issue, the Army is aiming to introduce an over-the-air update mechanism for future capability sets.
NO TIME TO WASTE
The 4/10 MTN received an accelerated deployment schedule that not only compressed its training timeline, but also sped up the delivery dates for CS 13, posing a challenge for the BCT and the CS 13 fielding team. Here, Soldiers from the 4/10 MTN train using Rifleman Radios at Fort Polk. (U.S. Army photo by SSG Kulani Lakanaria, 4/10 MTN.)
lower-tier vehicles are assigned by bumper number down to the specific individual duty position to each unit within the brigade. So as the M-ATVs rolled out of Bagram Airfield, each had a specific FOB destination—and all the terrain and trans- portation challenges that came with it.
CHALLENGES AND LESSONS LEARNED A tremendous challenge with CS 13 was timing. While still at Fort Polk, LA, in the midst of fielding CS 13, 4/10 MTN received an accelerated deployment schedule. Te change not only com- pressed the unit’s training timeline, but also sped up the delivery dates for CS 13.
Some of the components for lower-tier vehicles were still in production as the unit left for theater, while the key-leader vehicles and more than 8,000 other pieces of equipment that had been fielded at Fort Polk needed to be shipped to Afghanistan. Before shipment, the CS
13 systems also needed to be loaded with the correct software and configurations to operate in theater, which differed from the setup used during 4/10 MTN’s Joint Readiness Training Center rotation.
To meet the needs of the mission, 4/10 MTN was task-organized
SFAB formation, meaning that the unit would deploy fewer Soldiers in different combinations
than a typical
BCT. CS 13 technologies are scalable and tailorable
to such changes, and
the network can be adapted to meet the needs of the unit. However, the systems are also interdependent—a great advantage on the battlefield, but a challenge when each adjustment has a ripple effect. For example, extending the network down to the Soldier level with Rifleman radios and Nett Warrior handheld devices significantly boosts SA, but also multiplies the density of fielded systems that need to be “touched” with any change or upgrade. To address this
into an
Tere are numerous other lessons learned for ongoing and upcoming fieldings— including for 3/10 MTN, whose lower-tier vehicle integration began in OEF in July, as well as the 2nd and 3rd BCTs of the 101st Airborne Division training with CS 13 at Fort Campbell, KY. In FY14, the Army plans to field four additional BCTs with the follow-on CS 14, which introduces Joint Battle Command – Platform, the Manpack radio, secret capability for the Rifleman radio and other network enhancements.
Te first takeaway is that with so many variables at play, communication among all of the players is paramount. Te Army could not have accomplished CS 13 field- ing in OEF without a strong partnership among the 401st Army Field Support Brigade, Task Force Signal, CJTF-101 headquarters, the receiving BCTs, and Assistant Secretary of the Army for Acquisition, Logistics and Technology (ASA(ALT)) organizations, including the System of Systems Engineering and Inte- gration (SOSE&I) Directorate, Program Executive Office Command, Control and Communications – Tactical (PEO C3T), PEO Soldier and Joint PEO MRAP.
Faced with changing operational condi- tions and numerous funding challenges, we relied on timely guidance and decision- making from HQDA G-3/5/7, G-8 and others. Among our own organizations, it was essential to synchronize ASA(ALT) efforts in order to provide consistent, accurate communications with CS 13 receiving units and other theater elements.
Tat brings up another lesson in need of
reinforcement: approach. Te Army’s
the system-of-systems capability
set
ASC.ARMY.MIL 17
ACQUISITION
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