From The Army Acquisition Executive

STREAMLININGTHE

ASARCPROCESS

It is no secret that I view my single, most important missionwblle I am the Army Acquisition Executive as leaving behind amucb bettet, more agile, enlightened, and more effiCient acqui­sition system for the Army and for the Department of Defense(DOD) as a whole. Declining budgets require us to use ourresources more Wisely by reducing management and controlcosts of our products and services. For example, it has been cal­culated tbat the non-value added overhead associated withDOD's acquisition process ranges from 18 to 40 percent of theoverall acquisition budget, depending on certain assumptionsabout value added. What this means is that there is at least 18percent in defense premiums or non-value added processes but,in aU probabiliry, it may be closer to the 40 percent number. Inother words, DOD spends from 18 cents to 4·0 cents of eachprocurement doliar just to check a mandatory compliance box,not for added performance or qualiry In the end product. It isnot difficult to see why change is imperative.

The acquisition reform thrust to date bas been on streamlin­ing the contracting process by elim.inating military speCifica­tions and scandards and adopting commercial specifications. AsSecretary of Defense Perry believes, if the Department ofDefense (DOD) is to meet future needs, we must increaseaccess to commercial state"Of-the-art technology and must facil­itate the adoption by our suppliers of business processes char­acteristic of world class suppliers. I am happy to report that weare making good progress. Th.e Army is executing a detailedplan to eliminate milspecs from Army solicitations by next year.In the interim, we are "scrubbing" all Requests for Proposalsabove $I0 million to elim.inate milspecs, non-essentiaI terms andconditions, and non-essentiaI Contract Data Requirements Li titems. We are moving toward non-developmental items, com­mercial off-the-shelf products and technologies, and innovativecontract management whJch encourages contractors to pro­pose non-government standards and industry-wide practices inplace of milspecs and standards.

We are now moving to a new front. Secretary Perry recentlyannounced new, bold initiatives to further reform the acquisi­tion process by streamIining the management of major systems.These initiatives result primarily from recommendation madeby a DOD Process Action Team (pAl) chartered to reengineerthe oversight and review process. As enunciated in the directiveby Secretary Perry, DOD will institutionalize the adoption of anIntegrated Product and Process Development (IPPD) manage­ment technique that simultaneously integrates all essentialacquisition activities through the use of Integrated ProductTeams (!PTs). !PTs include representatives from all appropriatefunctional disciplines-operators, designers, developers, testers,etc.-working together to build successful programs by identi­fying and resolving issues early. Wblle IPPD facilitates meetingcost and performance objectives from product concept throughproduction, including field support, !PTs require cooperative,"team" efforts to make a program successful from the start.

In support of tile management oversight reform effort. I direct­ed that a lean, fast-paced PAT be foroled to streamline the AmlYSystems Acquisition Review COlmci! (ASARC) process. Many oftile report findings ecllO the spirit of Secretary Perry's directive,and I look forward to issuing implementation instructions soon,based on the following ASARC PAT recommendations:

• EstabUshment of an ASARC Coordination Team (AC1) foreach A ARC progrdJl1 [Q replace aU ad hoc working gwups.committee meetings, 'md dle pre-ASARC. TIus is, in essence, an!PT. We must move away from hierarchJcaJ decision making tohorizontal decision making.

• Fle.xible artendance at each ASARC according to the issuesto be resolved by senior Army leaders. .

• ReView of onl)' one do ument by the ASARC. the modifiedIntegrated Program Summary (IPS). A single document shouldbe sufficient to address major issues posed to the Army's senioracquisition forum and comply with tatutory requirements.

• AvailabiUry of oversight documentation/status reports to allmembers of the ACT on a continuous basis ratller tllan jU t priorto a milestone decision. This will facilitate program successUlcougl1 continuous teamwork.

• Minimal oversight documentation to answer review alldoversight questions.

• Pollow-on review by functional elements of support andprogranl-specific documents generated within their functionalarea to find add.itional efficiencies in documentation.

• Conduct "paper" ASARCs whenever the ACT determinesthat dlere are no major or critical issues tllat aren't resolved.

Adoption of these DOD and Army i.utiatives represents a newday for defense acquisition and launches anotller fundamentaldifference in Ule way we conduct business. Our goal is toreduce government decision cycle times and admin.istrati"ecosts to conserve our fiscal resources and better serve oursoldiers.

The entire acquisition communiry must focus on buildingqual.iry program by identifying and resolving issues early. Theteamwork appro"cll is a real winner. uccessful results havealready been "cl1ieved on the first Army test case, the JointSurveillance Target Attack Radar System tight Ground StationModule C/STARS LGSM) Low Rate Initial Pwduction (LRIP) deci­sion. Review documentation was reduced, briefings were heldto a minimum, and the Army leadership was issue focused. Thestreamlined ASARC proce is designed to assi t us in managingrisk, and it worked very well in its first test case. The processallowed us to ave both time and 1D0ney on tile J TARS LGSMprogranl. J expect [Q see sim.i1ar results with our other programsas the reforms are implemented and they become our standardway of doing bu iness.

The underlying principles are: (1) empowe.rmem/delegationto mose responsible for the program (pEOs and PMs). and (2)teamwork among tho e responsible, proponents, and seniormanagement.

Gilbert F. Decker

FEATURES

DEPARTMENTS

LeUers , 60

.............15.........18

............. 10

ARMYResearchDevelopment

Acquisition

Awards .

.........................40

A Farewell LeUer From LTG William H, Forster 61

Mentoring In The Acquisition Community.....

Commercial Equipment For Power ProjectionMarly Wall 21

From Technology To Capability: The Case For InnovationCOL Nicholas L. Straffon 23

Termination For Convenience: The "T4C" Myths And RealityCPT Roch A. Switlik and COL Thomas J. Quigley 2

Contractor Performance Certification ProgramRalph Wunder 5

Electric Power For The Digital BaUlefield's Foot SoldiersJames E. Stephens 7

Acquisition Reform At The Army Simulation, TrainingAnd Instrumentation Command

Tom Mazza .

Will Army Software Win The Information War?COL Jerry M. Henderson 13

Textile Structural CompositesDiane S. Kukich .

Chemical And Biological Defense For The New CenturyLarry M. Sturdivan, Elaine Stewart-Craig, Amnon Bierenzvige.And Van R. Jones 26

&AProfessional Publication of the RD&A Community

What Is A '53'? ..A Perspective

LTC Earl D. Rasmussen 29From Industry: Commercial Off-The-Shelf Software Issues

Arthur I. Hersh 31A Synthetic Scene Generation Process For Smart Weapons

Dr. James P. Welsh and Dr. Lewis E. Link 33Mountain Highway Brake Testing

CPT Philip Schoenig and Robert McHugh 37The Demise Of Missile Defense Technology

CPT(P) Scoff E. Shifrin .

Personnel ..

From The Army Acquisition Executive .Inside Front Cover

Speaking Out .. 42

Career Development Update........ . 44

.. 59

. 59

Books 60

Assistant Secretary of the Army(Research, Development

and Acquisition)GILBERT F. DECKER

To contact the Editorial Office: Call (703) 805·4215/DSN 655-4215. Articles should be submittedto: DEPARTMENT OF THE ARMY, ARMY RDA.9900 BELVOIR RD SUITE lOt, FT BELVOIR VA22060-5567. Our I"" number Is (703) 605-4216.

Commanding GeneralU.S. Army Materiel CommandGEN LEON E. SALOMON

EDITORIAL ADVISORYBOARD MEMBERS

GILBERT F. DECKERChairman. Editorial Advisory Board

LTG RONALD V. HITEDirector

Army Acquisition Corps

LTG JOHN G. COBURNDeputy Commanding GeneralU.S. Army Materiel Command

MG WALLACE C. ARNOLDAssistant DCSPER

BG RUSS ZAJTCHUKCommanding General

U.S. Army Medical Researchand Materiel Command

DR. RICHARD CHAITActing Deputy Assistant Secretary

for Research & TechnologyOffice of the ASA(RDA)

DR. ROBERT B. OSWALDDirector of R&D

U.S. Army Corps of Engineers

HARVEY L. BLEICHEREditor-in-Chief

Executive SecretaryEditorial Advisory Board

EDITORIAL STAFFHARVEY L. BLEICHER

Editor-in-Chief

MELODY R. BARRETTManaging Editor

DEBRA L. FISCHERAssistant Editor

JULY-AUGUST 1995PB 70·95·4

This m(fClium 1$ approved for tflB official dissemination of male­rial designed /0 keep individuals with{n the Army knowfedgeableor current and emerg;ng developmenrs with their areas 01 ex­p8rtise for tflB purpose of enhancing their professional develop­menlo

Army RO&A (ISSN 0892-8651) Is published bimonthly bV theOffice of the Deputy Director, Acqull5ltJon Career Manage­ment. Articles reflect vIews of the authors and should notbe Interpreted 88 official opinion of the Department of theArmy or any branch, command, or agency of Ihe Army_ Thepurpose Is to Inatruc:t members of the AD&A community rel­ative to RO&A processes, procedures, techniques and man­agement philosophy and to dla.semlnale other informationpertinent to the profenional development of the RD&Acommunity. Private subscriptions and rates are availablefrom the Superintendent 0' Documents, U.S. GovernmentPrinting Office, Washington, DC 20402 or (202) 512·1800. sec·ond el.ss offlcl.1 postage paid at Fort 6elvolr, VA and ad­ditional offices. POSTMASTER: Send address changes 10DEPARTMENT OF THE ARMY, ARMY RDA, 9900 BELVOIRRD, SUITE 101, FT BelVOIR, VA 22060-5567. Article. maybe reprinted I' credit Is given to Army AO&A end the author.Unless otherwfse IndlClted, .all photographs sre from U.S.Army sources. Approved for public release; Distribution Isunlimited.

By Order of the Secretary 01 the Army:OENNIS J. REIMER

General, United States ArmyeMsf of Staff

Official;

A&{ ~H1/oo-JActing Administrative Assistant to the

S8crelBry of tho A1Tl1Y-

COVERTermination of a contract for the convenience of the government, or T4C,

is not the high-speed exit off the freeway, as many believe. T4C is a complexand time-consuming process which contracting officers must understand.

