Pinnacle has over 20 years of experience enabling agencies and corporations over a diverse portfolio of industries to effectively adopt Integrated Program Management solutions though Management Consulting, Business System Implementations, and Training and Adoption.
It's simple. Our real world experience, specialized knowledge, culture and values enable us to be THE BEST enterprise project management consultants, worldwide. With multiple contract delivery types, Pinnacle can expedite delivery of our services across the Federal Government. Learn about all of the latest news in technology developments, best practices, and industry insights. We have extensive experience implementing and optimizing enterprise-wide capabilities in all Project Management related practices.
Phone: Toll Free: Fax: Pinnacle Management Systems, Inc. Solutions Today's high-performing organizations need to maximize the value of project information to capitalize on their investments, improve project performance and optimize the return on resources, effectively achieving more with less. Technology Pinnacle provides implementation services for many of the major Project, Portfolio and Earned Value Management tools on the market.
Training Training is offered for basic project management concepts and end-user tool training, with a specialization in developing customized training solutions. Each acquisition position will have a certification standard established and personnel assigned must meet the mandatory requirements, thus placing a critical need for career planning that will provide qualified candidates for acquisition positions.
Career pathways for progression are provided both vertically to higher levels and horizontally between career fields. The program encourages individuals to be certified in more than one career field and provides typical career paths for both military and civilian personnel.
For civilians, the career planning is done between the individual and supervisor in an individual development plan IDP that looks at both short-range one-to-two years and long-range three-to-five years goals and provides developmental objectives and activities to meet these goals. For the military, a similar planning process exists but is not documented in an IDP.
One of the 12 career fields in acquisition is program management. The program management field requires experience and training in more than one discipline and at more than one level as it involves the integration of the various acquisition disciplines.
Program management is not limited to program manager, deputy program manager or program executive officer positions, but includes acquisition positions that are cross-functional and are designed to provide an integrative system perspective. The important aspect in defining these program management positions is the cross-functional integration of information.
The requirements for the three levels of the program management career field are summarized in Figure 2. A Program Management Functional Board acts in an advisory capacity to the Undersecretary of Defense for Acquisition and recommends mandatory training for the career path, including required course content to meet the mission need.
The program management career path also has statutory requirements for program managers and deputy program managers of major and significant non-major acquisition programs and for all program executive officers. For program managers and deputy PMs of major defense acquisition programs, three major requirements have been put in place by DAWIA requiring 1 completion of the Program Management Course at DSMC, 2 eight years acquisition experience of which two were in a systems program office, 3 and a signed written agreement to stay on the job through completion of the milestone closest to four years.
The Program Management Course is the premier acquisition course in the Department of Defense and has been in existence since Having more than doubled in size during the last decade, there are currently students per class.
The PMC is designed for middle managers from all of the acquisition disciplines and is intended to increase their ability to successfully manage activities of a defense systems acquisition program.
The course is taught from the program manager's point of view with the emphasis on integration of the functional disciplines. The students come from all agencies within DOD having systems acquisition responsibilities as well as from other government agencies and the defense industry.
The students have an opportunity to interact with current program managers and senior officials of DOD and the defense industry. The course addresses all phases of the program life cycle through development, production, post-production support, and product improvement.
The industry program provides another bridge between the academic environment and an actual acquisition program. The simulation and integrated subject areas are intended to cross multiple functional areas and require integration across a number of individual areas. The 13 functional areas are:. An important integrating function across these functional disciplines is the Industry Program where each section of 30 students is assigned a specific acquisition program.
The students become familiar with the specific weapon system through study of program documentation and participation in meetings with both the government and industry program managers. Once the preparation is complete, the students visit the contractor's plant where interaction between contractor employees and students enables an understanding of the current management of that program.
These capstone competencies flow down to specific desired learning outcomes in each of the functional areas and integrated activities. Desired learning outcomes into the capstone competencies provide the primary areas of learning and are augmented by experiential learning outcomes developed by senior faculty teams.
During late and early , DSMC and the services conducted a survey of graduates of PMC between and and their supervisors. The survey was designed to gather data on the utilization of PMC graduates in acquisition-related assignments, including the type of assignment and the on-the-job performance of the graduate.
The study was also designed to gather information on the relative importance, as perceived by the graduates and supervisors, of the 23 capstone competencies on which the PMC course Curriculum is based. The survey addresses graduates from January through mid Sixty percent responded.
The supervisory response rate was 46 percent. The survey showed significant improvement in utilization of graduates in acquisition-related assignments compared to previous studies. About 98 percent of the PMC graduates were utilized by the services in acquisition-related assignments.
The data shows 28 percent of the graduates working as program managers or deputy program managers, 35 percent of the graduates in Program Management Office PMO positions or matrixed to the PMO, and the remainder largely utilized in staff positions at all levels in the acquisition organizational structure. The data further showed that performance of the graduates exceeded expectations.
The data on capstone competencies showed the relative importance of each of the 23 competencies. The following concentrates on the relative importance aspect of the survey. The PMC survey of graduates and supervisors was supplemented by interviews with senior acquisition leaders again assessing the importance of the competencies.
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Joint Service Specification Guides. Air Force System Safety Handbook. Handbook for Writing Security Classification Guides. DoD Manual Cybersecurity Test and Evaluation Guidebook. Source Selection. DoD Source Selection Guide. Hosted Payload Guidebook by Utron. Systems Engineering.
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