ARMY AL&T
and evaluation. This will require testers to credit the programs in concert with experiments and exercises with these early results.
We must adjust our thinking about testing and deciding based only on the requirement, and get to evaluating the potential capability. When possible, virtual prototyping should replace physical prototype modeling to further accelerate learning.
High-fidelity modeling or virtual prototyping is a true trademark of how industry converges ideas and simulations, and a practice we can learn from. Industry uses these methods to identify performance and cost- informed trade assessments upfront. As demonstrated by the auto industry, this may reduce costs by as much as 25 percent and decrease production time by 8–14 months.
Valid test data must be included earlier and throughout, aligned and compared to a growth curve tied to eventual critical operational issues and criteria. Testing over the shoulders with industry and at various developmental
activities and experiments must be leveraged. This, in turn, delivers more specifics to the design engineers and teams building the prototypes.
Today, the Army has demonstrated the ability to converge experimenta- tion, exercises, and training with the Army Evaluation Task Force (AETF) and the Army Expeditionary Warrior Experiment. There is great opportu- nity to have all of the essential elements and to execute complex tasks in paral- lel, while retaining the independence required by law for our test community.
Obtaining Soldier Feedback Another key element of more knowledge earlier is to get customer feedback upfront and throughout. With the AETF, our user battle labs, and the Army’s research and development centers in mind, we must get actual, experienced Soldiers on equipment earlier in the development and testing processes. Designs for Army equipment and vehicles should be developed to meet Soldiers’ needs from the “inside out,” not the “outside in.” Soldiers’ needs and expectations must be at the forefront of new designs. These include
DEFENSE ACQUISITION MILESTONES USER NE EDS T ECHNOLOGY OPPORTUNI T I ES AND RESOURCES A MAT ERI E L
SOLUT ION ANALYSIS
Materiel
Development Decision
Pre-Systems Acquisition = Decision Point CDR: Critical Design Review FOC: Full Operational Capability = Milestone Review
T ECHNOLOGY DEVE LOPMENT
B
[ Program Initiation ]
ENGINE ERING AND MANUFACTURING DEVE LOPMENT
Post- PDR A
Post- CDR A
• •
The Materiel Development Decision precedes entry into any phase of the acquisition management system.
Entrance criteria must be met before entering phase. C IOC
PRODUCT ION AND DEPLOYMENT
LRIP/IOT&E Systems Acquisition FRP
Decision Review
Sustainment = Decision Point if PDR is not conducted before Milestone B FRP: Full-Rate Production IOC: Initial Operational Capability IOT&E: Initial Operational Test and Evaluation
LRIP: Low-Rate Initial Production PDR: Preliminary Design Review
APRIL –JUNE 2011 17 FOC
OPERAT IONS AND SUPPORT
Soldier basic loads, power needs, Soldier access to network information, and safety concerns.
This is simply a smarter, better, and, in the long term, more effective way to operate. The later Soldiers engage on equipment, the harder it is to go back down the development curve when they identify problems. Adjustments made later in development are costly in time and dollars.
The Army Manpower and Personnel Integration (MANPRINT) program is also used to influence design so that materiel and information systems can be operated, maintained, and supported in the most cost-effective manner, consistent with available manpower, personnel aptitudes and skills, and training. The result is to optimize total system performance.
The MANPRINT program ensures that Soldier performance is the central consideration in system design, development, and acquisition. It is the technical process of integrating the interdependent elements of human factors engineering, manpower availability, personnel skills and
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