NEW CAPABILITIES AND CONCEPTS
This represents a dynamic shift in the way we test and qualify equipment provided to the warfighter.
process, from planning through testing. Despite the accelera- tion of development, fielding is subject to operational evaluation reporting timelines and materiel release processes that can only occur in a linear, sequential and lengthy development. Te goal is to develop and implement a process to deliver capabilities annu- ally that ensure safe, suitable and supportable systems.
STRATEGIC READINESS We must be intelligent in not just what we know, but how we adapt to the modern challenges within materiel acquisition. Stra- tegic readiness is critical to our national security. Te ability to rapidly deploy capabilities anywhere in the world and sustain them over extended periods of time is a key element of our mili- tary’s power. Te Army must adapt to meet the challenges we face and must increase its strategic readiness to be prepared for the challenges of the 21st century. Tis will require defense organiza- tions to adapt to a significant change in the way we do business. However, the benefits of a more ready and capable Army will be well worth the cost. Te Army Modernization Strategy demands that we prioritize materiel development to ensure that warfight- ers are best equipped to defend our nation.
CONCLUSION Te United States Army must maintain its relevancy in a constantly changing world. To do this, it must be willing to adapt its methods and procedures. One way the Army is doing this is by implementing Agile methodology. Early prototyping and testing are essential to ensuring that the solutions generated are the right ones. As a component of a persistently modernizing Army, other programmatic approaches will adjust as technology advances and our competitors adapt. By being willing to change and adapt, the Army can maintain its relevancy in a constantly changing world.
As we move forward with Army modernization, we will continue to uncover processes that must be challenged, updated or replaced, whether that is how the acquisition community measures itself through tailored reporting, how to best estimate
https://asc.ar my.mil 45
costs for responsive materiel solutions and Agile development, or how to evaluate performance and provide capability to the warfighter with the flexibility they require. We have the tools and innovation to respond—let’s use them to deliver.
For more information, contact PEO Missiles and Space at (256) 313-3576 or go to
www.msl.army.mil.
JESSICA WILKERSON is the program operations director for the Integrated Fires Mission Command Project Office in PEO Missiles and Space. She earned an MBA from Texas A&M University and a B.S. in international business from Auburn University. She is a DOD contracting professional and holds the DAWIA Advanced certification in program management and business ‒ financial management. She also holds the DOD International Affairs certificate (Tier 1).
NATHANIEL “NATE” PIERCE is the strategic initiatives coordinator for the Integrated Fires Mission Command Project Office within PEO Missiles and Space. He holds a B.S. in computer science and is pursuing an M.S. in data analytics from Athens State University.
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