contribute to long-term successes. Tose agents include systematic benchmarking and other approaches from the private sector, the use of focus group sessions, beneficial suggestions, productivity gain sharing and other tools from the acqui- sition workforce, and applying academic research and structured experimentation.
Recommendation Leverage the private sector, the acquisition workforce, academic research and experi- mentation to identify new and improved processes that can be implemented now and in the future to contribute to more efficient and effective Army acquisition.
LL_848: When planning to receive fielded equipment for a modernization effort, the product office should have a representative on the ground during de-installation, retrograde and return of the equipment.
Background A program began retrograding during Operation Enduring Freedom in FY13. To ensure that equipment was properly accounted for during turn-in and prepped for reset and modernization, the product
office provided detailed de-installation instructions to regional support center, theater provided equipment (TPE) and Redistribution Property Accountability Team (RPAT) organizations. Addition- ally, Army G-8 guidance was approved and provided to the logistics readiness center and TPE drawdown teams. How- ever, once units began turning in systems to the TPE/RPAT yard, there was no subject-matter expert to properly account for system items. As a result, many systems were returned in nonoperational condition or had a high number of shortages with no financial liability investigation of property loss (FLIPL) documentation. Once the first set of systems arrived at the original equipment manufacturer and the issue was identified, the product office assigned a logistics and training technician to help deployed units turn in their systems. Tis cleared technician was closely involved in the process and worked with unit mainte- nance and supply personnel, enabling the unit and the TPE team to accept systems with minimal shortages.
To prevent scope creep and contractor disputes, ensure that contract performance requirements are properly defined and do not simply state “perform until someone is satisfied.”
Recommendation Ensure product office representation and close coordination with all involved par- ties during the de-installation, retrograde and return of systems. Having a represen- tative who knows the intricacies of your product and understands its future role will better posture your office for support- ing follow-on efforts. Additionally, be sure that qualified logistical and system personnel are in contact with local turn-in points to catalog and inventory shortages and to initiate FLIPL if required.
LL_907: Te Army should use the basis of issue plan (BOIP) process to docu- ment software capabilities to allow authorization, funding, training and manpower requirements for maintain- ing and sustaining software.
Background Te Army tracks the tangible materiel it develops by assigning standard study numbers (SSNs) and line item numbers (LINs), which feed into BOIP develop- ment. In more recent years, the Army has moved toward software-only materiel solu- tion requirements in the Joint Capabilities Integration and Development System. Te SSN/LIN/BOIP process has not been applied to software or software-only solu- tions, which has led to an inability to authorize where the software goes, who is supposed to receive it or how maintenance and sustainment are performed.
Treating software and software-only capabilities as tangible items will promote transparency across the Army by includ- ing them in the logistics inventory. Tis may also provide a mechanism to cap- ture other data, such as software license requirements, to support future cost estimates.
Recommendation Adapt the BOIP process to document software capabilities or software-only capabilities for the Army using the stan- dard process that supports authorizations, requirements and funding aspects.
For more information on these and other les- sons learned within the ALLP, go to https://
allp.amsaa.army/mil.
MS. JENNIFER ADAIR is an opera- tions research analyst with the U.S. Army Materiel Systems Analysis Activity, Aber- deen Proving Ground, MD. She holds an M.S. in operations research and project management from the Florida Institute of Technology and a B.S. in computer science from Towson University. She is Level II cer- tified in engineering.
+
ASC.ARMY.MIL 41
ACQUISITION
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64 |
Page 65 |
Page 66 |
Page 67 |
Page 68 |
Page 69 |
Page 70 |
Page 71 |
Page 72 |
Page 73 |
Page 74 |
Page 75 |
Page 76 |
Page 77 |
Page 78 |
Page 79 |
Page 80 |
Page 81 |
Page 82 |
Page 83 |
Page 84 |
Page 85 |
Page 86 |
Page 87 |
Page 88 |
Page 89 |
Page 90 |
Page 91 |
Page 92 |
Page 93 |
Page 94 |
Page 95 |
Page 96 |
Page 97 |
Page 98 |
Page 99 |
Page 100 |
Page 101 |
Page 102 |
Page 103 |
Page 104 |
Page 105 |
Page 106 |
Page 107 |
Page 108 |
Page 109 |
Page 110 |
Page 111 |
Page 112 |
Page 113 |
Page 114 |
Page 115 |
Page 116 |
Page 117 |
Page 118 |
Page 119 |
Page 120 |
Page 121 |
Page 122 |
Page 123 |
Page 124 |
Page 125 |
Page 126 |
Page 127 |
Page 128 |
Page 129 |
Page 130 |
Page 131 |
Page 132 |
Page 133 |
Page 134 |
Page 135 |
Page 136 |
Page 137 |
Page 138 |
Page 139 |
Page 140 |
Page 141 |
Page 142 |
Page 143 |
Page 144 |
Page 145 |
Page 146 |
Page 147 |
Page 148 |
Page 149 |
Page 150 |
Page 151 |
Page 152 |
Page 153 |
Page 154 |
Page 155 |
Page 156 |
Page 157 |
Page 158 |
Page 159 |
Page 160 |
Page 161 |
Page 162 |
Page 163 |
Page 164 |
Page 165 |
Page 166 |
Page 167 |
Page 168 |
Page 169 |
Page 170 |
Page 171 |
Page 172 |
Page 173 |
Page 174 |
Page 175 |
Page 176 |
Page 177 |
Page 178 |
Page 179 |
Page 180 |
Page 181 |
Page 182 |
Page 183 |
Page 184 |
Page 185 |
Page 186 |
Page 187 |
Page 188 |
Page 189 |
Page 190 |
Page 191 |
Page 192 |
Page 193 |
Page 194 |
Page 195 |
Page 196 |
Page 197 |
Page 198 |
Page 199 |
Page 200 |
Page 201 |
Page 202 |
Page 203 |
Page 204 |
Page 205 |
Page 206 |
Page 207 |
Page 208
