$ CSB YIELDS RESULTS
An M1A2 main battle tank and a Bradley Fighting Vehicle from 1st Battalion, 67th Armor Regiment, 2nd Armored Brigade Combat Team (ABCT), 4th Infantry Division (ID) roll across the desert Feb. 19 during a bilateral exercise in the U.S. Central Command area of responsibil- ity. The weeklong military-to-military exercise fostered partnership and interoperability. Of the $4 billion in cost avoidance and savings that resulted from PEO GCS’ FY12 CSB, $200 million in avoidance came from deferring the incorporation of WIN-T onto the Bradley plat- form. (U.S. Army photo by SGT Marcus Fichtl, 2nd ABCT, 4th ID Public Affairs)
Creating the waiver costs time and money, so the CSB agreed to eliminate the swim and other outdated requirements. Simi- larly, while the Abrams and Bradley fight in the same formation, they have different environmental operating requirements. Trough the CSB process,
the Army
was able to better balance some of these requirements to reduce future develop- ment and testing costs, as well as to create an opportunity to use more common hard- ware between the two programs. One example is the Abrams-Bradley common battery-monitoring system, an engineer- ing change proposal project enabled by decisions made during the CSB.
Of the $4 billion in cost avoidance and savings resulting from the FY12 CSB, the largest cost avoidance—approximately $200 million—came from deferring the incorporation of Warfighter Information Network – Tactical (WIN-T) onto the Bradley platform.
“Te decision to defer the WIN-T onto the Bradley does not negate its eventual incorporation,” said Davis. “Instead, it delays it until space, weight, power and cooling issues are resolved in its upcom- ing engineering change proposal program or the Army determines there is a more suitable platform in the armored brigade combat team to host it.”
Te addition of CSBs and the evolu- tion of DOD’s BBP initiative have been instrumental in creating an environ- ment and providing a framework where all of the important stakeholders on a program can agree on what is in the best interest of the warfighter and taxpayer. Given the continued fiscal constraints, this ensures that requirements vital to the ongoing or future fight remain, while eliminating or de-scoping those that are no longer necessary or may be too expensive to realize.
For more information on PEO GCS initia- tives, follow PEO GCS on Facebook (http://
www.facebook.com/peogcs) and Twitter (
http://www.twitter.com/peogcs), or go to
www.peogcs.army.mil.
MR. JOSEPH M. “JOE” JEFFERSON, a retired Army lieutenant colonel
(Field
Artillery), is a senior acquisition policy spe- cialist in the Acquisition and Industrial Base Policy Directorate, Office of the Assistant Secretary of the Army for Acqui- sition, Logistics and Technology. He holds a B.S.
in commercial marketing South Carolina State University. He
from is
Level III certified in program management and in information technology. He is also a Lean Six Sigma Black Belt and a mem- ber of the U.S. Army Acquisition Corps.
CONTRIBUTORS: Mr. Vincent Dahmen, PEO Ammunition cost
analyst; Mr. Dave Taylor, chief
of staff, U.S. Army Tank Automotive Research, Development and Engineering Center; and Mr. Bill Good, PEO GCS public affairs specialist.
BBP 2.0 BASICS
1. Achieve affordable programs. 2. Control costs throughout the product life cycle.
3. Incentivize productivity and innovation in industry and government. 4. Eliminate unproductive processes and bureaucracy.
5. Promote effective competition. 6. Improve tradecraft in acquisition of services.
7. Improve the professionalism of the total acquisition workforce.
For more information, go to
http://bbp.dau.mil/.
ASC.ARMY.MIL
161
BBP 2.0
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