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Determine Cause of Variances Between Expected and Actual Army G-1 Case

Determine Cause of Variances Between Expected and Actual Army G-1 Case. Intermediate Cost Analysis and Management. People Cost. Terminal Learning Objective. Task: Determine Cause of Variances Between Expected and Actual Results

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Determine Cause of Variances Between Expected and Actual Army G-1 Case

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  1. Determine Cause of Variances Between Expected and Actual Army G-1 Case Intermediate Cost Analysis and Management

  2. People Cost

  3. Terminal Learning Objective • Task: Determine Cause of Variances Between Expected and Actual Results • Condition: You are training to become an ACE with access to ICAM course handouts, readings, and spreadsheet tools and awareness of Operational Environment (OE)/Contemporary Operational Environment (COE) variables and actors. • Standard: with at least 80% accuracy • Describe information needs for personnel management • Prepare reconciliation for After Action Review

  4. Army G-1 • Our mission is to develop, manage and execute all manpower and personnel plans, programs and policies — across all Army Components — for the entire Army team. • Our vision for the human resource enterprise is a team of HR professionals dedicated to supporting and empowering Soldiers, Civilians, Families and Veterans worldwide in an era of persistent conflict. • We will recruit, retain and sustain a high quality volunteer force through innovative and effective enterprise solutions. • We will ensure HR readiness of the Total Army across the full spectrum of operations. (emphasis added)

  5. Army G-1 $68.5B FY 2011 Military Manpower Appropriation

  6. Monthly Military Personnel ReviewM2PR • Monthly meeting tomanage and execute • This meeting is chaired by the Army G-1 LTG Bostick and attended by all the principals in personnel and manpower areas • Active Component (MPA) • Reserves (RPA) • National Guard (NGPA) • We will look at the evolution of this meeting towards better cost management and control

  7. August 2009 Monthly Military Personnel Review Executive Session Briefing Date 27August 2009 Location 2E477

  8. Brief: Purpose To inform the G-1 on the current status of MILPERS appropriations, crosswalk requirements with resources, and to address available resources to support Manning the Force. Briefed by: DAPE-PRR

  9. M2PR Agenda Opening Remarks Due Outs from last month’s M2PR Program Assessment Summary FY09 Appropriation Review MPA RPA NGPA FY09 Army Force Structure Review FY09 Program Charts (Amber/Red) Brief: These are the components of military manpower: Active duty, Reserve, and National Guard pay appropriations Briefed by: DAPE-PRR

  10. Brief: Assessment Briefed by: DAPE-PRR

  11. Brief: Assessment Major Components Green, amber, and red status assessments Briefed by: DAPE-PRR

  12. AR FY09 MPA Execution Total Requirement = $49.22B Current Funding = $49.05B Brief: Briefed by: SAFM-BUO

  13. AR FY09 MPA Execution Total Requirement = $49.22B Current Funding = $49.05B What is the story? Brief: Briefed by: SAFM-BUO

  14. G FY09 RPA Execution Total Requirement = $4.3B Current Funding = $4.3B  Brief: Briefed by: USAR

  15. G FY09 RPA Execution Total Requirement = $4.3B Current Funding = $4.3B What is the story?  Brief: Briefed by: USAR

  16. G FY09 NGPA Execution Total Requirement = $8.7B Current Funding = $8.7B Brief: Briefed by: ARNG

  17. G FY09 NGPA Execution Total Requirement = $8.7B Current Funding = $8.7B What is the story? Brief: Briefed by: ARNG

  18. LTC Mark Gorak • LTC Mark Gorak is the MILPERS Branch Chief in the Plans and Resources Division: G-1 • He attended the Cost Management Certificate Course and left with distinct impressions of two critically needed changes • 1. Masses of data must be translated into information • 2. The AAR is the most important management component • LTC Gorak began changing the culture of the M2PR in conjunction with his boss COL Rahe and the G-1 LTG Bostick

  19. Check on Learning • What does M2PR stand for? • What is the purpose of the review?

  20. Monthly Military Personnel Review January 2011 Monthly Military Personnel Resources “M2PR” Executive Session • The following three pages are the MPA, RPA, and NGPA slides from the January 2011 M2PR • Many pages • Thousands of numbers • Break into groups and prepare a summary for LTG Bostick keeping in mind LTC Gorak’s twin goals of • Translating data into information • Setting the stage for an effective after action review Briefing Date 1430-1600 26JAN11 Pentagon: 2E477

  21. FY 11 MPA Execution Jan OSD FY10 Annualized CRA Total CRA Allotment thru 4 Mar $22.2B FY10 Base + OCO Funding: $52.21B Resources Mission G G

  22. FY 11 NGPA Projected Execution Jan Resources Mission G G ARNG COL Kraft

  23. FY 11 RPA Execution Jan Current CRA Allotment: $1,956M Thru 4 Mar 11 FY10 Base + OCO Funding: $4.58B Resources Mission G G Source: STANFINS AR COL Fulgham

  24. Jan M2PR Team Tasks • Prepare one slide summarizing the intelligence input • Prepare one slide summarizing the key issues that G-1 should expect to be answered in the review

  25. Group Presentations

  26. Monthly Military Personnel Review November 2010 Monthly Military Personnel Resources “M2PR” Executive Session January 2011 Monthly Military Personnel Resources “M2PR” Executive Session • Comparison to expectation is a key component of an effective AAR • The following three slides show the same three areas from the previous review in November 2010 • Task: Break into teams and analyze Dec YTD and FY11 in comparison to the last plan made in November Briefing Date 1430-1600 23NOV10 Pentagon: 2E477 Briefing Date 1430-1600 26JAN11 Pentagon: 2E477

  27. FY 11 MPA Execution Nov CRA Allotment thru 3 Dec $9.2B FY10 Base + OCO Funding: $52.21B Resources Mission G G

  28. FY 11 NGPA Projected Execution Nov Resources Mission G G ARNG COL Kraft

  29. FY 11 RPA Execution Nov Current CRA Allotment: $806M FY10 Base + OCO Funding: $4.58B Resources Mission G G Source: STANFINS AR COL Fulgham

  30. Group Presentations

  31. Results • Interpret and formulate a hypothesis for each variance • What should the G-1 expect from the accountable presenter?

  32. Getting the Story:After Action Reconciliation Case A Case B Spending What was Expected $X $X What was Achieved $X - $20 $X+$20 Delta $20 ($20) Reconciliation Format Good News Story $ $ Good News Story $ $ Bad News Story ($) ($) Bad News Story ($) ($) Total Explained $20 ($20)

  33. Anecdote • The G-1 immediately took steps to include variance analyses like the one you developed • At the next meeting one General Officer expressed surprise at “his” variance. • He said he had never seen it before and couldn’t explain it. • How should the G-1 react? • What should the G-1 expect?

  34. Optional Exercise • Break into teams and brainstorm scenarios where this approach could be applied to meetings in which team members currently participate • Pick one and brief it to the class in a slide or two

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