“You speak both languages by translating operational requirements and objectives to the technical requirements and objec- tives,” Flores said.
Maj. Paul F. Santamaria, SoSE&I CPD APM, said the role has a distinct rhythm.
“When it comes to execution of each exer- cise, our scope gets less wide and more deep in order to drill down into a unit’s needs
to successfully accomplish the
exercise,” said Santamaria, who previ- ously worked as an assistant professor in the Department of Systems Engineering of the United States Military Academy at West Point. “At the conclusion, we then widen our aperture and coordinate with all external organizations for the next one.”
NOT YOUR AVERAGE APM Unique to the trail boss role is the scale of exposure. While traditional product managers focus on one portfolio of indi- vidual systems, trail bosses consider their portfolio to be the tactical network and the system-of-systems capabilities interact with it. Trail bosses see the latest
that
technology first, understand where the Army is heading with capabilities and absorb leadership priorities.
Working with so many capabilities—and so much
different operator
input—provides a wider perspective when they move on to future assignments in the Army Acquisition Corps.
“At the NIEs, we are exposed to so many different concepts and see them work together as a system of systems,” John- son said. “With [this experience] comes a larger concept of understanding of where modernization is heading. As we look to future assignments or look at what is going on in the acquisition community, we can see the direction we are heading, which is really a unique opportunity.”
CONCLUSION Originally designed to focus on the tac- tical network, the exercises are evolving to look at a wide variety of capabilities, such as advanced tactical power, counter- unmanned aircraft system capability and cyber and electronic warfare technologies.
Tis continuous cycle of NIEs, and now JWAs, helps the Army keep pace with the speed of technology while incorporating Soldier feedback into system design and training. Te exercises inform tactics, techniques and procedures for using the technologies in the field.
As the NIEs incorporate new units and the JWAs new partners and locations, the trail bosses are embracing their expanded roles. For example,
they are now plan-
ning multiple exercises at one time and starting the process earlier than ever to coordinate with rotational units.
“I’m capturing all these lessons learned from what we are doing at Fort Campbell, and I’m trying to apply them not just with an operational unit but with one with an operational mission in what seems to be an operational theater,” said Santamaria, who recently returned from a trip to Ger- many to plan JWA 18.1. “Te role of trail boss has evolved from having a static unit conducting exercises with new technol- ogy, to a not-so-static unit conducting an exercise in a different environment—and how do you bring all those forces to bear? So bringing all those pieces together is something really unique.”
For more information, go to http://rapid
capabilitiesoffice.army.mil or email the Army Rapid Capabilities Office at rapid
capabilitiesoffice@mail.mil.
MS. NANCY JONES-BONBREST is a staff writer for Data Systems Analysts Inc., providing contract support to
the Army SETTING PLANS IN MOTION
Trail bosses, from left, Maj. Carlito Flores, Maj. Paul Santamaria and Maj. Alicia Johnson review plans for JWA 18.1 during an April meeting at Fort Bliss. JWA 18.1 is scheduled for May 2018 in Europe. Trail bosses are tasked with developing schedules and budgets, as well as leading design, integration and VALEX coordination efforts with a variety of partners, including Army and joint organizations.
Rapid Capabilities Office. She holds a B.S. in journalism from the University of Maryland, College Park. She has covered Army
including events.
modernization multiple
for several training and testing
years,
ASC.ARMY.MIL
15
ACQUISITION
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