WEBVTT 00:00.000 --> 00:09.566 [MUSIC PLAYING] 00:09.566 --> 00:15.132 MONTGOMERY: WELCOME TO THE IN FOCUS & UP CLOSE SEGMENT OF INSIDE DCMA. TODAY WE’RE DISCUSSING THE AGENCY’S NEW 00:15.133 --> 00:19.533 MISSION AND VISION STATEMENTS, AND WHO BETTER TO TALK ABOUT THEM THAN THE DCMA DIRECTOR. MA’AM IT’S A PLEASURE 00:19.533 --> 00:20.299 HAVING YOU ON THE SHOW. 00:20.300 --> 00:22.033 MASIELLO: THANKS MATT. IT’S GREAT TO BE HERE. 00:22.033 --> 00:26.833 MONTGOMERY: NOW, TO DEVELOP THE NEW MISSION AND VISION, YOU HELD A TWO-DAY OFFSITE, WHERE MEMBERS OF THE SENIOR 00:26.833 --> 00:31.099 LEADERSHIP TEAM AND TWO OF OUR REGIONAL COMMANDERS WERE PRESENT. WHY WAS IT NECESSARY TO BRING ALL 00:31.100 --> 00:34.300 THOSE PEOPLE TOGETHER TO CRAFT THIS NEW FOCUS? 00:34.300 --> 00:40.733 MASIELLO: MATT, YOU KNOW I HAVE A COLLABORATIVE STYLE. SO, ONE OF THE THINGS THAT I’VE LEARNED AND WHAT I TOLD 00:40.733 --> 00:45.899 EVERYBODY WHEN I GOT HERE WAS I WASN’T GOING TO MAKE ANY DECISIONS UNTIL I BETTER UNDERSTOOD THE AGENCY. THE 00:45.900 --> 00:50.900 MEETING WE HAD WITH OUR SENIOR LEADERS WAS AT THE END OF WHAT I HAD ANTICIPATED WAS ABOUT MY 100 DAY 00:50.900 --> 00:56.500 LEARNING PROCESS. I HAD PROMISED I WOULDN’T DO ANYTHING FOR THOSE 100 DAYS. AS I WAS COMING TO THE CONCLUSION 00:56.500 --> 01:02.766 OF THOSE 100 DAYS, THERE WERE THINGS THAT I HAD LEARNED AND OBSERVED AND I WANTED TO TALK ABOUT THOSE 01:02.766 --> 01:07.532 OBSERVATIONS WITH THE SENIOR LEADERSHIP TEAM, AND THEN TAKE A LOOK AGAIN ABOUT WHERE WE WERE GOING AS AN 01:07.533 --> 01:17.899 AGENCY. IN THE 100 DAYS, I LEARNED QUITE A BIT AND AS I HAD MENTIONED BEFORE, DCMA HAS MADE REMARKABLE CHANGES IN THE 01:17.900 --> 01:23.833 LAST FIVE YEARS, AND THEY HAD DONE SOME GREAT WORK MOVING TOWARDS DEVELOPING FUNCTIONAL EXPERTISE AND 01:23.833 --> 01:30.699 RETURNING TO SOME DISCIPLINES THAT WE HAD LOST OVER A NUMBER OF YEARS. BUT I ALSO HAD SOME OBSERVATIONS THAT I 01:30.700 --> 01:36.633 THOUGHT WE COULD DO THINGS BETTER. AND BRINGING THE TEAM TOGETHER WAS AN OPPORTUNITY TO DISCUSS THOSE ITEMS, 01:36.633 --> 01:44.166 GET THEIR FEEDBACK, AND LEARN FROM THEM AT THE SENIOR LEADER LEVEL WHERE THOSE NEXT STEPS WOULD BE. BRINGING 01:44.166 --> 01:49.066 EVERYBODY TOGETHER ALLOWED US TO HAVE THOSE CONVERSATIONS AND FOR ME TO SHARE MY LEARNING AND FOR THEM TO 01:49.066 --> 01:50.966 SHARE THEIR PERSPECTIVES. 