SOFTWARE ACQUISITION
programs. In order for the software acqui- sition pathway to be successful, we have to ensure that all associated processes are being tailored to improve the speed and quality of software delivery. Four programs are already in the execution phase and planning software deliveries that meet the required annual delivery timeframes. We’re hoping to learn from these efforts.
In the area of budgeting for software, we have an opening from Congress in terms of how we adjust our approach, which is an area where we are far out of date. Under standard acquisition procedures, the Army separates research and devel- opment, procurement and sustainment funding for software and handles them as distinct categories. However, when it comes to software, the private sector often manages all these activities simul- taneously. So, I plan to have an ongoing discussion with members of Congress to ensure they’re comfortable with how we’re proposing to use the authorities and to see if they can think differently about how we budget for software (e.g., Budget Activity 08)—which will be critically important.
Tis effort will take several years to imple- ment. So, at present, I am bringing more software talent into Army acquisition, right at the top. Young Bang, my principal deputy, comes to the Army with exten- sive private sector software, data, artificial intelligence (AI) and cyber experience, and is my partner in these efforts. We have also brought on Jennifer Swanson as our new chief systems engineer, who also brings a
ASSESSING RISKS, RECOMMENDING REFORMS
Lt. Gen. John B. Morrison Jr., deputy chief of staff for G-6, highlighted Army risk management framework reforms during keynote remarks at the three-day Armed Forces Communications Electronics Association's TechNet Cyber event at the Baltimore Convention Center on April 26. (Photo by Edward Loomis, Headquarters Department of the Army G-6)
wealth of Army experience and expertise in software, data and engineering.
It is important to have the right kind of people with knowledge about software who can do appropriate oversight, and run software development and sustainment programs. We have a lot of software talent within the Army. Our acquisition officers
are among the most highly educated, but we need to leverage all the talent across the Army to get better software. Tere’s a people side to software development. Tere’s an authority side, and there’s a money side. We are working to develop software, data and AI correctly and with the right people and color of money, legally, with the statutory authority across
Software is now central to almost every major program we have, and is often the most important element of our many programs.
6 Army AL&T Magazine Summer 2022
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