WORKFORCE
• COA comparison. • COA approval. • Production of orders.
Other efforts also followed a governance structure—a formal process that optimizes efforts across different working levels— to obtain leadership buy-in and concurrence.
At the lower working levels, we gathered and distributed all of the most recent facts, assumptions and other pertinent information to enable leadership to make solid, informed decisions. In some instances, leaders would decide to use one of the recommended COAs, while in others, they thought outside the box, combin- ing different COAs or creating entirely new ones to overcome the particular challenge at hand.
TWO ORGS ARE BETTER THAN ONE As part of the Army’s network modernization strategy, PEO C3T and the Network Cross-Functional Team together are delivering phased network capability enhancements on a two-year basis, beginning with Capability Set 21 in fiscal year 2021. Te goal is to deliver a modernized network to support a force capable of multidomain operations by 2028.
Te Army will build on lessons learned from the development and fielding of each capability set, including work being done with new and evolving satellite capabilities. As part of the capability- set delivery, the team embraces the developmental operations process, leverages acquisition authorities, establishes program baselines and executes design review processes to ensure techni- cal maturity, basis of issue and affordability. Together, PM TN, PEO C3T and the Network Cross-Functional Team are success- fully providing a unified tactical transport network by aligning priorities and resources across numerous programs and efforts to pilot and prototype.
During my assignment, I was immersed in numerous Capability Set 21 efforts, including the integrated tactical network (ITN). Trough the ITN framework, the Army is providing battalion- and-below echelons with flexible communications options to better support threat-based environments. As the PM TN liai- son embedded within the unified network line of effort, along with efforts to leverage and modernize the upper tactical inter- net in support of ITN, I was also involved with some of the radio modernization initiatives at the lower tactical echelons. Trough the entire ITN selection process—from a scrum implementing the military decision-making process to the existing gover- nance structure for iterative decision-making—I observed the
importance of a synchronized message, ensuring that all of the stakeholders were working toward the same focused goals.
As discussions considered different radio capabilities to support the ITN, the team balanced cost, schedule and performance for programmatic efforts. It also considered the different radio modernization COAs balanced against different needs—such as thwarting near-peer threats, affordability, capabilities, sustain- ability, interoperability, etc.
As part of the operational planning team for the new Expedition- ary Signal Battalion – Enhanced (ESB-E) equipment package, I contributed to the synchronization of information between the Council of Colonels and the General Officer Steering Commit- tees, where leadership made iterative decisions based on Soldier feedback from the ESB-E pilot. Te purpose was to home in on the right characteristics to balance capability with cost.
Te ESB-E tool suite will be fielded to modernize the Army’s legacy expeditionary signal battalions. Tese units provide network communications capabilities to other units that either don’t have their own organic network transport communications
TRAINING FOR INTEGRATION
The 4th Security Force Assistance Brigade used elements of the Army’s new integrated tactical network radio capability during its training rotation in June at the Joint Readiness Training Center, Fort Polk, Louisiana. (Photo by U.S. Army)
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