ARMY AL&T
an information technology solution to operate on the government network. Processes required to comply with the framework will be automated to the maxi- mum extent possible to decrease the time, workload and costs required by the current manual process. Te Army will also establish ATO reciprocity across Army organizations to streamline requirements and accelerate capability deployment and will seek ATO reciprocity from the Office of the Secretary of Defense and the other services. Finally, the Army will initiate a transition from the traditional, static ATO to continuous ATO processes to enable real-time cybersecurity monitoring.
9. Modernize approach to software cost estimating. Te Army will adopt industry best practices for developing software cost estimates that support modern software development approaches.
10. End traditional software sustainment. Recognizing that software is not developed, tested, procured, oper- ated and sustained sequentially, the Army will transition from the traditional sustainment model to a continuous integration/continuous delivery model, wherein software is continuously and iteratively developed and upgraded throughout its life cycle.
11. Enable data-centric interoperability. Currently, the Army has a complicated data environment, in which data is often stovepiped across various communities
and systems, limiting its ability to make data-informed decisions. Te Army is updating the Army Data Plan and related policies to enable data interoperability in and between environments. Te Office of the Assistant Secretary of the Army for Acquisition, Logistics and Technology will define a data reference architecture that will help to connect the various data systems and services, enabling data to be easily discovered, accessed and consumed by users. Tis will allow the Army to more effectively and efficiently handle and use its vast amounts of data.
12. Enhance talent management. None of the initiatives outlined above can be successful without the right talent. Under the new policy, the Army will be more deliber- ate in attracting, utilizing and training talent skilled in modern software development practices. Select organi- zations across the requirements, acquisition, contracting, sustainment, testing and cyber communities will develop plans to upskill their respective workforces on modern software development practices. Te Army is also exploring innovative ways to attract and retain technical talent, including use of special pay scales, and will develop career progression maps to empower career development for the digital workforce that exists across career fields.
CONCLUSION Developing software faster, more efficiently and with greater impact will allow us to better respond to evolving technologies, challenges and threats, sharpening our competitive advantage and ensuring that we can deliver critical capabilities to Soldiers. Imple- menting the reforms contained within Army Directive 2024-02 will help the Army achieve this objective by fundamentally chang- ing how it develops and acquires software.
For more information on the new policy and reform initiatives, go to
https://armypubs.army.mil/ProductMaps/PubForm/Details. aspx?PUB_ID=1028554.
SOLUTIONS ACROSS SYSTEMS
Software is a key component in just about everything the Army uses, from laptops to building security to missiles, helicopters and tanks. (Image by the Program Executive Office for Intelligence, Electronic Warfare and Sensors)
MARGARET BOATNER serves as the deputy assistant secretary of the Army for strategy and acquisition reform. In this role, she is the principal adviser to the assistant secretary of the Army for acquisition, logistics and technology for the design and implementation of acquisition policy and related reform initiatives. She holds an MBA from Georgetown University and a B.S. in business administration from the University of Mary Washington. She also serves on the College of Business Executive Advisory Board at the University of Mary Washington.
https://asc.ar my.mil
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