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programs into five types, each with its own documentation requirements (see Figure 3), for greater efficiency and to restore discipline and accountability for product development. Following is a summary of the five types.


• Type 1: A non-developmental program, in which the capability need not start from scratch, but instead uses an Engi- neering Change Proposal. An example would be the AH-64 Block II Apache helicopter.


• Type 2: An existing system with a block improvement using approved requirements to avoid duplication, for example, the AH-64 Block III Apache.


• Type 3: A new system improving an existing capability with off-the-shelf technology upgrades, for example, the Stryker armored vehicle.


• Type 4: A new system that provides a new, innovative capability with proven technologies, for example, the Ground Combat Vehicle.


• Type 5: A new system for early adop- tion of as yet-incomplete technologies, for example, FCS. These pose the great- est challenge and should be restricted to game-changing military capabilities, the panel concluded.


By contrast, the panel recommended Types 1, 2, and 3 acquisitions for shorter cycles, rapid technology insertion, and reduced requirements and technology


“creep.” Priority should be given to vertical technology insertion and hori- zontal integration of proven advanced technologies, using evolutionary acqui- sitions with built-in growth capacity, the review states.


This varied approach to acquisition would enable the Army to get the requirement right and eliminate technology risk before MS B, according to the review, which recommends encouraging and funding competitive pre-MS B prototyping of systems, subsystems, and components. It also recommends expanding the acquisi- tion of Technology Data Packages during the development stage, when the govern- ment has leverage.


The panel further recommends involv- ing the cost, manpower and personnel integration, and test communities early in the acquisition process, and making greater use of fixed-price and incentive- fee contracts.


For improved oversight of industry advances in technology, the Army needs


Some Quotes from Interviews Figure 1


WE NEED AN


AGILE SYSTEM THAT RAPIDLY DEVELOPS,


PURCHASES, AND FIELDS INNOVATIVE SOLUTIONS FOR OUR SOLDIERS. . .


SCHEDULE SHOULD BE THE FIRST PRIORITY WHEN RESPONDING TO


THE IMMEDIATE NEEDS OF SOLDIERS IN COMBAT.


THE LIFE CYCLE MANAGEMENT COMMANDS


HAVE BECOME ‘BALKANIZED’ !


WE NEED TO ENHANCE THE ROLE AND


REPUTATION OF TCMS.


IN BUSINESS,


AT THE END OF THE DAY, SPEED IS WHAT MATTERS.


TOO MANY PEOPLE


CAN SAY NO.


THE JCIDS PROCESS WAS A GOOD FAITH EFFORT. WE CANNOT


AFFORD THAT LONG OF A PROCESS IN THIS ERA.


FISCALLY CONSTRAIN DO&E…MAKE THEM PAY


FOR TESTING OR RESTRAIN THEIR ABILITY TO SELECT ANY ITEM FOR TEST.


CONTRACTOR DASCS ARE TRULY WEAK… GET THE DASCS BACK INTO


THE BUILDING! A S C . A RMY.MI L 75


BETTER BUYING POWER


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