Home' Army Acquisition Logistics and Technology Magazine : Army ALT October-December 2011 Contents ASC.ARMY.MIL 101
24. 3.4: Seek OSD and congressional
approval of Program Executive Office
(PEO) Soldier and Small Unit recom-
mended consolidation and alignment
of funding lines for PEO Soldier
25. 3.5: Synchronize the Army Science and
Technology Advisory Group and Army
Science and Technology Working
Group cycle with the POM submis-
26. 3.6: Improve the alignment among the
PEO structure, Equipping Program
Evaluation Group, battlefield operat-
ing systems, CPRs, and TRADOC
Centers of Excellence (CoEs).
27. 3.7: Rebuild the highly efficient
and effective triad of the military
Department of the Army Systems
Coordinator (DASC), System Syn-
chronization Officers, and Program
Analysis and Evaluation.
28. 3.8: Set time limits for document
review and decision. Hold staff
29. 3.9: The life-cycle management
commands' commanding generals
should retain their Head of Contract-
ing Activity role, depots, Integrated
Materiel Management Center, and
item manager functions.
30. 3.12: The Contract Management
Office should promulgate policy and
develop metrics for line and staff
accountability in the "Big A."
31. 3.13: The Assistant Secretary of
the Army for Acquisition, Logistics,
and Technology (ASAALT) should
request that the Assistant Secretary
of Defense for Acquisition direct
the Defense Acquisition University
(DAU) to establish an accountability
course for PEOs, program managers
(PMs), TRADOC capability manag-
ers, and other personnel involved in
the "Big A."
32. 3.14: Stress the importance of hav-
ing value-added reviews, and hold
integrated product teams and their
individual members accountable for
33. 3.15: Clarify "inherently governmen-
tal position" criteria and reduce "gray
area" acquisition positions.
34. 3.16: Army leadership should improve
communication with industry.
35. 3.17: Consider a partnering relation-
ship with industry to solve issues
short of formal protests.
36. 4.1: Reestablish the position of the
Deputy Under Secretary of the Army
for Operations Research and staff the
office with nine people, including
three military analysts.
37. 4.2: Increase the authorizations and
fill of Functional Area 49 [Operations
Research/Systems Analysis (ORSA)]
military analysts needed to support
38. 4.3: Combine analytical capability
within AMC (Army Materiel Sys-
tems Analysis Activity (AMSAA),
Survivability and Lethality Analysis
Directorate, and Logistics Support
Activity) into a single organization.
39. 4.4: Direct TRADOC to conduct
an in-depth review of the required
and authorized capability develop-
ment personnel, including scientists
and ORSAs and cost analysts at the
U.S. Army Capabilities Integration
Center, (ARCIC), TRADOC Analy-
sis Center (TRAC), and CoEs with
a recommended minimum team of
seven ORSA analysts available at each
CoE's Capabilities Development Inte-
gration Directorate, and a minimum
of five cost analysts at the ARCIC.
40. 4.5: Establish a Center for Army
Acquisition Lessons Learned within
the Center of Military History.
41. 4.6: Require an after-action review
after every milestone decision and
program-critical event, and a lessons-
learned report after program MS C or
42. 4.7: Establish and resource a Director-
ate for Advanced Systems at the U.S.
Army Aviation and Missile; Communi-
cations-Electronics; Tank Automotive;
and Natick Soldier Research, Develop-
ment, and Engineering Centers.
43. 4.8: Assign a concept manager from
the PEO or DASC prior to MS A
for Acquisition Category (ACAT) I
44. 4.9: Establish a data-informed process
for balancing acquisition workforce
requests, supply, and quality.
45. 4.10: Increase the number of qualified
systems engineering, cost estimating,
quality assurance, and ORSA person-
nel in the "Big A."
46. 4.11: Leverage Federally Funded
Research and Development Centers
and University Affiliated Research
Centers to make up for the shortfalls
in the Army's system engineering and
analytic capabilities until the bench
47. 4.13: Establish an ASAALT Dep-
uty Assistant Secretary for Services
with a small staff for services acqui-
sition, with similar responsibilities,
authorities, and accountability to
those of the ASAALT deputy for
48. 4.14: Complete implementation of
Gansler recommendations [from
the Report of the Gansler Commission
on Army Acquisition and Program
Management in Expeditionary Opera-
tions], to include recommended
improvements in services contracting.
49. 4.15: Fully support the ASAALT ini-
tiative to add "Contracting for the
Non-contracts Professional" course
recently added to the HQDA "How
the Army Runs" course.
50. 4.16: Improve the quality of program,
project, and product management.
51. 4.17: Improve qualifications of TCMs.
52. 4.18: Provide U.S. Army Acquisi-
tion Corps (AAC) members an
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