the capability and get it into the hands of our Soldiers as quickly as possible.
Jones-Bonbrest: So how important, then, is the partnership between the Assistant Secretary of
the Army for Acquisition,
Logistics and Technology (ASA(ALT)) community and the sustainment community?
Muzzelo: From my perspective, it’s
extremely important. Systems are in the field for several years. So, as sustain- ment strategies are developed, we look at who are the vendors, are we buying data rights, is
it sole-source, are there
commercial products integrated in that capability, and what are the strategy and cost for that capability over the long term. If the sustainment and life-cycle manage- ment communities aren’t talking, you’ll have many challenges and obstacles in developing the strategy and then imple- menting it. On the sustainment side, in support of
the program offices, we’re
responsible for sustaining systems for many years. So if we’re not in sync, that
Muzzelo: I would also add that in sus- tainment, we are never funded to the full
leads to serious organizational and pro- gramatic challenges, and at the end of the day it really impacts our ability to pro- vide the best support to Soldiers.
Martin: Te fact of the matter is that deci- sions made by project managers [PMs] early in the program can significantly impact what happens on the back end. With approximately 70 percent or more of the costs for a weapon system over its life being executed on the sustainment side, it is prudent that there is mutual understanding and mutual partnering on the front end. A decoupling there can result
in significant inefficiencies and
costs. We’re seeing that today, and it is the essence of the partnership that exists between AMC on the sustainment side and ASA(ALT) on the acquisition side. It’s critical. Te better the partnership and engagement throughout the entire program life cycle, the more effective the program will be.
amount we need. So if
the PM imple-
ments strategies to be as cost-efficient as possible on the acquisition side, that also comes into play when we’re sustaining the systems. We have many competing priorities, sometimes within different PMs that are in the same PEO, so that partnership and prioritization can only be successful if there’s a relationship and conversation between both organizations.
Jones-Bonbrest: Can you give exam- ples of this partnership that are already in place?
Martin: Tere really are four issues that we have selected locally as opportuni- ties to partner. Each addresses a couple of areas where we have seen a need for improved security
efficiencies. Tey include patching, software assurance,
software licensing and field support.
Muzzelo: Security patching is a good place to start. I mentioned that we use a lot of COTS products, at least in PEO C3T’s domain of weapon systems, and there are certain challenges that come with this. For example, Microsoft and Apple have to patch their systems. Most consumers are familiar with that process. Te Army faces some of the same challenges. Te Army’s process historically has been to send out CDs on a quarterly basis with security patches, which requires Soldiers to manually install software from the CD. In today’s high-tech environment, that’s a nonstarter. So we’re working collabora- tively with PEO C3T to get the patches integrated, tested and posted to one site where users can download those patches for tactical
systems. We’ve started that MAKING CONNECTIONS
Networked vehicles provide on-the-move communications, mission command and situational awareness that commanders need to lead from anywhere on the battlefield. PEO C3T and CECOM have different but overlapping responsibilities for the C4ISR system readiness that supports the Army network. (U.S. Army photo by Amy Walker, PEO C3T Public Affairs)
initiative with Fort Campbell and Fort Bragg, and we’ll go to Germany next. Tat’s a partnership that is beneficial not only to us but also the Soldier, and it really reduces the security risk of our tac- tical Army networks and systems.
ASC.ARMY.MIL 49
SCIENCE & TECHNOLOGY
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