AGILE S&T


Using the Agile Process to address capability gaps in interceptors, launchers, and radars


by Mr. Patrick M. Duggan M on advances


eeting Army goals and objectives for reducing total system ownership costs can depend largely in technology. As


nology improves, the Army will have opportunities


to reduce the amount


of equipment required by the operat- ing force while improving operational capability; it should also provide the Army combat developer with oppor- tunities to consider operational efficiencies in the force structure.


In the system life cycle, the Materiel Solu- tion Analysis (pre-Milestone A) program phase is the best phase for incorporat- ing the Agile Process and establishing incremental capability


improvements


that transition technology and lever- age the Army’s Network Integration Evaluations (NIEs).


Te Integrated Defense Acquisition, tech-


Technology, and Logistics Life Cycle Management System is disciplined, robust, and proven, with clear lines of responsi- bility and accountability for developing, delivering, and sustaining warfighter capability. Occasionally, because of


tors such as weapon system complexity and resource management, system devel- opment may take longer than desired, with financial and scheduling issues that can be difficult to overcome.


Remaining focused on warfighter capa- bility gaps is important to help navigate this path. When addressing capability gaps in the counter rocket, artillery, and mortar (C-RAM), counter unmanned aircraft systems (C-UAS), and counter cruise missile missions, there are can- didate solutions that involve complex weapon systems and subsystems


and ASC.ARMY.MIL 107 fac-


SCIENCE & TECHNOLOGY


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