time employees since the company won’t be
committed to annual salaries and benefits. However,
outsourcing has its own challenges which include difficulty in
finding a reputable and dedicated firm that will offer the high-
quality services expected of them.
On the other hand, the benefits of an in-house team are that the
executive has control over all activities to be performed
including building a team of their own for the implementation
process as well as overseeing all budgetary responsibilities. The
in-house option also saves on costs that would have been used
to hire external consultants who are paid by the hour. However,
use of in-house services comes with several cons, and the first
one includes the lack of innovation. Due to familiarity with the
same work environment and equipment, employees tend to lack
the necessary innovation skills that are possessed by consultants
who spend their time exploring new technologies and
equipment. Additionally, it would require more technical
personnel when adopting in-house services for intensive tasks
such as development and data migration.
References
Tambovcevs, A., & Tambovceva, T. (2013). ERP system
implementation: benefits and economic
effectiveness. publication. editionName, 215-221.
Nicolaou, A. I. (2004, July). ERP systems implementation:
drivers of post-implementation success. In Decision Support in
an Uncertain and Complex World: The IFIP TC8/WG8. 3
International Conference (pp. 589-597)
Aladwani, A. M. (2001). Change management strategies for
successful ERP implementation. Business Process management
journal, 7(3), 266-275.
Fui-Hoon Nah, F., Lee-Shang Lau, J., & Kuang, J. (2001).
Critical factors for successful implementation of enterprise
systems. Business process management journal, 7(3), 285-296.

6. Running head: Brewton Business Scenario
Brewton Business Scenario 11
Name:
Course:
Tutor:
Date of submission:
System Deployment Preparation
System deployment is a critical but complex aspect of a
software implementation such as the case with Brewton
business. There are two main activities that will be involved
during the deployment preparation. The first activity will
involve developing an elaborate plan. This deployment plan will
put emphasize on the individuals, processes, and technologies
required for the successful installation of the ERP system. The
second activity will involve developing an operational support
plan which will be used to ensure that the new system is
properly integrated and adequately supported by the necessary
IT resources on an ongoing basis. The project team led by
myself will identify all resources, activities, and tasks needed to
support the system as well as the operational support team and
their roles.
System Documentation
System documentation will be a necessary part of the ERP
implementation process. It will involve coming up with
documents which describe the requirements, functionalities,
design, operation and maintenance of the system.
Data Conversion
Data conversion is the process of moving certain data formats
from one system or database to another. For this case, the

7. conversion will involve moving all data from the current system
including manual records to the new ERP system. All company
data will be mapped, and the necessary software will be used to
move data.
System Testing
System testing will be performed just before the system goes
live so as to evaluate the compliance with all the specified
requirements. Several techniques of testing will be used, and
they include acceptance, system, integration and unit testing.
User Training
As the project manager, I will be responsible for identifying,
designing and sourcing the training resources needed to train
users about the specific modules and processes which relate to
their respective departments. Training will be conducted at all
company branches as well as the headquarters, and select users
will be trained in turns to ensure that normal business
operations are not affected.
System Startup
The system startup process will involve running the system on
different personal computers and devices such as desktop
computers, laptops and even BYOD devices which can be used
by employees in future. The process of starting up the system
will involve accessing the ERP portal and fill up login
credentials so that all users can be able to access modules based
on their roles and the departments they represent.
Identifying Key Stakeholders
As the project manager, I will be responsible for the planning,
procurement, and implementation of the ERP system proposed
by Brewton business. To ensure the success of the project, I will
require the input of several stakeholders during the
implementation process that will play different but
interconnected roles. The first key stakeholder will be Mark
Brewton, Chief Executive Officer.as the leader of the company,
Mr. Mark has directed the IT director to acquire and implement
the enterprise system, and he holds the view that it will help
streamline accounting and purchasing processes. Mr. Mark will