01:50.966 --> 01:55.832 MONTGOMERY: FROM A PUBLIC AFFAIRS STANDPOINT, SOME OF THE PEOPLE WE’VE TALKED TO, THE MISSION AND VISION REALLY 01:55.833 --> 02:01.199 RESONATES WITH THE FIELD. CAN YOU WALK US THROUGH THE VERBIAGE THAT YOU GUYS CHOSE? BECAUSE IT WAS VERY DELIBERATE 02:01.200 --> 02:02.433 IN THE PROCESS. 02:02.433 --> 02:07.733 MASIELLO: I WOULD BE HAPPY TO, BECAUSE IT’S REALLY A BYPRODUCT OF THE THINGS THAT I LEARNED, AND THAT THE TEAM AND 02:07.733 --> 02:14.666 THE SENIOR LEADERS THEMSELVES HAD COME TO SOME CONCLUSION OVER TIME. WE HAD WORKED A LOT IN A STOVEPIPE 02:14.666 --> 02:21.799 ENVIRONMENT. SO LET’S JUST TALK ABOUT THE MISSION FIRST. WHEN YOU LOOK AT IT, THERE ARE REALLY FOUR MAIN AREAS IN THE 02:21.800 --> 02:29.633 MISSION THAT I’D LIKE TO TALK TO. AND THE FIRST ONE IS, “WE ARE THE INDEPENDENT EYES AND EARS.” ONE OF THE THINGS THAT 02:29.633 --> 02:34.799 WE REALIZED AS WE CAME UP WITH THE MISSION, IS A LOT OF TIMES AN ORGANIZATION WILL COME UP WITH A VERY COMPREHENSIVE 02:34.800 --> 02:41.200 MISSION AND THEY FEEL COMPELLED TO INCLUDE IN A MISSION STATEMENT EVERY ELEMENT OF FUNCTIONS THAT ARE 02:41.200 --> 02:48.866 ACCOMPLISHED IN PERFORMING AN AGENCY’S ROLE. IT’S HARD FOR US TO HAVE THAT KIND OF MISSION STATEMENT AND IT 02:48.866 --> 02:54.199 RESONATE WITH THE PEOPLE WE’RE TALKING TO. SO WE TOOK IT BACK TO, “WHAT DO YOU TELL YOUR MAMA YOU DO WHEN YOU 02:54.200 --> 03:00.466 DESCRIBE WHAT YOU DO AS DCMA?” AND WHEN WE STEPPED BACK TO LOOK AT IT, WE REALIZED WE’RE REALLY THE EYES AND 03:00.466 --> 03:07.266 EARS OF THE DEPARTMENT OF DEFENSE, SO WE STARTED WITH THAT THOUGHT PROCESS. AND IT BECAME REALLY IMPORTANT THAT WE 03:07.266 --> 03:13.632 RECOGNIZE THAT OUR ROLE IS ONE OF INDEPENDENCE. EVEN THOUGH WE PERFORM OUR ROLE FROM DELEGATIONS 03:13.633 --> 03:21.566 FROM OUR PROGRAM MANAGEMENT OFFICES, IT’S IMPORTANT THAT WE DO THAT WITH AN INDEPENDENT LENS AND RECOGNIZE THAT 03:21.566 --> 03:29.499 YOU HAVE YOUR OWN VOICE IN PROVIDING THAT OVERSIGHT. WE HAVE EXPECTATIONS BY REGULATION AND BY THAT CONTRACT, AND 03:29.500 --> 03:37.300 THAT CONTRACT IS SIGNED BY TWO PARTIES: THE CONTRACTOR AND THE PROGRAM TEAM. SO IT’S IMPORTANT THAT WE LOOK AT IT FROM 03:37.300 --> 03:42.600 AN INDEPENDENT PERSPECTIVE AND MAKE