TERMINATIONFOR

CONVENIENCE:THE "T4C"

MYTHS AND REALITY

IntroductionSome governments around the world

choose 10 own and operate factories 10 sup­ply their Defense needs. However, the .S.government has chosen 10 rely on private in­dustry to perform this role. This is a suc­cessful arrangement for the U.. governmentand most contractors successfully meet thecontractual requiremenrs. But there aretimes when the contractor is unable to com­plele the specified work for various reasonsor the government decides to cancel the con­tract. One of the methods avaUable to thegovernment to cancel a contract is called atermination for the convenience of tbe gov­ernment or T4c. TIlls method of balling con­tract performance is unique.

)0 the commercial contracting world,rarely will a company permit any buyer tohave SUdl complete authority to escape fromits contractual obligations. The temlinationfor convenience gives the government tberight to terminate without cause. Ostensibly,a tool to wind down after wartinle mobi­lization or when there is no longer a needfor the contracted item, a T4c is a valuabletool in the contracting officer's peacetinletool kit. A contracting officer should tUlder­stand the realities, pitfalls and caveats asso­ciated with a T4 before using ir.

Some managers see a termination for con­venience as an easy exit off a crowded free­way or as an economical, swift way to dis­entangle from a failing enterprise. But, be­ware of the urge to oversinlplify the situation

profit. This is how the process works.Once the procuring contracting officer

(PCO) decides to terminate for the conve­nience of the government, the contractor isimmediately advised of the termination in ac­cordance with FAR Pan 49.102 and specifi­cally told who will manage the proceedings.From that point, the contractor has one yearto submit a termination settlement proposalto the termination contracting officer (rCO)_Once the TCO receives the contractor's pro­posal, several factors may influence the time­liness of settlement. If the contractor has in­ventory associated with the contract, it maytake sbe months or longer to dispose of thisproperty utilizing plant clearance proce­dures. The TCO may not bypass the plantclearance procedures nor utilize prudentbusiness judgments with respect to the ex­pedient disposition of inventory. AdditioL1­ally, the Defense Contract Audit Agency(DCAA) is reqnired to review terminationproposals valued at $100,000 or greater. ThisDCAA review can take two [Q rltree mon thson some proposals.

The TCO is required by FAR Part 49.105­2 to notify tile PCO of any excess funds thatmay be released, within 30 days of the ter­mination. However, the contractor may bevery reluctant to estimate his costs. There­fore, the TCO must either recommend thatthe PCO releases no funds or estimate thefunds required to settle the termination.Keep in mind that accurate estimates are of­ten rli.fficult to make without the contractor's

July-AI/gust 1995

By CPT Roch A. Switlikand COL Thomas J. Quigley

Regardless ofthe type of contractall contractseffectively becomecost reimbursablecontracts whenterminated forconvenIence.

Basic PrinciplesThe authority to terminate for the conve­

nience of the government resides in FederalAcquisition Regulation (FAR) Pan 49. In aT C, the contractor is entitled to all incurredco ts that are allowable, aUocable and rea­sonable. This trio is april' explained in FARPart 3 J.2. In addition. tile contraCtOr is en­titled to receive a profit on the co ts in­curred, but not antiCipatory (expected)

and beware of the mythology that sUffOlUldsa T4C. [n our experience, the T4c is rarelyan ea , afe, cheap, or qUick way to solvecomplex contracling problems.

AnnyRD&A2

input. Myth-breaker number one is: It takestime to conclude a termination for conve­nience, probably mOre time than you think.The avemge time to settle a T4C is L8months.

More Facts and Mythso Fact: A contractor's lack of k,lOwl­

edge and actions l'!fluence tbe close-olltproceedings. A contractor's lack of knowl­edge of termination procedures often slowsproposal submission or reSt~ts in faulty Or in·complete proposals. nus all adds La ti,e clo­Sure time. Some contraclors are reluctant toestimate termination co t due to uncertainty.Some contractors will delay settling ti,e mat­ter and/or hire "high priced" consultants, inan effort to extract every possible cost re­lated to the commct.

o Fact: TermlnaHons with large com­panles 1ts"ally mean large proposalsmid an wilevelplayiligflelll! Larger com­panies negotiating T4C settlements may ded­icate a portion of their Large staff Rnd ampleresources to Rggressively focus on all al­lowable co t and settlement expenses. TheTCO usually has more limited resources andmu t deal with a company's sophisticated le­gal staff. UnfomlOately, this is the nan,re ofthe business. So, if the TCO has large clRimsor requests for equilable adjustment (REAs),he must simply allow the time necessary tocia e out these termination actions.

o Mytb: A te,.,ni,ultedflxe<lprice con­tract remains aflxedprice cOlitractfOl~

ever! Regardless of the type of commct, allcontracts effectively become cost reim­bursable contracts when tennimned for con­venien e. This means all incurred co t thatare allowable, allocable and reasonable willbe in luded in the settJem nt. TIle main prin­cipLe in settling a T4 is to fairly compen.sate the contractor .for the work performed(FAR Part 49.201). Material costs, labor, start­lip cOSts, seve.rance pay, settlement expense:!i(to include outside consultants) and associ­ated overhead costs Rre potentia.! valid set·tlement COSt . Even if a contrdctOr ha pro­duced a fal~ty product, the associated costsare a.llowable under a T4C. Fun-hermore, aconmclor may not be forced 10 repair faultyitems under a T4C urue -s the governmentprovides additional considerdtion (money!).

o Myt/;: The goverlltlletlt usually WillScortrl cases ifI. te1·'lli,UJl1on situations.Sorry, not true. Often, judgments do not fa­vor the government. The reasons for this aremany. AU too often, temlinated contracts aretroubled ,ufairs, terminated in an attempt toshed a problem. While there are manysources of these troubles, our experiencesays that c1l<mging requirements Or poorlywritten, ambiguou contract fall in tllis cat­egory. Be wary when overriding the pre­award survey recommendations. Regret-

tably, many troubled cont....cts tllat are even­tually tert11i.n.~ted for convenience receiveda "no award'" recommendation during thepre-award survey.

• Mytb: T4Cs salle 11I0'lley. Not neces­sarily. SaVing money depends upon timlng,md the complexity of the contract. lf a con­tract has been in effect for a long duration,little savings may be gained from a temlina­tion. A contract of short duration probablyhas a greater potential for savings. One mustconsider whether the conlr'dcted item is a de­velopmental item or commercial-off-rhe­shelf item. Terminating a developmental itemusually involves paying development'~costseven if the development is incomplete or in­conclusive. Termination costs may even ex­ceed the original contract price in caseswhere the contractor's investments and set­UeJnenl expenses :ue el.."lensive.

Remember, T4C settlements allow con­tractors reimbursement for COnt1"dct-relatedexpenses and the costs associated with set·ding the T4C. The FirSI Article limitationClause may not limit the amount of settle­ment even if the contractor ha not com­pleted the first aniele. So you see, the uni­verse of acceptable expenses changes whena T4C occurs. Beware of using a T4C as 41.11

economizing measure. 1t does not ahvayswork out that way.

Realitr: Pitfalls We Have NotAvoided

This is the be!i(!ve-it-or-l'/ot portiOn of thisRrticJe. Believe it or nOl, these things acnl­ally occur. For reasons that are self-evident(volume of com....cts, number of personnelOr agencies involved), they do not help thetemlination contracting officer perfoml themission. \\7hile the examples listed below "recenaimy not the nonn, these situations couldhave (should have) been a"oided tllrough ad­equate dialogue between the appropriategovernment personnel or agencies. Com­munication is the key!

• Tbe T4C cia lise was o.",iltell fro,,,the COlllracl! Granted, the "Chri tian Doc­trine" which stipulates that if the "la, " re­quires a particular clause to be placed in thecontrdct but is omitted, the clause is stiIJ apart of the contract. However. contractswithout the required T4C ciause have sur­faced on more than one occasion, causingdela)'s in settling the termination. Very often,contractors are upset that the contract wasterminated in the first place. Consequently,they are usually not in a very forgiVing moodwhen negotiating such a change 1'0 thecontract.

o The product was 'ready to sblt) m·already shipped wbell tbe CQlltNlCt waste-,wriuated! More often than 110t, this illdi·cates that the communication between thePCO, the conrraClOr and/or ti,e aclmini lra-

rive contracting o[ficer (ACO) is incomplete.We have actually had C31 es where the prod­uct was delivered and accepted but a T4enotice was i sued anyway. This require On·siderdble admirlistrative effon and expenseto correct and could lead to a contractor re­questing additional compensation.

• The PCO deohligClles cOllt'ractji411dsbefore the TCO sellas IIotice of excessjimds! FAR Part 49.105-2 states that tile TCO

h,111 notify the PCO of the amount of e .."ce sfunds witllin 30 da)'s of the termination date.However, if the PCO deobligates ftUlds priorto notification, the result may be more workfor all parties involved. TI,e TeO will con­tinue settling Il,e costs of the tenninated con­tract, but when this work is done, the Peawill be required to find replacemem ftllldingfor the funds lha.t were previously reachable:md on hand.

o The PCO 01' ACOfails to pl'ovlde tbeTeo a copy ofthe elulblillg colltract mod­ificatioll defllling the COlllract t,rrmina­NOlI! Sometimes it is a mere matter of for­getfulness, hut this failure to act slows thec1ose-otlt process igni.ficantl)'. Once a con­tract is terminated, the clock starts regard·less of when the TCO receives the ootifica­tion. FAR Pan 49.10; requires the TCO topromptly conduct several actions. lfthe.se ac­lions are not conducted "prompll "there isroom for the contractor to allege that tiletinle constraints placed upon him are nolonger in effect because of the govenmlem'sinaction. More importantly, during theprocess of settling the termination, it is im­perative that tbe PCO responds promptly toissues brought fonh by the TCO. The bestexample is the consideration of di position

Duringcontractperformanceitisimperativethat allgovernmentpersonnelunderstandtheir rolein theprocess.

