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As we prepare collectively for the influx of war-weary equipment from theater, the application of the Agile Process provides some clues to solving the riddle of retro- grade while also providing a path forward to the next contingency. Emerging from the software industry in 2001, the Agile Process developed around the interactions of ad hoc, often multidisciplinary work groups and the initiatives of individuals. Te agility of the efforts lies in the ability to adapt quickly to shifting requirements and the close coordination with custom- ers or, in combat development parlance, stakeholders. Te agile methods are very compatible with Lean Six Sigma concepts, with the two approaches often combined to amplify results.
Although the Agile Process has been discussed extensively in the context of communications (e.g., the Network Inte- gration Evaluation (NIE)), this article looks at a theoretical framework that adopts the best practices gleaned from the Agile Process and synthesizes them into a well-defined retrograde effort. We believe this framework reflects the Better Buying Power (BBP) 2.0 approaches as articulated by the Hon. Frank Kendall, undersecretary of defense for acquisi- tion, technology and logistics, and is in harmony with recent changes to Chapter 3 of the Defense Acquisition Guidebook (i.e., renewed emphasis on affordability and analysis of alternatives; see https://
dag.dau.mil/Pages/Default.aspx).
In an effort to plug into the BBP acqui- sition techniques demonstrated in the software
and communications sec-
tors, PdM SUAS is investigating a “1/6 Dynamic Retrograde Strategy” (DRS), whereby the Army would replace approx- imately one-sixth of the fleet each year. (See Figure 1 on Page 130.) Te strategy is essentially a compressed incremental acquisition process that takes advantage
LOOKING AHEAD Two IDIQ contracts provide PdM SUAS flexibility to replace a portion of the Raven and Puma fleets, or subcomponents of them, as they are diminished by attrition or become technologically obsolete. Here, SPC Jordan Hensler, a cavalry scout assigned to 6th Squadron, 8th Cavalry Regi- ment, 4th Infantry Brigade Combat Team, 3rd Infantry Division (4/3 ID), launches a Puma UAS Aug. 14 in Logar province, Afghanistan. (Photo courtesy of 4/3 ID Public Affairs)
of the most current products that indus- try offers.
Te SUAS concept approaches fleet attri- tion as an opportunity to inject current technology and provide enhanced capabil- ities to the warfighter. Rapid identification of potential upgrades, close interaction with stakeholders, frequent and fast assess- ment with test agency involvement, flexible contracting and rapid fielding are the char- acteristics of the SUAS agile materiel management technique.
By adapting the NIE process to the UAS world, PdM SUAS believes it can encour- age competition, reduce per-item and research costs, and decrease the “black- board to field” timeline. Retrograde and the associated reduction in operational tempo provide the first real opportunity to test the viability of such an approach.
Essential to this framework is the evo- lution from a sole-source approach to seeking the best technology, to the adoption of
a firm, fixed-price (FFP)
indefinite-delivery, indefinite-quantity (IDIQ) contractual vehicle with multiple vendors participating. PdM SUAS imple- mented two distinct IDIQ contracts capable of handling the majority of the hardware and services requirements.
In addition to the IDIQ products con- tract, awarded in early 2013, PdM SUAS recently awarded an FFP services IDIQ contractual vehicle. Te latter is essen- tial to depot-level sustainment tasks, including warehousing,
shipping and
maintenance. Te services contract also provides a robust and agile approach for engineering development and train- ing, both of which will be central to the DRS concept.
ASC.ARMY.MIL 129
BBP 2.0
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