SURE WE’RE DOING AND THE CONTRACTOR’S DOING WHAT THEY SAID 03:42.600 --> 03:48.500 THEY WOULD DO ACCORDING TO THAT CONTRACT. NOW THE SECOND PART IN LOOKING AT THAT IS, “DELIVERING 03:48.500 --> 03:56.800 ACTIONABLE ACQUISITION INSIGHT.” THERE’S A TENDENCY FOR US AS AN AGENCY TO FOCUS ON FAR PART 42 ONLY TYPES OF 03:56.800 --> 04:02.900 ACTIVITY, BUT IT’S MUCH BROADER THAN THAT. WE ARE IN FACT BEING CITED SPECIFICALLY A NUMBER OF DOD 04:02.900 --> 04:10.700 INSTRUCTIONS THAT FOCUS ON MISSION ASSURANCE AND DEFENSE INDUSTRIAL BASE. SO OUR ROLE, WHILE VERY SPECIFIC 04:10.700 --> 04:18.866 IN THE FAR, IS ACTUALLY BROADER AND WE’RE FAR MORE CAPABLE OF PROVIDING INFORMATION TO PROVIDE ACTIONABLE 04:18.866 --> 04:26.832 INSIGHT. THIS WAS ALSO KIND OF A BYPRODUCT OF LOOKING AT SOME OF OUR PROGRAM ASSESSMENT REPORTS. AND IN 04:26.833 --> 04:31.533 READING OUR PROGRAM ASSESSMENT REPORTS, IN MANY CASES THEY WERE PRETTY BENIGN. BUT WHEN YOU GO AND 04:31.533 --> 04:37.899 TALK TO THE TEAMS, THERE’S A LOT MORE GOING ON BEHIND THAT. SO THAT MEANS, OR WHAT I INTERPRETED AND IN TALKING WITH 04:37.900 --> 04:46.400 THE SENIOR LEADERS, IT WAS REALLY A CONFIRMATION THAT OUR REPORTS THAT WE SEND UP TO THE LEADERSHIP ARE NOT AS 04:46.400 --> 04:53.833 STRONG OR NOT PRESENTING THE TYPES OF INSIGHTS THAT WE REALLY HAVE AVAILABLE TO OURSELVES. SO WE OWE OUR LEADERS 04:53.833 --> 05:01.399 THAT ACTIONABLE ACQUISITION INSIGHT NOT JUST TWO MONTH OLD INFORMATION AND DATA. AND THEN THE OTHER CONCEPT OF 05:01.400 --> 05:07.500 OUR MISSION IS, “FROM THE FACTORY FLOOR TO THE FRONT LINE.” AND A LOT OF PEOPLE GET A LITTLE CONFUSED BY THAT PART IN 05:07.500 --> 05:13.900 PARTICULAR BECAUSE THEY’LL SAY, “WELL I’M NOT ON THE FACTORY FLOOR.” BUT THAT’S EXACTLY WHY WE PRESENTED IT IN THE 05:13.900 --> 05:20.133 CONTINUUM, “FROM THE FACTORY FLOOR TO THE FRONT LINE,” BECAUSE EVERYBODY FITS IN THAT CONTINUUM. WHETHER YOU’RE THE 05:20.133 --> 05:27.833 QA GUY DOWN ON THE FLOOR CHECKING ON QUALITY OR YOU’RE THE PRICING GUY WHO UNDERSTANDS WHAT’S GOING ON ON THE 05:27.833 --> 05:33.599 FLOOR IN ORDER TO DO THE PRICING, OR YOU’RE THE CONTRACTS GUY WHO’S GOING IN AND REVIEWING DIFFERENT PROCESSES 05:33.600 --> 05:39.100 AND POLICIES TO MAKE SURE THE CONTRACTOR’S DOING WHAT THEY SAID THEY WOULD DO ON THE FACTORY FLOOR, 05:39.100 --> 05:47.266 