The key theme pervading this manual is the need for
technical discipline during the acquisition process in order to follow a low
risk path from concept formulation to production. However, this discipline
only can be carried out when there are people of integrity at all levels using
sound judgment and a well-planned approach to the management of technical
risk. Therefore, the issue of "personnel requirements" should address both the
recruitment and retention of a team of experienced DoD and industrial project
managers supported by qualified technical personnel.
Establish training and promotional programs which satisfy employer and employee current and future needs
Establish a specific training program for new employees
Establish policy to share incentive awards with all contributors
Selection of project managers should be based on their acquisition experience and leadership ability. An effective government/industry working relationship requires the organization to remain stable to provide for continuity of management.
Policy directives should be implemented down to the working levels, requiring specific recruitment, training, and retention programs. Career paths for project managers and their key staff personnel should be clearly defined within a framework of effective organizational management practices on a year-round basis. Formal training programs must supplement on-the-job training to keep personnel current in the latest management techniques.
The hiring and training of competent people is essential whether discussing technical support personnel or those in project management. Line management must be involved in the selection and training of the technical staff as well as the planning of their career paths.
The employee turnover rate is an effective indicator of employee morale. Formal training programs for new employees and management policies for matching employee skills with the job are good management practices to follow to maintain teamwork throughout the acquisition cycle and to retain experienced personnel.
In contracts that receive incentive awards, it has been demonstrated that sharing these incentives with all contributors is important for employees to remain motivated to continue their outstanding performance.
Management policy that is sensitive to the adage "people are our most important resource" is the cornerstone of any project for reducing the risk in transitioning from development to production.
Are training programs in effect which satisfy employer and employee current and future needs?
Are tours stable for key personnel, avoiding transfer of critical personnel at principal project milestones?
Are line managers involved in the recruitment, training, and retention of key technical personnel, rather than leaving total responsibility for such tasks to the personnel support organization?