J1/ ly-AI/gllst 1995 Army RD&A 3

It is certainthat the rightand privilege

of terminatingcontracts

for theconvenience

of the governmentwill continue

to bea means

of concludingcontracts.

of go ernment-furnished material/propertyand contractor inventory. Quite often, T4Cprocedures are drastically delayed awaitingdecisions by eithet the buying command orPCO.

• Sometimes weforget toork-ttl..process(WTP) alld associate,l i'Welltory! W1P andassociated inventories are often abandonedin place. As far as WIP is concerned, the gov­ernment has little use for unfiniShed goods.Remember that the government pays for thecost of material purchased and holds title tothe property. Sometimes, tbe cost of shippingresidual material exceeds the ¥.~ueof the ma­terial itself, so work-in-process 'md associatedinventory mu t be ev,~uated carefi~ly.

• Co,l1't-aclors SO'llethlles 'react tv lUlau·

IIJo,"tzed direcNotl! During contract per­formance it is imperative that all govenunentpersonnel under tand their role in theprocess. Sometimes vmious governmenlpersonnel direct contractors without the au­thoriry. The contrdctor should know betterth,Ul to act upon direction provided by some­one other the contracting ofli.cer, but it hap­pens and both parties are at fal~t. This couldlead to the contractor submitting an REA asa part of the T4C ettlement. There are nu­merous court cases that will support the con­tt"dctor in these cases of unaUlhorized di­rection, especially if a small bll5iness is in­volved.

As a procurement official, you must doyour "homework" and malntain an open lineof communications with other govenlmen[agencies involved, prior to contacting a con­trdcwr. Here is a "real life" example wherethe lack of research and communication iro-

JlIly-Auglist 1995

CAPTAIN ROCH A. SWlnIK is atermination contracting q[ficerforthe De/en. e Contracl ManagementCommand, Area Operations,Springfield, NJ. He is a member ofthe Northern NewJersey Chapter 0/the National ContractManagementAssociation (NCMA) a17d a certifiedprofessional contracts manager(CPCM). He received his bachelor'sdegree in marketing/rom PittsburgState University and his master's ofscience degree in acquisition andcontracting ji-om the Naval Post­graduate School.

COL THOMAS J. QUiGLEY is thecommander of Defense ContractManagement Area Operations,Springfield, Nj. He is a member ofthe Picatinn)! Chapter ofNCMA Cl/7dis a CP M. He received his master'sdegree in procurement and con­tracting from George WashingtonUniversity. He bas served in variouscontracting assignments in tbe De­fense Logistics Agency and tbe Arm;ysince 1980.

mendation related to acquisition reform.With the Federd'! Acquisition tre:unliningAct (FASA) and Contnct Administrative Ser­vice Praces Action Team (CA PAl) rec­ommendations, we may witness many im­provements soon. For example, the PATsanctions innovation, streamlining, risk man­agement (not risk avoidan e) along with anarray of oU,er innovative approaches. Theseapproaches include the quicker dispositionnf propeny, rapid auditing, sharing iruor­mationl str~1.mHning docum,entatioo, enl­powennem, reward.ing high perfornlancecontractors, contractor self-oversight andseU-certification, 'md a tide of oU,er re­freshing approaches. These new approacheswill change and improve the way we cOn­ducr business.

In summary, we need to improvt: the waywe presently conduct husiness and at thesanle time, incorporale the recom.nlenda­tions a.nd opportunities before us in theFASA. But reg'trdless of the changes we in­voke, we doubt that terminations for con­venience wiJI be U,e high-speed exit otT thefreeway of government conWlcring that theuninfornled luay think il is.

pacted negotiations and caused great em­barrassment to the government.

As a part of a termination settlement, thecontractor submitted an REA based on gov­ernment direction (nor the PCO). The TCOattempted to defend the government's po­sition, stating tl,at "a change in the contractdid not take place and tbat the government'has-its-acr-wgether' and would not have pro­vided such direction without going Ulroughtbe PCO." The contractor presented a re­cently received certified leiter from the buy­ing office demanding information on the de­livery status of the contracted items. Sincethis comract was terminated a year before,the contractor was amused U,at U,e gov­ernment now demanded delivery status.Thus, the TCO had difficulty in maintaininga professional atmosphere defending the gov­enlment's position, on me one 1l..1Jld, whiletrying to explaln why we buying comm'lIldwanted to know the delivery tatus on ter­nlinated items.

• T4C activit)' surfaces all the IlIIdeftll­ttlzed contract changes that ever existed!Upon termination, many issues that U,e COn­tractor previously "ler slide" may resurfaceas REAs. Be ready to take your medicine ascontt"dctors rightfully or wrongfully ask forcompensation for work wey performedbased on government action or inaction. Byusing REAs, contmctors seek compensatinnfor expenses incurred. REAs are sometimesno Ulore than uncertified cJaims and on oc­casion, denied REAs reappear later as certi­fied clainls.

In one case, the government and the cOn­tractor coilld not agree on what exacUy thecontraCt required. Rather than stopping allactions until darification and agreeDlent wasmade, the contraCtOr was instructed to con­tinue with work while negotiations were tak­ing place. After much discussion, the gov­ernmem decided to terminate the contmct.The contractor, in compliancc with ti,e gov­ernment's wishes, continued to work dUringnegotiations. The termination cost ended upsignificantly higher U,3J, the original contractprice. Basically, the government receivednothing for its money.

ConclusionWe believe the U.. government will con­

tinue tn use private industry to provide itsgoods and services through contracting. Itis certain that we right and privllege of ter­minating contracts for the cnnvenience ofthe government will continue to be a meansof cnncluding contract. Correspondingly,many of the myths and resillts will continueto thrive to some degree, but less so a welearn more from our mistakes and improvelhe cOlllnlunications between government:!gencies.

We are also optimistic about the reCOrn-

ArmyRD&A4

CONTRACTORPERFORMANCECERTIFICATIONPROGRAM

I

.

IntroductionTIle Army Materiel olIlJllilJld's (AMC)

Contraclor Performance Certification Pro­gram (CP)2, continues to evolve and exp,uldits scope to berter serve the acquisition com­munity. From it initial thrust toward the pro­duction side of the house, it has now madesubstantial inroads into the R&D community.

For those wbo may be lmfamiliar with theprogmm, it was conceived in the mid-1980sas a means of recognizing those comractorswho demonscmted exceptional commit­ment to quality and producti"ity improve­ment. Industry leaders questioned whytho e who continualll' prOVided qualityproducts and services should be treated thesame as those who were not. A programneeded to be developed that would reducethe government presence at tbe good pro­ducers, and make available resollfces thatcould then be applied toward assistingthose who had not embraced quality and pro­ductivity i.mprovement.

Those participating in the program wouldbe ev,uuated through the me,ms of audits. An.initial "no-fault" audit would establish a base­line from which tbe participant wouldmove toward certification. A series of in­process auwts would insure that the correctpath was being taken, and a final audit wouldverify that all requiremellls had been satilied. All of the audits were to be joint con­tmctor and govemmenr, as represented bythe participating AMC major subordinatecommands and the Defense Logistics Agencyrepresentatives. A pmt of cooperation andconcern for inlprovelnent vs. "'gotcha" 'wasto be the hallmark of the audits, somethingnew and innovative in audit methndology.

Certification CriteriaTIle criteria for certific.1tion consisted of

elements rbal evaluated management com­mitment to quality, the effectiveness of thequality assurance plan, how effectively sta­tistical process control methods were beingemplo ed, and how metrics were being usedto assure continuous improvement in qual­ity and productivity. The participant wouldhave to demonstrate compliance in all areasin order to become certified.

The contractors who became certifiedcould then e"..pect to see less day-co-day in­volvement of the govemment in their oper­ations. TIle)' would be granted greater au­tonomy in the prepardtion and appticariooof Illeir quality assunUlce and statisticalprocess antral programs.

As Ille production ide of the program be­gan to gain momentum, it was a logical out­growth of that uccess that dictated that there earch and deve10pmelll side of the housebecome involved.

TIle cultural changes that had to take place

Jllly-AllgllSt 1995

By Ralph Wunder

in a production-oriented facility, in order for(CP)2 to flourish, were ideal for incorpora­tion in the R&D community. Managementcommitment to quality improvement and theuse of statistical methods and metrics to tracksuccesses were vital to R&D successes.

Eventually, separate criteria for R&D cer­tification was developed. While managementcommitment and Ille llse of statistical meth­ods (especially as Illey can be applied in pro­duction), and metrics were to remain keyel­ements of this new criteria. some adaptationswere olade. Ooe of the new areas of reviewconceoled dle Dlarulcr in which softwarewas developed, managed, and used.

Regardless of whether or not the effortwas to be an R&D or production certifica­tion, the merhodology of p,micipative auditsremained the process by which the partici­pant was evaluated.

As of this date, several participants havebeen certified by both the R&D and pro­duction sides of the house. The Ie sonlearned have flowed in both directions, withsome of the facilities seeking R&D certifica­tion prior to production certification and visevefSll. Whatever the route, the benefits ofcer­tification were re:.dily acknowledged and ac­tively sought.

Just as those who join the progr'dJll mustdemonstrate continuous improvement, sohas the program itself. Although an AMC­directed effort, the approach taken by thevarious major subordinate commands wasnot unifoml. Each command had developed

The culturalchangesthat hadto take placemaproduction-orientedfacility,in orderfor the ContractorPetformanceCertification Programto flourish,were idealfor incorporationin the researchand developmentcommunity.

AmlyRD&A 5

••

:.

:.

6

Anyprogramthat has

demonstratedits worth

to theacquisitioncommunity

as theContractor

PerformanceCertification

Programhas,

and hasbeen

as responsiveto its

customers,should find

a homefor

a longtime

to come.

ArmyRD&A

its own criteria, verification methodology,and overall approach to lhe program. [f theprogram was to have the validity that it de­served, then somelhing needed to be doneto assure that a certification by one conmlandwas as meaningfUl as Lhat of any otller. Also,many participants Wete suppliers to morethan one command, 0 a uniform approachwas needed.

