organizations to collaborate on all exist- ing documentation, reduce large file transfers over email and streamline team coordination and communication. Capi- talize on an existing SharePoint site and create a subpage to shorten site develop- ment time.
LL_949: To shorten acquisition
timelines, leverage DODI 5000.02 Enclosure 13 (Rapid Acquisition) wherever allowed in order to execute and document a program in parallel, rather than following the serial acquisi- tion category (ACAT) structure.
Background Te Enroute Mission Command Capabil- ity provides military internet access and mission command capability for Soldiers in flight on Air Force C-17s to support rapidly deployed joint Global Response Force missions. It was the first Army program to use the new DODI 5000.02 Enclosure 13 for rapid acquisition to execute a production and deployment milestone. Enclosure 13 provides policy and procedure for acquisition programs that provide capabilities to fulfill urgent operational needs and other quick reac- tion capabilities that can be fielded in less than two years and are below the cost thresholds of ACAT I and IA programs. (See Figure 1.) While the program man- agement office still has to prepare all of the standard acquisition documentation, it can execute the program in parallel, which shortens the acquisition timeline.
Recommendation Replace acquisition models for ACAT II and III programs with Enclosure 13, thereby allowing documentation and execution to happen in parallel, rather than serially. Tis model should become the standard rather than the exception.
LL_795: Regardless of the milestone decision authority (MDA), allow those empowered to do so to make program- matic decisions to facilitate progress.
LL_672: When MDA and authority to conduct a materiel development deci- sion were delegated from the Army acquisition executive (AAE) to a PEO, it greatly reduced the timeline for full deployment decision approval.
Background Does every decision for ACAT ID pro- grams have to go before the defense acquisition executive (DAE)? Te MDA retains decision authority for some actions but delegates as appropriate.
Te Airborne, Maritime, Fixed Station (AMF) radios are software program- mable, multiband, multimode, mobile ad hoc networking radios that provide voice, data and video communications. AMF ensures the Soldier’s ability to communi- cate both horizontally and vertically via voice and data within all mission areas. Te MDA for AMF radios is the DAE; however, the products delivered under that umbrella have been organized into subprograms. For the Small Airborne Networking Radio, the DAE delegated decision authority to the AAE. Time may be saved going through a lower- level MDA as programs and oversight duties can be better distributed across decision-makers.
Te Global Command and Control Sys- tem – Army (GCCS-A) is the Army’s strategic, theater and tactical command, control and communications system. It provides a seamless link of operational information and critical data from the strategic GCCS-Joint to Army theater elements and below through a common picture of Army tactical operations of
the full deployment decision. When the AAE delegated MDA and authority to conduct a materiel development decision for the GCSS-A bridge effort
to PEO
C3T, it greatly reduced the timeline for full deployment decision approval. PEO C3T conducted weekly integrated prod- uct team meetings, working toward the full deployment decision, to discuss the program status and worked to keep tasks on schedule. Delegating the materiel development decision reduced the time between that submission and approval from 180 days to 120 days.
Recommendation Recommend pushing
decision author-
ity to the lowest levels possible to better distribute programs and oversight duties across the potential decision-makers and remove unnecessary bureaucracy and potential program delays. Authority also may be delegated to lower levels for some decisions, such as those concerning subprograms, program modifications or bridge efforts, thus eliminating the need to go through additional gatekeepers to access the MDA.
For more information on these and other Army lessons learned within the ALLP, go to
https://allp.amsaa.army.mil; a Com- mon Access Card is required to log in.
MS. AMANDA NAPPI is a supply systems analyst from the Logistics and Readiness Center of the U.S. Army Communications- Electronics Command on developmental assignment with the U.S. Army Materiel Systems Analysis Activity at Aberdeen Proving Ground, Maryland. She holds a B.A. in mathematics from Te College of New Jersey and is working toward an M.S. in supply chain management at Towson University. She is Level II certified in life cycle logistics and Level I certified in program management. +
ASC.ARMY.MIL 41
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