AND IN THEIR BUSINESS SYSTEMS THEY’RE BEING COMPLIANT. OUR ROLE BRIDGES FROM RIGHT THERE ON THE FACTORY FLOOR 05:47.266 --> 05:52.432 ALL THE WAY TO THE FRONT LINE, AND YOU CAN INTERPRET THAT FRONT LINE IN ANY NUMBER OF WAYS. IS THE FRONT LINE A 05:52.433 --> 05:57.799 NEGOTIATING TABLE? IS THE FRONT LINE IN THE DEPLOYED ENVIRONMENT WHERE WE’RE SUPPLEMENTING THE ARMY IN 05:57.800 --> 06:05.166 CONTINGENCY OVERSIGHT? IT’S THAT BROAD. SO OUR NEW MISSION STATEMENT ALLOWS US TO STEP BACK AND USE WORDS 06:05.166 --> 06:14.232 THAT PEOPLE CAN RESONATE WITH, THAT’S A LOT QUICKER TO COMMUNICATE WITH, AND YET STILL BRIDGES THAT FULL CONTINUUM 06:14.233 --> 06:20.766 OF RESPONSIBILITIES THAT WE CAN. HOPEFULLY, EVERYBODY CAN SEE HOW THEY FIT INTO EXECUTING THAT TYPE OF MISSION, 06:20.766 --> 06:26.932 AND WHEN THEY TALK TO THEIR MAMA THEY CAN TALK ABOUT THAT A LITTLE BIT MORE CLEARLY. NOW, THE INSIGHTS I ALSO 06:26.933 --> 06:33.733 GARNERED AND SHARED WITH THE SENIOR LEADERSHIP TEAM LED US TO A NEW VISION STATEMENT, TOO. THE INSIGHTS THAT I 06:33.733 --> 06:38.766 LEARNED WERE, WE HAD DONE A REALLY GOOD JOB FROM A FUNCTIONAL PERSPECTIVE. BUT WHEN WE TOOK A LOOK 06:38.766 --> 06:44.999 IN THREE DIFFERENT AREAS — WHETHER IT’S FROM POLICY DEVELOPMENT TO HOW OUR TEAMS ARE EXECUTING IT OUT IN THE 06:45.000 --> 06:54.933 FIELD — I FOUND THAT WE HAD, FOR LACK OF A BETTER TERM, REALLY SOME STOVE PIPING GOING ON. AND WE HAD POLICIES THAT 06:54.933 --> 07:01.599 TALKED ABOUT SURVEILLANCE AND EIGHT, NINE DIFFERENT POLICIES. WELL, HOW DOES THE FIELD KNOW HOW TO BEHAVE? AND IN 07:01.600 --> 07:09.100 SOME CASES, THAT POLICY ON SURVEILLANCE WAS REALLY CONFLICTING. SO TO BRIDGE US BEYOND THAT WE NEEDED 07:09.100 --> 07:16.033 TO FIGURE OUT, HOW DO WE CHANGE THAT? WHAT’S OUR VISION TOWARDS MOVING OUR AGENCY TO REALLY LEARNING HOW TO BE A 07:16.033 --> 07:23.266 COHESIVE ORGANIZATION? AND THE TEAM THOUGHT, YOU KNOW THIS CONCEPT OF “ONE TEAM, ONE VOICE” REALLY RESONATED. 07:23.266 --> 07:30.599 THAT IT HELPS US FIGURE OUT HOW TO DECONFLICT POLICY AND CREATE CONSISTENT POLICY. IT TEACHES US, TOO, 07:30.600 --> 07:37.633 THAT IT’S NOT JUST POLICY, BUT IT’S THE EXECUTION OF THAT POLICY THAT PRESENTS A ONE TEAM, ONE VOICE PERSPECTIVE TOO, 07:37.633 --> 07:44.566 BECAUSE IT’S NOT JUST AN INTERNAL MESSAGE, IT’S AN EXTERNAL