8. play an oversight role as well as developing the ERP
implementation team and assessing its overall performance. He
will also be responsible for approving the entire project budget
with input from the chief finance officer.
The second stakeholder will be Mike Benson, the Information
Technology Director. The IT director and his team will be
responsible for the day to day operations of the ERP software
and the infrastructure that connects all employees to the ERP
system. The IT director will also be responsible for drafting the
project budget. The third key stakeholder will be Barbara
Scharer who’s the Chief Financial Officer for the company.
Barbara will be in charge of the financial management section
of the proposed ERP system. She will also be interested in the
budget proposal that will be submitted by the IT director and
will be responsible for its approval (Lech, P. 2016).
Finally, the last stakeholders I will involve in the
implementation process will be the users and employees at the
company. New systems bring about change in any business due
to the implementation of a new and different set of business
processes, and this mostly leads to change resistance (Lech, P.
2016).User input during the implementation process will be
essential in fulfilling all requirements and harmonizing all
issues raised as well as providing a channel for users to interact
with ERP system before it’s finally rolled out (Lech, P. 2016).
IdentifyingAny Challenges Anticipated In Working with
Stakeholders
The entire process of implementing an ERP system can bring
numerous challenges for all stakeholders involved. These
challenges have the potential of derailing the project progress or
lead to its complete failure (Seo, G. 2013). As the project
manager, I’ve acknowledged a few challenges and the first
challenge anticipated while working with the above
stakeholders is the lack of effective communication. To avoid
this, during the ERP implementation process I will ensure
effective communication by organizing meetings where all
stakeholders will air their opinions and provide feedback.

9. Another challenge is employee morale. Individuals assigned to
ERP projects are often put under the stress of lengthy working
hours with extra workload and sometimes no off days (Seo, G.
2013). This is not exempted for Brewton’s case since the ERP
system will be expansive and be developed to serve many users.
The stress which is associated with the implementation can
potentially decrease the stakeholders’ output and negatively
impact the implementation process. To counter this, I would
propose that the company’s executive leadership which
comprises of the CEO, CFO, and human resources director must
provide flexible working hours to achieve better results.
Specifying All Human Resources That Will Be Required During
System Implementation
The human resources needed to implement the ERP system will
consist of different individuals performing different roles, and
the first one is the project manager (Lech, P. 2016). Being the
project manager, I will be involved in managing the project
team, project budget, and ensuring that the schedule is adhered
to. The second human capacity needed will be the IT director
and his team whose main role will be to assist with installation
and configuration of the system and also providing technical
training to all employees.
The third human resource needed will be the system
administrator who will be responsible for the collective setup
and technical aspects of the administration of the ERP system.
The final human capacity needed will be the technical support
team who will assist employees and customers with ongoing
operational issues. This team will deal with the continuing
needs of both users and customers during implementation and
even after roll out.
Identifying computer and network resources required for the
production mode of operation.
For the purposes of using the system production mode, several
computers and network resources will be required, and they
include desktops, monitors, and laptops together with fast and

10. reliable servers which should be hosted in an expanded server
room in the IT department. The enterprise system will also be
customized to ensure that future releases and updates from the
vendor are easy to be integrated into the deployed system (Lech,
P. 2016). An SQL server database that supports all the ERP
application will also be built and integrated into the network.
The network for the entire production floor will be built using
category six cables since they can run for distances of up to 100
meters and deliver high and reliable speeds of up to 100 Mbps.
Developing The Project Communication Plan
A project communication plan is used to facilitate effective and
efficient communication with the various stakeholders during its
implementation. An effective communication plan includes
certain key elements such as communication objectives,
important content for the dissemination, target audiences and
the methods to be used as well as the frequency. A good two-
way channel of communications is crucial for the success of the
implementation of an ERP system or any other system in
general. Good communication can be used to inform all key
stakeholders on the progress of the project as well as reveal
omissions and misallocation of resources early enough to allow
for rectification and revision.
For this case, a communication plan will be used to keep all the
stakeholders and managers informed and updated on all the
happenings and progress of the ERP system implementation
process. There are several forms of communication that will be
used to communicate to all users on how their jobs will change,
how they will be trained to use the new system and many more
activities such as key milestones achieved and the overall
implementation progress. The first form of communication will
be through status reports, and these reports will constitute of
content such as expected risks that could affect the system and
what deliverables will be aligned with risk mitigation and
contingencies put in place in case of the risk materializes. These
reports will be sent electronically to key stakeholders such as
the company's CEO, CFO, and IT director on a weekly basis.

