ARMY AL&T
intensive look at the impacts of design changes on various vehicle subsystems, they are simultaneously constrained by the existing hull envelope.
SE is best applied at the initial stages of program formulation. The NDI strategy and the accelerated pace of the original program precluded the rigors of the SE processes, as the SE docu- mentation was not developed for the first Strykers. The Stryker mod- ernization team is now retroactively characterizing the baseline vehicle. The process is not only long and dif- ficult, but also expensive. Traditional, but lengthy, developmental programs designed from the ground up provide information and documentation that facilitates follow-on modernization efforts. In the case of Stryker modern- ization, adding layers of SE processes retrospectively, while complicated, will result in much better documentation and analysis for further growth.
Long-term planning based on stable requirements is crucial for successful SE implementation. If a piece of the design or requirements puzzle is removed or changed, the whole design has to be re-evaluated or the system may not be optimized. Consequently, SE does not respond well to incre- mental requirements changes, evolving
capabilities, or schedule and funding uncertainties. In Stryker moderniza- tion, the user’s needs, while challenging, have remained fairly stable; program execution has been less certain. The Stryker modernization project sched- ule has had to be adjusted to align with available funding. This has resulted in a series of changes to the requirements baseline and several modifications to the contract. Altering vehicle capabili- ties because of schedule and funding impacts has caused Stryker moderniza- tion to rework the system architecture, as well as rebaseline the project, to ensure proper earned-value manage- ment system controls are in place.
Program success following a thorough SE process is contingent on stable long- term plans that align the expected pro- duction schedule with funding in the out-years. Unfortunately, available funding and priorities cannot be reliably predicted. For Stryker modern- ization, the research, development, test, and evaluation funding has been in place as needed; however, authorization from leadership to proceed has been uncertain. Changes in law and regula- tion have also impacted the schedule.
The SE approach does not lend itself to rapid fielding. SE is a structured and meticulous approach to designing a product to meet user needs. As such, SE requires a significant upfront invest- ment in time and money. An aggressive schedule can extend to 9 or 10 years from developing the Initial Capabilities Document to Initial Operational Capability. Recently, mandated com- petitive prototyping and reliability growth testing, while beneficial, will make the acquisition cycle even longer. Therefore, the extended schedule is exposed to more external factors that can stop or delay projects indefinitely.
Stryker modernization is employing the DOD SE process to update and enable Strykers to face current and future threats around the world. (U.S. Army photo by MAJ Misty Martin.)
The DOD SE process is not easily tailored to address legacy system upgrades. Stryker modernization is starting from a draft Capabilities
Development Document require- ments baseline. However, upgrading the Stryker through a remanufacture program requires working from an existing hardware baseline. Reconciling this incongruity has been a challenge from the start of Stryker moderniza- tion. Maximum reuse from the original Stryker vehicles is necessary to ensure an affordable remanufacture program.
The challenge is in modifying and adapting an existing system to meet a new set of requirements. The SE process has been indispensible in evalu- ating and trading system capability and performance against the burdens of space, weight, and cost. SE does not respond well to incremental require- ments changes, evolving capabilities, or schedule and funding uncertainties.
MACAM S. DATTATHREYA is a Computer Engineer for the U.S. Army Tank Automotive Research, Development, and Engineering Center. He holds a B.S. in industrial and production engineering from Mysore University and an M.S. in computer engineering from Wayne State University. Dattathreya is Level II certified in systems planning, research, develop- ment, and engineering (SPRDE).
PAT FOLEY is the Lead Engineer for Stryker Modernization, Project Management Office (PMO) SBCT. He holds a B.S. in mechanical engi- neering from Lawrence Technology Institute and an M.M.E. from Wayne State University. Foley is Level III certified in SPRDE and is a U.S. Army Acquisition Corps member.
DANIEL A. TESCHENDORF is a Mechanical Engineer for the Stryker Modernization Mobility Working Group, PMO SBCT. He holds both a B.S. in mechanical engineering and an M.M.E. from the University of Michigan-Dearborn. Teschendorf is Level III certified in SPRDE.
JULY –SEPTEMBER 2010 13
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