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SEPARATE BUT TOGETHER


weapon systems such as the MAAWS. During development, the team identified that the 84 mm HE 441E round required development of enablers to the M3A1 Carl-Gustaf ’s advanced fire control and weapon electrical communication system. Tese enablers are required to obtain the target range, determine the ballistic solu- tion, program the fuze, and set the airburst function upon firing.


READY, FIRE


Multi-purpose Anti-armor Anti-personnel Weapon System (MAAWS) M3A1 fires during new equipment training. (Photo courtesy of PEO Soldier)


To summarize, project manager offices in different PEOs are tasked to develop and produce two interdependent items (weapon and ammunition) in order to deliver the required operational capa- bility. To successfully deliver capability to the warfighter these project manag- ers must ensure program priorities are synchronized.


THE SOLUTION Te success of the M3A1 Carl-Gustaf Recoilless Rifle and its associated 84 mm HE 441E round began with the devel- opment of their predecessors: the M3 Carl-Gustaf and the 84 mm HE 441D round. Te M3, M3A1, and both 84 mm rounds fall under the Multi-Purpose Anti- armor Anti-personnel Weapon System


32 Army AL&T Magazine Fall 2023


(MAAWS), which is a reloadable shoul- der-fired recoilless rifle capable of firing various munitions to achieve different target effects based on mission require- ments. Te M3A1 improves upon the M3 capabilities by significantly reducing the overall system weight and adding an advanced fire control system.


PEO Soldier and JPEO A&A signed a memorandum of agreement on Dec. 6, 2016, to support the M3 Carl-Gustaf and the 84 mm HE 441D round effort. Tis memorandum codified the plan and defined authorities, roles and responsibili- ties for conducting ammunition and other interdependent program research, develop- ment, test and evaluation and production activities associated with ammunition and


Adding the enablers provided a signifi- cant increase in lethality and accuracy and reduced the engagement time as compared with the predecessor round and weapon. When this was identified, PM SL utilized the memorandum of agreement and formally initiated a development proj- ect that required aligning the appropriate funding requests with the respective PEOs within the DOD budgetary process. Tis effort also tied the two programs together with respect to schedule. Tis approach identified one singular project manager (PM SL) as the lead to manage the devel- opment activities and PM CCS to take over ammunition production and life cycle management after achieving type classifi- cation standard. Tis enabled PM SL to work closely with the original equipment manufacturers (Saab Dynamics for the weapon and ammunition, and Aimpoint for the fire control) and ensured unified direction to the vendors.


Additionally, PM SL established a teaming relationship among the manufacturers and U.S. Army Test and Evaluation Command in order to perform a combination of contractor-led testing and government- led testing. Tis collaboration was essential to streamline test activities to ensure both items met Army operational requirements. Furthermore, per the memorandum, PM SL ensured the right experts were involved in all aspects of development by funding an integrated product team that included an embedded PM CCS product support


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