ALTERNATIVE ACQUISITION
Urgent Capability Acquisition Pre-Development
2 years Middle Tier of Acquisition
Rapid prototyping ≤ 5 years
selection Path
Materiel solutions analysis
MDD
Planning phase
OD Major Capability Acquisition
Technology maturation and risk reduction
MS A
Software Acquisition I1
12 ... Execution phase < 1 year Defense Business Systems (DBS)
Capability need identification
ATP
Acquisition of Services Plan
Form the team
1
Review current strategy
2
Perform market research
3
requirements 4
Define
Solution analysis
ATP Develop
Develop acquisition strategy
5 6 Functional
requirements and acquisition planning
ATP
Acquisition, testing and deployment
ATP Execute
Execute strategy
performance 7
Manage
Capability support
Business capability acquisition cycle
In MVP
Engineering and manufacturing development
MS B MS C In MVCR In Rn KEY
ATP – Authority to Proceed DD – Disposition decision FOC – Full operational capability I – Iteration
IOC – Initial operational capability MDD – Materiel development decision MS – Milestone
Production and deployment IOC FOC
Development
Production and deployment DD
Rapid fielding ≤ 5 years
OD
MVCR – Minimum Viable Capability Release MVP – Minimum Viable Product OD – Outcome determination R – Release
PATHWAYS TO PROGRESS
The Adaptive Acquisition Framework outlines six “pathways” for acquisition. (Graphic by Defense Acquisition University)
things seem optimistic at the moment, the system desperately needs a fundamental overhaul.
PPBE, Lofgren said, doesn't support well the kind of innovation that's needed today. “Fast-paced innovation requires a focus on training and culture, better supported by organizational budgets” and not program budgets, he wrote in “Te DOD Budget Process: Te Next Frontier of Acquisition Reform.” Innovation is at the heart of both middle-tier acquisition (MTA) and other-trans- action authority (OTA), but in particular, mid-tier doesn't help a great deal, he said. "Tere are many issues with MTA and OTA, but the important one here is that they don't accelerate funding. For example, MTA was passed in the [fiscal year] 2016 NDAA along with a Rapid Prototyping Fund that was supposed to provide a ready pool of funding—but the fund no longer exists. So even if you can get an MTA-to-requirement lineup within a few months and move to an OTA contract, you still have to wait
three to five years after an approved requirement to work money into the president's budget.”
In a July policy brief from the Center for Security and Emergency Technology, "Ending Innovation Tourism," authors Melissa Flagg and Jack Corrigan took DOD to task for acting like “innovation tourists” rather than having a coherent, overarching innovation strategy. “Solving the military’s technology-adoption problem is impossible without an overhaul of its acquisition process,” they wrote, “and the realities of our present political and national
“Change is hard and change takes time.”
https://asc.ar my.mil 13
Cybersecurity
Operations and Sustainment
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