Process Action TeamsWb..i.le much had been accomplished

tllrough informal meetings and discussions,it was apparent tlmt a more organized anddedicated approach toward uniformity wain order. To lhat end, AMC, wiLh personalinput by me principle assistant for acquisi­tion, revitalized Lhe effort by charging twoprocess action teams (PATs) with examiningLhe areas of benefits, criteria, methods, andmetrics.

The PATs went to work to put togetllerprograms and propos:Us that would meet theneeds of all of the commands, and makethose improvements that would strenglhenthe program. Their work continues io lhe co­operative spiril that promises to providelhose changes. Tn addition, lhe teams notonly involved representatives of tlle com­mands, but included industry representa­tives, tllrough lhe American Defense Pre­paredness As ociation. ntis is an excellentexample of lhe teaming concept lhar is at lheheart and soul of tl,e (CP)2 effort.

Audit TeamsAnolher improvement in the process has

been the professionalization of the auditt""ms. At tbe onset of (CP)2, those per­forming the audits had a great deal of en­thusiasm, but very little audit training. Today,we find tllat lhe most progressive of thecommands have taken lhe opportunity to de­velop their auditor's skills tllrough formaltraining progranlS. Many auditors have beencertified as qualiry auditors by the Anlerican

ociery for Quality Control. till others havereceived training on lhe Intern:ttional Qual­ity Standards (l 09000 series), and haveacllieved the tatus of quality systems leadauditor, a gr:lI1ted by the Registrdr Accred­itation Board. These credentials are not eas·ily attained, but contribute tremendously tothe audit staffs' credibility.

The emphasis upon tr:lining people on theInternational Quality tandards i indicativeof the type ofcontinuous inlprovement thatkeep the program abrea t of current trendsand the needs of our customers. As more andmore suppliers use the international stan­dards, assessment of their compliance be­comes essential.

In addition to involving botll R&D and pro­duction facilities in the (CP)2 proce s, the

scope has been expanded with tbe offer toinclude Army depots. Under the guidance oft11e Arm's Armament Munitions and Chem·ical Command' (AM COM) CommandingGeneral MG Dennis L. Benchoff (who cur­rently is also the commanding general of theDepot System Command, and the IndustrialOperations Command), depots have been in­vited to participate in (CP)2, and havedemonstrated a keen interest.

ConclusionThe (CP)2 effort has undergone many

c11anges since its inception in the mid-1980s.111e involvement of the R&D community, theinclusion of rmy depot, and the profes­ionalization of the audit staff have aU con-

tribllled to the spirit of 'continnous im­provement" that is the hallmark of not onlytllis program, but an)' su ce ful endeavor.The support of industry has been extremelyrefreshing. Their perception that (CP)2equates to sound business prdctice suggeststhat t11e program "hits the nail on tlle head.'

What road (CP)2 will follow in tlle futureis open to speculation. Tbere 'Ire efforts be­ing directed toward offering it as a Depart­mem of the Army level program. Perbapsomeday it could even be pre ented as a De­

partment of Defense initiative.Any prog....un tbat has demonstrated its

wonh to the acquisition community, as(CP)2 ha . and has been as responsive to itscustomers, sbould find a home for a longtime to come. With empbasis on continuousimprovement in quality and productiVity, itjust makes sense to sign-up!

RALPH WUNDER is a supvervisoryquality assurance specialist atHeadquarters, u.s. Army An71a­menl, Munitions and ChemicalCommand, Rock Island, 11. Heselves as chief of the Sea. Air, Mu­nitiol'lS and Proving Ground LiaisonBranch, in the Product Assuranceand Test Direclorate. He holds abachelor's degreefrom Western l/Ii­nois University in Macomb, LL, anda master's degree in business ad­ministralion/rom Sf. Ambrose Uni­versity.

Jllly-Allgust 1995

ELECTRIC POWERFOR THE

DIGITAL BATTLEFIELD'SFOOT SOLDIERS

IntroductionComputers and other electronic equip­

ment wiU be the fOOL soldiers of Lhe iIlfor­mation W,tr. These soldiers will work tire­lessly, reliably, and without complaint if Lheyrecei e a proper mtion of qmlity electricpower. Therefore, consistently supplying,under battlefield conditions, the correct qual­ity of electric power i an important facet fLhe "digital b,mlefield.-

It is an imper:ttive that Lhis quality fa etof electric power must be properly consid­ered, or Lhe electronic foot soldiers mar rebelin vanou ways. '!bey 1lli1y SLOp work at a crit­ical moment in d,e larger battle, or corrupt,albeit non-maliciou ly, the data managementprocess.

Fortunately, the private seclor ha wres­tled wilh the power qualily iSSlle for the last10 years and has made significant progressto both define and resolve the problem.Much of its effort can be used to benefit theArmy as it moves to Ihe -digital baulefield.-

This article outUnes a U.S. Army Commu­nications-Electronics Command progr-dlTI de­signed to exploit these private sector effortsto benefit the military. The objeclive is to en­sure d,al d,e electronic foot soldiers' mtionscOlllain the proper quality and quantity ofelectric power 50 that they can reliably per­foml their mission. More importantly, theser,llions must be cost-effectively prepared andprovided LO the electrol';c foot soldier.

What is a Power QualityProblem?

The civilian seClor answers the questionll,;s way: "AllY power problem mnnifestedi/1 /Ioltnge, Cllrrent o'"frequency del/iationtbat results in failure or lIlisoperation ofuser equipment/systems." TI,;s definitionshould be adopted by the Army as part of itsthrust to digitize the battlefield. The f"ilureof an electronic foot soldier 10 process orpa S infonnation, because of .. poor rationof electric power, c"n be as devastating as

By James E, Stephens

the failure of a courier to deliver a wriuenbatde order in " bygone erd.

Historical PerspectiveThe predomin<tnt electrical loads, such <IS

electric lights, motors, and heaters in theArmr were defined <IS linear loads. By defi­nition, linear lo"ds do not distort the inputcurrent \vaveform shown in its familiar si­nusoid.1J form in Figure I. Direcl current(DC). if required, wa produced from alter­nating current (AC) by a transformer-rectifier.

Transfomler-rectifiers were often designedfor 400 hertz (cycles per secnnd) inputpower. TI,e 400 hertz trdllsfonner-rectifierdesign is significantly more compact andlightweight than one using 60 hertz inputpower. Their compact size 'md weight sav­ings is the major reason why, i.1i the past,many of the Army's weapon systems re­quired 400 hertz input power from its sup­porting genermor. TI,e Patriot missile systemis an example.

The Army' mobile generators were pro­cured and tested to power linear loads reli­ably. TI,e output power quality of the De­partment of Defense's generalors was spec·ified in Military Standard 1332. For manyyears, Ilus sl"ndard has also been successfully

TIme

used by system developers <IS Ihe qualityb<lSeline for the supply of electricity to bat­defield systems.

The Army's genemtor fleet cont"ins ap­proximately 80,000 generators. TIley pro­duce Cl<lSs 2B or better power (See FigllfC2) at 60 hertz e...'Ccept for the small percent­"ge wl,;ch produce 400 hertz for pedal ap­plications. The interface with d,e electricalload is described nnly from the perspectiveof the gener:ttor. Military Standard 1332 doenot place any re traim on the eleclric loadregarding its impact on the generator Orother equipment connected to the generd­lOr. TI,ese genemtors reliably power elec­tricalloads up to dleir size ratings witJ)jn theenvironmemal conditions md altitude de­scribed in Military Standard 1332. This tan­dard was l<lSt revised in 1973.

What Happened?Lighlweight and compact switch-mode

power supplies replaced the transforrner­rectifier beginning in the early 19805. Theseswitch-mode power suppUes "re designed tooperate on 60 hertz power wlucll explainswhy new tactical systems no longer are be­ing designed to use 400 hertz input power.Their use ha become perv<lSive becauseelectronic equipment operates on DCpower. This DC power is provided by em­bedded power supplies which convert ACpower to DC. These power supplies, manyof which usc siUcon controlled rectifiers(SCR), brought with them their own penalty.

Figure 1.Normalcurrentwaveform.

July-August 1995 AnnyRD&A 7

three phase electric di tribution sy tenlS. -Illeequation can be 'written that an electronicload equal non-linear electrical load.

A recent field study of ham,onics in sevendifferenr building types concluded "non­sinusoidal wave forms are the norm, 001 theexception...current ilt Ule neutral that ex­ceeds the current in Ihe phase conductOrsis a problem NOW and needs to be takeninto account when de igoing electrical ys­tems.· TIte study involved 66 harmonic analy­ses in these seveo building type": office, med­ical, industrial, municipal/government, lab­oratories, audio-visuaJ studio, and banking.Although not specifically stated in the srudy,many of the electronic item listed inl'igure4 were being used in these buildi ngs. TI,eitems in this list can cause severe distortions.

Many of the itenls listed in Figure 4 havealso been dmfted to serve as the electronicfoot soldiers crucial to winning the infor­marion war. Drafted is the operative word

The R' witching action may severely dis­tort the input wave from its familiar sinu­soidal fomt (See Figure 3). This distortion bydefinition is non-linear and is caused by thepowet supplies in electronic equipment andother electrical/electronic equipment. Thecurrent wavefonn is distorted at higher fre­quencies tban the fundamental frequency of60 hertz. These higher frequencie are mul­tiples (or harmonics) of the fundamentalpower frequency which i 60 henz in theUnited States.

Unfortunately, harmonics can cause prob­lems in the electrical system. They manifestthemselves in ways which often appear tobe sysrem dependent. The symptoms of anunderlying power quality problem related tohigh hamtonics include overheating, docks/timers nOI regulated, nuisance tripping ofbreakers, unrc.liable operation of electronicequipment, and elevated and, at tintes, dan­gerously higb, current in tbe neutral wire of

Figure 2.Voltage

and frequencycharacteristics

of Class 2B(reference

MilitaryStandard

1332Bat 120

volts/50 hertz).

