A


s the Army’s leading provider of Quick Reaction Capability (QRC) Aerial Intelligence, lSur- veillance, and Reconnaissance


(AISR), Product Manager Observe, Detect, and Identify (PM ODI) has met remark- able logistical and operational challenges in deploying, fielding, and operating its systems. The


challenges included con-


densed timelines, widely dispersed remote locations, personnel instability, unrefined operational requirements, multiple con- tracts, and limited resources.


To address or mitigate some of these


unique challenges, PM ODI—assigned to Project Manager Airborne


Recon-


naissance and Exploitation Systems (PM ARES) under the Program Executive Office Intelligence, Electronic Warfare, and Sensors—focused on of improvement:


five areas


1. Organizational design—To function at a very fast pace in an acquisition envi- ronment requiring a uniquely agile, expeditionary, and intensive hands-on approach, PM ODI migrated from the traditional functional/matrix staffing design to a demand-driven combina- tion of military and Army civilian staff, in addition to an agile set of systems engineering and technical assistance (SETA) contractors, external subject-matter experts (SMEs), and provisional hires.


2. Cross-PM supply chain management— We surveyed the battlefield for other agencies in the same line of business. This summer, PM ODI will take on cost- sharing agreements with other product management offices on common pay- loads, communications equipment, and similar logistical requirements.


3. An umbrella sustainment con- tract—The current multiple platform sustainment and operations contracts are inefficient and costly to manage.


A GROWING ROLE


TF ODIN, to which Product Manager Observe, Detect, and Identify (PM ODI) has provided Quick Reaction Capability Aerial Intelligence, Surveillance, and Reconnaissance (AISR) support over the past nine years, has seen its role grow as the preeminent AISR unit in theater, with a significant increase in operations tempo. PM ODI learned that increased numbers of spare parts are necessary to maintain TF ODIN’s current 96 percent mission-capable rating. Here, a maintenance contractor provides flight operations support to TF ODIN in Kandahar, Afghanistan, in 2011. (Photo courtesy of PEO IEW&S.)


4. Transition from Operation New Dawn (OND) to Operation Enduring Freedom (OEF)—The transition was a logisti- cal mountain to climb. There were no contractual vehicles or means to deac- tivate or redeploy systems. We learned that technical refreshes or equipment retrofits are almost impossible as a the- ater of operation is closing out.


5. Operational readiness—All of the PM ODI AISR platforms are commercial derivatives that require precise sched- uled and unscheduled maintenance and have high operations readiness rates in a time of high operations tempo (OPTEMPO). In this environ- ment, we learned that we had to carry an abundance of parts and hire addi- tional maintainers.


These five lessons are the tip of the iceberg. PM ODI could share many more across the Army, some unique and some very common.


SUPPORTING INTELLIGENCE GATHERING Over the past nine years, PM ODI has provided QRC AISR support directly to Task Force Observe, Detect, Identify, and Neutralize (TF ODIN), an aerial exploitation battalion that conducts intelligence-gathering missions to detect and combat insurgents, and to provide wide-area persistent


surveillance and


pattern-of-life analysis to battlefield com- manders. The systems supported by PM ODI have been deployed in support of OEF and OND as well as in missions for U.S. Special Forces and the U.S. Depart- ment of Homeland Security.


PM ODI provides full life-cycle support for each system by acquiring and develop- ing and/or


integrating new capabilities;


training operators; and providing deployed operations, sustainment,


and mainte- nance services, to include contractor pilots, ASC.ARMY.MIL 45


LOGISTICS


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