Execution Management Plan

Draft Execution Management Plan Statement of Work 1. GATHER INPUTS FOR THE EXECUTION MANAGEMENT PLAN. Key activities: a. Based on the June 2019 J3 Strategic Plan, seek input from J3 stakeholders (formal leaders and key influencers, including civilians who will outlive uniformed) via private conversations. Seek ideas on: i. How to execute each initiative and why. ii. Who should be involved in each. iii. Timeline for executing each. b. Interviewers must be perceived as disinterested and open-minded in order to uncover issues that are less visible but that must be addressed for team cohesion and effective alignment going forward. c. Analyze the inputs (e.g., Where there are different views within J3 that must be explored and resolved); include an assessment of different perspectives and implementation ideas in order to inform the design of a future working session. d. Prepare a summary findings brief. 2. DEVELOP A DRAFT EXECUTION MANAGEMENT PLAN. This should include two team working sessions, at a minimum, to generate the detailed plan content and required support. a. Based on inputs and analysis from input gathering, design and conduct a J3 senior team working session to: i. Discuss findings/themes from interviews. ii. Develop details for each goal and initiative from the J3 Strategic Plan. iii. Build support for execution. b. In the working sessions, employ structured, collaborative group techniques (both divergent and convergent) to ensure all ideas are heard and prioritized in legitimate way. We expect these working sessions to be two days with a one-day "homework"/clean-up day in between. E.g. working session one starts on a Tuesday; Wednesday is the "homework"/clean-up day; Thursday is the second day of the working session. c. Develop a first draft Execution Management Plan based on working session discussions and decisions. The Execution Management Plan is a J3-internal only document which must be clear, well organized and inclusive. 3. REVIEW and REFINE EXECUTION MANAGEMENT PLAN. a. Design and conduct a working session with J3 leadership to review and refine the plan. Design of this working session will depend on the complexity of plan content and the degree of alignment across the team at this point. Plan for one day minimum, two days maximum. b. Finalize the Execution Management Plan based on the second working session. c. Support and enable plan approval by the Director of USSTRATCOM/J3. 4. DETERMINE NEXT STEPS TO COMMUNICATE PLAN and LAUNCH GOVERNANCE. a. Design and conduct a working session with the J3 leadership team, likely a one-day session. This session should be designed to: i. Determine how the plan will be communicated and reinforced within each subordinate organization of the J3 (e.g. J3O down to J33, J34 and J36). ii. Provide education on best practices and tools for governance (e.g. progress tracking and keeping plan current). iii. Drive agreement on the governance approach that the J3 team will use. iv. The first governance/progress review meeting will occur NLT than 90 days from this working session. 5. GOVERNANCE PROCESS. a. Prepare for and conduct a progress review session each quarter. The first progress review is expected to take one full day (or two half days). The progress review sessions may get shorter once the J3 team is more experienced and gets into a rhythm. The progress review sessions should be designed to ensure the "owners" of each initiative are the ones sharing status with the rest of the J3 team and should be according to agreed-upon templates and protocol. b. These sessions will provide a collaborative forum for keeping the J3 team focused on the right things and aligned to each other. They should enable the following: i. The quick removal of obstacles. ii. Making adjustments to the Execution Management Plan or J3 Strategic Plan as conditions change. c. At the conclusion of each session, provide recommendations on updates/modifications to the Execution Management Plan or J3 Strategic Plan. These modifications can be driven by things like changes to planning assumptions, new requirements from senior organizations, new/better ways of achieving goals, etc and must be approved by the Director of USSTRATCOM/J3. d. The contractor will design and facilitate the first progress tracking session to demonstrate a proven approach. 6. ADVISORY SUPPORT. a. The contractor will be available for up to 6 hours (total) of advisory support each month for 12 months starting after the Execution Management Plan is complete. 7. TIMEFRAME. a. 15 months. The Execution Management Plan must be completed in the first 90 days, assuming availability of USSTRATCOM participants. 8. CONTRACTOR TRAVEL. a. The contractor must travel to Offutt AFB, NE to conduct the working sessions. 9. GOVERNMENT TRAVEL TO CONTRACTOR FACILITIES. a. As needed, the contractor will work with the J3 Chief of Staff to meet with the J3 core planning team at the contractor's facility.