UNMANNED UPGRADE With the Gray Eagle QRC, the Army provided an upgrade in unmanned aircraft technology to benefit Soldiers on the battlefield. The QRC preserved the milestones, checks, balances and procedures central to a formal program of record procurement. Here, two Gray Eagle unmanned aerial vehicles newly assembled by 2nd Battalion, 27th Infantry Regiment await missions April 12, 2012, at Forward Operating Base Shank in Logar province, Afghanistan. (U.S. Army photo by SGT Ken Scar, 7th MPAD)
acquisition community. Acquisition professionals learn how to execute a QRC primarily through informal training and word of mouth from their to
internal networks, formalized, their as policy-based organizations to enable
opposed training.
At a minimum, PMs should consider developing and conducting training in
QRC process in its entirety, including, for example, the process for execution across ASA(ALT) and the AMC. Te policy should accurately and comprehensively capture the main functional areas and the relationships between the program man- agers (PMs)—the life-cycle managers of a system—and the LCMCs, as well as how funding moves between the organizations. Tere is a need for acquisition policy- makers to influence the development of acquisition policy so that it clearly defines and articulates the steps relating to QRCs.
Te findings also demonstrate a need to formalize QRC training across the
acquisition professionals to do their jobs well and under less stressful conditions. Organizations, such as the Defense Acquisition University, that provide professional education may be another avenue for developing and implementing such training.
Finally, the results of this study demonstrate a need to revisit the process by which the acquisition community executed Army requirements before the QRC paradigm. Tis could entail developing a working group to analyze the acquisition process before the year 2000, in conjunction with lessons learned from the current QRC paradigm. A “hybrid” policy could emerge that would enable more flexibility within the acquisition process, albeit within a larger, structured approach.
CONCLUSION Tis topic is ripe for further exploration. For example, the Army requirements and funding processes, which are inextricably bound up in the QRC paradigm, also warrant further exploration for potential change, particularly in light of current financial constraints.
For more information, contact the author at
Shayla.S.McCullough@
us.army.mil or 703-704-2872.
DR. SHAYLA MCCULLOUGH is a DA civilian serving as an integrated logistics support branch chief in Army Acquisi- tion. McCullough holds a B.S. in urban forestry from Southern University A&M College, an M.S. in business administra- tion from Texas A&M University, and a Ph.D. in public policy and public admin- istration from Walden University. She is Level III certified in acquisition logistics, a member of the U.S. Army Acquisition Corps, and an Army Lean Six Sigma Black Belt candidate.
ASC.ARMY.MIL
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