11. The second form of communication will via newsletters and
emails, and these channels will work well for disseminating
announcements since the company has a broad target audience
which is geographically distributed in different locations. This
technique will be used to provide information relevant to the
project progress as well as information about the ongoing and
upcoming activities throughout the ERP implementation
process. These emails and newsletters will be sent on a weekly
basis to the IT director, the systems administrator, sales and
advertising director as well as the web developer.
The final form of communication will be through meetings
where stakeholders who include the IT director, the systems
administrator and their teams will be briefed weekly on the
progress of the implementation process through face-to-face
meetings. On the other hand, the executive will receive the
overall updates on a monthly basis which will start with a visual
presentation of the project progress and later a discussion to
deliberate on the milestones achieved and any challenges
encountered or projected to occur in the future.
Milestones are an integral part of any project, and they provide
a way to gauge on the implementation process as well as the
transition of processes from one phase to another. For this
case, specific project milestones will be used in determining
where the implementation stands and they include the initial
phase where the scope will be defined, expectations set,
timelines developed and cost estimates prepared. Another
milestone will be at the stage where user training will be
undertaken, and users are given a walkthrough of all proposed
businesses processes. The third milestone will be at the point
where data is migrated from the old system to the new ERP
system.
Types of Documentation That Will Be Required To Support the
Future System Operation
After the system is fully rolled out, the major task of supporting
its day to day usage begins, and during this phase, the technical
support teams and the IT department can refer to support its

12. intended usability. For this case, there will be several user and
technical documentations in place and the first one will be the
User Requirements Specifications (URS). This document will be
used to describe business needs required from the system by the
users. The URS will not be a technical document and will be
used to provide general knowledge of the new system to all
intended users during its operational phase.
Secondly, a technical specification document will be used to
support the future system operation. This document will be to
describe all parts of the overall system design and this will
include interfaces and the data types required which includes
input and output data types. This document will incorporate
solutions to all expected technical problems and will specify
relationships with other system components and their
responsibilities and dependencies.
Lastly, there will be a functional requirements specifications
document which will describe all the activities and operations
that the new ERP system will perform. Some of the functional
requirements to be included in this document will include the
descriptions of which type of data will be entered into the
system for all departments in the company. Another requirement
to be documented will be the descriptions of how each screen or
form will perform all operations. Finally, the requirement of
individuals authorized to enter data into the system will be
incorporated in this functional requirements specifications
document.
The Change Control Process
Projects undergo change at any stage of implementation, and the
executive and managers should understand the importance of the
change control process which ensures that any changes along
the implementation process flow smoothly. For this case, the
change control process to be used will include documentation of
the change request, formal assessment, and justification for the
change and the risks and benefits expected. The process will
also incorporate a planning stage where the project
implementation team will create a detailed plan for design and

13. implementation. The process will then include the design and
testing phase where the team will design the program for the
system change and tests. The final step will involve
implementation and review of the change by the stakeholders to
ensure that it has been implemented as planned and will be
easily reflected on the system.
Outsourcing is a great option for companies which lack the
required expertise and personnel to implement an extensive ERP
system such as the one to be adopted by the company in this
case. Some of the tasks that can and will be outsourced during
the implementation process include producing the technical
specification documents, data conversion or migration, and
system testing. Outsourcing of the above tasks to the vendor or
any other proven firm can ensure that the few employees at the
company continue performing their day-to-day responsibilities
using the current system without disruptions.
Consulting or outsourcing as it’s known has its benefits since
individuals or firms who offer these services tend to be
specialists in their field of work and therefore guarantee the
delivery of reliable and state of the art ERP systems.
Additionally, the outsourcing option is less expensive than
hiring full-time employees since the company won’t be
committed to annual salaries and benefits. However,
outsourcing has its own challenges which include difficulty in
finding a reputable and dedicated firm that will offer the high-
quality services expected of them.
On the other hand, the benefits of an in-house team are that the
executive has control over all activities to be performed
including building a team of their own for the implementation
process as well as overseeing all budgetary responsibilities. The
in-house option also saves on costs that would have been used
to hire external consultants who are paid by the hour. However,
use of in-house services comes with several cons, and the first
one includes the lack of innovation. Due to familiarity with the
same work environment and equipment, employees tend to lack
the necessary innovation skills that are possessed by consultants

