T
he Army’s Network Integration Evaluations (NIEs) and Joint Warfighting Assessments (JWAs) were meant to be fluid and flexible, adaptable to current demands. In keeping with that design, both events
are undergoing sweeping changes that will improve the integra- tion of emerging technologies and meet the call for readiness in an ever-changing global threat environment. As the Army shakes up the process, the people who conduct the NIEs and JWAs are also adapting their roles and responsibilities—and making the most of the opportunity to burnish their skills.
Te NIE and JWA are Soldier-led, complementary exercises designed to integrate and mature the Army’s tactical network and emerging
capabilities
Trough simulated combat missions, including combined arms maneuver, counterinsurgency
and stability operations, the
Army has been able to integrate, assess and improve hundreds of government and industry technologies using Soldier feedback. Since its inception, the combined NIE and JWA process has made possible the evaluation of more than 270 capabilities with the execution of more than 130 other demonstrations and risk reduction events.
At the center of it all are the NIE and JWA trail bosses, acqui- sition professionals who serve as the vital link between the operational units that put on the events and the many govern- ment and industry stakeholders that provide capabilities for evaluation. Trail bosses communicate the operational intent of the various systems, ensure that the proper training and equip- ment are in place, and conduct end-to-end integration and planning to execute successful exercises. From a talent manage- ment perspective, trail bossing is a rare and valuable chance for a junior or midcareer acquisition officer to interact with multiple capabilities and stakeholders in a high-profile setting.
Indeed, as the NIE and JWA evolve, even the term “trail boss” no longer describes the full scope of these officers’ duties. What began as an assignment to guide the unit through the valida- tion exercise (VALEX) and operational evaluation has evolved to include a heightened level of planning, preparation and coordination akin to the job of a program manager responsible for guiding a portfolio of products through development and fielding. Reflecting this change, some trail bosses now have the formal title “assistant product manager” (APM).
“It used to be about getting the unit through the validation exercise that shows how the network works prior to an NIE,” said Maj. Carlito Flores, APM with the System of Systems
Engineering and Integration Directorate’s Capability Pack- age Directorate (SoSE&I CPD). Previously, Flores served as the APM for Nett Warrior with the Program Executive Office (PEO) for Soldier at Fort Belvoir, Virginia. “Now, we are able to see the larger operational picture by being part of the whole planning process. We’ve stepped up our role in interacting with the unit, and serve as more of a planner to senior leadership.”
in an operational environment.
Tis year, for the first time since the inception of the NIEs in 2011, the operational test unit will no longer be the 2nd Bri- gade Combat Team, 1st Armored Division. Instead, the Army will rotate in other formations to meet readiness goals and pro- vide fresh perspectives on new technologies. At NIE 17.2, to be held in July at Fort Bliss, Texas, the 2nd Brigade Combat Team, 101st Airborne Division (2/101), a light infantry unit based at Fort Campbell, Kentucky, will serve as the test unit. Next spring, JWA 18.1 will take the changes a step further when the event moves to Europe and features the 2nd Brigade, 1st Infan- try Division along with a large cast of joint and multinational partners.
MAXIMUM MULTITASKING
Trail boss Maj. Paul Santamaria inspects a vehicle during the VALEX phase of AWA 17.1 at Fort Bliss in October 2016. Trail bosses have broad responsibility at the NIEs and JWAs, which gives them a better understanding of the larger operational picture. That, in turn, enhances their acquisition expertise.
ASC.ARMY.MIL
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ACQUISITION
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