GETTING THE BIG PICTURE


power distribution holistically and iden- tify its undeniably close linkage to power management.


While the Power-DWG initially focused only on developing a joint materiel solu- tion, it quickly determined that it would be foolish to recommend a materiel solu- tion without recognizing and addressing inconsistencies in service power manage- ment concepts and the resulting approach to power distribution. Te Power-DWG found that the Army’s position regarding power management was an outlier com- pared with that of the other services.


AMPING UP SOLUTIONS This Power Distribution Illumination System Electrical provides reliable, quick-to-assemble power distribution equipment that is critical to deploying tactical electric power grids. Adjust- ing DOTMLPF-P factors will improve the Army’s ability to exploit advanced power generation, management and distribution systems in the future and facilitate a joint power distribution solution. (Image courtesy of PEO CS&CSS)


Capability requirements must have fully integrated DOTMLPF-P solutions. Stand-alone materiel solutions often are destined to achieve only limited gap mitigation or fail outright. Silver-bullet solutions that solve a problem by address- ing only one element of DOTMLPF-P are rare. Almost always, a combination of DOTMLPF-P considerations must accompany any successful materiel devel- opment effort.


Establishing strong partnerships up front helps to identify potential problems before they become significant enough to derail the program. I saw multiple efforts fail due to unanticipated issues that sur- faced when new stakeholders entered the requirements development process late in the planning phase.


Te Power-DWG membership and par- ticipation successfully replicated the organizational and functional aspects of an ICDT. A true interdisciplinary team, it included both materiel and capabil- ity developers from each service as well as representatives from the science and technology community. It also sought input directly from users to fully under- stand the operational environment and constraints. Te mix of talent and exper- tise within the group drove it to look at


108 Army AL&T Magazine July-September 2015


As the Power-DWG continued its efforts, members discovered that the core chal- lenge to power distribution was related to the services’ differing understandings of and approaches to power manage- ment. We worked together to define what power management was, who performed it and how each service approached it. Te Power-DWG ultimately identified a working definition for power manage- ment, the elements of which allowed for service-based comparisons that illumi- nated the Army’s status as an outlier. Tis outcome was also a direct result of Power- DWG’s multidisciplinary membership and partnership approach to the problem.


Analysis of the Army’s nonmateriel power management


construct found that the Army lacked the ability to adopt common


power distribution equipment, and that the reason for this was rooted in a much larger power management problem. Te team also determined that the Army’s approach to power management did not consider the complexity of current or future tactical electric power systems.


Based on their current approach, Army units do not have organic power man- agers with the training and experience to effectively employ today’s power sys- tems. Te Army should anticipate that this issue will grow more pronounced with the adoption of more complex power systems. Te Power-DWG also determined that if the Army doesn’t update


the nonmateriel aspects of its


approach to power management in the areas of doctrine, organization, training and personnel, it will not be able to fully integrate advanced power technologies, reduce sustainment demand and achieve the logistics-based savings called for in the Army operating concept, “Win in a Complex World.” Tis


includes the


advanced distribution equipment that the Power-DWG initially evaluated.


As the Power-DWG researched rec- ommendations,


it discovered that the


problem had several layers of complex- ity. For starters, nonmateriel power distribution issues span several U.S. Army Training and Doctrine Command (TRADOC) centers of excellence that have an interest in power management, although interests and efforts are not always coordinated. Furthermore, the Power-DWG discovered that these issues were not new; most have been clearly identified in multiple requirements documents, DOTMLPF-P analyses and numerous reports from TRADOC, ARCIC, the U.S. Army Materiel Sys- tems Analysis Activity and independent organizations. Trough research, the Power-DWG determined that although


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