Rngulltign

Transient PRdormance

la' Apply Rated Load(') Dip ~20%)

(2) Recovery to 120 Volts

Ibl Remove Rated Load

OJ Rise 130%)

~2) Recovery to 120 Volts

Frequency

Bggy!atjgo

Transient Porformance

leI Apply Rated LOld

~ 1I Undershoot

(2) Recovery to 60 Hz

(b) Remove Rated Load

(1 ~ Overshoot

121 Recovery to 60 Hz

115.4 - 120 (Volts)

96 Volts (min.)

3 sec::. (max.)

156 Volts (Max.)

3 sec. (max.)

58.2 - 60 Hz

57.6 Hz

4 sec. (max.)

62.4 Hz4 sec. (max,1

since the Army will purchase and use moreand more commercial off-the-shelf equip­ment in the future. The Army must be pre­pared to provide the ration of quality elec­tric power demanded by these drafteeswhich are so critical to winning the infor·mation wa.r. TItese con <:ripts can and willrebellf they are not provided the same qual­ity of power on Lite battlefield that they re­ceived back home.

An Acceptable RationThe Complller and Business Equipment

Manufacturer's Association (CBEMA) devel­oped L1,e curve shown in Figure ;. It verydearly de cribcs part of the power qualityration from the perspective of the consumer,or, for Lltat matter, the Army's electronic foorsoldier. CBEMA warrants that their equip­ment will continue to operate if the voltagechange from the nominal voltage stays in thewhite area of the figure_ As an example, theirequipment i de igned not to reset if zerovoltage occurs for less rhan half of one cy­cle (or 0.0083 econds at 60 hertz).

TI,e manufacturers have also establishedpermissible Urnits regarding other electricalpammeters; including, power surges, totalharmonic distortion, frequency variations.waveform, and waveform disruptions. Manyof these are more fully defined in two doc­ument. published to ensure the issues ofpower quality are properly accommodatedin both design and equipment application.The fmt and rna t recent is lEEE tandard

o. 1100-1992, {EBE Recommended Prac­tice/or Powering and G1"Oundtng SensitiveElectrollicEquiprnenl. IEEE 1100-1992 com­plements the infomtation contained in thesecond, but older, document which is theFederallll/onl/alion Processing Standards(FIPS) Publication o. 94 publisbed by th.. Department of Commerce.TI,e electric power ration described by

• Personal Computers

• Video Displays

• Electronic Ballasts

8

Figure 3.Distorted

currentwaveform.

AnnyRD&A

• Copy Machines

• File Servers

• Uninterruptible Power Supplies

• Battery Chargers

• Telecommunications Equipment

Figure 4.Typical electronic equipment whichmay cause harmonic distortion.

Tuly-August 1995

.01 .1 1.0 10 100 1,DDD 10,DDDDuraUon (60 Hz Cycles)

GeneratorSolution

Generator

SensitiveElectronic EquipmentProtection Solutions

UointerruptlMePower Supplies!Power Conditioners

Elec:tronlc: EquipmentSpecnlcollon.

Solutions

Electronic EquipmentAnpVideo TerminalsVariable Speed Drive

Figure 5.Computer and business equipment manufacturer's asso­ciation equipment sensitivity curve.

Figure 6.Economic evaluation of alternatives for supplying power toelectronic foot soldiers.

these documents and the eDEMA curve is dif­ficult for iI municipal urUity to consistentlyprovide, even iJ1 their benign el]vironlllentwhcn comparcd to a battlefield. This ex­plains the rise in the lasl 10 years of the largeindustry involving uninterruprible powersupply (UPS) and power conditioning equip­menl. UPS with embedded standby genera­tors are installed as insurance policies in crit­ical facilities where costly consequences oc­cur whenever electric power supplied by themunicipal utility is disrupted. These standbygenerators backup the municipal utmty,which is very reliable. However, the Armyhas a more difficuJl La k. The Army must pro­vide ti,e same ration of electric power on thebaltlefield from a mobUe generator in lieu ofa municipal UliJity. TI,ese mobile generatorsmust serve as both the highly reliable mu­nicipal utmty a well as the standbygenerator.

The size difference between the munici·pal utility and ti,e Army's mobile generaloralso makes the Army's job of supplying thecorrect ration of electric power more diffi­cult. The Army's mobUe generators are smaU(rated in kilowatts) compared to municipalutilities whi h are large (rated in megawatts).A single Anny electrical load may consume60 percenl or more of the power from a in­dividual mohile generator.

The power consumption factor of an in­dividuill load is inconsequential if ti,e powetSOllCce is a municipal utility. Therefore, thesame electricill load will iniluence ti,e mo­bile generatOt differently than a large mu­nicipaJ power source. FinaUy, the ability ofa single electrical 10ild to influence otherequipment sharing the S,lmc genenltor is asignificant concern. TillS concern is sh:tredby the civilian sector when multiple loads areconnected together on the silme power gridOr at lhe same facility.

Who Assures the PowerRation is Adequate?

'Ille majnr players involved are Projeci

Manager-Mobile Electric Power, and thedigital battlefield system developers, as wellas subsystem developers, and electronicequipment manufacturcrs. All these playersmust aggressively coopemte to assure the in­tegmted systems so crucial to the digital bat­tlefield are compatible with the mobile gen­emtor supplying its power. The other elec­tronic equipment sharing ti,e same generatormust not adversely impact the generator orother e1eclric:tl equipment sharing the sanlegenerdtor.

Gener:ttors must also be procured whichcan cosl-effecLively power non-linear loads.In some instances, UPS wiU be recluired toassure the most essential electronic foot sol­diers receive ti,e power quality tlley demand.TIlis parallels the civilian sector in tailing UPSat their critical facilities to backup Ihe mu­nicipalutility. If the Arm)' power quality play­ers imeract properly, the Army's electronicfOOl soldiers will work reliably and Witl,Olllcomplaint. High mission reliabmry of digitalbattlefield systems will be Ihe end resull.

How Will the Electric PowerBe Produced?

Of the tI,rt:e alternatives outlined in Fig­ure 6. the mobUe generator is the most costlyalternative to upgrade the power quality ra­tion now being demanded by electronic footsoldiers. As stated earlier, it is practically im­possible to pack into a mobile generator justti,e electrical and reliability c1li1racteristics as­sociated with a municipal utility. Therefore,more and more systems are installing ex­pensive ilnd heavy UPS between the gener­alOr and the consuming electronic devices.The UPS and otller electronic devices maydistort the current and voltage wave forms.Thi affects all devices having common elec­trical interfaces including the generalor.

These effect must be determined by har­monic anall'se, imilar to the studies of Iheseven building types mentioned earlier.'Repre elllative sy tems where a high pro­ponion of non-linear loads are expected will

be analyzed. These systems will ineludemdar, and command, control :lIld commu­nication systems associated with the digitalbattlefield. Analyse will be performed at var­ious locations within the systems as they areoperated under simulaled tactical scenarios.TI,e conelu ions will be coordinated withpcogmm executive officers and programmanagers who depend on electric powerfrom the Army's mobile genemtors.

The Power Qllality Ratioll Manllal (MilStd 1332) will then be updated or commer­ciill slandards wiU be identified to describeti,e electric power ration ti,e Army musl sup­ply its electronic foot soldiers. Defining andco t-effectively supplying tIlis ralion on tilebattlefield is crucial to an AmlY win of theinformation war.

JAMES E. STEPHENS recelllly com­pleted a detail to the Office of theProject Manager-Mobile ElectricPower from the Communicationsand Electronics Command's Re­search, Development and Engi­neering Centel; Fori Monmollth,NJ. He leads a taskforce to difl ne the"power quality" wbich mohile gell­erators should produce to compli­ment tbefuture hattlefield. A mem­ber of the Army Acquisition Corps,tepbens holds an undergraduate

engineering degree from VirginiaPo~ytechnic Institute and an M.S. inengineering administration fromGeorge Washington Universify.

llily-Auglist 1995 AnnyRD&A 9

ACQUISITIONREFORM

AT THEARMY SIMULATION,

TRAININGAND

INSTRUMENTATIONCOMMAND

IntroductionAcquisition refoml for lraining syslem ac­

quisition had its roots in work thal begand,ree l'ears prior to d,e fOmlalion of d,e im­ulalion, T1-"inin and lnstrument.,tion Com­mand (STRJCOM). In I991-witb me guid­ance of I.TG Billy Thomas, deputy com­manding general of the Army MaterielCommand (AMC)-the Project Manager(PM) for Training Devices (riM-DE) began in­vesting time and re 'ources in the new "To­W QuaUty Mamlgemenl" movemenl.

A newly-e tabUshcd Quality ManagementBoard examined thc imernal prace ses ofPM-TRADE and identified acquisition pack­age preparation as the one area where themost improvement could be made. At PM­TRADE, acquisition Was almosl solely limited10 ncw R&D systcms or major modifications,both of which i.nvolvc significant effort inprocuremcnt package preparation.

10 AnllY RD&A

By Tom Mazza

Improvement AreasProces' AClion Tcams (PATs) were es­

lablished to improve d,e areas of new workacceptance, cope of work preparation, andspecifica.tion preparation. Almost every newacquisition package as taking between] 2and 18 mOlllhs 10 prepare and wa con­suming more ilian 8,000 manhours each.Witb 8-12 new system acquisitions occuninga year in an organi~.ation of only 2;0 people,PM TI{AI)E WilS strangling itself wilh d,e waybusine s wa being conducted. The time forimprovemeLltwas ripe!

The PATs identified many areas for inl­provement; however, C'"ch recommendedIn,ljar inlprovements in aUlomarion as are·quirement before Significant progress wouldbe made. In ovember 1991, a team of fiveindividuals WilS given a special assign men Ito survey .ill of the ervices and develop an"automated syslem" for preparing draft pro-

curement packages. \VhUe the team foundseveral aummalion efforts geared towardssmall purchase and secondary item pro­curement, there was no automaled systemthat could accommodate new major systemprocurement. The team also conduded d,atamomation alone would not solve the cur­rent manpower intensive request for pro­posal (RFP) proc . The foUowing problemswere identified:

• RFP Preparal/oll Process Takes TooLons: too nllUlY reviews; too many standards,regulations, etc; process not responsive tochanging user requirements; pro es iscunlbersome; and tremendous rework re­quired.

