LEARNING UNDER PRESSURE
sensor operators, maintainers, mented SETA logistics personnel.
and aug-
Previous major acquisition and deploy- ment initiatives include the Airborne Reconnaissance
Multi-Sensor
Sys-
tem, an intelligence-gathering aircraft; Highlighter, a high-resolution detection platform; Constant Hawk, a wide-area persistent surveillance system; and the Medium Altitude Reconnaissance Sur- veillance System, the most prolific of the TF ODIN systems, which combines multiple-intelligence capabilities in addi- tion to processing, exploitation, and dissemination capabilities.
STREAMLINING THE ORGANIZATION As ongoing operations in OEF and OND evolved, the requirement for manned aerial intelligence-gathering capabilities grew rapidly. TF ODIN’s role as the pre- eminent AISR unit in theater has grown as well with a significant
increase in
OPTEMPO; PM ODI is charged with supporting the capability surge.
To meet this challenge, first we had to organize properly for combat. PM ODI staffed not by the traditional matrix/ functional method but by a demand- driven SME cadre, agile SETA support, and provisional hires to support the asymmetric demands of fielding and sustaining operations in wartime. We organized according to the demands of the contract. For example, the sensor operator workstations had to be devel- oped from scratch, and we had no one in the government to lead this development. So we went to industry and hired the right engineers and integrators to provide this support.
In addition to our robust SETA sup-
port structure, PM ODI partnered with various Federally Funded Research and
46
The overall goal is to have a forward- deployed maintenance facility
that
MAINTAINING MISSION CAPABILITY
PM ODI has provided Quick Reaction Capability AISR support directly to TF ODIN, which conducts intelligence-gathering missions to detect and combat insurgents, and to provide wide-area persistent surveillance and pattern-of-life analysis to the battlefield. Here, SFC Shawn Perkins, Operations NCO and Aerial Sensor Operator with the 306th Aerial Exploitation Battalion, TF ODIN – Afghanistan, checks components of the collection equipment before boarding the mission aircraft on Oct. 8, 2011, at Bagram Airfield, Afghanistan. (U.S. Army photo by SSG Jack W. Carlson III.)
Development Centers, the U.S. Army Research, Development, and Engineer- ing Command, and industry partners to leverage their technical expertise and systems engineering. This employment approach has succeeded in supporting the asymmetric demands of
technical
insertions, fielding, and sustaining a mix of contractor-owned and -operated sys- tems along with government-owned and -operated QRC capabilities.
Another streamlining initiative adopted by PM ODI is a cross-PM supply chain management approach to primary mission equipment support. PM ODI, in conjunction with other PM offices, has identified common major subsystems and has conducted reliability and afford- ability analyses. These have helped define the optimum sparing level based on mission requirements and sub- system maintainability.
supports multiple PM offices and resolves 60 to 70 percent of issues on-site. The intention is to share facilities, main- tenance labor, and material spare and sustainment parts across the various pro- grams, reducing cost and the maximum time to recovery and providing a higher return on investment as well as higher- quality performance.
The final major strategy is an umbrella contract
that encompasses all of the
PM ODI programs under a single effort, managed and administered by the PM office. The current multiplicity of con- tracts, prime contractors, and contracting agencies has resulted in several burdens, including
increased administrative
oversight to manage the various efforts, increased cost to maintain the programs (because of multiple prime contractors and the need to duplicate material and labor efforts), and administrative incon- sistencies across the programs. Working with multiple contracting offices leads to disparate reporting requirements
Army AL&T Magazine
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