Home' Army Acquisition Logistics and Technology Magazine : Army ALT April-June 2016 Contents the capability and get it into the hands of
our Soldiers as quickly as possible.
Jones-Bonbrest: So how important, then,
is the partnership between the Assistant
Secretary of the Army for Acquisition,
Logistics and Technology (ASA(ALT))
community and the sustainment
Muzzelo: From my perspective, it’s
extremely important. Systems are in the
field for several years. So, as sustain-
ment strategies are developed, we look
at who are the vendors, are we buying
data rights, is it sole-source, are there
commercial products integrated in that
capability, and what are the strategy and
cost for that capability over the long term.
If the sustainment and life-cycle manage-
ment communities aren’t talking, you’ll
have many challenges and obstacles in
developing the strategy and then imple-
menting it. On the sustainment side, in
support of the program offices, we’re
responsible for sustaining systems for
many years. So if we’re not in sync, that
leads to serious organizational and pro-
gramatic challenges, and at the end of the
day it really impacts our ability to pro-
vide the best support to Soldiers.
Martin: The fact of the matter is that deci-
sions made by project managers [PMs]
early in the program can significantly
impact what happens on the back end.
With approximately 70 percent or more
of the costs for a weapon system over its
life being executed on the sustainment
side, it is prudent that there is mutual
understanding and mutual partnering
on the front end. A decoupling there can
result in significant inefficiencies and
costs. We’re seeing that today, and it is
the essence of the partnership that exists
between AMC on the sustainment side
and ASA(ALT) on the acquisition side.
It’s critical. The better the partnership
and engagement throughout the entire
program life cycle, the more effective the
program will be.
Muzzelo: I would also add that in sus-
tainment, we are never funded to the full
amount we need. So if the PM imple-
ments strategies to be as cost-efficient as
possible on the acquisition side, that also
comes into play when we’re sustaining
the systems. We have many competing
priorities, sometimes within different
PMs that are in the same PEO, so that
partnership and prioritization can only
be successful if there’s a relationship and
conversation between both organizations.
Jones-Bonbrest: Can you give exam-
ples of this partnership that are already
Martin: There really are four issues that
we have selected locally as opportuni-
ties to partner. Each addresses a couple
of areas where we have seen a need for
improved efficiencies. They include
security patching, software assurance,
software licensing and field support.
Muzzelo: Security patching is a good
place to start. I mentioned that we use a lot
of COTS products, at least in PEO C3T’s
domain of weapon systems, and there are
certain challenges that come with this.
For example, Microsof t and Apple have
to patch their systems. Most consumers
are familiar with that process. The Army
faces some of the same challenges. The
Army’s process historically has been to
send out CDs on a quarterly basis with
security patches, which requires Soldiers
to manually install software from the CD.
In today’s high-tech environment, that’s
a nonstarter. So we’re working collabora-
tively with PEO C3T to get the patches
integrated, tested and posted to one site
where users can download those patches
for tactical systems. We’ve started that
initiative with Fort Campbell and Fort
Bragg, and we’ll go to Germany next.
That’s a partnership that is beneficial not
only to us but also the Soldier, and it
really reduces the security risk of our tac-
tical Army net works and systems.
Networked vehicles provide on-the-move communications, mission command and situational
awareness that commanders need to lead from anywhere on the battlefield. PEO C3T and
CECOM have different but overlapping responsibilities for the C4ISR system readiness that
supports the Army network. (U.S . Army photo by Amy Walker, PEO C3T Public Affairs)
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