From the Editor-in-Chief C


BACK TALK


For more news, information, and articles, please visit the USAASC website at


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Click on the Publications tab at the top of the page.


So it





Articles should be submitted to: DEPARTMENT OF THE ARMY ARMY AL&T


9900 BELVOIR RD.


FORT BELVOIR, VA 22060-5567 Email:


usarmy.belvoir.usaasc.list.usaascweb-army- alt-magazine@mail.mil or


usarmy.belvoir.usaasc.list.usaascweb-army- alt-magaz-ltr@mail.mil


onference attendance, once a main-  drastically. Travel,


budgets, and even the workforce are being cut


- ciencies” will save money for needed programs that provide our Soldiers with the resources to  conservation, it seems every little thing matters.


is with the Army’s Capability Portfolio


Reviews, or CPRs. All of the Army program  leads know about the CPRs. They already com- status


(costs, performance, delivery schedules,


etc.) and send the reports up to the Deputy Assis- tant Secretary of the Army for Acquisition and Systems Management—BG(P) Harold J. Greene, featured in this issue—for review.


Those data feed into the larger CPR process, through a series of reviews, until leadership  aligns with developing defense and national strategies. In other words: The products meet  duplicative; and are on schedule. If not, they could be terminated. Integrated capability port- folios and portfolio reviews are essential to the Army’s FY13 plan for balanced and affordable modernization, aligning equipment moderniza- tion communities to identify capability gaps and eliminate unnecessary redundancies. Every little thing matters in the CPR process.


If you are not one of the senior leaders men- tioned above, you may be thinking, “What does  blank).” In a word: everything. A “miscalcula- tion” recently reported on the F-35 Lightning II


Joint Strike Fighter “cost taxpayers an additional $7.9 billion and delayed overall development by almost three years,” according to a June 6, 2012, article in The Washington Post.


Everyone in the Acquisition Workforce is person- ally responsible for ensuring that requirements are clearly stated; alternatives are suggested; are contained; and delivery schedules are veri-  or product that otherwise would continue might never reach the Soldier.


This issue of Army AL&T provides an overview of the CPR and how Army Acquisition plays in the process. It all starts with validating require- ments, and ensuring that products meet those requirements and are responsive to the Soldier’s needs. Developing responsive solutions that meet requirements is also the focus of the article, “Maturing the Agile Process.”


Containing costs is another key element of the CPR; “Cost Management Leaders” takes an in- depth look at how to ensure that a product or service can be delivered at an appropriate cost. Businesses also have to manage their product portfolios. Mr. Rainer Michel, VP for Product Marketing and Strategy, Volkswagen of Amer- ica, discusses how in our Critical Thinking - lights successes of the Acquisition Workforce.


I encourage you to share this issue with other acquisition professionals, and to contribute to future issues by sharing best business practices. If you have any comments or suggestions, please contact me at usarmy.belvoir.usaac.list.usaa- scweb-army-alt-magaz-ltr@mail.mil. I look forward to hearing from you.


Nelson McCouch III Editor-in-Chief

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