MESSAGE FOR OUR CUSTOMERS, OUR PROGRAM TEAMS 07:44.566 --> 07:52.999 AND OUR CONTRACTORS, TOO. IF WE’RE NOT BEHAVING WITH ONE TEAM, ONE VOICE, WE RISK A NUMBER OF PROBLEMS. ONE, WE’RE 07:53.000 --> 08:03.700 NOT SAYING WHAT WE DO OR TWO, WE RISK COMPETITION STANDARDS FOR AN INDUSTRY COUNTERPART IF WE’RE NOT BEING 08:03.700 --> 08:10.800 CONSISTENT WITH HOW WE’RE DOING OUR BUSINESS. SO THE ONE TEAM, ONE VOICE IS REALLY IMPORTANT TO FOR US FROM POLICY 08:10.800 --> 08:18.600 TO PROCESS TO OVERSIGHT. AND IT’S NOT JUST AT THE HEADQUARTERS LEVEL, IT’S CONSISTENCY FROM ONE CONTRACT 08:18.600 --> 08:24.700 MANAGEMENT OFFICE TO ANOTHER CONTRACT MANAGEMENT OFFICE. AND I UNDERSTAND THAT A COMMANDER WANTS TO 08:24.700 --> 08:31.300 BE A COMMANDER, BUT THE REALITY IS THAT EVERY COMMANDER HAS TO ANSWER TO SOME CONSISTENT PROCESS AND POLICY, 08:31.300 --> 08:38.466 AND EVERY COMMANDER HAS A BOSS. AND WE ALL NEED TO LEARN HOW TO BEHAVE LIKE ONE TEAM. TRUSTING ONE ANOTHER, 08:38.466 --> 08:44.632 BELIEVING IN ONE ANOTHER, JUST AS WE ASK OUR PROGRAM TEAMS TO TRUST AND BELIEVE IN US, AND JUST AS WE ASK OUR 08:44.633 --> 08:53.899 CONTRACTOR COUNTERPARTS TO BELIEVE THAT WE ARE TREATING THEM FAIRLY JUST AS WE TREAT EACH OF THEIR COMPETITORS. 08:53.900 --> 08:58.866 MONTGOMERY: GREAT MA’AM. GREAT INSIGHT, REALLY APPRECIATE IT. HOPEFULLY WE’LL BE ABLE TO MEET BACK ON THE SHOW IN THE 08:58.866 --> 08:59.499 FUTURE FOR SOME MORE INSIDE DCMA. 08:59.500 --> 09:01.300 MASIELLO: LOOK FORWARD TO IT. 09:01.300 --> 09:03.600 MONTGOMERY: WE’RE GOING TO TAKE A QUICK BREAK, AND WHEN WE COME BACK WE’RE GOING TO TALK ABOUT THE 09:03.600 --> 09:08.033 OPERATIONAL PART OF THE NEW MISSION AND VISION AND WHAT WENT INTO THAT. STAY RIGHT THERE. 09:08.033 --> 09:09.433 MASIELLO: THANKS MATT. 09:09.433 --> 09:14.366 [MUSIC PLAYING] CUT YOUR CONTRIBUTION TO CLIMATE CHANGE BY MAKING SOME SMALL CHANGES AROUND THE HOUSE. A PLACE TO 09:14.366 --> 09:20.266 START WOULD BE TO USE YOUR THERMOSTAT TO REDUCE YOUR CARBON FOOTPRINT. SETTING IT AT THE RIGHT TEMPERATURE 09:20.266 --> 09:26.466 BASED ON THE WEATHER CAN SAVE A LOT OF ENERGY AND MONEY. RAISE IT IN THE SUMMER SO YOUR AIR CONDITIONER ISN’T 09:26.466 --> 09:32.766 RUNNING ALL THE TIME. IN THE WINTER, LOWER IT BY A COUPLE OF DEGREES TO USE LESS ENERGY TO HEAT YOUR HOME. IT’S A 09:32.766 --> 09:40.632 SMALL AND EASY CHANGE TO MAKE. REDUCE YOUR CARBON FOOTPRINT, ACT ON CLIMATE CHANGE. 