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

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

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Determine Cause of Variances Between Expected and Actual Army G-1 Case * Activity Step 3 Prepare reconciliation for AAR The format of these s is very similar ... – PowerPoint PPT presentation

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


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 to manage 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
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 months M2PR
  • Program Assessment Summary
  • FY09 Appropriation Review
  • MPA
  • RPA
  • NGPA
  • FY09 Army Force Structure Review
  • FY09 Program Charts (Amber/Red)

These are the components of military manpower
Active duty, Reserve, and National Guard pay
appropriations
Briefed by DAPE-PRR
10
Assessment
Briefed by DAPE-PRR
11
Assessment
Major Components
Green, amber, and red status assessments
Briefed by DAPE-PRR
12
FY09 MPA Execution
Total Requirement 49.22B
Current Funding 49.05B
Brief
Briefed by SAFM-BUO
13
FY09 MPA Execution
Total Requirement 49.22B
Current Funding 49.05B
What is the story?
Brief
Briefed by SAFM-BUO
14
FY09 RPA Execution
Total Requirement 4.3B
Current Funding 4.3B
?
Brief
Briefed by USAR
15
FY09 RPA Execution
Total Requirement 4.3B
Current Funding 4.3B
What is the story?
?
Brief
Briefed by USAR
16
FY09 NGPA Execution
Total Requirement 8.7B
Current Funding 8.7B
Brief
Briefed by ARNG
17
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
  • 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 Goraks twin goals of
  • Translating data into information
  • Setting the stage for an effective after action
    review

21
FY 11 MPA Execution
Jan
OSD FY10 Annualized CRA Total
CRA Allotment thru 4 Mar 22.2B
FY10 Base OCO Funding 52.21B
22
FY 11 NGPA Projected Execution
Jan
ARNG
COL Kraft
23
FY 11 RPA Execution
Jan
Current CRA Allotment 1,956M Thru 4 Mar 11
FY10 Base OCO Funding 4.58B
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
  • 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

27
FY 11 MPA Execution
Nov
CRA Allotment thru 3 Dec 9.2B
FY10 Base OCO Funding 52.21B
28
FY 11 NGPA Projected Execution
Nov
ARNG
COL Kraft
29
FY 11 RPA Execution
Nov
Current CRA Allotment 806M
FY10 Base OCO Funding 4.58B
Source STANFINS
AR COL Fulgham
30
Group Presentations
31
Results
Dec YTD Dec YTD Dec YTD FY11 FY11 FY11
current previous delta current previous delta
mpa 12740 12610 (130) 52310 52270 (40)
ngpa 1865 2032 167 8493 8459 (34)
rpa 983 1119 136 4665 4665 0
total 15588 15761 173 65468 65394 (74)
  1. Interpret and formulate a hypothesis for each
    variance
  2. What should the G-1 expect from the accountable
    presenter?

32
Getting the StoryAfter Action Reconciliation
Case A Case B Spending What was Expected
X X What was Achieved X - 20
X20 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 couldnt
    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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