14. who spend their time exploring new technologies and
equipment. Additionally, it would require more technical
personnel when adopting in-house services for intensive tasks
such as development and data migration.
References
Tambovcevs, A., & Tambovceva, T. (2013). ERP system
implementation: benefits and economic
effectiveness. publication. editionName, 215-221.
Nicolaou, A. I. (2004, July). ERP systems implementation:
drivers of post-implementation success. In Decision Support in
an Uncertain and Complex World: The IFIP TC8/WG8. 3
International Conference (pp. 589-597)
Aladwani, A. M. (2001). Change management strategies for
successful ERP implementation. Business Process management
journal, 7(3), 266-275.
Fui-Hoon Nah, F., Lee-Shang Lau, J., & Kuang, J. (2001).
Critical factors for successful implementation of enterprise
systems. Business process management journal, 7(3), 285-296.
Lech, P. (2016). Implementation of an ERP system: A case
study of a full-scope SAP project. Journal of Management and
Finance, 14 (1), 49, 64.
Kester, W. A. (Ed.). (2005). Data conversion handbook.Newnes.
O'Leary, D. E. (2000). Enterprise resource planning systems:
systems, life cycle, electronic commerce, and risk. Cambridge
university press.
Zach, O. (2012). ERP system implementation in small and
medium-sized enterprises.
Tambovcevs, A., &Tambovceva, T. (2013). ERP system
implementation: benefits and economic
effectiveness. publication. editionName, 215-221.
Seo, G. (2013). Challenges in implementing enterprise resource
planning (ERP) system in large organizations: similarities and
differences between corporate and university
environment (Doctoral dissertation, Massachusetts Institute of
Technology).

15. 1 March 2017
MEMORANDUM FOR FACULTY ADVISOR
SUBJECT: Reducing the Number of Soldiers Committing
Suicide
1. Problem. To determine the optimum method to ensure our
Soldiers receive the best support and medical attention needed
to remain a productive member of the unit.
2. Recommendation. Course of Action 2. This course of action
is the most beneficial because it fosters trust and encourages
bonding of shared experiences among the Soldier’s peers. This
program is easy to implement at the unit level involving the
Soldier’s peers and leadership. This program can assist in
reducing the Soldier’s suicidal ideations and, therefore,
retaining the Soldier in the unit as a productive member.
Furthermore, reducing the number of Soldiers committing
suicide.
3. Background. Suicide in the military is a very serious
problem. According to the Center for Deployment Psychology,
the Army has the highest proportional number of suicides
compared to the other services. Historically, suicide rates were
lower in the military than those found in the general population.
However, with the wars in Iraq and Afghanistan, the military
suicide rates have increased and surpassed the rates for society

16. as a whole. Therefore, the Department of Defense took steps to
increase suicide prevention efforts. Furthermore, individual
states developed relevant and effective programs that provide
excellent Soldier care and help reduce suicides and suicidal
behaviors.
4. Facts.
a. Suicide is the second leading cause of death for 24 to 35
year olds. About two-thirds of people who completed suicide
were in a depressed state of mind at the time of their death.
b. There is no single cause to suicide. Suicide most often
occurs when stressors exceed current coping abilities of
someone suffering from a mental health condition. Post-
Traumatic Stress Syndrome (PTSD) is one of the mental health
conditions military Soldiers suffer.
c. Some of the top stressors identified by the Center of
Deployment Psychology were failed intimate relationships,
occupational, legal, financial, and psychiatric problems.
d. The Department of Defense Quarterly Suicide Report for
the third quarter of 2015 stated the military services reported
there were 72 Active Component suicides and 70 Reserve
Component suicides with 38 suicides in the Reserves and 32 in
the National Guard.
5. Assumptions.
a. Increasing mandated classes on suicide prevention would help
reduce the stigma of Soldiers labeled as weak individuals who
cannot handle their problems.
b. Dispelling the misconception about people committing

17. suicides could enhance the sensitivity of unit members to pay
closer attention to their fellow Soldiers.
c. Incorporating Resilience teams with unit personnel can
build trust, unit cohesion, and confidence in the leadership,
which can assist Soldiers with coming forward to ask for help.
d. Providing a platform for discussion will allow Soldiers to
interact with their peers to share information such as support
resources and positive coping strategies.
6. Courses of Action.
a. Course of Action 1. Risk/Crisis Intervention. Crisis
support teams are partnered with licensed counselors and
military chaplains working together to enhance Soldier/Family
resilience and assess company level needs.
b. Course of Action 2. Peer-to-Peer Programs. Training
Servicemembers to support and guide other Servicemembers and
their families to sustain themselves through difficult times. The
trained peer support specialist can offer his/her own listening
and communication skills to the distressed Servicemembers.
They can also stand in the gap to help find the professional help
the Servicemembers need.
c. Course of Action 3. Support Hotlines. A suicide
response hotline that provides qualified support and tele-
intervention efforts to Soldiers with suicidal ideations or
behaviors. Additionally, a clinical psychologist is on call to
take direct and personal control of the crisis intervention.
7. Criteria.
a. Screening Criteria. COA must provide tangible benefits for
the Servicemembers harboring suicidal ideations and behaviors.

