WE’RE
TRYING TO DO THE RIGHT THING FOR THE ARMY,
FOR THE DEPARTMENT OF DEFENSE, FOR THE NATION, AND GET THE MOST BANG FOR THE BUCK. SO DON’T BE DEFENSIVE, BECAUSE YOUR PROGRAM MAY NOT BE FAVORABLY
IMPACTED
[IN THE CPR], BEST
THING
Q. What should acquisition workforce members focus their reporting on in
A. What we need to be reporting on, really, is the capability we’re bringing to the table, the risks in the program, and identifying potential trade space in the program.
Q. What CPRs are currently on the table?
A. Right now, the ISR [Intelligence, Surveillance, and Reconnaissance] CPR is working; the Combat Vehicle CPR; Aviation; and Mission Command. Every month, a couple of CPRs will get up to the Vice Chief of Staff, AAE level. So there will be a couple or so that will be on the front burner to go to the Vice Chief, and the AAE will also participate. But there will be other ones at lower levels And in a given year, the idea is that we - folios at some point during the year, and that would then support senior leader decision making in the POM [Program acquisition decision forums.
We started this under [then-Vice Chief of Staff of the Army] GEN [Peter W.]
BUT IT’S TO DO THE FOR
Chiarelli about three years ago, and we went through all of them a couple of times with GEN Chiarelli as an Army. And now GEN Austin [Vice Chief of Staff GEN Lloyd J. Austin III] has taken over, and he’s started them up again … we’ve done more than one cycle.
They change over time: Capabilities are accelerated, programs fall behind, fund- ing is changed in programs, the perceived requirements
change. So we need to
we’re trying to get to these about once a year to 18 months.
Q. To get into some of the mechanics of CPR from an acquisition point of view, in terms of what sort of metrics you look for, what you hope to generate, and how leading up to the CPR?
A. I would tell you that a successful CPR, from my point of view, is that we have a clear understanding of the context in which our systems are going to get used and the interrelationships between the systems, and we have a focus on the operational capabilities
required that enable us to identify the trade space in
So I think a successful CPR is one where, coming out of it, we understand how our the bang for the buck that we’re getting.
What the CSBs allow us to do, in a forum chaired by the Acquisition Executive, is to bring in a program and its require- ments and look at requirements that we can descope without breaking the pro- schedule or risk in the program. So it would be an easing of the requirements. We want to do that in the context of the capability we’re trying to provide.
You may, after coming through a CPR, be told, “We can reduce requirements here in either number or operational capability in one system, because there
ASC.ARMY.MIL 11
BY WHAT GOES ON OUR
NATION.
our programs. As I’m sure you know, all of our program managers and PEOs have been tasked with identifying potential descoping opportunities to yield cost sav- ings and bring them forward in a CSB. And what the CPR enables us to do is to identify and work with our partners in the requirements and the resourcing community to identify those potential descoping recommendations and get their buy-in to those.
ACQUISITION
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