This unity of effort means multiple organizations are working together in distinct but complementary ways toward the same objective.
into production prototyping, operational testing and fielding equipment.
Te establishment of AFC affords an opportunity to create a more collaborative working environment between its cross-functional teams and ASA(ALT)’s program executive offices (PEOs) to bring system concepts and designs to life. Each of the eight cross- functional teams has a primary PEO on the team, and each of the more than 30 signature systems within the cross-functional teams has a program manager representing the PEO on the team as well. Tis close working relationship between the cross- functional teams and the PEOs is extremely valuable: AFC and the cross-functional teams participate in deliberation over acqui- sition strategies, while the acquisition community contributes to the operational requirements development process—and every- one retains their own responsibilities. Tis kind of collaboration is at the heart of the enterprise and is critical to its success.
To effectively modernize the Army over the next decade and a half, the enterprise needs to develop future concepts that drive our materiel requirements, with a supporting architecture that ensures interoperability. We must realize information transparency that enables data-driven decisions by Army leadership and achieves an enterprise that is able to move and flex at the speed of advancing technology. In other words, the Army needs intelligence-driven requirements, concept-driven requirements, a system-architecture approach and integration of all of those things. Part of how we support that will be with the acquisition data domain.
In my last Army AL&T column, “Te Zen of Data,” I discussed managing data holistically to enable better decision-making, which is how the domain will be employed within the enterprise concept. Te Army needs to be able to visualize its data, and I have to ensure that data is authoritative and accurate before allow- ing other parts of the modernization enterprise to make decisions
POTENTIAL GAME-CHANGER
Self-indicating colorimetric response materials, embedded into objects such as this microchip, can instantly alert warfighters to contaminated items. The early teaming that is possible through the future force modernization enterprise supports faster requirements validation and easier technology transition through the valley of death into the acquisition life cycle. (Photo by Shawn Nesaw, CCDC – Chemical Biological Center)
on how to use it. Te domain will help achieve a unified data envi- ronment for “vision, decision and precision,” from requirements development to divestiture.
CONCLUSION Te Army has reorganized our entire modernization enterprise for greater speed, efficiency and effectiveness. Tis includes improv- ing the way we do business. We are beginning to see the intended benefits of our efforts—unchanging priorities; less bureaucracy; sufficient investment; and greater access to innovation—to make us better stewards for the warfighter and the taxpayer.
I am proud that the ASA(ALT) organization has moved out quickly to enable initiatives designed to meet the Army’s modern- ization priorities. Most importantly, we need to reduce the acquisition timeline to ensure that Soldiers have the weapons, equipment and tools they need, when they need them to deploy, fight and win future conflicts.
https://asc.ar my.mil
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