contribute to overall unit and mission success?” If the answer to these questions is yes, consider tailoring the acquisition to get that capability to the field soonest. Get to the Chevy Cruze first, and then use research and development to get to the Cadillac model, if needed. Take risks and plan for improvements after initial fielding. SOCOM uses the “team sport” concept of users, requirements generators, testers and acquisition program offices rallying to plan, write, advise, test and acquire capabilities and determine support logistics needs; all of this is done with the warfighter in the room.
Involve the test community as early as possible in requirements generation. Debate cost and schedule issues in terms of require- ments and testing, and make the difficult choices earlier. Write test plans and requirements to accelerate test schedules while meeting the user needs.
REDUCING MOUNTAINS TO MOLEHILLS
JPEO-CBD recommends that DOD modify the DOD Instruction 5000 series to provide more specific guidance on which documents and processes could be tailored or eliminated for an ACAT II or III program while retaining current the MDA’s current discretion. (Image courtesy of USAASC)
CHANGING ASPECTS OF THE ACQUISITION CULTURE Culture change in defense acquisition is certainly not a new con- cept, but it would be helpful and informative to add some detail to the discussion. We can improve a number of cultural charac- teristics that have come to define our enterprise.
ACAT I and ACAT II and III programs can take different risks and should not be held to the same standards. With an eye to reduced budgets and smaller teams, ACAT II and III program managers should consider the U.S. Special Operations Com- mand (SOCOM) acquisition methodology, whereby more performance risks are taken in an effort to deliver new and improved capabilities sooner.
Answer key questions such as, “Are we meeting our most important requirements?” and “Does this system improve the warfighter’s ability to complete mission tasks and provide or
CONCLUSION Amending policy, improving training and making cultural changes to the way we do business will lead to shorter schedules, lower acquisition costs and, most importantly, needed capabil- ity in the hands of the warfighter. Te acquisition community is strong and consists of hardworking, smart professionals who work as best they know how to defend our great nation.
We need to start simplifying the way we conduct business in order to provide the joint force the equipment it needs to fight and win on changing battlefields. Working as a team from requirements to logistics sustainability, Big A and little a will be able to work through each program as a product unto itself with- out the need to be so standardized that we forget our purpose and mission and become e-process junkies instead of capability providers.
For more information, contact Gary Wright at 410-436-6489 or
gary.wright4.civ@
mail.mil.
MR. DOUGLAS W. BRYCE, the joint program executive officer for chemical and biological defense, was selected for the Senior Executive Service in February 2010. After 20 years as a Marine, he retired as a chief warrant officer 3 in 1992. He is Level III certified in program management and a member of the Army Acquisition Corps.
Te JPEO-CBD’s Strategic Operations Directorate,
which supports planning and communication activities, contributed to this article.
+
ASC.ARMY.MIL 133
COMMENTARY
+
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
