A HAPPY MEDIUM
As part of the middle-tier acquisition approval process, the AAE determines if a capability warrants one of three acquisi- tion courses of action: rapid prototyping, rapid fielding, or both. With rapid prototyping, programs must field a prototype that can be demonstrated in an operational environment, and also ensure operational capability within five years of an approved requirement. Te rapid fielding designator, which inserts proven technologies into the field, requires production to begin within six months, and fielding to be completed within five years of an approved requirement.
Te AAE designated the Integrated Tactical Network and Unified Network Operations as middle-tier acquisition prototype efforts, and named PEO C3T the decision authority and office of primary responsibility.
Middle-tier acquisition begins with a blank slate and allows the program, as decision authority, to build an acquisition process appropriate to the capability’s maturity and mission needs. Tis enables programs to field capabilities in two to five years or sooner, versus the seven to 12 years often associated with the traditional acquisition process. With middle-tier acquisition, programs can forgo the multiple checklists, signatures and annexes. For PEO C3T, the familiar 200-page acquisition strategy is now a 17-page acquisition plan. Even though the middle-tier acquisition process is less structured, and allows programs to “tailor in” versus “tailor out” the artifacts or requirements often itemized on a checklist, it does not negate the need for structure.
“MTA [middle-tier acquisition] doesn’t replace good program management,” said Joe Welch, deputy program executive offi- cer for C3T. “We still focus on cost, schedule and performance program fundamentals to ensure that we are doing right by the taxpayers and delivering the products Soldiers need as expedi- tiously as possible.”
With that in mind, clearly describing the acquisition process you intend to use, and the resources you require, is crucial to achiev- ing stakeholder and leadership buy-in.
Depending on circumstances, PEO C3T may select other options in its acquisition toolkit, such as the more traditional Acquisition Category (ACAT) II or ACAT III, which can be highly tailored and effective when requirements are already well-established. Additionally, modifications and engineering change proposals to existing programs can be suitable alternatives to quickly add capabilities instead of starting new programs. No matter the acquisition “wrapper” that is used, programs can apply addi- tional flexibilities, such as other-transaction authorities, which are contract vehicles especially well-suited for research and devel- opment, that can be used alone or with middle-tier acquisitions. Each of these flexibilities provides options to best structure acqui- sition efforts and put technologies into the hands of Soldiers.
RIGHT PROCESS FOR THE RIGHT TECHNOLOGY Middle-tier acquisition provides programs the latitude to revise or revalidate requirements during both the prototyping and field- ing phases of the program. Tis paradigm works well with the
NEW TACTICS
Soldiers from the 101st Airborne Division and the 10th Mountain Division test the Unified Network Operations user interface, which provides a common operating picture to signal brigades in theater, for strategic to tactical-level network management and increased situational awareness. (U.S. Army photo)
30
Army AL&T Magazine
Fall 2019
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