• REP PreparaNoll Pl'Ocess /s Not If/ellUI/{!erstoo{/,' Jack of process documentation;lack of training and experience; and programmanagement team not integrated.

• REP Proce s Is Not Well Managed: lackof mimagemelll vis.ion/product focllS; lack ofschedule visibility; lack of project team sta­bility; and continually changing acquisitionstrllteg)'.

Acquisition PrinciplesThe team concluded that complete

process re-engineering would be necessaryto make significant improvements. In April1992, me team's recommended dlangeswere briefed to the P 1 TRADE orporateBoard and a new approach to acquisition be­gan. The team's major recommendations be­came Ihe guiding principles for acquisitionrefoml al PM TRADE and TRJCOM. Theyinclude:

• Describe only performance character­istics in a solicitation and allow each offerorto respond with dleir design approa h in iliefon11 of a specification. The contractor­developed specification becomes the onlygovernment comrolled baseline at contractaward. Also allow each offeror to recom­mend changes to an)' part of ilie solicitation,including dle work tmement, data require­mems, delivery schedule, and contractdau , bm indude cost and time impact forC'dch change reconunended.

• Rename solicitation volumes to en­force me cbanges in thought process con­tailled in DODI ;000.2. The renamed vol­umes are: pasl performance, requirementsevolution, integnlled management, sup­portability, affordability, and admini ·trative.

• ]n the contract, which is strucrured insectiorLS A 10 1, restrict data requested inSection I. (Instructions 10 Offerors) 10 onlythat being uscd to make a decision and tosuppon evaluation standards in the sourceselection plan.

• Define all eViiluation factors and relativeimparlance, without specific numeric,lIweights, in comract Section M (Evaluation

Jtlly-AI/gtlst 1995

Factors for Award). Require approved sourceselection plan prior to development of con­tract Sections L & M.

• Limit the page count for e;\ch volumeof the RFP re pon e, and obtain a digitizedversion of the offerors' re ponses.

• Utilize an electronic buUetin board to al­low industry access to pre-draft (i.e. work­ing documents) in real time. Use a Com­merce Business Daily anJlouncementto alertindustry that a new solicitation effort hasbegun.

• Hold formal release for comment untUcontra t Sections L & M, the work statemem,and performance requirements are com­pI ted and identify areas most susceptible tochange.

• Provide a delivery date as tbe only mile­tone in tbe lici.t.1ri.on and aUow each of­

feror to propose an event-oriemed cbedulein the form of a system engineering masterschedule. Each milestone must have definedexit criteria and the schedule is incorporatedin the result:lOt conmlct.

• Use most probable life cycle cost forcomparison among offerors.

• Use teleconferencing as the preferredmethod of conducting business.

• Require a ContractOr Technical inte­grated ervice (ClTIS) for aU contracts. Useeleccronic mail and file tr'dJlsfer for smallbu inesses and require completell' inte­grated dam ba es with government on-lineaccess for large corporations. Only requiredeli ery ofdata items wltich require a DD2S0(i.e. product definition dam and technicalmanuals).

• Use a standard work breakdown ·truc­ture which elimi.nates stove pipe disci­plines and require' a concurrent engineer­ing/integrated product team approach.

• se past performance to evaluate per­formance risk.

• Use a software capabiliry evaluation forrisk identification on software intensivecontract.

• Do not require any management plansor mandatory program plans. Instead, requireeach offeror in the proposal to describe itsintegrated management proce se . areas ofrisk, and plans for m'lI1aging risk.

Acquisition ToolsOnce the above basic principles were set,

then the ta k of developing automation toolswas re-started. A new self-<lirected team wae tabli hed con isting of a logistician, atester, a contract specialist. a systems engi­neer, and a configuration/data manager. -nlisintegrated product team capitalized uponprevious automation efforts of the Air Force,Army and Navy, using the "best of breed" anddeveloped several new modules in a PC-win­dows based, multi-user environment, Thetool, now known as the Joint AcqUisition

July-August 1995

Management Sy tern (JAMS), a sists a newproject team throughout the acquisitionpreparation proeess, providing on-line accessto DOD regulation 'md guidance, FAR/DFARdata bases, Service acquisition regulationsand guidance, and document-sensitive helpand expen advice. The system provides in­stant access to most references thal may beneeded and, with the incorpor.ltioo of theAir Force Acquisition Manual (AFAM), caneven walk a beginner through the entire ac­quisition process and proVide examples and"gnlY beard" advice along the way. JAMS CUI'

rently is in beta testing.A major source of previous rework was the

lack of up front mana ement guidance anddirection to the project team. The u e ofJAM enforces a stntctured approach to theacquisition, beginning with the preparationof the acquisition strategy report and fnl­lowed in tlIm by the source selection planand acquisition plan. Once the managementdecision authority, source selection author­ity, head of conll<,cting activiry and PM haveapproved the basic acquisition structure, theteam usesJAJ"IS to develnp and draft the RFP.

11le team builds aU contract sections(A-M), the work statcment, the y tern re­quirements document (performance speci­fication), com:ract data requirements list andall other attachments and exhibits. The out­put is a complete draft of the RFP. As eachsection Ill.atures, it is exported to theSTRlCOM bulletin board for industry review.

TrainingBecause anyone individual on a new proj­

ect team may not have prepared an RFP forsome time, STRICO I has also implemented-just in tinle" training for each new devel­opment team. TIle training currently consistsof four modules:

• A two-<!ay team-building experience toemphasize the need and adv:L1ltages of lIsingintegrated product teams. foUowed by an in­dustry/government session after contr.lctaward. Experience bas hown that integratedproduct teams do not just happen. they mustbe carefully and continually nurtured.

• A one-<lay session on preparation of theacqu; ilion strategy, source selection planand acquisition plan which includes the lat­est guidance, Other elements include pro­curement integrity, selecting ev'tlwltion fac­I'ors, best value concepts, acquisition im­provcment principles, and evaluating pastperformance. After this session. the teamsutilize JAJ'1S to develop each plan and thenobtain approvals prior to preparing the ac­w,,1 RFP.

• Aone-<lay session on dle latest guidancefor preparation of the RFP it elf. This in·c1udes guidance on preferred slruCtllre, per­formance based wording and t(,rnlat of eachelement of the RFP. Special emphasis is

Theuse ofthe JointAcquisitionManagementSystemenforcesa structuredapproachto theacquisition,beginningwiththepreparationof theacquisitionstrategyreportandfollowedin turnby thesourceselection planandacquisitionplan.

AmlyRD&A 11

placed On COntrdct Sections L & M, contracttypes, proper work statement language, data,use of the work breakdown structure, andinformation exchange with industry. JAMi then used to develop the draft RFP.

• Aone-day session occurring just prior tothe beginning of source selection. This ses­sion covers the actual conduct of the sourceselection, preparation of the ource SelectionEvaluatioo Board report, and briefing the reoults to the ource Selection Advisory COlLO-

cil or the source selection authority. Em­phasis is placed on following contract Sec­tion M, using the standards for each factor,and proper government interface with eachofferor. An automated tool to assist the tearnduring source selection is being developed.

First ApplicationThe first major program to be exposed to

the ne concept of operation was the Ad·vanced Gunnery Training System. This de­velopment will become the next generationConduct of Fire Trainers for Armored Sys­tems.In 1993, the project manager decidedto take advantage of the acquisition initia­tives. Without the automation services nowavailable through JAMS or benefit of the teamtraining available, tbe project team releasedthe RFP to industry in just 99 day . This in­eluded a solidtm:ion "scrub" bl' HQ AMC. In­dustry was allowed to propo e its ownunique design solutiOns, propose its ownschedul ,establish its own intemaJ man­agement plans and recommend any changesto the RFP. Lessons leamed from this efforthave been instrumental in the de\'elopmentof the training now being offered to futureteams.

Pilot ProgramIn 1993, STRlCOM nominated a new de­

velopment effort for inclusion in the DODAcquisition Pilot Program. Opportunities for"free reign" in DOD acquisition do not hap­pen often.

Whoever dreamed of haVing the oppor­tWlity to buy a weapon support system likeyou would buy a swimming pool? The FireSupport Combined Arms Tactical Trainer(FSCATf) Program is a fixed·priced devel­opment contract widl prospective milestonepaymenrs based upon exit criteria pro­posed by each offeror. 111is i similar to pay­ing 15 percent up front for your swimmingpool, another 15 percent when tbe hole isdug, 25 percent when the shell is poured,25 percent when all plumbing is insL1.lled ,mdworking, and the final 20 percent after thepool screen is installed and everything ischecked out and work:ing.

Other innovative approaches in this pilotprogram included: the elimination of all mil·itary specifications and standards from thesolicitation; tating that the contractor andgovernment would be work:ing as an inte­grated product tearn in a fixed-price envi-

12 An1JY RD&A

While new DOD andService guidance. .IS causmg manyorganizations toquestionhow the governmentcan function withoutthe safeguards ofspecifications,standards,governmentoversight, etc.,STRICOM hasimplementedmany of thesechangesand both thegovernmentand the training,simulation andinstrumentationindustryare benefitting.

ronment; aHowing me industry [0 proposethe time frames for testing; and lastly, uti­lizing an open access projecr data architec­ture so that all industry and government teammembers have real time access to informa­tion developed during the project, with de­livery of only the product definition data andmaintenance manuals.

Previou STRlCOM policies that were in·corporated include: leaving the design so­lution to each offeror to propose; specifyingonly one date in the olicitation-the inltialdelivery date; not specifying any governmentmanagenlent processes and instead requiringthe offerors to define their integrated man­agement approach; page limitations; and al­lOWing industry to define all intermediatemilestones schedules with exit criteria.

Additionally, me government will oOt beapproving intermediate deSign solutionsnor requiring preliminary or critical designreviews. The contractor will be respoosiblefor configuration management of all doclJ-

ments other than me system specificationprovided with the solicitation.

The user representaLives, as members ofthe integrated product team, will be involvedfully during the entire development tinleframe to serve as subject matter experts andprovide feedback to me indu try/govern­ment design tearn. Testing will be limited toin-process developmental evaluations and afinal operational evaluation.

