not fund itself and has a fiduciary duty to taxpayers to explain, via its representatives, why it is expending such vast sums. But Congress is not the only audience to whom the Army must report. Tat reporting is often multilayered and exhaustive— and to those who do it, it can be exhausting. It is no surprise, then, that such painstaking detail takes time, and that, because of all of this time-consuming documentation, a system is likely to be outdated by the time it reaches the end user, the Soldier.
Part of the problem is also the requirements generation process itself. TRADOC, the organization that generates requirements, and ARCIC have worked with the U.S. Army Materiel Com- mand (AMC) through the AMC-sponsored Army Innovation Summits to identify impediments to requirements generation. At the third summit, Dyess said, “We worked with them to identify barriers between government and industry, which seem to pop up frequently. And so we’ve recommended several ways in order to help the people who do requirements generation … and address barriers with industry.”
With respect to requirements, the Army also has to address cer- tain barriers to itself. For example, the positions of TRADOC capability managers are not centrally selected billets, which means they can be staffed by individuals with no or insufficient operational experience. “We think that we should be putting leaders in there that have successfully commanded battalions and brigades,” said Dyess. “So we’d like to get the Army to des- ignate those billets as former battalion and brigade commanders, because it’s just so critically important that the requirements are written and written correctly, in the beginning, the middle and the end of an acquisition and testing process.”
Staffing positions with the right people remains a work in prog- ress, but it is just one aspect of how ARCIC is looking to melt the glacier of acquisition.
Another initiative underway is selective reduction of JCIDS reporting and analysis requirements, in conjunction with acqui- sition leaders in the Office of the Secretary of Defense (OSD).
“We’re really trying to look at what is the appropriate level of analysis that’s required for each one of the programs that is being worked on,” Dyess said. “You don’t need to have the same level of analysis for an ACAT [acquisition category] III-level program that you do for an ACAT I-level program with OSD oversight, but you do need to have some level of analysis that ties it to an operational setting in the way in which the capabil- ity will be utilized.” (For a related article, see “Rethinking the Analysis,” Page 42.)
WHAT’S ON THE HORIZON
A Soldier with 2nd Brigade Combat Team, 1st Armored Division looks for enemy troops during a simulated attack near Fort Bliss in May 2016 as part of NIE 16.2. By combining the results of NIE and AWA events with its other efforts to overhaul the requirements process, ARCIC is working to get new capabilities into the hands of Soldiers in less time. (U.S. Army photo by Sgt. Jarred Woods, 16th Mobile Public Affairs Detachment)
OPENING DOORS Te multiple initiatives underway to speed the acquisition pro- cess echo Army Chief of Staff Gen. Mark A. Milley’s March 2016 “Report to Congress on Chief of Staff of the Army Acqui- sition Authorities,” in which Milley wrote: “New tools and processes will be essential to the effort. Determining what systems should be developed to support the national military strategy requires extensive and iterative prototyping to allow for refinement of requirements without excessive risk or require- ments creep within programs.”
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ACQUISITION
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