Armor & Mobility

SEP-OCT 2016

Military magazines in the United States and Canada, covering Armor and Mobility, focuses on tactical vehicles, C4ISR, Special Operations Forces, latest soldier equipment, shelters, and key DoD programs

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Page 22 of 47

A&M: What steps have been or are being implemented to improve the Army's acquisition processes? McFarland: One area of critical focus in which we are streamlining our efforts is in program requirements. Requirements lay the foundation for the acquisition process as a whole and can play a large role in the success or failure of a program, ultimately affecting Soldier readiness. Having a series of affordable, technically sound, and achievable requirements is a significant factor in an acquisition program's ability to meet cost, schedule, and performance objectives. We are continuously working to better leverage our systems engineering talent during the requirements generation process to produce trade space between requirement, total lifecycle cost, schedule, and risks. In our efforts towards streamlining requirements, we are reinvigo- rating the Army Requirements Oversight Council (AROC), chaired by the Army Chief of Staff. Within the 2016 National Defense Authoriza- tion Act, Congress legislated changes to defense acquisition and called for a review of internal processes. As part of this internal examina- tion, renewed attention to AROC ensures that the Army's acquisition efforts are more reflective of developers and end-users of Army programs. Expanding the AROC process allows the customer's voice to be heard throughout the Army's acquisition activities. AROC fosters collaboration across the requirements, resourcing, and acquisition communities; enforces accountability; establishes priorities to balance resources and requirements; and ensures that the Soldier receives the right capabilities in a timeframe that guarantees the program is both relevant and within cost. We are also actively streamlining other processes to achieve broader goals of acquisition reform. As a means of strengthening and revamping acquisition, we are dedicated to upholding the guidelines of the Defense Acquisition Executive's Better Buying Power program and other Department of Defense (DoD) initiatives. One of these measures is a concentrated effort to reduce the documentation burden in the acquisition process. Documentation and reviews driven by statutory requirements build up annually through accretion, creating a signifi- cant challenge to program managers and contracting officers. To make measurable progress in acquisition reform, we have to look at service Armor & Mobility spoke recently with the Honorable Katrina McFarland, Acting Assistant Secretary of the Army for Acquisition, Logistics & Technology and Army Acquisition Executive, regarding her department's efforts to modernize and streamline technology procurement to maximize capabilites for fielding in a tight budgetary climate. Interview conducted by TDM Editor Scott Sharon policies that implement DoD and Federal regulations. To this end, we are undertaking a comprehensive review of Army acquisition policy to streamline duplicative documentation requirements. So far, we have reduced this documentation burden by over 50 percent, saving time and resources while enhancing the overall effectiveness of the acquisi- tion process. Recognizing the importance of acquisition reform, we understand that the "how" is as important as the "what." As we look toward next- generation technologies to mature our aging fleets and portfolios, we remember that it is not enough to modernize our technology – we also have to work to modernize our methods of acquiring it. Only then can we maintain our technical advantage. A&M: Please speak to the Army's current efforts in positioning for key current program acquisition goals as well as addressing strategies for 2025 and beyond. McFarland: Focusing on enhancing the expeditionary capabilities and readiness of the Army, the Force 2025 and Beyond strategy aims to shape the Army of the future into a faster, leaner, more mobile, and more lethal force. By making strategic assessments of our capabilities LEADERSHIP PERSPECTIVE WEIGHING REQUIREMENTS TO MAXIMIZE LIFE CYCLE The Honorable Katrina McFarland Acting Assistant Secretary of the Army (Acquisition, Logistics & Technology) and Army Acquisition Executive September/October 2016 | Armor & Mobility | 21

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