A HUB FOR LESSONS LEARNED


CAAMLL Timeline Figure 3


Jun 2012 Jan 2012


Memo signed by AAE


CAAMLL Workshop


July 2012 Alpha


Capability Sept 2012


Initial Operational Capability


Sept 2013


Full Operational Capability


Sept 2014


Enhanced Full Capability


FY12 PHASE I


   


     


  


PHASE II


   


FY13


PHASE III 


  


FY14


AMSAA is taking a three-phased development approach, starting with a CAAMLL requirements analysis and culminating in the availability of predictive analytical methodologies and tools by September 2014. (SOURCE: AMSAA.)


Phase


III will provide predictive


analytical methodologies and tools by September 2014.


CAAMLL CHALLENGES The CAAMLL


team foresees some


challenges and barriers to its adoption and use by acquisition professionals. To help address some of these concerns, a CAAMLL milBook page is now available to collect ideas and so facilitate commu- nication of needs, wants, and desires within the Army acquisition community.


Along with the road show, gather- ing this type of feedback is essential to achieve an


interactive, collaborative


partnership between CAAMLL and the PM community.


The team also is planning to start a forum similar to the Army Professional Forums so that members can post issues


and have them resolved by community members or acquisition functional area subject-matter experts.


This idea was based on feedback from PEOs and PMs to date. Experts from the United States Military Academy Department


of


Systems Engineering,


Johns Hopkins University Applied Physics Laboratory, and RAND Corp. are collaborating with the team.


CONCLUSION The CAAMLL strategy is structured to      stop for support, ideas, and analysis as well as a tool for collaboration, and so  materiel acquisition enterprise.


For more information about CAAMLL,


go to https://www.milsuite.mil/book/ groups/caamll.


ALEX KARAHALIS is an analyst on the Army Acquisition Lessons Learned Team. He holds a B.S. in mechanical engineer- ing from Northeastern University and an M.B.A. from the University of Delaware.   (SPRDE) – systems engineering.


JAMES “CHIP” HERRELL is an      Materiel Lessons Learned Team. He holds an M.S. in quality systems management from the National Graduate School. He is 


JOHN G. THOMAS is the Team Leader for the Army Acquisition Lessons Learned Team. He


holds a B.A. and M.A. in


mathematics from East Carolina University.  Engineering and in test and evaluation.


96


Army AL&T Magazine


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