SHAPING ARMY ACQUISITION
PEOPLE OVER
PROCESS
The Army Training Information System is using human-centered design to provide value to Soldiers.
by Lt. Col. Jim A. Lee T
he acquisition community is in the midst of a seismic shift. Large-scale acquisitions typically follow a set of rigid rules by which people must play; the pitfalls of this approach, however, are numerous. One obsta- cle is the tendency to place more value on the acquisition process itself
than on providing innovation and value for Soldiers.
Tis line of thinking is beginning to change. Although incremental in nature, a culture shift is beginning to affect the ways in which the acquisition community thinks, works and plans. In fact, this nascent shift is formalized in places like the Defense Innovation Board, which strives to recommend industry best practices to DOD challenges. To that end, there is increasing recognition that strict adherence to a project plan can stifle innovation and deter progress, and that Soldiers—not binders containing regulations and guidelines—should take priority. To maximize value to Soldiers, some acquisition teams are beginning to embrace flexible prod- uct development and its inherent unpredictability. Adopting an Agile approach integrates iterative project development, which is a radical break from traditional acquisition behavior.
Te Program Executive Office for Enterprise Information Systems’ (PEO EIS) Army Training Information System (ATIS) team is embracing this change of culture and process to provide valuable training to Soldiers.
Before ATIS, there has not been a centralized system providing Army commanders, leaders, Soldiers and civilians with a common operating picture of the training envi- ronment across the three domains: operational, institutional and self-development.
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