FAR/NOT FAR
1
Communicate and Collaborate
GOVERNMENT Capabilities Requirements
announces solicitations
CMF
Government hosts project industry day.
INDUSTRY
CMF coordinates Q&A.
Industry proposals are submitted.
Consortium management firm (CMF) facilitates.
Government evaluates and selects.
CMF awards projects.
Work begins.
2
Collaborate and Compete
CMF hosts speed networking event.
CMF performs proposal
compliance check.
3 Award CMF provides:
Milestone tracking.
Status reports. Assessments
to ensure deliverables align with
statement of work.
Invoicing services with 30 day payouts.
Project closeout.
4
Project Execution
At Government’s Request
Concepts developed during prototyping project execution may move on to full-scale production.
SINGLE POINT OF COORDINATION
The consortium management firm facilitates interaction between industry and government, which in turn generates competition and collaboration. During all of this, the consortium management firm conducts the back-office functions for its member businesses. (Graphic by Advanced Technologies International)
security environment will likely prevent lawmakers from enact- ing such broad-based reforms in the near term. In the meantime, a major near-peer competition is in full swing. Te DOD must act immediately to implement a true innovation strategy using the authorities it currently has at its disposal.”
In discussions at the AUSA meeting in October, that phrase, “innovation tourism,” came up more than once, with panel members disagreeing that it was accurate.
But it is unarguably the case that PPBE is not built to facilitate innovation, at least not technological innovation at the speed that needs to happen today. Tat system was supposed to go into place in about 1950, Lofgren noted in an October interview with Army AL&T, but the Korean War put that plan on hold. When he became defense secretary in 1961, Robert McNamara
14 Army AL&T Magazine Winter 2022
adopted program budgeting. For Lofgren, the PPBE system repre- sented “a radical break from your liberal [democratic] traditions, and it was actually an instantiation of Soviet planning method- ologies. And now we just take that for granted. We don't realize how antithetical” that is to the traditional American way of doing business, he said.
PATHWAY LESS TRAVELED In his writing, Lofgren is advocating not for improving PPBE, but for seeking an alternative for resource allocation that is informed by commercial practices, international norms and the traditions of financial management in the United States. So many of the ills that afflict acquisition, he said, stem from the system being centered not on funding the organization developing the program, but on the program itself. Doing away with that program-focused system would do away with a great deal that’s familiar to most
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