Abstract
The Army has developed a program to improve the effectiveness of the systems it procures by considering human factors very early in the system acquisition cycle. This program is called “MANPRINT,” and was established in approximately 1985 as a top-down management initiative by the Chief Of Staff of the Army. MANPRINT is an acronym that stands for “MANpower and PeRsonnel INTegration.” The creation of MANPRINT within the Army has had a significant impact on both the structure of the Army organization and the procedures by which systems are acquired.
The US Army has commissioned a study to evaluate the effectiveness of the MANPRINT study and to make recommendations for its enhancement. A major purpose of this study is to assess the degree to which the MANPRINT program has been adequately instituted and incorporated into the organizations and operations of the combat development and materiel acquisition communities. Another purpose is to evaluate the degree to which the MANPRINT program targets those who are accountable for design trade-off decisions involving MANPRINT issues, and the implications for improving MANPRINT.
An organizational design of the MANPRINT program will be presented with positive and negative constructive criticism. Statistics describing the sample will be presented. A content analysis of interview results will be presented, and questionnaire results will be presented in appropriate graphical format. The presentation will conclude with recommendations for enhancing the MANPRINT organization.
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