3.  Background.  References (a) and (b) mandate that PM and other acquisition managers continuously assess program risks to ensure that risks are well understood and that approaches are developed in a timely fashion to manage risks. To this end, PEO TSC has always directed and attempted to incentivize a strong RMP with programs. Due to the complexity and degree of interdependence or PEO TSC programs, there exists a need to strengthen the PEO TSC RMP. This need is strong both within as well as among programs. Most of PEO TSC's attention heretofore has been on the former. More attention is need on both, but particularly the latter, i.e., the interactions among programs. This is primarily due to growing interdependencies of systems and components and to expanded scope of warfare area missions. This increased focus on system and program relationships requires a standard and more consistent RMP within individual programs.

This standardization and commonality will enable the necessary balance between intra and inter-program risk. PEO TSC Management's responsibilities in Risk Management (RM) include defining a RMP, ensuring that all PMs adhere to the process, and maintaining consistency and focus on the importance of RM within the PEO. It is the intent of PEO TSC to encourage an open dialogue of intra and inter program risk within a disciplined process.