18. Courses of Action 1, 2, and 3 effectively meet the screening
criteria. Any of the three methods are compatible in reducing
the number of suicides among our Servicemembers.
b. Evaluation Criteria.
(1) Evaluation Criteria 1 (Cost). COA should provide the
necessary benefits to the Service member that is most cost
effective for the government.
(2) Evaluation Criteria 2 (Implementation). COA should
be executable within a specific time frame as to not degrade the
need for the programs to be in place to assist the Service
member at the unit level.
(3) Evaluation Criteria 3 (Appropriate). COA must
provide beneficial support that is achievable and practical to the
Service members.
c. Weighting of Criteria. The weighting of each criterion is
the same. The cost is not an issue when implementing a plan or
program that is informative and provides the medical benefits to
retain a Soldier as a productive member of a unit. The third
criterion relates to how well the plan or program will benefit the
Soldier and unit. The second evaluation criteria would be the
most effective.
8. Analysis.
a. COAs. Screened Out.
b. COA 1. Risk/Crisis Invention.
(1) Advantages. Gatekeepers and subject matter experts provide
on-call/hands-on risk mitigation and suicide intervention efforts

19. to Soldiers and family members to eliminate or reduce risky
behavior.
(2) Disadvantages. If untrained/unlicensed personnel conduct
the risk/crisis intervention, it could result in more harm than
good to the Soldiers or family members.
c. COA 2. Peer-to-Peer Programs.
(1) Advantages. Peer support intervention leverages shared
experiences to foster trust, decrease stigma, and create a
sustainable forum for seeking help. Additionally, the peer
supporters “speak the same language” as those, they are
helping. Resulting in sharing experiences, which fosters an
environment of credibility and trust.
(2) Disadvantages. When a peer supporter is chosen from a
group of individuals who know each other, there is the
possibility that those not chosen may be resentful. Furthermore,
the violation of trust by one peer supporter could potentially
discredit an entire Peer-to-Peer Program.
d. COA 3. Support Hotlines
(1) Advantages. This is a 24-hour emotional support hotline
that helps individuals in distress and attempting to prevent
suicides. It is confidential, anonymous, and does not use caller
ID that makes the person feel safe.
(2) Disadvantages. Not physically having a counselor in the
presence of the Soldier going through the crisis could present a
bigger problem. Calling from a location where the Soldier can
be easily interrupted. This COA does not involve the unit
leadership, therefore making the unit unaware there is a
problem with the Soldier.

20. 9. Comparison.
a. The method used in COA 1. This method uses subject matter
experts and licensed personnel. However, this COA does not
give off the sense of warmth and personal closeness which
could allow the Soldier to really open up to discuss their
distresses. In COA 2, the Peer-to-Peer method fosters unit
cohesion and allows the peer supporters to share some of the
same experiences. Thus securing a level of trust and confidence
the Soldiers need to communicate about their problems/thoughts
of suicidal ideations. As with COA 3, this method can offer
confidentiality and anonymity to the Soldier on the telephone
but does not involve the unit or leadership. Course of Action 2
is the most logical method to use of the other two COAs
because it allows the unit leadership and peers involvement in
the process of bringing the Soldier back to the unit as
productive member.
10. Conclusion. Suicide is a serious problem facing not only
the men and women of the military service but society in
general. However, the military’s goal is to reduce the number
of suicides reported for our Soldiers. This goal can be reached
though different avenues. The Department of Defense took
measures to incorporate several programs to increase suicide
awareness and prevention. Several of these programs are in
place in many states. One such program is the Peer-to-Peer
program. COA 2 is the easiest program to implement at the unit
level. It is very beneficial, cost effective, fosters unit cohesion,
and leadership involvement. Ensuring a stronger Soldier
emerges from the darkness of suicidal ideations.
11. Coordination.
ACof S, G-1
CONCUR/NONCONCUR_____________CMT______DATE:___
___

21. DPTM
CONCUR/NONCONCUR_____________CMT______DATE:___
___
12. APPROVAL/DISAPPROVAL.
a. That the (state the approving authority and recommended
solution).
APPROVED____________DISAPPROVED____________SEE
ME____________
b. That the (approving authority sign the implementing
directive(s) (TAB A).
APPROVED____________DISAPPROVED____________SEE
ME____________
13. POINT OF CONTACT.