GROUND TRUTH: LESSONS LEARNED
PROGRAM MANAGEMENT LL_670: Te Army must plan to provide sufficient funding to maintain necessary hardware refreshes into the sustainment phase. Te Army should also plan and coordinate refresh fund- ing early in the program life cycle.
Background While policies exist for technical and hardware refreshes, the costs of these refreshes are often not put into the pro- gram objective memorandum (POM) requests at program initiation. Instead, those costs are added in later years, at which time they are more difficult to fund. Without the ability to obtain new hardware, new software cannot be
installed, and the systems become obso- lete and incompatible as other systems continue to modernize.
Recommendation Sustainment costs must be integrated in the initial life-cycle cost and appro- priately called out in the corresponding POM years so that sufficient funding is available for refreshes.
LL_696: Develop system sustainment and operational tempo costs early in the cost estimating process and continually update and validate those figures.
Background Because of conflicting guidance on the part of all parties involved, there was much con- fusion over how to plan for operation and maintenance appropriation costs as well as the responsibility for those expenses. A loosely structured sustainment plan com- pounded the confusion and resulted in the issuance of more conflicting guidance. Troughout the materiel development deci- sion process, various stakeholders provided their input based on their understanding of the sustainment plan; however, that understanding varied among stakeholders, leading to muddled guidance.
Recommendation Once a capability production document has been approved, establish a support- ability integrated product team (IPT) to outline the logistics path forward and the required documentation. Involve person- nel from logistics, software engineering, depot and other key organizations to assist with planning, document prepa- ration and sustainment concerns. Also involve these players in the pre-briefing process to guide the sustainment vision and limit the confusion over the sustain- ment path. Get key stakeholders—the Deputy Assistant Secretaries of the Army for Cost and Economics and for Plans, Programs and Resources; the Assistant Secretary of the Army for Financial Man- agement and Comptroller; and HQDA G-8, as well as sustainment and training representatives from the program evalua- tion group—to buy into the cost estimate.
MAKING CRITICAL ADJUSTMENTS U.S. Army Aviation and Missile Command (AMCOM) logistics assistance representative Joe Peca provides recommendations to SGT Eric Urbanek, who makes a critical flight control adjustment on a Black Hawk helicopter at Redstone Arsenal, Alabama. Experience suggests the value of ensuring that a program have quantifiable supportability metrics, such as mean time to repair and mainte- nance downtime, for all phases of planning and execution. (U.S. Army photo)
SUPPORTABILITY LL_76: Establish quantifiable sup- portability metrics and be proactive in staffing logistics and supportability documents.
Background At the request of a program executive office (PEO), the Software Engineering
34
Army AL&T Magazine April-June 2016
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64 |
Page 65 |
Page 66 |
Page 67 |
Page 68 |
Page 69 |
Page 70 |
Page 71 |
Page 72 |
Page 73 |
Page 74 |
Page 75 |
Page 76 |
Page 77 |
Page 78 |
Page 79 |
Page 80 |
Page 81 |
Page 82 |
Page 83 |
Page 84 |
Page 85 |
Page 86 |
Page 87 |
Page 88 |
Page 89 |
Page 90 |
Page 91 |
Page 92 |
Page 93 |
Page 94 |
Page 95 |
Page 96 |
Page 97 |
Page 98 |
Page 99 |
Page 100 |
Page 101 |
Page 102 |
Page 103 |
Page 104 |
Page 105 |
Page 106 |
Page 107 |
Page 108 |
Page 109 |
Page 110 |
Page 111 |
Page 112 |
Page 113 |
Page 114 |
Page 115 |
Page 116 |
Page 117 |
Page 118 |
Page 119 |
Page 120 |
Page 121 |
Page 122 |
Page 123 |
Page 124 |
Page 125 |
Page 126 |
Page 127 |
Page 128 |
Page 129 |
Page 130 |
Page 131 |
Page 132 |
Page 133 |
Page 134 |
Page 135 |
Page 136 |
Page 137 |
Page 138 |
Page 139 |
Page 140 |
Page 141 |
Page 142 |
Page 143 |
Page 144 |
Page 145 |
Page 146 |
Page 147 |
Page 148 |
Page 149 |
Page 150 |
Page 151 |
Page 152 |
Page 153 |
Page 154 |
Page 155 |
Page 156 |
Page 157 |
Page 158 |
Page 159 |
Page 160 |
Page 161 |
Page 162 |
Page 163 |
Page 164 |
Page 165 |
Page 166 |
Page 167 |
Page 168 |
Page 169 |
Page 170 |
Page 171 |
Page 172 |
Page 173 |
Page 174 |
Page 175 |
Page 176 |
Page 177 |
Page 178 |
Page 179 |
Page 180 |
Page 181 |
Page 182 |
Page 183 |
Page 184 |
Page 185 |
Page 186 |
Page 187 |
Page 188 |
Page 189 |
Page 190 |
Page 191 |
Page 192 |
Page 193 |
Page 194 |
Page 195 |
Page 196 |
Page 197 |
Page 198 |
Page 199 |
Page 200 |
Page 201 |
Page 202 |
Page 203
