FROM IDEA TO FRONT LINE IN RECORD TIME


process or in the surrounding bureau- cracy, only that we are empowered to shape our own destiny.


POLICY We can and do move fast in the acquisi- tion world. In fact, we are compelled to do so. DOD 5000.02 is the playbook that maps out acquisition rules and processes and contains multiple references that are consistent with the following: “Milestone decision authorities (MDAs) … will tai- lor and streamline program strategies and oversight.” It goes on to say that MDAs are authorized to tailor not only acquisi- tion procedures, but also the regulatory requirements to cut through bureau- cracy as efficiently as possible and rapidly deliver capability. In other words, DOD and senior leaders expect that stake- holders will work together to streamline processes to provide the latest capability in the shortest time possible.


One creative solution to speed acquisition timelines is to brief an MDA before a milestone C or full-rate production deci- sion on ways to reduce staffing processes, regulatory requirements, bureaucracy, schedule


or anything else that may


add unnecessary complexity. Gaining approval in advance to cut through these obstacles can save a great deal of time and effort up front.


To support Soldier readiness based on a Soldier and product focus, the Army acquisition community and program managers must abandon risk-averse, process-based thinking. Rapid acquisi- tion requires leaders who can and do take prudent risks within the law in an effort to speed antiquated timelines.


REQUIREMENTS Te most


recent edition of Webster’s


International Dictionary contains more than 470,000 words in the English


144


SHOOT, MOVE, COMMUNICATE Soldiers assigned to 2nd Brigade Combat Team, 1st Armored Division advance toward a simulated objective during Decisive Action Rotation 17-08 at the National Training Center (NTC), Fort Irwin, California, in August. During the rotation, the unit used the small-form-factor Modular Communica- tions Node – Advanced Enclave (MCN-AE) to relay intelligence information across the network on the battlefield. MCN-AE was fielded, roughly two years after the requirements were approved. (U.S. Army photo by Spc. Gabriel Segura, NTC Operations Group)


language. Tis allows a great deal of flexibility to describe a capability in performance-based language, taking care not to dictate specifically what that prod- uct should be. Flexible requirements and capability-focused language are powerful tools for an innovative acquisition leader to leverage. Te more prescriptive the language, the less latitude industry part- ners and the acquisition community have to rapidly deliver the best product. Tat said, in some cases new and shiny is not always better. If a requirement can lever- age aspects of an existing capability, avoid the lengthy process of developing new requirements. Instead, use that underly- ing capability or system as a baseline and add to or modify it.


For example, modifications and upgrades to an existing system using a “mod- in-service”


funding approach have enabled the product office to continually Army AL&T Magazine April-June 2018


modernize the tactical network baseline of the Warfighter Information Network – Tactical (WIN-T) Increment 1b. With a fielded, standardized and stable baseline that meets program requirements, two things can occur: Te baseline can itself be modified, and new products can be rapidly added as technology advances to boost the capability even more.


Some of the network fixes involve con- cepts like using commercial off-the-shelf equipment, but that is only part of the answer. Te view needs to be holistic. Te equipment we are delivering is designed to work on all parts of the tactical net- work regardless of the WIN-T node so that it will be interoperable not only today within the Army, but into the future.


Another consideration is to focus require- ments on procuring smaller quantities of new capability more often. Tis enables


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