Military Acronym Pom - The Defense Services Agency recommends the POM to the Office of the Secretary of Defense (OSD). The Service submits a combined POM and Budget Estimates (BES) submission to OSD on July 30 of each year. Many of the tasks, preparatory work, and other issues that arise can be predicted by making inferences about what will happen during that part of the process.
Leaders must make many trade-offs in terms of cost, risk, performance, and the like in determining where to trade, even in times of uncertainty. This is due to the fact that many POM events are scheduled and driven by ongoing processes, despite changes in OSD, Congress, and the White House.
Military Acronym Pom
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FOB -- Forward Operating Base. Larger base than COP but smaller than superbase. They are usually in less dangerous areas than the police and offer luxuries such as various meals and hot water. Unless otherwise specified by management, the POM belongs to whoever is responsible for your organization.
For example, in OPNAV, the POM belongs to the Chief Naval Officer (CNO). After the CNO, the POM of the Navy rests with the Secretary of the Navy (SECNAV). Be aware of your organizational structure. Your organization's job is to deliver a timely, integrated POM that has priority, balance, and rationale that aligns with your organization's direction and intent.
Success is not just about how well a stakeholder protects its program resources. If everyone measured success this way, then the POM would be incoherent and unbalanced. It is important that all stakeholders know where they and their programs fit into the portfolio and process, and understand how they work together to achieve a common goal.
After each service submits its POM, CAPE reviews the program, forecasts resources needed over the next five years, and updates the FYDP. Based on this review of the program, SECDEF may notify the service to make changes.
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Whose Pom Is It?
There is another question regarding the overall prioritization of resources when there are clear differences in advocacy and support. Where there are parts of the portfolio that do not have strong external support (eg readiness-related programs that affect maintenance and training), these programs may need to be given higher priority internally during the construction of the POM.
This can help the program gain more attention and gain additional support. Implementation, or implementation review, evaluates program results and occurs simultaneously with program review (where programs that best meet strategic objectives are prioritized) and budget review (where total expenditures are determined).
The implementation phase evaluates the actual performance of the program compared to the planned performance. Definition: A Program Objectives Memorandum (POM) is a request that indicates how a military department or program plans to allocate resources in response to and in accordance with Defense Planning Guidance (DPG).
The POM shows the planned needs for the next 5 years and represents the final product of the program phase of the Ministry of Defense in the budget process. Sometimes guidance is unclear or inconsistent, and sometimes parts of the chain of command may follow different paths.
Understanding The Pom Execution Phase
However, stakeholders should follow the guidelines given and have a plan if top management has made it clear what they want, but the chain of command is going the other way. Stakeholders who do not follow organizational guidelines should expect changes in their POM submissions.
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The Program Objectives Memorandum (POM) is a proposal from the Defense Services and agencies to the Office of the Secretary of Defense (OSD) on how they plan to allocate funds (funding) for programs to meet the Service Program Guidelines (SPG) and Defense Planning Guidance (DPG).
The planning process is led by the Under Secretary of Defense for Policy, and the Chairman of the Joint Chiefs of Staff (CJCS) plays a key role as the primary military advisor to SECDEF under 10 U.S.C.
How To Follow Ambiguous Or Inconsistent Guidance
§151. CJCS is responsible for supporting solutions for the needs of the entire department. The POM process is designed to create tension among stakeholders and help make changes in current and future military capabilities and capabilities incremental rather than revolutionary.
Set realistic goals that are somewhere between trivial and groundbreaking to help prioritize and scale POM activities accordingly. A phase shift represents a change in supporting and sustaining relationships between stakeholders. This means that a leader can change the way a program or requirement is conceptualized in relation to other programs or requirements, placing part of the stakeholder's POM at different levels of risk.
At all times: While it is important to know the PPBE process and follow the POM series, it is also important to understand how this process affects daily planning. Although the times are uncertain, there are many predictable tasks and questions.
It is important to have a good relationship with your organization's Programming Department. In addition, the Joint Chiefs conducted a concurrent review of the checks and balances of the POM, focusing on the proposed team-level balance and capabilities.
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Both comments were presented to the Secretary of Defense prior to his decision in a Program Decision Memorandum (PDM) / Resource Management Decision (RMD). Stakeholders can expect when they truly understand the state of their program or portfolio;
its historical performance and likely future performance during each phase of the POM process. It is also important to consider the stability and maturity of needs, program performance, available resources, and how program goals align with leadership priorities.
