From the Editor-in-Chief R
ipped from recent defense headlines as I write this column, are some amazing stories. “U.S. Army tags electronic warfare, deep sensing as top priorities.” “Army issues new RFIs for Project Linchpin artificial
intelligence initiative.” “General stresses importance of laser weap- ons alongside missile deployments.” “Army gets first high-power microwave prototype to counter drone swarms.” “New Army unit generates artillery targets from electromagnetic spectrum, track satellites.”
Tis is complicated stuff—bordering on science fiction only a few short years ago. So, what do all these stories, and many more since then, have in common? It takes an incredibly talented team of Army Acquisition Workforce (AAW) members, in conjunction with their industry partners, to create these modern-day systems and platforms. Tat talented team I mentioned is no accident, but the result of direction by Army Acquisition Executive Douglas R. Bush and the talent management of the more than 32,000- strong AAW members by the U.S. Army Acquisition Support Center, or USAASC. A small but robust operation, USAASC is a direct reporting unit created by the assistant secretary of the Army for acquisition, logistics and technology in 2006. Te director of USAASC also serves as the director of acquisition career manage- ment (DACM). Te DACM Office’s primary mission is to “develop a professional acquisition workforce … responsible for the oversight of the education, training and career development of acquisition professionals.”
As I mentioned at the beginning, the AAW is a talented bunch, and to keep it that way depends on the USAASC accessing the right talent (engineers, program and project managers, contracting experts, etc.), forecasting future needs, identifying needed training and certifications, and creating the policies and regulations neces- sary to administer the programs. In addition to required Defense Acquisition Workforce Improvement Act certification training, USAASC offers a plethora of other training opportunities to help AAW members advance in their chosen fields, gain knowledge on emerging technologies and realize their leadership potential. Talent management programs such as Senior Enterprise Talent Management and Enterprise Talent Management increase enter- prise perspective, while the Naval Postgraduate School’s Systems and Program Management nonresident program provides an oppor- tunity to obtain a master’s degree. Other programs, such as the Leadership Excellence and Acquisition Development, Inspiring and Developing Excellence in Acquisition Leaders and the Defense
Acquisition University Senior Service College Fellowship build the skills required for positions of greater responsibility. Unique opportunities to garner industry best practices exist in the DOD Public Private Talent Experience program, currently being used to expose acquisition civil- ians to companies that specialize in digital engineering. Trough the Data Driven Leadership certificate course, senior acquisition leaders are trained on the latest in enterprise data management and data science to improve decision-making.
Email Nelson McCouch III @
armyalt@army.mil
Te AAW is not just civilians! USAASC also runs the Army Acqui- sition Center of Excellence schoolhouse in Huntsville, Alabama, focused on courses for the Army acquisition officers—Functional Area (FA) 51 either A (Program Management) or C (Contracting), and noncommissioned officers, FA 51 C (Contracting). While they make up just 5% of the AAW, commissioned and noncommissioned officers are a critical asset for active Army, Guard and Reserve.
Tis issue, Army AL&T examines some of the vital functions the AAW performs, and the skills and professionalism needed to take a requirement from an idea to reality. First up, learn how the Army is reaching out to colleges to find needed talent to build its future workforce in “Building the Bench of Acquisition Talent,” Page 24. Next, building the needed workforce is not guesswork, but science. On Page 32, read up on how the Army is partnering with George Mason University to use machine learning to forecast future work- force trends and requirements in “Workforce Forecast.” Finally, once you develop a workforce, you want to keep them. To attract and retain a diverse and talented civilian workforce the Army is investing time and resources into creating a culture of flexibility, support and well-being for its civilian employees. Read how in “A Flexible Future,” Page 86.
Tese and many other interesting stories about Army acquisition awaits you in this issue. I hope you enjoy. As always, if you have an idea for a story, comments, critiques, or a story you hope to publish in the magazine, we look forward to hearing from you at
armyalt@army.mil.
Nelson McCouch III Editor-in-Chief
https://
asc.ar my.mil 3
Page 1 |
Page 2 |
Page 3 |
Page 4 |
Page 5 |
Page 6 |
Page 7 |
Page 8 |
Page 9 |
Page 10 |
Page 11 |
Page 12 |
Page 13 |
Page 14 |
Page 15 |
Page 16 |
Page 17 |
Page 18 |
Page 19 |
Page 20 |
Page 21 |
Page 22 |
Page 23 |
Page 24 |
Page 25 |
Page 26 |
Page 27 |
Page 28 |
Page 29 |
Page 30 |
Page 31 |
Page 32 |
Page 33 |
Page 34 |
Page 35 |
Page 36 |
Page 37 |
Page 38 |
Page 39 |
Page 40 |
Page 41 |
Page 42 |
Page 43 |
Page 44 |
Page 45 |
Page 46 |
Page 47 |
Page 48 |
Page 49 |
Page 50 |
Page 51 |
Page 52 |
Page 53 |
Page 54 |
Page 55 |
Page 56 |
Page 57 |
Page 58 |
Page 59 |
Page 60 |
Page 61 |
Page 62 |
Page 63 |
Page 64 |
Page 65 |
Page 66 |
Page 67 |
Page 68 |
Page 69 |
Page 70 |
Page 71 |
Page 72 |
Page 73 |
Page 74 |
Page 75 |
Page 76 |
Page 77 |
Page 78 |
Page 79 |
Page 80 |
Page 81 |
Page 82 |
Page 83 |
Page 84 |
Page 85 |
Page 86 |
Page 87 |
Page 88 |
Page 89 |
Page 90 |
Page 91 |
Page 92 |
Page 93 |
Page 94 |
Page 95 |
Page 96 |
Page 97 |
Page 98 |
Page 99 |
Page 100 |
Page 101 |
Page 102 |
Page 103 |
Page 104 |
Page 105 |
Page 106 |
Page 107 |
Page 108 |
Page 109 |
Page 110 |
Page 111 |
Page 112
