REQUIREMENT: REQUIREMENTS


Vigilant Pursuit provides dedicated tactical pursuit vehicle-mounted and dismounted assets that employ cutting-edge technologies, enabling signals- and human-intelligence Soldiers to cross- tip and cross-cue timely intelligence to more rapidly and accurately identify high-value targets. Whether it’s a vehicle or a cutting-edge system within it, all material solutions and capabilities in a program of record have the requirement for requirements. (Photo by Kashia Simmons)


characteristics of any relationship. Te development of require- ments is a complex process in which concepts, technology, industry capacity and cost are extensively analyzed and docu- mented. Tis time-consuming method creates a train of thought exclusive and unique to many capability managers.


CONCLUSION Documenting Army “needs” is no small or easy task. It takes training. Tere is very little room for ambiguity when describing and documenting materiel solution attributes and characteris- tics. Tis particular way of thinking and communicating creates a lexicon within the capability management community that is often a barrier for counterparts in the PMO. Leaders must iden- tify issues like this and take measures to mitigate their effects. Online training, VTC working lunches and other knowledge- sharing exercises can reduce the effects of cultural differences between the TCM and PMO.


Many PMOs and TCMs are going through the transition from QRC to POR. Tis change may be tumultuous and it will


require Army professionals to adjust how they conduct business, interact and communicate with others and fulfill their role in support of the user. Ultimately, it is our job to care about the Soldiers’ problems because they do not have time to worry about ours. Effective communication leads to getting capability to the warfighter, which is everyone’s responsibility, because we never want to send our Soldiers into a fair fight.


For more information, contact timothy.j.bracken.mil@mail.mil.


MAJ TIMOTHY J. BRACKEN is an aviation branch officer and assistant program manager for Project Management Office DOD Biometrics, where he manages foreign military sales. He worked three years at the Aviation Center of Excellence in the Capability Development Integration Directorate before acceptance into the Acquisition Corps in 2013. He holds an M.A. in history from the University of North Carolina, Wilmington and a B.A. in history from the University of Tennessee at Knoxville. He is Level I certified in program management.


ASC.ARMY.MIL 73


SCIENCE & TECHNOLOGY


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