THE LONG VIEW
came together on the development of the Joint Assault Bridge (JAB) in the first year of LIRA.
Tere was no materiel solution for the Armored Vehicle Launch Bridge (AVLB). It needed to be replaced sometime in the future, but when the Army looked at it, a short-term need was clear. Training subject-matter experts said the AVLB was too expensive to maintain readiness, and sustainment personnel said there were too many moving parts, some of which were obsolete. Te equipping experts successfully made the case that it was in the Army’s best interest to buy the JAB sooner than originally planned, to meet the needs of the warfighter.
ARCHITECTS OF ANALYSIS
MG Robert M. “Bo” Dyess Jr., director of force development, HQDA G-8, and Thomas E. Mullins, DASA PPR, co-chair LIRA’s equipping program evaluation group. Dyess and Mullins were early leaders in developing the LIRA process. (Photo by Marla J. Hurtado, HQDA G-8)
Tis coordinated decision resulted in divestiture of the AVLB and fielding of the JAB two years ahead of schedule.
equipping, sustaining and installations. (Te others, organizational and main- tenance, fall outside the LIRA process.) Te goals of the CPR are to revalidate Armywide system requirements; align resources with Soldier and warfighting priorities; and develop an acquisition pro- cess based on required capabilities that provides flexibility for the future.
LIFE-CYCLE PERSPECTIVE Te collaborative process established in LIRA allows Army stakeholders the opportunity to de-conflict long-term planning for an existing or future capa- bility. “When the Army makes an investment, we need to take a long-term strategic look,” Mullins said. “When you buy things, they don’t last forever. Tirty years is the expected life cycle, and it needs to fit with the Army’s requirements, resources and affordability.”
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LIRA has evolved since its first use in 2012. Te primary stakeholder organi- zations in the process are the Army G-8 and ASA(ALT), with additional organi- zations joining each successive annual review; the four PEG co-chairs deter- mine who should participate. In 2013, for LIRA15 (which informs POM15- 19), the process included the Army G-4, the U.S. Army Training and Doctrine Command’s Army Capabilities Integra- tion Center and the U.S. Army Materiel Command.
Te LIRA process brings together the various communities on the Army staff involved in resourcing, such as equipping, training, sustaining and installations, to discuss the most cost-effective and effi- cient ways to move forward in program acquisition. An excellent example of this combined approach is how everyone
SUPPORTING THE WARFIGHTER Since LIRA provides a 30-year look at the Army’s needs, resources and acquisi- tion processes, it fits well with two new key Army documents, “Force 2025 and Beyond—Setting the Course,” the July 22, 2014, guidance from Army Chief of Staff GEN Raymond T. Odierno and Secretary of the Army John McHugh; and “Te U.S. Army Operating Concept: Win in a Complex World, 2020-2040,” released Oct. 31, 2014, by the U.S. Army Training and Doctrine Command. Te first provides the operational and orga- nizational framework for how the Army will invest its resources to align with strategic priorities. Te Army Operat- ing Concept describes how future Army forces will prevent conflict, shape secu- rity environments and win wars.
Accordingly, LIRA allows the Army to see where the capability gaps are and what investments need to be made going
Army AL&T Magazine January–March 2015
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