GETTING REQUIREMENTS RIGHT


‘GOLDEN’ VEHICLE


SFC Carlos Shell, liaison officer for the Capability Package Directorate, inspects a newly integrated, one-of-a-kind “golden” vehicle with Ramon Gandea, program manager, Warfighter Information Network – Tactical, at the NIE Integration Motor Pool, February 6. Not all materiel is golden: A manager needs resources to create an approved requirement for a desired capability, but resources are often unavailable without an approved requirement. (Photo by Theotis Clemons, NIE Plans)


One challenge facing project and program management offices (PMOs) is the lack of resources needed to work these early stages because the Army will not resource many activities without an approved requirement. Arguably, however, a more challenging set of circumstances has been occurring in PMOs Armywide as program and project managers (PMs) transition their offices to meet the demands of shifting priorities and resources in a bud- get constrained environment. For several years, the Army has been adjusting to new and emerging strategic, operational and financial environments based on changes in national security and national defense strategies.


THE PROBLEM Te wars in Iraq and Afghanistan created several operational challenges that required the Army to field Quick Reaction Capabilities (QRCs) in response to operational needs statements (ONS) and joint urgent operational need statements (JUONS). Resultantly, many Soldiers’


lives were saved and capability


gaps and associated risks were significantly mitigated. Te goal of these solutions was to get sufficient capability to the war- fighter as quickly as possible. Te logic was that the quicker the


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capability was delivered, the more lives would be saved and the more success our warfighters would meet on the battlefield.


Te upside to this process was that, without question, lives were saved and most missions were successful. Te downside to this process is manifold, however. First and foremost, the analyti- cal rigor and documented processes that are generally used to develop, manufacture, test, deliver and sustain materiel solutions were often not used in response to ONS and JUONS. QRCs were quickly procured from industry and sent down-range with little regard to cost, integration, testing or sustainment.


Tese solutions were often fielded as pilot programs without acquisition management. QRCs were funded using contingency dollars that did not include sustainment money. Resultantly, many QRCs were either left in theater, destroyed or stored away for future use. Yet Army leadership has deemed some materiel solutions to be enduring capabilities and be managed in the respective PMO. Tese organizations are transitioning many of these QRCs to PORs in order to secure sustainment dollars not appropriated in contingency funding.


Army AL&T Magazine


July-September 2015


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