the power management issues have been widespread and clearly articulated, they were not comprehensively addressed or resolved because no single organization “owned” the issue.


Te Power-DWG’s recommendation includes Army-specific adjustments to DOTMLPF-P domains that will not only facilitate a joint power distribu- tion solution, but will also improve the


Army’s ability to exploit advanced power generation, management and distribu- tion systems


in the future. Te team’s


nonmateriel recommendations also rein- force the importance of an integrated DOTMLPF-P solution, rather than sim- ply a technology acquisition.


CONCLUSION As


an Army officer, I have come to understand that the prescribed approach


GEN David G. Perkins, TRADOC commander, and LTG H.R. McMaster, ARCIC director, recently reiterated the need for this collaboration in the capa- bility development process, to include all key stakeholders, program executive offi- cers and project managers alike. Finally, as is often the case, the Army can apply lessons learned from industry, whose best practices reinforce early collaboration in the design process. A common example of an industry tool for early collaboration is use-case development. Tis process maps and analyzes the end user’s interac- tions with the system, ensuring that end users’ needs are represented and planned for early in the development process.


Te Power-DWG continues to meet and find the best systems acquisition approach to power management—one that balances cost, schedule, performance and the needs of the services.


MULTIPLE CHALLENGES PM E2S2’s Power-DWG found that the Army has well-documented nonmateriel challenges that affect its ability to effectively manage power. The result: Army units often lack organic power man- agers with the training and expertise to effectively employ today’s power systems. (Photo courtesy of PEO CS&CSS)


MAJ ANDREW MILLER is a former infantry officer completing his first tour as an Army acquisition officer. He is currently assigned as an assistant product manager for large power sources under PEO CS&CSS’ PM E2S2, Fort Belvoir, VA. He holds an MBA from Southeastern Louisiana University and a B.A. in business administration from Louisiana State University.


to capability development is not always strictly followed. Personnel and organiza- tions generally understand the benefits of close partnerships between stakeholders in the materiel and capability worlds; however, they too often allow conflict- ing priorities and limited resources to get in the way. Army leaders recognize the importance of this integration and often challenge organizations to strive for it.


ASC.ARMY.MIL


109


COMMENTARY


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