BRAC Challenges

Relocation of operations frequently experience difficulties because of poor communications and delays in transitioning to a new organizational structure. The dominant command must consider the staff and processes of the other relocating command. The strengths of each organization—especially those cited in the BRAC justification—should be nurtured, and the weaknesses eliminated. Similarly, there are often aspects of one organization not understood by the other; these aspects may be ignored in the relocation process, thereby creating problems during transition.

Without a comprehensive relocation and transition plan, timelines are often not met and cause unnecessary actions and inefficiencies.

BRAC Support Areas

• Integration Planning and Coordination
• Reorganization Planning and Support
• Assessment and Quantification of Assets for Relocation or Procurement (Move vs. Buy Decisions)
• Coordination of Change Management Systems and Integrated Product Teams
• Define Resource Requirements and Support Negotiations between Functional Managers for Resource Allocation
• Coordination and Merging of Computing Infrastructures
• Data Migration (E-Mail, Workflows, Databases, etc.)

BRAC Experience

• Provided integration planning and coordination for AMCOM during the BRAC 1997 that included the transition of 2,000 ATCOM users and consolidation of the ATCOM and MICOM computing infrastructures
• Provided development support of critical system conversions and cutover schedules (Mainframes, Transactions Systems, Real-time Databases, etc.)
• Provided support with the introduction and/or integration of organizational applications (i.e. Travel Systems, Time Tracking Systems, Property Book Databases, E-mail, Workflows, Logs, etc.)
• Provided management support of internal and external communications between merging organizations’ lead personnel