Transcript A PMP in Iraq

A PMP in Iraq
Lessons Learned from Training
for a Military Mission in Iraq
Presented by Jeff Nuding, PMP
Challenge of a Lifetime
• Organize, recruit, and assign national
guard soldiers to Cadre strength unit
• Train combat, low intensity, peacetime
contingency, unconventional operations
• Manage personal and employment issues
for 200+ soldiers, average age ~35
• Conduct operations in a combat zone
• Deploy, protect, perform, and return
without loss of life or serious injury
By Way of Introduction
• 47 years old, married, three children
• 19 Years, Senior Principal Consultant, Keane, Inc., managed
Network, Systems Integration, Application Development Projects.
• Certified Project Management Professional (PMP) since 2001.
• Keane & Boston University trainer in Project Management,
U.S. Army certified trainer in Intelligence disciplines.
• Twenty-two years, US Army, Reserves, NY Army National Guard.
• Mobilized with the 642 Military Intelligence (MI) Battalion (BN), 42nd
Infantry (Rainbow) Division (ID), NYARNG.
• Ten months at Forward Operating Base (FOB) in Tikrit, Iraq, as
Company First Sergeant (“Top” as in “Top Sergeant”).
Agenda
•
•
•
•
•
•
•
•
What’s the Project, Top?
Training Management
Resource Management
Contractor Management
Stakeholder Management
Communications Management
Some Conclusions
Defining Project Success
What’s the Project, Top?
Mission and Project Views
What’s the Project, Top?
•
•
•
•
•
Critical need to train for the mission
Heightened risk factors (dramatic)
Threats: perceived and unanticipated
Counterterrorism, detainee operations
Non-combat, nation building, peacetime
contingency, infrastructure building
• Part-time to full-time soldiering
The Mission is The Project
Military Mission
• Prepare soldiers for
combat and peacetime
contingency operations
• Conduct operations in a
combat zone
• Deploy, protect, perform,
and return without loss of
life or serious injury
Project Objectives
• Identify Tasks
• Assess Risks
• Secure Resources
• Train Team
• Orient and Adjust
• Prepare Families
• Mitigate Risks
Project Phases
•
•
•
•
•
•
•
Activation and In-Processing
Medical Fitness
Mobilization Training
Deployment and Transition
Mission Operations
Redeployment & Out-Processing
Return & Re-integration
Training Management
Environment, Baselines, and
Training Objectives
Training Environment
• Mobilization site, away from home
• From 6 weeks to 6 months and more
• Rapid ramp up of resources, from 120 to
200+ soldiers (Army, Guard, Reserves)
• Initial Equipment shortages, resupplied
• Austere conditions, strenuous training
• External assessment and certification
• 100% Pass required in key areas
Training Baseline
• Training will not eliminate all risks
• Training mitigates, avoids, changes
response to events and outcomes
• Combat drills (rehearsals) essential
• Anticipate roles and functions
• Teach concepts with some specifics if
roles are variable or undefined
• Know your people, what they bring to the
team, and train them to self-improve
Training Objectives
• Individual Soldier Readiness: Physical
Fitness, weapons, combat lifesaver
• Threat recognition & immediate response
• Job training: Staff, motor maintenance,
mess, supply, intelligence analysis
• Understanding Theater of Operations
• Cultural awareness and sensitivity
Checkpoint: Lessons Learned
• Teach concepts with some specifics, and train
soldiers to self-improve
• Enhance training in soft skills for peacetime
contingency operations
Resource Management
Environment, Baselines, and
Management Objectives
Resource Environment
•
•
•
•
Active duty force deployments
Civilian Skills = “Force multipliers”
Activation of National Guard & Reserves
Outsourcing: Intelligence, Logistics, Food
and life support services (see next topic)
• New roles and evolving skill sets
• Role Transition to Iraqi authorities
Checkpoint: Lessons Learned
• Manage Guard & Reserve expectations
• Inventory hard and soft skill sets
• Restructure, re-source based on new
demands, new environments
• Build and disseminate Public Affairs,
diplomatic capabilities throughout force
• Add roles and training for other evolving
peacetime contingency operations
Subcontractor
Management
Outsourcing, Level of Service
Agreements, Accountability
Outsourcing
•
•
•
•
•
•
•
Long term force reductions & restructuring
Specialty areas and force projection
Costs and benefits and liabilities
Risks and mitigation strategies
Acceptance criteria
Responsibility and Accountability
Level of Service Agreements (SLA)
Checkpoint: Lessons Learned
• Weigh costs against benefits long term
• Better define handoffs between contractor
and military responsibilities
• Better integrate reserves and contractors
• Public perception an important aspect
• Encourage market competitiveness
• Teach and adhere to SLAs at unit level
• Design cost and benefit sharing
Stakeholder Management
Stakeholders
• Unilateral versus multilateral effort
• Network of diplomatic relations
• United Nations and non-governmental
organizations & non-state actors
• Opposition Stakeholders (they have guns)
• Non-state actors (“Irregulars”)
• Intranational forces and agents
• Fourth estate and Fifth column
Checkpoint: Lessons Learned
•
•
•
•
•
•
•
•
•
Relationship building must be continuous
Public relations is a theater of operations
Transparency needs practice, awareness
Know the modern threats and contributors
Staging: Media may be enemy PR agents
Develop incentives for more embeds
Partnerships with non-traditional media
Enhance (don’t reduce) soldier accessibility
Exploit and develop informal networks
Communications
Management
Information Operations,
Diplomacy, Public Affairs & Media
Information Operations (IO)
• Morale of military and their families
• The problem with data points and trends
• Enemy doesn’t need nor expect military
victory, but shock, intimidation, reaction
• Perception more important than fact
Diplomacy
•
•
•
•
•
•
Every soldier a potential Diplomat
Training of Iraqi Army and Police
Chief Wiggles, School Projects
Interactions with civilian population
Trade and commercial transactions
The role of Cultural Ambassador
Public Affairs and Media
•
•
•
•
Media attention and manipulation
Public opinion and morale
Outlets for Good News
Alternative media outlets (Blogs)
Checkpoint: Lessons Learned
•
•
•
•
•
•
•
•
•
Know there is an IO war, and we can lose
Recruit and incent military journalists
Fight against stereotypes and prejudices
Tie incentives (and costs) to degree of openness
Stay on point, aggressive messaging
Keep military families connected
Educate public on data point exaggeration
Assymetrical response works for data, too
Build military blogging (MILBLOGs) as
secondary skill qualifier
Some Conclusions
• Manage Guard & Reserve expectations
• Teach concepts with some specifics, and train
soldiers to self-improve
• Enhance training in soft skills for peacetime
contingency operations
• Define contractor & military responsibilities
• Transparency needs practice, awareness
• Focus on Information Operations
• Build relationships with traditional media
• Encourage alternative media (MILBLOGS)
A Definition of Project Success
• 100% Unit and Soldier readiness certified
• No Absent Without Leave (AWOL)
• Recognition of outstanding Intelligence
mission accomplishment
• Best-in-Theater Motor Maintenance
operations, 95% fully mission capable
• No combat injuries or losses
• No Soldiers left behind
Questions?
Contributor, The Blog of
War, Matthew Currier
Burden, Simon & Schuster,
September 2006.
Blog Author,
http://dadmanly.blogspot.com
Blog Contributor,
http://mudvillegazette.com/milblogs
Author and Contributor,
Freedom of Speech segment, CBS
Evening News