ARMY AL&T
RADAR REPLACEMENT
A battery assigned to 1st Battalion, 1st Air Defense Artillery Regiment, displays its Patriot radar and antenna mast group during a table gunnery training exercise in Japan, Oct. 19, 2017. The aging Patriot radar’s increasing sustainment and operation costs are partly driving the new sensor’s development. (Photo by Capt. Adan Cazarez)
FORGING A NEW ACQUISITION PATHWAY “Tat briefs well” often describes a task when execution is likely more difficult than it sounds. Te new radar’s acquisi- tion strategy certainly briefs well; however, the radar will be one of the first Army programs to transition from the mid-tier acquisition directly into major-capability acquisition at Milestone C. Milestone C is a big transition, when the program can enter into manufacturing and production.
Te mid-tier acquisition pathway does not require the completion of previous mile- stones. Mid-tier acquisition programs prioritize the delivery of capability at the
tradeoff of some bureaucracy and risk. Te dynamic nature of a prototyping effort means that the standard procedures for developing documentation to support a Milestone C decision are not available. Data received from prototyping efforts inform key documentation, but traditional staffing timelines do not support this. DOD Instruction 5000.02, Operation of the Adaptive Acquisition Framework, lays out opportunities to tailor documentation, reducing the paperwork required to pass milestone decision reviews, making the process seem relatively straightforward.
Te tailoring process is an acknowledge- ment that documentation will not be
available or mature at milestone reviews. However, the reality is that the product office in charge of the radar acquisition will face resistance to the deviation from the norm by stakeholder gatekeepers who own a supporting document. Te approach to tailoring must be deliberate, with careful consideration of the inter- dependencies. Closing the gap requires a thoughtful approach and active leadership.
MILESTONE C TEAM Te product office established a working group to determine the documentation and processes necessary to enter into Milestone C. One key objective was to streamline the process and best tailor
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