This development action may begin as early as November prior to submitting their POM estimates to the Service Headquarters in early spring. The Services each conduct a summer budget review. The Services are generally trying to put together a balanced funding request that complies with published fiscal constraints.
Significant force structure and end-strength changes, as well as major system new starts must be identified. Please note that you should expect to receive a response from our team, regarding your inquiry, within 2 business days. Turn on more accessible mode. However, you should always coordinate with leadership. When you deviate from guidance, you may have to prepare two versions of the POM database. One would be aligned with the advocated guidance and the other would need to be ready to use if the submission is rejected and compliance is directed.
When sponsors fail to have this hedge position prepared, they are handing their voice to integrators who in a short time frame must make the affected programs match with guidance and balance the programs as directed by leadership. Senior leaders must make trade-offs between or across programs and cannot signal decisions before the right time. Do not expect to learn the outcome during an executive briefing, and do not try to infer what the outcome will be based on how well your presentation was received.
You should also understand who the decision-makers are and how they operate, including what kinds of presentations they like, the content they expect, and the other stakeholders from whom they typically ask advice.
Usually when there is a disconnect between the presentation and the outcome is when guidance is not followed. Leadership must know the consequences of what has been presented and may not be aware until they see the numbers. It is important to establish and maintain transparency throughout the POM process. However, surprises can still happen when two stakeholders interpret decisions or guidance differently. Here are some best practices in avoiding surprises:.
Avoiding surprises requires communication, coordination, and collaboration within a chain of command to make sure everyone knows who is responsible for a program or phase. Decision Lens has been working with Federal customers on challenges for over 15 years. We provide a unique capability that enables large organizations to create a clear organizing construct for their decision-making processes.
We help leaders and subject matter experts offer their judgements on the fundamental elements of the decision. Our software has capabilities that help organizations balance their resources when they must make difficult investment decisions. Decision Lens helps organizations free up more time and resources through automation and smart analytics that suggest probable solutions and scenarios. Decision lens helps to communicate how well alternatives match strategic goals and shows how to gain the most value in funding allocation.
Decision Lens helps give POM decision-making rigor and credibility across large swaths of programs, offices, and funding pools so that trade-offs can be identified. It can be difficult to collaborate through mediums like spreadsheets.
They are difficult to reuse, aggregate, or even update, making them incredibly inefficient. Decision Lens helps define the process, and includes elements that enhance collaboration and communication, as well as analytics to justify decision making. Decision Lens helps you weight your priorities to show which alternatives best align with what priorities.
It is easy to show the reasoning behind the decisioning, so that choices are easy to understand and justify. The transparency and collaborative nature of this data-driven process reduces risk and increases confidence and clarity. POM Budget Planning 2. July 5, by Amber Larkins. The history of POM From to former Secretary of Defense Robert McNamara worked strenuously to establish greater control over the DoD budget and to help the department work more efficiently and economically.
Understanding the POM execution phase Execution, or execution review, evaluates program results and occurs concurrently with the program review in which programs that best meet strategic goals are prioritized , and the budget review in which spending amounts are determined.
Challenges in the POM Process Too much focus on budget and schedule Every year there are thousands or millions of decisions to be made regarding the allocation of billions of Federal dollars. Working collaboratively across the hierarchies Aligning interests to make decisions that benefit the entire enterprise requires some level of enterprise-wide collaboration, and it is very difficult for organizations across any enterprise to agree on priorities beyond their own individual needs.
Constantly changing, time consuming processes Processes throughout a decision cycle are dynamic. Other PPBE challenges In addition to the aforementioned challenges, there are ongoing budget constraints and competition between organizations on how our country should address threats to national security.
Change management as an opportunity for transformation The most important barrier to process improvement and changes in the decision-making cycle is that organizations must change.
Keep reading to learn more leading best practices in the POM Process. What does success look like and how can you measure it? Where does your Portfolio fit in? How can you understand the requirements space? How can you understand the trade space? How to leverage the POM schedule and deliverables as planning tools While it is important to know the PPBE processes and to follow the POM serials, it is also important to understand how these processes affect day-to-day planning.
At any given time: There may be stakeholders who have not participated in the decisions that have led to the present state of assumptions, priorities, decisions, or rationale Details and interdependencies may be lost, forgotten, or not recognized the way a program is described may change from phase to phase The way an issue is evaluated changes between phases Stakeholders need to communicate solid analysis and logic for their positions to have confidence in their chances for success at each new phase.
How to understand and exercise your relationships with other key stakeholders Failure to understand and communicate effectively can frequently lead to misunderstandings or disappointment in working relationships between stakeholders. How do you manage expectations? The importance of a high awareness of CNO Guidance, Testimony, Speeches, and Decisions Treat everything that your chief of operations says or publishes as guidance to follow. A coherent POM or portfolio narrative leads to straightforward understanding and alignment.
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