SUPPORTING THE FUTURE FORCE
MTA Approval Process Timeline PLANNING AND PREP
30 DAYS (MIN)
ADM and shaping briefing
PM develops strategy,
coordinates PM
PM prepares data sheet and info memo
strategy review with PEO
PM shaping brief and
MTA request to DASM
Shaping brief to AAE (if required)
Approval AAE
(Start the five-year clock)
MTA program implementation
30 DAYS (MIN)
Submit data and memo to USD(A&S)
Monthly MTA governance meeting (initial program review)
Initial obligation (not sooner than 30 days after data submission)
$ NO PROGRAM FUNDING OBLIGATED
KEY: AAE: ARMY ACQUISITION EXECUTIVE ADM: ACQUISITION DECISION MEMORANDUM DASM: DEPUTY FOR ACQUISITION AND SYSTEMS MANAGEMENT
MID-TIER MILESTONES
The middle-tier acquisition process, authorized by the National Defense Authorization Act for Fiscal Year 2016, gives programs of record and other DOD organizations the authority to use alternative processes to accelerate the acquisition process through rapid prototyping and fielding. (Graphic by PEO C3T)
MTA: MIDDLE-TIER ACQUISITION PEO: PROGRAM EXECUTIVE OFFICER PM: PROGRAM MANAGER USD(A&S): UNDERSECRETARY OF DEFENSE FOR ACQUISITION AND SUSTAINMENT
Integrated Tactical Network and Unified Network Operations development efforts, since both follow the developmental oper- ations (DevOps) process of incorporating real-time operational feedback from Soldiers to generate requirements.
Developmental operations feed into the Army Network’s capability-set plan, starting in fiscal year 2021, which will field new integrated network capability sets every two years to incrementally insert military and leading-edge commercial technologies to meet the Army’s warfighting needs. Te capa- bility set process targets mature capabilities used in special operations forces, the Network Cross-Functional Team, other government agencies or industry for further prototyping and to validate technological concepts in large brigade combat team- size employments.
“MTA drops the imperative of establishing formal requirements approved by the Joint Capabilities Integration and Development System and DOD Directive 5000.01 before program initiation,” Welch said. “Tis frees us up to get started on prototyping efforts with just a basic set of objectives, which can be iteratively refined throughout the effort to ensure they meet the needs of Soldiers.”
INTEGRATED TACTICAL NETWORK Te Integrated Tactical Network effort is injecting new commer- cial components and network transport capabilities to lower echelons within the Army’s tactical network environment to provide smaller, lighter, faster and more flexible communications systems with multiple connectivity options. Because it features separate components versus one piece of equipment, each compo- nent may have a slightly different acquisition path, which is easily managed with the middle-tier acquisition process.
Soldier touch-point tests for the Integrated Tactical Network will lead up to fielding four infantry brigade combat teams in fiscal year 2021, with subsequent experimentation informing Capabil- ity Sets 23 and 25. At program review points, the program will use preliminary and critical design review processes to inform capability-set network decisions.
Not all technologies transition from rapid prototyping to rapid fielding; the PEO has the option to transition any technology to its own program of record, and it will make that determination with the Integrated Tactical Network if and when warranted. Inte- grated Tactical Network components are expected to transition
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