09:40.633 --> 09:45.066 MONTGOMERY: WELCOME BACK TO IN FOCUS & UP CLOSE. BEFORE THE BREAK, THE DIRECTOR TOLD US HOW THE AGENCY’S 09:45.066 --> 09:50.799 NEW MISSION AND VISION STATEMENTS CAME TO FRUITION. MR. JOE SWEENEY, THE EXECUTIVE DIRECTOR OF THE PORTFOLIO 09:50.800 --> 09:55.366 MANAGEMENT AND INTEGRATION DIRECTORATE, ALSO KNOWN AS PM&I, WAS PART OF THE TEAM THAT DEVELOPED THESE 09:55.366 --> 10:00.832 STATEMENTS AND IS HERE TO DISCUSS THEM FROM AN OPERATIONAL POINT OF VIEW. MR. SWEENEY, WELCOME BACK TO THE SHOW. 10:00.833 --> 10:01.933 SWEENEY: THANKS MATT. 10:01.933 --> 10:07.166 MONTGOMERY: HOW DO YOU THINK THESE NEW STATEMENTS ARE GOING TO IMPACT HOW THE AGENCY OPERATES? 10:07.166 --> 10:11.666 SWEENEY: THAT’S A REALLY GOOD QUESTION BECAUSE HAVING A MISSION STATEMENT AND A VISION STATEMENT IS SOMETHING YOU WANT 10:11.666 --> 10:17.432 TO CHANGE BEHAVIOR, RIGHT? I ALWAYS LOOK AT IT AS, NO MATTER WHAT BUSINESS YOU’RE IN, YOU’RE ONLY AS GOOD AS YOUR 10:17.433 --> 10:24.666 PRODUCT OR YOUR SERVICE. IN THE CASE OF DCMA, OUR PRODUCT IS ACTIONABLE ACQUISITION INSIGHT. OUR COMPETITIVE 10:24.666 --> 10:31.666 ADVANTAGE HAPPENS TO BE FROM THE FACTORY FLOOR PERSPECTIVE. SO WHEN WE TRY TO PRODUCE OUR PRODUCTS AND WE 10:31.666 --> 10:38.032 TRY TO ADD THE VERY IMPORTANT COMPONENT OF THE MISSION STATEMENT, WHICH TALKS TO INDEPENDENCE, IT’S THAT 10:38.033 --> 10:46.166 ACTIONABLE ACQUISITION INSIGHT THAT’S INDEPENDENT AND BRINGS THE FACTORY FLOOR PERSPECTIVE TO OUR CUSTOMERS IS 10:46.166 --> 10:52.866 REALLY WHAT SETS DCMA APART FROM OTHER AGENCIES. AND I THINK THAT’S THE COMPETITIVE ADVANTAGE THAT WE ALL NEED 10:52.866 --> 11:03.066 TO STRIVE TO CHANGE HOW WE OPERATE, MODIFY HOW WE OPERATE SO THAT WE ARE ONE TEAM, WHICH IS HOW WE OPERATE, ONE 11:03.066 --> 11:12.032 VOICE, WHICH IS HOW WE COMMUNICATE. WHICH IS EASIER SAID THAN DONE, BECAUSE YOUR NEED TO INTEGRATE LOTS OF 11:12.033 --> 11:19.266 DIFFERENT POLICIES, LOTS OF DIFFERENT MULTIFUNCTIONAL TEAMS. YOU HAVE TO INTEGRATE FROM THE CMO LEVEL THROUGH 11:19.266 --> 11:25.466 THE DIFFERENT TIERS OF THE ORGANIZATION TO INCLUDE HEADQUARTERS. AND THE “I” IN PM&I, AS YOU KNOW, STANDS FOR 11:25.466 --> 11:31.332 INTEGRATION. AND ONE OF THE MOST DIFFICULT PARTS OF THE AGENCY IS HOW YOU INTEGRATE ALL OF THIS INFORMATION. 