After the pre·solicitation conference andprior to formal RFP release, prospective of­ferors were giveo dle opportunity to conductone-Qn-Qne discussions with the govenlmentRFP development team. This proved to be avery useful exerdse, benefiting both parties.111e FSCAIT Program is in source selection,and again lesson learned will be applied tofuture programs.

Acquisition Culture Change'nle cultumi change in source selection

continues to be the toughest hurdle to over­come. Evaluators continue falling back intotheir previou mode ofwanting complete de·sign disclosure and detailed maoagementplans, even if dle section M and the tandardfor evaluation fuctors have no relationship toIllis information. COmpliance issues often re­ceive far more anention than merit and risk.

Future acquisition improvements will beconcentrated in the conduct of the ourceselection irself. One goal is to be able to m..1.kea competitive range determination after al­lowing one week proposal review for eachoffer.

While new DOD 'Uld Service guid,mce iscausing many organizations to questionhow the government can function withoULthe safeguards of specifications, standards,government oversight, etc., STRICOM hasimplenlented m,my of dlese e11anges andboth the government and the training, sim­ulation and instrument"tion industry are ben­efitting.

STRlCOM may be a small command bycomparison (total staffof 500); however, dlislimited size, more than anything else, basforced acquisition refonn so the organizationcan survive. HopefuUy, others will capitalizeon this experience and continue to make fu·ture improvements and change the culture.

TOM MAZZA is the associate di­rector fot· systems integration andassurance at TRICOM. He holds aB.S. degl'ee in industrial engineer­ing from Texas A&M Universityandgraduatedfrom theAMCMain­tainability Intern Program. He is amember of the Army AcqUisitionCorp.

JIIly-Augllst 1995

WILLARMY SOFTWARE

WIN THEINFORMATION WAR?

By COL Jerry M. Henderson

Will the pace ofsoftware development sus­tain the Army's future appetite for informa·tion? Former Army Chief of Staff GEGordon R. ullivao emphasized that winningthe information war is key to maintaining adecisive edge in furure military operations.His vision for tomorrow's Army prOVidessound evidence of the Defense Department'sdetermination to join the information age, ascited in War in the hiformalion Age, pub­lished by the Strategic Srudies Institute, andco-bylined with James M. Dubnik.

In their book, War and Art/i-Wa.; Alvinand Heidi Toffler describe a military thaI willbe dependent on the third wave revolutionof information technology. However, thesoftware needed to penetrate this third WlIveerd fails to meet thi book's basic mass pro­duction criteria of the second wave indus­trial age. Most software is neither reprodu­cable nor interchangable. This weak softwarelink in the automation chain must improvesubstantially if information is to flow seam­Ie sly aCtOSS the command, intelligence, lo­gistic, and fire control networks of the ForceXXI battle1ield. What actions can Arm)' in­formation system developers take to meetthe software demand? Can computer-aidedsoftware engineering (CASE) 100is help?

A critical look at trend in software de­velopment projects highlighrs serious shorr·fujls in the production of efficient softwareapplications. The average commercial soft·ware development project exceeds the pro­gram schedule by half, according to an arti­cle by W. Way! Gibbs in tile September 1994issue of Sdentific American. L.arge Army ef­forts fare even worse. One estimate suggeststl1at SOme tI1ree-quarters of all large S)'stemsare initial "operating failures" that do notfunction as intended Or are not used at all,according to Gibbs. InJtme 1994, mM's Con­sulting Group rele-dsed these results from a

July-August 1995

surve)' of 24 large systems developers: 55percent of the projects cost more than ex­pected, 68 percent experienced scheduleoverruns and 88 percent required redc-sign.Unforlunatel)', a similar software crisisplagues Army software projects.

A software deVelopment organization'sability to produce cost-effective and qualityproducts is based on several controllable fac­tors. These include the developmentprocess, the skills and experience of the peo­ple developing the softw:tre, the teclmologyused, product complexity, and environ­mental characteri tics such as chedulcpressure and communication, as noted byDaniel}, PauJish and Anita D. Carletoll in theSept. 9, 1994 issue of Computer. This ani­cle concentrate on modifications in Armysoftware development relating to two ofthese critical elements, the process and thetechnolog)'.

A candid re"iew of the process used hyrypical Army frontline oftware de\'e1opcrssurfaces two glaring shortcomings. The first

The subjective natureof the wayprogramming languagesare used and standardsare applied and programsare documented createsa mine fieldin the path to qualitysoftware products.

is cumbersome requirement definition andtile second is a lack of process struCUlre andrigor.

A typical Army software project designatessomeone other than ti,e user of ti,e fulureautomated S)'Sleru to be responsible for deJin.ing s)'stem requirements. These user repre­sematives, most often called functional an­alysts, use a S)'stem analysis approach to de­"eloping the functional deSign. Somefunctional analySts mal' have extensive back­ground in the target busines proc whileothers must rely on their own interpretarionof ti,e requirements. In both cases, however,their understanding of the user requirementsquickly diminishes without frequent expo-ure to the target S)'stem work place. Mis­

representation of the user requirement is alllJljor, if nOl ti,e greatest, contributor to soft­\vare fall ure.

Once developed, the resulting functionalspecifications are passed on 10 the pro­grammer, who must again interpret the pee.ifications and produce the software. Largeprojects can ea iJy have 50 or more pro­grammers receiving functional guidance LIS­

ing this metilOdology. Con idering tllat theinitial guidance is likely 10 be at leasl partiallyerroneous, a second transl.ation Can onlycompound the siru'ltion. During the projecttesting phase, considerable effort is devotedto simply determining if a sofrware fault wasintroduced during functional design or in ac­tual programming. The Iikel)' result of thiscumbersome design-to-product process is themost costl)' of ti,e de\'elopment outcomes,software redesign.

Commercial and govemment softwareprojects alike lack process structure andrigor. Just as two a.rti t can 'urvey me samelandscape and men produce remarkably dif­ferent sketcl1es, so too can two programmersproduce different software from the same

AnllY RD&A 13

design specifications. The vast majority ofcomputer code is handcrafted from raw pro­gramming languages, Ada, COBOL and oth­ers. The resulting software i both difficultto measure 'md impossible to duplicate con·istemly, according to W. Wayt Gibbs. It fails

to meet tl,e basic ind ustrial age en teria. OneC<t e study revealed that even when organi­zatiom,l poliCl' mandated structured pro­gramming st'tJ1dards, only 58 percent of thesoftware modules complied with those stan­dards. Shari Lawrence PtJeeger, NormanFeoron, and Stella Page wrote about this intheir article, "Evaluating Software Engineer­ing Standards," which was published in theSept. 9, 1994, issue of Compute,'. Tbe qual­ity of the progra.tll documentation, a partic­ularly critical elemel1l during the softwaremaintenance pha e, varies widely from pro­gr-.unmer to programmer. TI,e subjective na­ture of the way progrdmming languages areused and stancL1tds are appUed and programsare documented creates a mine field in thepath to quality software product.

Meaningful product improvement willonly be possible by altering the organiza­tional culture of the developmem activities.The specific challenges to improving the de­velopment proce described above lie in re­ducing the development distance betweenthe ultimate system user and the softwareend product and instituting fomlal and mea­surable process controls.

Just as the laptop has equipped the mo­bile and computer-literate manager to shoul­der much, and in some cases all, of the ad­ministration previon Iy performed by a sec­retary, the introduction of (CA E) tools(details later) now makes it possible for they tern analyst to both de ign and produce

the application software. The d.uties onceshared between the functional analyst andprogrammer can now be accomplished bya new breed, the "information engineer."

Using the CASE software, the informationengineer can create the business designmodel 'md the CASE software will producethe application software. Although portionsof the software applications wiU still requiretraditional progrdffiffiing, this process changewiU eliminate the bulk of the interpretationerror currently introduced wben require­ment specifications move between the fUllC­tional analyst and progratlll11er.

The u eNo-product dist,mce can be fur­tl,er reduced by adopting techniques usedat the Army's arional Training Cenrer forsoftware development. The CASE environ­ment aHows the target software users to ex­perience the touch and functions of the de­veloping software in a way sim.i.lar to tl"tt oftl,C combatant on the sin1Ulated battlefieldat the National Training Center. The chal­lenge wlli be to ensure that the user allowstlle "best and brightest" to participate in tl,edevelopment process. Without this criticaluser input, the final product will never reachits full potential.

A second cultural change involves in ti-

14 Army RD&A

It is crucial thatprogram managers craftinnovative acquisitionstrategies that fosterthe cultural changesnecessary to reduceuser-to-productdistance,enforce processstructureand insert provensoftware developmenttools.

tuting formal, repeat<tble and measurableproces controls. Fortunately, the oftwareEngineering Institute at Camegie MeUon Uni­versity has developed the c<'pabllity MaturityModel (CMM), which provides a means fordevelopment activities to evaluate tbeirprocess quality and control competencies.The CMM goal is to grade the ability of theprogramming t"'un to predictably create soft­ware that meet its customers' needs, ac­cording to Gibbs. me Defense Departmentorganizations are using CMM to inlprovetheir development process. Once an orga­nization c1earl.y defines a software process,me true test is to insure compliance tllrough­out tl,e organization. Here again the com­puter enforced rigor provided by the CA EenvirOnJ]lent can help managers in tlliseffort.

Technology is a second controllable ele­ment of software development currently hin­dering the Army's ability to move softwaredevelopment to the mass production tage.Although Anny leadership is acutely awareof tl,e need to standardize, Army software de­velopment activities employ a mind bogglingarray of development technologies. Devel­opment environment employ a wide rangeof hardware pl.atforms with unique and var­ied opemting systems.

Even though the Defense Departmentmandates the use of the Ada programmingl<tnguage, it is difficult to find sufficient gov­ernment and contract programmers to meetthe need. One reason for tl,e shortage is thatAda is nor the information system languageof choice io the commercial community.

