PORs. Te Army S&T Master Plan pro- vides processes and procedures to make proper linkages to warfighter needs and requirements. Te S&T project leader should consider the U.S. Army Training and Doctrine Command (TRADOC) capability manager as a signatory to the TTA, validating the required user need, and should stipulate TRADOC respon- sibilities in the TTA, including periodic reviews of ATD projects to ensure con- tinued relevance to the warfighter. Te project leader should conduct a complete project review during the third year of the project, if it is ongoing, and update the TTA to validate the required user need. (ALLP LL #300)


WIDE-RANGING PERSPECTIVE


GEN Dennis L. Via, commanding general, U.S. Army Materiel Command (AMC), visits Natick Soldier Systems Center, MA, Jan. 30 to learn more about new developments in body armor, Soldier systems engineering architecture, force sustainment systems, vision protection, nutrition and numerous other areas of research and development benefiting the Soldier. As the commander of AMC, Via is directly involved in the research, development and engineering of new S&T concepts as well as life-cycle sustainment. (Photo by David Kamm, Natick Soldier Research, Development and Engineering Center)


S&T TRANSITION In order to leverage current and upcom- ing S&T products effectively and maximize the return on S&T invest- ments, the Army needs to devote significant effort to ensuring the success- ful transition of S&T products to PORs. Proper development of the technology transfer agreement (TTA) and accurate technology readiness level (TRL) assess- ments will greatly support successful product transitions.


S&T organizations have most frequently identified user requirements as a factor


having significant impacts on product transition, with more negative impacts when projects exceed three years.


Negative impacts stem from require- ments that are ill-defined and unrealistic, or constantly changing, which may result in the cancellation or delayed transition of products—perhaps rendering the tech- nology no longer valid for the program.


Warfighter capability requirements should drive S&T advanced technology dem- onstration (ATD) project development to ensure optimal product transition to


Te POR acquisition strategy has also been a major factor in S&T product transition. Te integration strategy section of the TTA or technology inser- tion plan serves as input to this strategy. Well-developed integration strategies, as described in the 2006 TTA template, may benefit the POR acquisition strat- egy and improve product transitions. It is especially important to identify the level of program manager (PM) commit- ment and POR funding designated for product transition and integration. Te POR acquisition strategy, especially the contracting approach detailed therein, should include technology insertion as part of the overall program from its inception. (ALLP LL #301)


Insufficient understanding of, and planning for, product maturity (i.e., inac- curate TRL assessments and inadequate development schedules) can result in not reaching the required TRL, which hin- ders product transition.


TRL assessments should follow the April 2011 “Technology Readiness Assessment [TRA] Guidance” from the assistant secretary of defense


for research and ASC.ARMY.MIL 43


ACQUISITION


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