11:31.333 --> 11:37.599 HOW DO YOU BRING THAT TOGETHER? AND IT DOESN’T JUST HAPPEN AT THE CMO LEVEL. IT HAPPENS AT ALL LEVELS OF THE AGENCY AND 11:37.600 --> 11:43.500 IT STARTS WITH POLICY. AND IF YOU DON’T HAVE GOOD INTEGRATED POLICY, IT’S VERY HARD TO HAVE GOOD INTEGRATED BEHAVIOR 11:43.500 --> 11:49.833 AT THE CMO LEVEL. SO, WE TAKE IT UPON OURSELVES TO BOTH INTEGRATE THE POLICY, TO WORK WITH THE FIELD, TO WORK 11:49.833 --> 11:55.699 WITH THE DIFFERENT HEADQUARTERS STAFF ELEMENTS TO MAKE SURE THAT WE PUT OUT A CONSISTENT, INTEGRATED POLICY THAT 11:55.700 --> 12:01.066 BRINGS THE DIFFERENT VOICES — THE DIVERSITY AND INCLUSION OF OUR AGENCY —WHICH BRINGS ALL THE MULTIFUNCTIONAL 12:01.066 --> 12:07.766 KNOWLEDGE AND BRINGS THAT INCLUSIVENESS SO THAT WHEN WE SPEAK TO OUR CUSTOMERS, WE ARE BRINGING 12:07.766 --> 12:15.832 THAT FACTORY FLOOR PERSPECTIVE AND BRING A LEVEL OF INDEPENDENCE, SO THAT WE TRULY BRING ACQUISITION INSIGHT THAT 12:15.833 --> 12:17.333 MATTERS TO OUR CUSTOMERS. 12:17.333 --> 12:23.133 MONTGOMERY: WE’VE TALKED ABOUT IT ON PREVIOUS EDITIONS OF INSIDE DCMA BUT, PM&I IS RESPONSIBLE FOR HIGH LEVEL 12:23.133 --> 12:31.433 REPORTS THAT GO TO DOD. IS THIS GOING TO CHANGE THE WAY THAT THOSE REPORTS ARE SENT OR THE CUSTOMERS THAT WE SERVE 12:31.433 --> 12:32.366 AT ALL? 12:32.366 --> 12:38.166 SWEENEY: WELL PM&I IS JUST A MEMBER OF THE TEAM. WE JUST HAPPEN TO BE THE DELIVERY MECHANISM BY WHICH WE, FOR 12:38.166 --> 12:44.366 EXAMPLE, WILL SEND A PROGRAM ASSESSMENT REPORT, A PAR, THAT WILL GO UP TO OUR PROGRAM MANAGERS, OUR 12:44.366 --> 12:51.299 PEO’S, OUR SERVICE ACQUISITION EXECUTIVES. BUT IT ALSO GOES TO THE OSD STAFF THROUGH A MECHANISM CALLED 12:51.300 --> 12:56.700 DAMIR, DEFENSE ACQUISITION MANAGEMENT INFORMATION RETRIEVAL SYSTEM, WHERE WE PUT OUR ACQUISITION INSIGHT. WHAT WE 12:56.700 --> 13:03.666 SEE FROM THE FACTORY FLOOR PERSPECTIVE INTO THIS SYSTEM WHERE IT’S VISIBLE AT OSD, SO THEY CAN SEE WHAT 13:03.666 --> 13:10.299 ACTIONABLE ACQUISITION INSIGHT DCMA BRINGS TO THE TABLE. AND I’LL GIVE YOU A GOOD EXAMPLE. JUST RECENTLY, A SERVICE 13:10.300 --> 13:16.933 ACQUISITION EXECUTIVE WITH ONE OF THE SERVICES, WHO THE PEO REPORTS TO AND THE PM REPORTS TO THE PEO, RECENTLY 13:16.933 --> 13:22.599 REACHED OUT TO OUR