MODERNIZING MISSION COMMAND
Q. How does the COE play a role in development of mission command capabilities?
A. Te Army’s COE establishes mis- sion command networking standards. It identifies cross-cutting capabilities used by many systems, such as geospatial visualization, and it allocates responsi- bility to subordinate CEs to implement. Te COE provides the governance to the CEs, ensuring that the Army is develop- ing capabilities effectively with the goal of reducing development and long-term sustainment
costs, while improving
IN SUPPORT OF MISSION COMMAND Soldiers from the Fort Benning Experimental Force, 1st Battalion, 29th Infantry Regiment assess capabilities that enable mission command, during the E15 field-based risk reduction event at Fort Dix, NJ, in July. (Photo by Edric Thompson, CERDEC Corporate and Public Communication)
overall system integration in the earliest stages of systems acquisition. Each CE then provides its own derived standards and governance to the programs within its purview and may even define tech- nologies to be used if necessary to ensure compatibility.
readiness management divisions to bet- ter share ideas and respond to program priorities.
We then created outcome-based, mul- tidisciplinary integrated product teams (IPTs), and aligned resources from the functional pools and in many cases from external agencies and stakeholders such as requirements, science and technology and life cycle sustainment communities. Tis method brings together experts across the organization to work with the test, fielding and sustainment commu- nities in a holistic manner. Te outcome goals of the IPT are typically achieved within six months to two years and include milestone decisions,
software
builds, operational tests and fieldings to a first unit equipped.
Competition is another driver of innova- tion and is instilled in every acquisition strategy. We compete all aspects of the program and even compete government developers and contracting agencies. Well-defined and moderately sized efforts reduce risk and contractor over- head and thereby improve execution. In our experience, providers who compete for and win these opportunities are more eager to perform well so that they are better postured for subsequent contracts. Te PM has also adopted innovative contracting techniques to support the program’s acquisition strategy. Using the full range of contract options available, PM MC is creating the ability to rapidly secure developers to provide a variety of competitively awarded engineering ser- vices and software deliverables needed in agile acquisition.
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PM MC has responsibilities within the MCE and CP CE, and works closely with the other four CEs that are part of the Army’s COE. We are building appli- cations and infrastructure to comply with COE and CE standards, but we are also looking across the three principal computing environments of COE that support the command post, mounted and dismounted leaders to bring greater commonality and simplicity to the maps, messaging and capabilities we deliver to Soldiers.
Q. How is PM MC working with ven- dors and government developers to make military tactical apps more user-friendly, resembling commer- cial applications? How is this a unique partnership?
A. Our goal is to make applications
easier to use—with a more intuitive user interface, a common map and com- mon services across all the warfighting
Army AL&T Magazine October-December 2015
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