A HAPPY MEDIUM
from rapid prototyping to rapid fielding throughout the middle- tier acquisition strategy’s five-year timeline.
One other scenario exists, and that is when a prototype proves unsuccessful. Failure requires a change of mindset that must be understood by all of the team members. “If it’s not working, then that’s OK; don’t burn resources on prototypes that are not producing positive results,” said Kelly Tisch, product manager for SATCOM/Tactical Cyber and chief of the Network Operations Business Management Division for PEO C3T’s Project Manager (PM) for Tactical Network. “Our DevOps process, with positive and negative feedback, allows us to change direction.”
UNIFIED NETWORK OPERATIONS Unified Network Operations will provide common network planning, configuration, management and monitoring via open framework and standards.
Like the Integrated Tactical Network, the Unified Network Operations effort is benefiting from the middle-tier acquisi- tion designation. As a software-based capability that leverages commercial technology to integrate across echelons, Unified Network Operations would have required input from multiple stakeholders just to form a set of requirements.
“Under DOD 5000, we would have had to develop a unified requirements document that addressed the tactical and enter- prise network,” Welch said. “Te process to collaborate with all of the stakeholders would have been much more time-consuming, and costly. With MTA, we can move forward as a rapid proto- type, and we did this with just receiving a memo out of the Cyber Center of Excellence.”
In addition, by not needing formal requirements, the Army was able to quickly perform market research with industry to leverage its approach for developing an overarching network capabil- ity such as Unified Network Operations. Trough requests for proposals and technical exchange meetings—initiated by the Network Cross-Functional Team—the team was able to deter- mine options for integrating existing capabilities with minimum development efforts.
CONCLUSION Middle-tier acquisition is part of a larger shift in culture within the acquisition community to identify capabilities suitable for accelerated prototyping and fielding efforts. PEO C3T has identified several key takeaways from its first mid-tier acqui- sition: Having flexible requirements means that a middle-tier
32 Army AL&T Magazine Fall 2019
acquisition does not deal in more stringent knowledge and skill criteria. Using middle-tier acquisition and other flexible acquisi- tion mechanisms, the Army can leverage advanced commercial technologies, which are critical to modernizing the force.
Brevity is also critical—when leadership has a clear vision of the common objective of middle-tier acquisition, programs will reduce their documentation.
Finally, don’t waste time in staffing when a clearly defined and simple plan allows you to begin your rapid integration of capa- bilities. Define your objective, establish a controlled but simple process to conduct your rapid acquisition and integration, have a recurring process to collect and incorporate user feedback, and be prepared to shift your direction quickly when needed.
“Te MTA process is just another tool in our acquisition toolbox,” Welch said. “Having flexibility in how we develop and field these capabilities gives Soldiers timely and advanced capabilities they need for successful missions.”
For more information, go to the PEO C3T website at http://
peoc3t.army.mil/c3t/ or contact the PEO C3T Public Affairs Office at 443-395-6489.
DOUGLAS W. BURBEY is deputy product manager for PEO C3T’s Product Manager for Tactical Cyber and Network Operations within PM Tactical Network. He holds an M.S. in administration from Central Michigan University and is a graduate of the U.S. Army Command and General Staff College, Fort Leavenworth, Kansas. He is Level III certified in program management and in information technology. His awards include the Legion of Merit, the Defense Meritorious Service Medal and the Meritorious Service Medal (five awards).
MINDY GABBERT is the project lead for the Integrated Tactical Network for PM Tactical Radios. She holds an M.S. in software engi- neering from Monmouth University and a B.S. in computer science and management information systems from St. Peter’s University. She is Level III certified in engineering.
KATHRYN BAILEY is a public communications specialist for Bowhead Business and Technologies Solutions, assigned to PEO C3T. She holds a B.A. in communications studies from the University of Maryland University College.
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