NAVIGATING FISCAL BOUNDARIES
functionality or feature, which is tested and evaluated before moving on to the next increment. For a complex system, or system of systems, each increment could represent a major subsystem or design feature. As testing progresses, knowledge gained from previous increments is incor- porated (i.e., subsystems are integrated and tested together) until the design is sufficiently mature to move onto the next major milestone or test event.
Te main goal of cumulative testing in a fiscally constrained environment is to deliver the best possible capability to the warfighter while optimizing resource allocation. Tis approach ensures that capabilities and prototyping meet the needs and requirements of the user and fall within budget limitations. Te bene- fits are numerous.
First, by testing and evaluating each increment, potential issues can be identified and addressed at an early stage. Tis prevents the accumulation
of problems that may be difficult and costly to rectify later in the development process. Second, cumulative testing allows for adjustments and modifications to be made based on user feedback through engineering tests and subsystem-specific touch points. Capabilities are tailored to the specific needs, preferences and anticipated requirements of the warfighter, maximizing their effectiveness and usability. Tird, by focusing on specific increments, resources can be allocated earlier to higher-risk areas, maximizing the impact of limited resources. Fourth, cumulative testing facilitates continuous
improvement throughout
the development cycle. Feedback from testing each increment or subsystem can be incorporated into subsequent iterations, resulting in a refined, high-quality product for the end user. Finally, breaking the process and the system into smaller pieces reduces the risk of large-scale failures.
Issues identified in one increment or subsystem can be resolved before moving
The critical factor for success is open and candid communication with all
stakeholders.
onto the next, minimizing the impact on the overall program schedule and budget while maximizing results. However, carry- ing out continuous improvement to reach toward a perfect solution may lead to what is called “the acquisition valley of death.” Tis occurs when too many resources have been focused on maturing technol- ogies or pursuing design improvements, and not enough future resources have been allocated to move the program into the next phase of the acquisition life cycle. Attempting to improve the design can slow a program’s forward momentum, which in turn reduces prioritization of funding for the program. Potential materiel solutions languish in this valley of death until future resources become available.
DETECT AND NEUTRALIZE
GOBLN team members attend an industry demonstration of alternate neutralization technologies in Opelika, Alabama, in February 2024. (Photo by Maj. Thomas Fite, PM CCS)
LEVERAGING INDUSTRY-LED DEMONSTRATIONS In a budget-constrained environment, it is important to leverage all available resources, including internal industry investment for resourced maturation of technologies and demonstrations. Tis strategic approach can advance tech- nology and help inform future program requirements without significant use of Army resources. By tapping into indus- try expertise, infrastructure and resources, programs can benefit from access to state-of-the-art facilities, cutting-edge technologies and a wealth of experienced
102 Army AL&T Magazine Summer 2024
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