$ PEO STRI LOOKS AT THE COMMON DRIVER TRAINER
PROGRAM AS A PRIME EXAMPLE OF EFFICIENCY. USING COMMON COMPONENTS, THE SIMULATOR CAN BE ADAPTED TO TEACH SOLDIERS HOW TO DRIVE STRYKERS, TANKS, MRAPS, AND OTHER VEHICLES.
This collaborative spirit dates to 1950, when the Army and Navy simulation components signed an agreement to work in partnership on training and simulation systems for service members. The signing of the document launched a lasting train- ing partnership that is the longest-known standing agreement between any of the U.S. military services.
The strong relationship among the services continues to yield fiscal efficien- cies. For example, PEO STRI signed an agreement with the Marine Corps’ Program Manager Training Systems to work together on live training sys- tems. When the Marine Corps saw that nearly 80 percent of its requirements were already being met by the Army through the Homestation Instrumenta- tion Training System program, program managers piggybacked onto the Army’s capability to get that training into the hands of Marines more quickly and save program dollars.
“The Marine Corps’ estimated cost and schedule for building a new alternative system would be approximately $19 million and nine years,” said Michael Dillon, the PEO STRI Project Direc- tor for the effort. The Marine Corps’ actual cost of leveraging the Army’s 80-percent solution was $8 million, and the time spent from concept
development to fielding was two years. Because of the time and money saved, the Marine Corps reimbursed the Army $300,000.
AGENCY COLLABORATION Collaboration also produces interagency efficiencies. The U.S. Department of Homeland Security uses PEO STRI’s Intelligence Electronic Warfare Tactical Proficiency Trainer to help law enforce- ment students with their interviewing skills. The technology reuse reduces the cost compared with a new but similar technology, as well as the high cost of hir- ing instructors and role players.
“The Department of Homeland Secu- rity realized cost benefits by reducing the number of instructor hours because the system is made available to students in a self-operated mode for after-hour use,” said Rick Jimenez, Lead Engineer for the system. “Students practice basic interviewing skills in a virtual environ- ment, which prepares them for a more productive engagement in front of live role players, thereby reducing the number of role-player hours required for training.”
Using the savings from leveraging an existing contract and training capabili- ties, PEO STRI and the Department of Homeland Security generated scenarios and content for the system.
“The effort resulted in a quicker, more affordable production of training capa- bilities for our non-DOD customer,” Jimenez noted. It also led to the creation of scenarios that are of use to Soldiers and
“greatly enhanced the original product at a significantly reduced—and shared—cost.”
Although partnership and teamwork do have their challenges—such as the time it takes to coordinate efforts, concerns about control, and the uncertainty at times that each party will uphold its end of the bargain—PEO STRI senior lead- ers and program managers agree that the rewards greatly outweigh the trials.
“When meeting the demands of our uniformed service members, we see an immense value in collaborating, coordi- nating, and cooperating with the joint community, our industry partners, and academia,” Blake concluded. “Shared education and experience fosters expertise, and we use that expertise to provide effi- ciencies in the products and services we provide to our customers.”
KRISTEN A. MCCULLOUGH is the PEO STRI Public Affairs Officer. She holds a B.S. in communication and political sci- ence from the University of Miami and an M.S. in political science from the University of Central Florida.
A S C . A RMY.MI L 101
BETTER BUYING POWER
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