together as a system of systems. Results thus far prove the benefits of a focused, coordinated effort.
PATROLLING THE PERIMETER
Soldiers inside their tactical operations center remotely control multiple weapon systems on the perimeter, reducing the number of troops needed for perimeter security, at an expeditionary base camp on Fort Bliss, TX, as part of NIE 16.1, conducted in September 2015. SoSE&I’s hybrid mis- sion—conducting staff and policy work while also executing direct efforts like NIE—presented a leadership challenge for Fahey in his last Army job. (Photo by David Vergun, Army News Service)
SoSE&I’s work has also expanded to include more coordination across the enterprise—not just within the Army, but across and outside of DOD. In PNT, for example, the services have adopted a common framework for describing PNT threat environments and capabilities, and the Navy and the Air Force have initiated development of PNT architectures mod- eled after the Army’s system-of-systems architecture for A-PNT. Te Army has also secured formal memorandums of understanding to leverage other agency funding,
knowledge, technology and
analytical efforts to improve Army PNT capabilities.
discovered that even in instances when I tried to give work away, the affected PEOs would rather have SoSE&I at the table to help facilitate. We are uniquely situated to play honest broker: to dis- cover and raise the issues that arise from program interactions, to offer options backed by information and analysis and then to back off and let the PEOs decide how to execute. In this way, we don’t step on toes, but try to make their jobs easier and be a headquarters-level champion when they need one.
For example, our team recently man- aged a major, cross-PEO analysis supporting the network modernization plans for armored BCTs. Incorporating such complex factors as
the schedules
for the Abrams, Bradley and Armored Multi-Purpose Vehicle (AMPV); the procurement availability of different tactical
radio systems;
collaborated with numerous program stakeholders to identify risks, oppor- tunities and decision points. Tis effort was made possible by collaboration with the PEOs and use of the SoSE&I IMS, which tracks more than 100 ASA(ALT) programs
to identify
cies and align fielding plans with Army modernization objectives such as the Mission Command Network of 2020 and the COE. It’s a great tool and a huge step in the right direction to drive more coordinated and better informed testing, production, fielding and training.
and an Army
leadership review of the appropriate net- work basis-of-issue across BCTs, SoSE&I
STILL EVOLVING Even as the troop-to-task aligned SoSE&I resources to execute top Army priorities, we continued to inherit new missions. Within the last 18 months, the AAE assigned SoSE&I oversight of cyber acquisition and A-PNT, with the ratio- nale that both are critical capability areas affecting all portfolios within ASA(ALT), and that the tools we field need to work
interdependen-
As our scope grew, my leadership challenge became less about explain- ing SoSE&I’s role to our stakeholders and more about how to execute greater responsibilities with the same resources. Cyber, especially, is like an elephant feeding: It just keeps demanding more of our time and talent. And all of our diverse focus areas—such as cyber and COE—are also tied into the continuous NIE cycle, which requires rigorous prep- aration and integration efforts for each unique exercise.
Despite the demands, it was tremendously difficult for me to decide to leave this job in what I consider to be midstream. I am usually a three- to five-year guy: To make the most impact, I believe you should stay in a job at least three years and no more than five. I left this one after just 18 months, because, after 34 years of federal service, I knew I was ready to move on.
But I depart knowing that SoSE&I is flourishing in our hybrid role, focused on Army priorities. Te organization’s main
ASC.ARMY.MIL 145
COMMENTARY
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