ARMY AL&T
guiding MTA regulations and policies based on lessons learned from early MTA programs that have completed transition. Te LRPM program is leveraging the MTA authorities and execut- ing with “responsible speed,” while also posturing to transition to a program of record if the Army deems the LRPM worthy of enduring operational use. Te PEO MS, LE community, DOD and Army-enterprise stakeholder communities are dedicated to delivering transformative capability, at the speed of relevance, while meeting standards in system safety, suitability, effectivity and supportability.
For mo re inf o rmat i on on LRPM, go to
https://www.army.mil/peoms or contact the PEO MS Public Affairs at
usarmy.redstone.peo-ms.list.msls-hq-public-
affairs@army.mil.
RAPID PROTOTYPING IN ACTION
The U.S. Army's Future Tactical Uncrewed Aircraft Systems (FTUAS) Product Office has officially taken receipt of the Textron Systems' MK 4.8 HQ Aerosonde system, in December 2024, marking a significant milestone in the program's Rapid Prototyping effort. (Photo by David Hylton, Program Executive Office for Aviation)
TESTING INCLUSIVITY Developing a lethal munition inherently requires extensive safety and suitability testing requirements. Te Department of Defense Instruction (DODI) 5000.80 (Operation of the Middle Tier of Acquisition), DODI 5000.89 (Test and Evaluation) and ASA(ALT) MTA Policy collectively indicate that an MTA-RP is bound, by regulatory and statutory responsibility, to develop a Test and Evaluation Strategy (TES, regulatory) and demon- strate and evaluate operational performance (statutory). Te LRPM program has been deliberately inclusive with stakehold- ers during the development of the LRPM TES. Given the depth and breadth of munitions testing requirements and complexity of the program, there is no way to execute “responsible speed” without deliberate inclusivity. Borrowing the words of the Honor- able Heidi Shyu (curated from her tenure as a former ASA(ALT) and AAE), “Everyone is on the acquisition accountability bus,” and there is no way to successfully arrive at the desired destina- tion without coordinated participation.
CONCLUSION Te introduction of the MTA authorities significantly reduced the required documentation and reporting compared to traditional MCA. However, both acquisition paths can produce programs of record with established and statutory and regulatory information requirements. Te DOD and the Army continue to evolve the
https://asc.ar my.mil 65 LT. COL. JAMES LAWSON is the product manager for the
Aviation Rockets and Small Guided Munitions Product Office in the Tactical Aviation and Ground Munitions Project Office and PEO MS at Redstone Arsenal, Alabama. He holds an MBA with an operations and supply chain management
focus
from the College of William and Mary and a B.S. in geospatial information science from the United States Military Academy. He is DAWIA Certified Advanced in project management.
MAJ. LACEY LOSOLE is an assistant product manager in the Aviation Rockets and Small Guided Munitions Product Office, supporting LRPM. She holds an MPA in public administration from the University of Hawaii, Manoa, and a B.S. in aviation management from Florida Institute of Technology.
JAMES SMITH is a participant in the U.S. Army Acquisition Support Center Leadership Excellence in Acquisition Development (LEAD) program, Year Group 24, serving in a developmental detail to the Aviation Rockets and Small Guided Munitions Product Office, supporting LRPM. He has an M.S. in business administration from Central Michigan University and a B.A. in business administration from the University of Florida. He is a DAWIA Certified Practitioner in project management.
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