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Tackling big problems by taking them in multiple steps provides time to deal with challenges that arise. By stitching together multiple smaller, discrete efforts into a larger effort, victories add up over time.


Te lessons learned? Decompose large efforts into small efforts, start with a government lab rough prototype to show what’s possible, have cost targets that vendors must meet to stay competitive and foster robust competition.


LESSON 4: SMALL PIECES SOLVE BIG PUZZLES Te Program Executive Office (PEO) for Enterprise Information Systems, Wideband Enterprise Satellite Systems (WESS) program office is essentially the Army’s satellite gateway program— a place tuned to constant, incremental change to meet customer needs. WESS fields and upgrades the Army’s 18 enter- prise gateways


(formerly called STEP


sites). Other than the Modernization of Enterprise Terminals mission, a program that fields 12.2-meter satellite dishes around the world, WESS’s efforts com- prise small, incremental upgrades to existing products or technology refresh


TAKING A PAGE FROM SOF The EMC2, shown here in use by a Global Re- sponse Force paratrooper before a parachute assault at the Army/Air Force Joint Forcible Entry exercise in December 2015, originated an SOF solution. Later, it became part of WIN-T Inc 1 as an IOC. The Army added Ka-band to the antenna for the FOC. (U.S. Army photo by Capt. Lisa Beum, 1-82 ABN Public Affairs)


of legacy functions. Te umbrella of a


large program allows for running many smaller programs start to finish under it, ensuring the freedom to create and field new capabilities such as precision timing racks, modem upgrades and next-generation satellite control software, to meet the gateways’ needs by keeping oversight at the PEO level and avoiding what would be an unnecessary acquisi- tion category oversight structure.


Tis freedom has led to innovative tech- nical solutions that are being fielded not only to Army gateways, but by the Defense Information Systems Agency, the Air Force and others. We follow the DOD BBP 3.0 guidance to “eliminate unproductive processes, and bureau- cracy.” BBP 3.0 advocates reduction of reviews and unproductive processes, and admonishes PEOs and project managers to “exercise full responsibility and author- ity commensurate with their position.”


Te lessons learned? Leverage existing programs to minimize oversight require- ments, foster innovation within your program,


give others the answers to


your common problems and you all win together; keep it simple and don’t add unnecessary structure.


In each of the above cases, keeping the effort as small as possible was one of the keys to success. Tere are several reasons why keeping efforts small has positive effects, such as:


• Funding a large effort is a monumental task. It takes a lot of political capital, program objective memorandum plan- ning and a lengthy requirements process to make a large effort happen. How- ever, in most cases, the same result can be achieved over time by making each phase or spiral a smaller, discrete effort.


• Funding a small effort is much easier than funding a large effort. Within DOD, we have numerous rules for how much money can be realigned. Te more money that must be realigned, the higher the approval must go and the longer it takes. Over time, funding a number of sequential efforts is much easier and allows for a quicker start than trying to fund one large effort.


• If things do not go as planned, or if expected results do not materialize, then a small effort is politically much easier to end than a large effort.


• Tackling big problems by taking them in multiple steps provides time to deal with challenges that arise. By stitch- ing together multiple smaller, discrete efforts into a larger effort, victories add up over time. Tis provides time to work on the efforts that lag while keep- ing credibility intact.


ASC.ARMY.MIL


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ACQUISITION


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