ARMY AL&T
“The ONS provided a superb venue for risk ”
reduction for projected programs, some of which were years away from starting.
THE MONEY:
SONJA HOLZINGER (PM EW&C)
“Tis rapid prototyping approach dictated an agile, adaptive business model. Tat meant the two business teams had to come together and determine how much the effort would cost, what type of funding was needed, what contract vehicles should be used and what resources were available.”
Division was responsible for ensuring funds were provided on time and in the amount needed. Te two teams worked as one toward accomplishing the same goal. Te USAREUR ONS was executed almost 100 percent within the cost esti- mate, on time and without any unfunded requirements.”
What contracting mechanisms were used? “The business
teams worked
AND VANESSA PITTMAN (RCCTO)
“Early on, as the acquisition strategy and technical requirements were being refined, we implemented a tailored work break- down structure into all cost estimating efforts. Tis enabled the teams to accu- rately account for all costs associated with rapid prototyping and develop a cost esti- mate, which was later used as the basis for the spend plans. Troughout the whole process, strong collaboration and daily communication was the key. PM EW&C Business Management Division was heav- ily engaged in identifying what funds were needed and where they should be sent. Te RCCTO Business Management
together to develop a funding strategy to ensure the effort was fully funded. Initially we reallocated existing funds for this effort. We also utilized mechanisms such as below-threshold and above-threshold reprogramming actions. We successfully applied for and received funding from the Office of the Secretary of Defense Rapid Prototyping Program. To meet a very tight timeline for delivery, we also worked closely with [the U.S.] Army Contracting Command, as well as the Navy and Air Force contracting commands, for select contracting actions.
“We coordinated execution of more than 100 contract actions, including contract modifications, task orders and delivery orders. In some instances, because of the urgency of the requirement and the government’s interest to start contract work early, we used un-definitized contract actions.”
Advice for rapid prototyping: “Tis is a great approach to quickly provide needed capabilities to our warfighters.
Constant collaboration and communica- tion with the project manager, contracting team, business team and all stakeholders involved in your program is a must. Tis allows you to identify and address any risks or issues early.”
THE ENGINEER: BRANDON LITTLE-DARKU
“As the project lead and lead systems engi- neer on EW for the RCCTO, I worked in close partnership with the PM EW&C team and my counterpart there, Lt. Col. Bowen, to develop and deliver this capabil- ity. Having a strategic focus and directing this capability not to the entire Army, but to brigade-and-below operations within the European theater, proved a key to our success. Focusing on the units aligned to USAREUR and understanding their concept of operations helped to scope not only the capabilities required of the vari- ous systems, but also how they needed to be integrated into the formations and the tactical mission command network. Tat, paired with early and continuous engage- ment with the brigade combat teams
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