Army Project Manager - Contracting Officer Relationships 1976.
Abstract
This study attempts to determine if contracting officer authority should be vested in Army project management offices. The development of the project management system since the 1950s has caused a shift in the traditional role of the Procuring Contracting Officer (PCO). As the project manager (PM) became the central figure in weapon systems acquisition, the role of the PCO was reduced. In this study, the current relationship between the PCO and the Army PM is explored. The importance of this relationship cannot be underestimated since the contracting and business management aspects of project management are vital to the PM. This study concludes that the PMs of large projects--starting with the Army's Big 5--should hold a warrant and have an assigned PCO. Other projects should have a PCO assigned during periods of critical contractual activity. The remainder of the projects, where contractual activity is not critical, should continue to receive improved PCO support from the functional organization. Such a flexible system of support would be responsive, economical and in accord with traditional Army support concepts.
Document Details
- Document Type
- Technical Report
- Publication Date
- Nov 01, 1975
- Accession Number
- ADA026558
Entities
People
- Steven V. Boylan
Organizations
- Defense Systems Management College