Answer: We looked at the OMNI score, the QMB priority, and then the SC priorities. As you know the OMNI process has always been based on the Multi-attribute utility theory and the initial step in the project (strategic requirements) ranking process. As a result of changes to our last version (v.4) of QMB Lines of Effort to align with the IMCOM2020 Campaign Plan, our process inevitably became fragmented in how projects/requirements were identified and brought before me for approval. This also had a direct impact on our OMNI process. Therefore, PAIO was directed to provide me and the DGC several Integrated Prioritization List (IPL) courses of action (COAs) to choose from. There were a total of five (5) courses of action provided and I made a decision and subsequently provided to the SC for final review/approval following the IPB. I believe the current reset/restructure of our QMBs, along with utilizing Decision Lens software to identify what our priorities will be for our short, mid and long term, will put us all back on track in developing and prioritizing critical requirements in achieving our end-state of being “The Premier Force Projection Platform and Joint Training Installation on the Continental United States East Coast.”
Monday, December 8, 2014
20 Nov 14 - Integrated Priority List (IPL)
Question: FY14 Integrated Priority List (IPL). I cannot explain to Division how the final
priorities came about.
Answer: We looked at the OMNI score, the QMB priority, and then the SC priorities. As you know the OMNI process has always been based on the Multi-attribute utility theory and the initial step in the project (strategic requirements) ranking process. As a result of changes to our last version (v.4) of QMB Lines of Effort to align with the IMCOM2020 Campaign Plan, our process inevitably became fragmented in how projects/requirements were identified and brought before me for approval. This also had a direct impact on our OMNI process. Therefore, PAIO was directed to provide me and the DGC several Integrated Prioritization List (IPL) courses of action (COAs) to choose from. There were a total of five (5) courses of action provided and I made a decision and subsequently provided to the SC for final review/approval following the IPB. I believe the current reset/restructure of our QMBs, along with utilizing Decision Lens software to identify what our priorities will be for our short, mid and long term, will put us all back on track in developing and prioritizing critical requirements in achieving our end-state of being “The Premier Force Projection Platform and Joint Training Installation on the Continental United States East Coast.”
Answer: We looked at the OMNI score, the QMB priority, and then the SC priorities. As you know the OMNI process has always been based on the Multi-attribute utility theory and the initial step in the project (strategic requirements) ranking process. As a result of changes to our last version (v.4) of QMB Lines of Effort to align with the IMCOM2020 Campaign Plan, our process inevitably became fragmented in how projects/requirements were identified and brought before me for approval. This also had a direct impact on our OMNI process. Therefore, PAIO was directed to provide me and the DGC several Integrated Prioritization List (IPL) courses of action (COAs) to choose from. There were a total of five (5) courses of action provided and I made a decision and subsequently provided to the SC for final review/approval following the IPB. I believe the current reset/restructure of our QMBs, along with utilizing Decision Lens software to identify what our priorities will be for our short, mid and long term, will put us all back on track in developing and prioritizing critical requirements in achieving our end-state of being “The Premier Force Projection Platform and Joint Training Installation on the Continental United States East Coast.”
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