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Bill Kaplan, CPCM, Fellow National Board of Directors

Making Sense Out of Concept Mapping: Considerations for NCMA Thinking, Understanding, and Strategy. Bill Kaplan, CPCM, Fellow National Board of Directors. Strategic Planning: Recent Background. “Ten-year look” Updated version of Strategic Plan Completed

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Bill Kaplan, CPCM, Fellow National Board of Directors

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  1. Making Sense Out of Concept Mapping: Considerations for NCMA Thinking, Understanding, and Strategy Bill Kaplan, CPCM, Fellow National Board of Directors

  2. Strategic Planning: Recent Background • “Ten-year look” • Updated version of Strategic Plan Completed • July 2011: Facilitated Board Session • October 2011: Facilitated Concept Mapping Sessions • Two sessions with different demographics • Each group started from same baseline information: the Strategic Plan and the July 2011 report • Maps created from each session

  3. Task: Analyze Maps and Make Sense of the Results • Themes, Trends, Takeaways • Actions for NCMA • Sense Making (Our Board Discussion) • Gaps • Actions for Relevance +10 years • Existing, New, Not Yet Known

  4. Session Participants and Focus • October 14 (Environment) • Karen Wilson • Elliott Branch • Po Collins • Neal Couture • Carly Cox (CMLDP grad) • Sara Brown (CMLDP grad) • October 17 (Workforce) • Charlie Chadwick • Larry Trowel • Russ Blaine • Steven Schooner • Bill Kaplan • Neal Couture

  5. Concept Mapping A concept map is a diagram showing the relationships among concepts. They are graphical tools for organizing and representing knowledge.

  6. Emerging Concepts (Environment) • Factor 1: Budget Process, Budget Focus, Deficits • Ongoing paralysis of the process • Declining budgets and deficit as % of GDP increases • Environment of austerity as the norm • Increase in acquisition lead times (ALT) • Focus from Defense Major Systems to Readiness and Sustainment, Public Infrastructure, Healthcare, Professional Services

  7. Emerging Concepts (Environment) • Factor 2: Misalignment between responsibilities to govern and politics leads to increased uncertainties and risk • Lack of bipartisanship to solve the big challenges • Misalignment between Governance and Politics = Divergent Priorities • Risk in terms of acquisition lead times, industry competition, increased costs of acquisition, industry restructuring • Factor 3: Uncertainty + Increased Risks = More Complexity = Acquisition Policy Changes = Acquisition Process Changes

  8. Emerging Concepts (Environment) • Factor 4: Increasing Opportunity for Misunderstandings • Expansion of Socio-economic categories • Changes to structure/mission of Government Agencies • Buyer-Seller challenges based on changing assumptions about each other • Lack of established and effective (better) practices and inconsistencies in implementation • Changes in contract structures and business relationship models • Proactivity in multiple venues to ensure clarity is required

  9. Emerging Concepts (Workforce) • Factor 1: “Socially Connected” Workforce replacing “Legacy” workforce • Collaboration is the norm • Factor 2: Emerging professionals will need new kinds of practical experience for success – to make sense of the complexity they face • Organizational change • Relationship management • Transactional contracting • Knowledge leadership

  10. Emerging Concepts (Workforce) • Factor 3: Profession will be more broadly educated (more degrees and diversity of degrees) though less experienced • Factor 4: Workforce will be Global in context

  11. Emerging Concepts (Association) • Factor: NCMA player in addressing challenges of complexity across acquisition environment • Affiliations • Continue to define the profession • Networking Connector • Fill “understanding” gaps

  12. NCMA Considerations -- Strategy • Dimension 1: Focus of Service and Support Provided • Chapter Structure and Relationships … to National and each other • Governance • Standards • Staff • Certifications • Dimension 2: Understand Evolving Changes in Membership demographic • National … and international? • CM professionals ….and others like CORs, technical acquisition career fields, others

  13. NCMA Considerations -- Strategy • Dimension 3: Adapt Product Lines • To address environmental factors and evolving environment • To changing demographics • To new market opportunities • To business environment • Dimension 4: Adapt Training • More experiential (use of simulation e.g. MilSpace) • Leverage KM concepts, strategies, and practices • Mentoring

  14. NCMA Considerations -- Strategy • Dimension 5: Ability to Make Better Decisions and Develop Better Solutions to Support Members • Must be able to “operate faster than the speed of change” • Function of NCMA ability to learn fast and apply this learning quickly

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