The Program Objectives Memorandum (POM) is part of the programming phase of the Program Planning, Budgeting and Implementation (PPBE) process. The POM describes how the Service and defense agencies intend to allocate future program funds to meet the Service Program Guidance (SPG) and Defense Planning Guidance (DPG).
The POM includes mission analysis, objectives, alternative courses of action and resource allocation covering the 5-year Future Defense Program (FYDP). Rank and position play an important role in any branch of the military. As a soldier, you know the people above and below you, which allows for a direct and direct chain of command and accountability.
Understanding The Pom Planning Phase
Aligning interests to make decisions that benefit the entire enterprise requires a certain level of enterprise-wide cooperation, and it is very difficult for organizations in any enterprise to agree on priorities beyond their own individual needs.
In addition, as they move up the organizational hierarchy, more senior officials advocate, often entrenched, their own agendas. Although this is a natural byproduct of our national bureaucracy, when interests are well aligned, large investments can be synchronized in concept, timing and execution.
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The process throughout the entire decision-making cycle is dynamic. At each stage of the PPBE process, decisions are made, changed and changed again. Organizations must constantly modify their assumptions and respond to changing directions from "higher up".
They must react quickly; in this period there is a lot of work to be done in a short time. The POM covers the 5-year Defense Futures Program (FYDP) and presents recommendations to the Defense Services and agencies on how to balance the allocation of available resources.
How Do You Manage Expectations?
The POM includes mission analysis, objectives, alternative methods for achieving objectives, and resource allocation. Consider anything your COO says or posts as a follow-up guide. If you don't have a good understanding of management's message, then this can lead to problems, especially if management wants things to go one way and stakeholders another way.
As a staff member, it is your responsibility to align with leadership and priorities. During the budget phase, led by the Under Secretary of Defense (Comptroller)/Chief Financial Officer, the military services complete the Budget Estimates Submission (BES) for the first year of the FYDP.
The Comptroller then reviews the budget submission under the direction of the Office of Management and Budget (OMB). The comptroller's audit ensures that adequate funding and fiscal control are in place, that efforts are being phased over the funding period, and that implementation is feasible within the budget year.
Ownership can be ambiguous. Stakeholders often have unclear ownership because they may not want their office to be responsible for paying for capabilities, capacity, performance, and program requirements. Therefore, the need for a non-liability lawyer is common.
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How To Leverage The Pom Schedule And Deliverables As Planning Tools
In terms of specific interest requirements, it is important to track proposed results with actual results as they move through the DOD POM cycle. In this case, success will maximize the cost-effective decisions that enable the desired outcome.
The collection of messages coming from your leadership shapes the story over time and creates themes that influence the POM's priorities, structure, balance, and justification. Although each stakeholder may not independently interpret the guidelines, it is important to recognize, consider, and act on the parts of management's messages that are relevant to those stakeholders' needs or agendas.
For each one-hour update of the decision guidelines or change made by management, staff spent 100 hours of preparation work including updating spreadsheets and PowerPoint presentations to clearly show the proposed decision options. The long hours of gathering new data, aggregating that data into a common format, getting updated proposals from subordinate organizations, etc., can make a budget campaign an exhausting and traumatic process.
During this phase, the President's National Security Strategy (NSS), SECDEF's National Defense Strategy (NDS), and CJCS's National Military Strategy (NMS) are reviewed to ensure that the Defense Planning Guide (DPG) is aligned with policy objectives administration and to ensure that it takes into account potential threats, structural strength, preparedness and other important factors.
What Is The Pom Cycle Program Objective Memorandum Cycle?
The DPG was created with input from the CJCS, military services and combatant commanders. It usually has guidance on investment and provision of services and helps inform their POM. A decision lens helps communicate how well alternatives match strategic goals and show how to get the most value from resource allocations.
Decision Lens helps POMs provide the rigor and credibility to make decisions across large segments of programs, offices, and funding groups so that trade-offs can be identified. When sponsors fail to provide this position of protection, they cede their voice to the integrator who must, within a short period of time, align the affected program with guidelines and balance the program as directed by management.
Usually when there is a discrepancy between the presentation and the results is when the instructions are not followed. Management needs to know the ramifications of what is presented and may not realize it until they see the numbers.
There is so much focus on completing tasks within budget and on schedule that it is easy to forget about getting the most out of taxpayer dollars by investing in what is needed to effectively allocate resources now and in the future.
Working Collaboratively Across The Hierarchies
It is important to take a closer look at how investments are made in the programs that best fit our national security/defense/military strategy, and what the potential returns are on investment in one program versus another.
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