As the Project Manager for the US Army Future Business Systems Milestone A Development, Kent Gring was tasked with enhancing the program management capabilities of US Army acquisition programs. This initiative aimed to standardize and optimize processes across various commands, each operating with distinct tools and procedures.
The decentralized nature of acquisition programs within the Army posed significant challenges, with each command using different tools and processes. This fragmentation hindered efficiency, consistency, and communication across the programs, necessitating a unified approach to capability development.
To address these challenges, Kent led a dynamic team in conducting over 200 interviews with Army acquisition staff spanning fourteen functional areas. This extensive engagement provided a thorough understanding of the diverse needs and challenges faced by each command. Using these insights, comprehensive capability requirements were developed to standardize and optimize program management practices.
The outcome of this initiative was a foundational framework that streamlined processes and enhanced the overall efficiency and effectiveness of the Army's acquisition programs. By standardizing program management practices, it facilitated better coordination, reduced redundancy, and improved communication across different commands.

As Deputy Program Manager for the US State Department Enterprise Network Management Division, Kent Gring conducted a comprehensive assessment of financial, portfolio, project, and technology management for the Department's global network connectivity.
The environment was highly volatile, with all functional team leaders having recently resigned. This created significant operational disruptions and challenges in maintaining the department's global network connectivity.
To address these challenges, Kent conducted interviews with 30 staff members to understand their roles, responsibilities, and the challenges they faced. The insights gathered informed the development of an after-action report that outlined the current state and identified at least ten specific improvement opportunities in financial management processes, portfolio optimization strategies, project execution methodologies, and technology infrastructure enhancements.
The after-action report provided a clear roadmap for addressing existing challenges and improving operational efficiency. Implementing these improvements helped stabilize the environment, ensuring better continuity and performance of the department’s global network.

International Development & Emerging Markets