Army E3 program: a process focused on teaming

The authors highlight the history of the US Army Electromagnetic Environmental Effects (E3) program, including the management approaches that were used to execute the program. Weaknesses in this process resulted in very serious system deficiencies that have been difficult and expensive to correct. The authors review the Department of the Army´s policy changes that have been implemented to improve the E3 program. Key changes include the establishment of E3 Review Boards as advisory teams designed to support the acquisition managers´ awareness of the electromagnetic environment in which systems must survive. The teams´ main functions are to define the environment, establish impact, and propose solutions for management decisions. The power of the total quality management (TQM) based working group process, with specific case studies worked by E3 boards, is highlighted. Benefits that the program has achieved while operating in a world of diminishing resources are examined