WORKFORCE
is where we’ll see real change in our abil- ity to accelerate the delivery of capability to the force.
DOUBLE TIME
The IVAS program went from a concept to a rapid fielding decision in two years thanks to iterative, Soldier-focused design, alternative acquisition methods and innovations that leveraged existing technology. (Photo by Sgt. Robert Whitlow, 49th Public Affairs Detachment)
ALTERNATIVES AT WORK In my time working at the Program Exec- utive Office (PEO) for Soldier, I saw the Integrated Visual Augmentation System (IVAS) program go from a concept to a rapid fielding decision in two years, thanks to the rapid-prototyping cycle leveraged through the use of MTA. Te project manager was able to get started on the program right away, and worked closely with the Lethality Cross-Functional Team to iterate on the program through multiple Soldier touch points. Tis collaboration allowed them to simultaneously refine the requirements and the product, rapidly move into production, and ultimately field a product that was built with Soldier feed- back every step of the way.
Tat Soldier-centered design led to simple adjustments along the way that helped mitigate technical risk and ensured the end product would be precisely what the
users wanted. Te use of other-transaction authority connected us with nontraditional defense manufacturers who were right in the field with the program, hearing Soldier feedback directly, and quickly implement- ing changes. Te program wasn’t tied to a specific design from the outset, and was therefore able to fail early, make adjust- ments, leverage the trade space, and ultimately get out a really good product in an incredibly short period of time.
Looking ahead, we should see shorter time between program increments as well. Evolving technologies and ongo- ing Soldier touch points will drive more frequent updates to program requirements. We’ll be able to turn those requirements faster through rapid acquisition pathways, getting the latest equipment into the hands of Soldiers faster. Our approach to fleet management and how we manage capabil- ity sets will be especially important. Tat
It’s important to me, as an Army acqui- sition professional, that I’m able to see a way to the end—to develop and have a good product in the hands of Soldiers in a few years. Alternative acquisition path- ways are tools that help us do that. But, maybe most importantly, it allows us to focus on product development instead of document development. We will be able to accelerate the pace of programs, while also mitigating cost and performance risks, and leaders will be able to make timely decisions based on good informa- tion. Ten we will truly be in position to deliver significant overmatch to the force.
CONCLUSION Te Army Acquisition Workforce is made up of experts and big thinkers. Alternative acquisition pathways empower us to think outside the box and have a real say in the process. I saw that firsthand with the IVAS program. People were lining up to work at PEO Soldier and be part of that team. We saw successes and people were genu- inely excited.
We’re now seeing those successes lever- aged across other programs. MTAs and OTAs are firmly in our dialogue, and our workforce is experiencing intense satisfac- tion from working with our users and the requirements community in a meaning- ful and collaborative way. Tis is a really rewarding time to be part of the acquisi- tion workforce. I challenge you to work within the Adaptive Acquisition Frame- work to tailor strategies to deliver better solutions to our Soldiers faster.
For more information about the Adaptive Acquisition Framework, go to https://aaf.
dau.edu/.
https://asc.ar my.mil
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