Booz Allen Hamilton’s cross-disciplinary expertise in program management includes systems integration, technology, strategic planning, stakeholder analysis and management, wargaming, and other capabilities for implementing 3-D Program Management to help US government agencies successfully manage and deliver complex programs.

1. About Booz Allen
Booz Allen Hamilton is
a leading provider of
management consulting,
technology, and engineering
services to the US government
in defense, intelligence, and
civil markets, and to major
corporations, institutions, and
not-for-profit organizations.
Booz Allen is headquartered
in McLean, Virginia, employs
more than 23,000 people, and
had revenue of $5.76 billion
for the 12 months ended
March 31, 2013. (NYSE: BAH)
For more information contact
Joan Dempsey
Executive Vice President
dempsey_ joan@bah.com
703-984-7770
Henry A. “Trey” Obering III
Senior Vice President
obering_henry@bah.com
703-377-1595
Peter Andrejev
Principal
andrejev_peter@bah.com
703-902-4030
Frank Koester
Principal
koester_frank@bah.com
703-984-0022
www.boozallen.com
3-D Program Management Abstract
Addressing the Full Range of Today’s Complex
Program Risks
The difficulty of managing US federal programs in today’s complex acquisition environment is
evidenced by the growing number of programs that have been restructured, scaled back, or
terminated due to massive cost overruns and schedule delays. According to a recent report
by the Government Accountability Office, in the Department of Defense alone, 86 of the
largest weapons systems have exceeded their original cost estimates by US$400 billion—
an average cost overrun of 38 percent—and were an average of 27 months behind schedule.
The challenge facing program managers is the increasing complexity of modern programs.
New challenges and risks come from multiple directions: rapidly changing technologies;
complex interdependencies among systems; competing stakeholder interests; expanding
supply chains; ambiguous leadership environment; and budget uncertainty. How can program
managers address this broad range of complex program risks, especially those that fall
outside their of traditional purview?
Drawing on our experience in assisting civilian and defense agencies, Booz Allen Hamilton
has developed 3-D Program Management, a proven approach to managing the new set
of risks that are threatening the success of modern acquisition programs. 3-D Program
Management enables program managers to expand their management competencies beyond
traditional Technical Management and Acquisition and Program Management to include a
third-dimension, Stakeholder Management, which provides the broader set of leadership
strategies, techniques, and capabilities needed to proactively address the full range of
variables that impact modern programs. This wider perspective enables them to better
assess all of the potential challenges and the tools required to achieve success in their
specific programs, helping them to address such issues as:
•
Stakeholder Management. Who are all of the stakeholders in my program, including
potential “special interests,” and how can I manage their conflicting and competing
expectations? How can I manage a smooth acceptance and transfer of the new systems to
my users?

2. •
Technical Management. What are the critical technology dependencies in my program, and
how can I anticipate potential problems in unproven technologies and devise contingency
solutions? How can I ensure integration and interoperability among my subsystems to
create a fully integrated system-of-systems?
•
Acquisition and Program Management. How can I ensure that my program and contracting
staffs have all of the resources they need? What must I do to create an effective
governance structure and leadership environment?
A 3-D Program Management perspective brings the entire acquisition landscape into
management focus. It not only helps program managers see the wider range of potential
problems, but also the wider range of tools and solutions that can be applied to those
problems. It helps them see the full set of interested stakeholders and devise a plan for
forging collaborative relationships, soliciting innovative solutions, and managing their
expectations more realistically. This new perspective also enables them to see the governing
authorities and competencies they will need, which will be unique for each program. Most
importantly, the wider aperture on their management lens helps them deliver complex
programs on schedule, at cost, and to stakeholders’ expectations.
To read the full paper, please visit http://missions.boozallen.com/PreferenceCenter and
indicate that you are a current or potential client working for a Defense organization.
BA13-149