DIRECTOR AND SAID, “HEY I’M REALLY INTERESTED IN YOUR INDEPENDENT ESTIMATE OF COMPLETE THAT 13:22.600 --> 13:29.733 YOU GAVE ON ONE OF OUR MAJOR DEFENSE ACQUISITION PROGRAMS.” WHICH TELLS ME A VERY IMPORTANT THING. NUMBER ONE, THEY 13:29.733 --> 13:34.299 RECOGNIZE OUR INDEPENDENCE — INDEPENDENT FROM WHAT THE CONTRACTOR IS SAYING AND INDEPENDENT 13:34.300 --> 13:39.733 FROM WHAT THIS PARTICULAR SERVICE ACQUISITIONS OWN PROGRAM OFFICE IS TELLING THEM. DCMA BRINGS THAT 13:39.733 --> 13:47.033 INDEPENDENCE. IT ALSO TELLS US ANOTHER THING, THAT WHAT WE SAY MATTERS, WHICH IS REALLY IMPORTANT. THE FACT THAT THE 13:47.033 --> 13:53.566 ACQUISITION EXECUTIVE, HOWEVER, HAD TO REACH OUT TO OUR AGENCY DIRECTOR TO ME SENDS A DIFFERENT MESSAGE, JUST AS 13:53.566 --> 13:59.899 IMPORTANT AS THE FIRST TWO. AND THAT IS, MAYBE WE DIDN’T MAKE OUR MESSAGE AS CLEAR AS IT COULD HAVE BEEN. PERHAPS 13:59.900 --> 14:04.666 WE SHOULD HAVE BEEN MORE EXPLICIT OR COULD HAVE DONE A BETTER JOB SPEAKING WITH ONE TEAM, ONE VOICE, SO IT WAS 14:04.666 --> 14:11.399 CLEAR WHAT DCMA IS SAYING IN COMPARISON TO WHAT THE PROGRAM OFFICER’S REPORTING AND IN COMPARISON TO WHAT 14:11.400 --> 14:17.500 THE CONTRACTOR’S REPORTING. SO I THINK THAT’S AN AREA OF IMPROVEMENT. I THINK THAT WHEN GENERAL MASIELLO SAYS, “WE 14:17.500 --> 14:23.866 ARE STRIVING TO SPEAK WITH ONE TEAM, ONE VOICE,” IT’S THAT VERY THING. SO THAT WE TRULY BECOME THAT ACQUISITION 14:23.866 --> 14:32.066 INSIGHT, THAT VOICE THAT MATTERS, SO THAT THE SERVICE ACQUISITION EXECUTIVES, AS WELL AS OSD, CAN RELY ON DCMA TO 14:32.066 --> 14:37.799 PROVIDE THAT INDEPENDENT EYES AND EARS FROM THE FACTORY FLOOR PERSPECTIVE, WHICH IS WHY WE BRING AND 14:37.800 --> 14:41.033 HOW WE BRING VALUE TO THE ACQUISITION ENTERPRISE. 14:41.033 --> 14:46.966 MONTGOMERY: APPRECIATE THE INSIGHT, SIR. GOOD STUFF FOR THE FIELD. PLEASE DON’T FORGET TO CHECK OUT SPECIAL INTEREST 14:46.966 --> 14:50.466 THAT WE’RE GOING TO HAVE IN A FEW WEEKS. YOU’RE GOING TO HEAR THE UNIQUE PERSPECTIVE OF THE REGIONAL 14:50.466 --> 14:55.366 COMMANDER WHO ATTENDED THE STRATEGIC PLANNING SESSION WHERE THE NEW MISSION AND VISION STATEMENTS WERE 14:55.366 --> 14:58.132 DEVELOPED. WE’RE GOING TO HAVE THE WESTERN REGIONAL COMMANDER ON THE SHOW. 14:58.133 --> 15:00.899 I’M MATTHEW MONTGOMERY, THANKS FOR WATCHING INSIDE DCMA.