Although the number of data base man­agement oftware (DMN ) producrs used inArmy sof,ware applications has been re­duced to a few industry leaders, the lack ofa standard DBMS creates, at a minimum, a

training challenge. Finally, the lack of com­patible development environments makessoftware reuse extremel.y difficult. DOLlorsoftwa.re mod utes. even when they perfomltl,e same function, fiU t be adjusted for theoper-.Iling environment of the recipient sofr­ware. It is unlikely that a single environmentis fe:lsible, h.owever, movement toward a lim­ited number of sanctioned development ar·chitectures is critical.

The emergence of CASE technology pro­vides an excellent opportunity for the Armyto embrace a commercially proven CASEproduct as a development standard. Admit­tedly, CA E wiU not olve all the deveioper'sdiffiCt~tiesbut, as indicated previously, it canlend support 1.11 some very critic,li area. Be­sides dIe contributions already mentioned,CA E rools a si r in other technical aspect .In the CASE environment, system changesare made to the busines model not to tbeprograms themselves. As a result, the actualprogramming language used becomes lesscritical. The CASE environment crearesrepositories that support module reuse, al­lows global application and data elementmodifications. and enforces documentationrigor. Finally, many CASE tool are compat­ible with several DBMS and hardwa.re plat­forms.

It i crucial that program manager craftinnovative acquisition strategies that fosterthe cultural cbanges neces ary to reduceuser-ta-product dismnce. enforce processstnlcture and insert proven software devel­opment tools. Leadership respnnsible for thevarious Army bu iness discipline mu tcommit the best-in-tlle-bnsiness to the de­velopment of "their" autoo:mlion systems. Nod.oubt the development activities have the tal­ented personnel needed to create qualitysoftware. l.mroducing them to CASE toolswiU markedly inlprove their capabilities toproduce quality software. Wim this finn com­nutment to improving information automa­tioo, the Army can equip the force to fight'md w.in the future infoffilation war.

COL.fERRY M. HENDERSON is agraduate oj the Army War College.He has been the product managerJor the Standard Installation/Divi­sion Personnel System (SIDPERS)and the Standard Army Mainte­nance System (SAMS). Hendersonholds a B.s. degree Jrom KansasState University and anM.S. degreein logistics ma.nagement fromFlorida Institute of Technology.

'uly-AI/gust 1995

TEXTILESTRUCTURALCOMPOSITESA Routeto Enhanced Wear Resistance,Fracture Toughness,and Damage Tolerance

IntroductionAs defined in previous articles in Army

RD&A, cOJnposites are materials \vith two ormore components: reinjorcel1utrTi in theform of fibers, fabric, whiskers, or p'lrticu·late encapsulaled in a matri.>:. 11,e fibers andmatrLx are combined to form a compositewith properties that are superior to those ofthe individual constituents. Reinforcingfibers may be short or long, aligned or fan­dom, continuous or discol1linuOllS, de·pending on the processing method and theintended use. In some cases, a network offibers is fabricated first to form a "skeleton"of the intended part, or jJm/orm, which isthen i.nfiltrated with resin. While some pre·fOrtllS are as sinlple and inexpensive aschopped-glass·fiber mllts, others-based onDlore sophisticated te"''tile technology-aremade by braiding, weaving, or knitting fiberstogether in a specified two- or three-dimen­ional deSign.

Textile prefomling technology has con·tributed ubstantiall)' to recent advances Ulstructural composites <levelopmem by elim·inating many of the problems fOUlld in lanJ­inaled composites (delamitllltion, for exam·ple) and by enabling production of 'near-net·shape" part . Composites reinforced withtextile preforms also olIer enhanced wear reo

i. mnce, fracture toughness, and damage tal·erance, aLi of which are of value in such po-tential Army application as lightweightbridging and armored ground vehicle. An·other advantage of ompo ite parts made viatextile preformitlg is the potential for partsi"tegration. Complex-shaped parts can bemade with te"''tile preforms, and metal ill'serts/attachments can be molded directlyinto the compo ite component, reducing theneed for mechanical fastening nr adhesivebond.ing. Finally, sensors and sll..pe·mem ryfibers can be incorporated into textile pre­forms both for on·line control purpose andfor the production of smart materials.

Under the direction of Dr. T u·Wei Chou,jerzy 1. Nowinski Professor of (echanicalEngineering, re earchers at the University ofDelaware Cenler for Composite Materials(UD-CCM) are investigating textile pre­forming, prln1arily for rei.nforcing polymer­Illatrix composites produced via liqUid mold·ing techniques such as resin transfer mold·ing (RTM). Chou is co-principal investigatorof the Aml)' Re earch Office/University Re·search Initiative (AROfURD Center of Ex·cellence for Composires Manufacruring Sci­ence, a prog'-dm that W<lS est<lblished at UD­CCM in 1986.

ApproachChouls research in textile structuraJ conl­

po ites beg<ln with funding from the ARO inthe late 1970s, a tln1e when very little ana·

Jltly-AI/gust 1995

By Diane S, Kukich

l)'tical work was being done. The initial an·,<lytical work W<I . followed by propeny char­acterization; during the past five years, fa·ciUties have been developed at UD-C M forprocessing .mel ol'U1ufacturing. As \Vitll all ofUD-CCM's m:Lnufacruring science research,the enlphasis is on microstructure/property/processing relationships. 11,e researchers arefocusing on identifying the connectionsamong the e three areas through two strate·gies developed at the Center: performancemaps and proces ing Windows.

Pe'for",wnce majJs relate microscopicand macroscopic properties. Based on ma­terial properties (which include the prop­erties of the fiber and those of the matrix)as weU as on processing parameters (in­cluding prefonn dimensions, fiber volumefn!ction, pirch length, and yarn oriem:Ltion),models are established to predict ule elastic,Ihermal, and mech:Lnical properties of thefinished composite.

Processing windows enable designers 10selecl processing parmnetcrs within a limited

range of possibilities :Lod theil, based OJ] themicro tructure, to predicl the mac.roscopicproperties. Based on the understanding tbatsuch pa.rameters as the fiber vohmle fractionand tlle y,un orientation angle will fall witl1it1a limited r.tnge, tlle pro essing window fora given technique (braiding or weaving, forexample) is defined by the range of allow·ahle parameters. Basically, a three.step pro­cedure i followed:

• the processing window is idenrified;• the processing parameters are fed into

the model; and• the r.tnge of macroscopic propenie is

predicted, thereby closing the loop.11,e theoretical prediction are verified by

characleriL.tion results from composites fab­ricated in the center's textile laboratof)'. Ifthe final properties :LS predicted by the modelare lower than required for the intended ap­plication, the designer goes back to the pro·cessing window a.nd starts over again eitherby tryulg another set of proceSSing parame·ters or by selecting 'I different fabricaUon

Army RD&A 15

TextileComposites

technique. The approadl eliminates the needfor trial·and·error in processing and for test­ing a large number of specinlens with vary­ing microstructural designs; instead, themodel can be u ed to predict the compos­ite properties With a particular textile pre­form within the given proce ing window.

Since the microstructure, properties, andperformance of composites are 0 intricatelylinked, work is conducted concurrently 00

all three areas in an effort to develop an "in­telligent" manufacturing system (see Figure1). The remainder of thi artide focuses pri­marily on the processing facet of the work,which has been upported by the ARO/URIprogram for several years, and on the use oftextile preforming technology for the de­velopment of smart materials, which hasbeen supported with ARO funding since1994.

Automated BraidingARO/URI Fellow Tim Kostar, now a doc­

tor'lt! cdndidate in mechanical engineering,has been working on the processing facet ofthe talile work since 1989. Under Chou'sdirection, Kostar designed and constructedan automated braiding machine capable ofmaking a variety of three-dimensional (3-D)braided trucrures and shapes (see Figure 2).The advantages of 3-D braiding include ootoniy the ability to form thick, comple.xsbapes via single-procedure net-shape pre­fomling, as mentioned earlier, but alsobuilt-in through-the-thickness reinforcement.In contrast, laminated composites and thosereinforced with 2-D preform such a fabricou,ts can be reinforced in oniy two direc­tions. Overall, strUCtural composites formedby this method have been found to have ex­cellent tensile, bending, and impacr-re i tantproperties.

With support from the ARO/URI program,computer codes and simulations have beendeveloped for the design and manufactureof braided preforms. The software allows fortailored de ign of the braid cycle and the re­sulting preform geometry. The simulationidentifies the individual carrier paths, thenumber and location of yarn groups, and theoverall braid geometry. Since its initial con­struction, the center's track-and-columotype br.uder has aI 0 been enhanced to in­clude axial yam insertion and individualtrack/column control. Tbe most-recent de·velopment in this project is the use of braid­ing technology as the basis for "smart" com­posites, With sensing wir s braided in at apredetermined spatial orientation. Several in­dustrial contacts have expressed an interestin the work.

~m~~~

Manufacture

Figure 1.Modeling efforts provide the foundation for intelligent manufacturing of textilecomposites.

Figure 2.The center's automated, computer-controlled 3-0 multi-step braiding machineis used to manufacture textile preforms.

16 Army RD&A July-August 1995

SENSOR PATH

• • • • • • • • • • • • •• • • • • • • • • • • • •• • • • • • • • • • • • •-

·1• • • • • • • • • • • •• • • • • • • • • • • • •• • • • • • • • • • • • •• • • • • • • • • • • • •

tsensor yarn weft yarn

of the orientation of individual yams.This control is necessary for deternlining

the optimal path of an embedded sensingwire based on thc desired deformationmode: the first step in lang's projcct was tofomllllate the problem of flllding the path alineal scnsor must follow so that its outputis maximized when the stnlCture undergoesone modc of dcfoffi13tion but is zero whenthe structure undergoes other modes of dc­formation. The second step is to developstrategies for soloing Uti problem, with theconstraint that d,e sensor must be one of theyams in a textile preforming process. Thethird step is to m,ulUfacture some test pec­imcns and experimentally verify d,e pre­dictions of the dle0'1' and the concept of in­telligent textilc composites.

Thus far, mathematical fomnt.lation of thesensor paUl problem has been completed,and the numerical methods necded to im­plement thc solution have been developed.In addition, test specimens have bcen fabri­cated and used to verify themlomechanicalproperty modcl .

Figure 3.Sensor yarns can be woven into textile preforms to create "smart" composites.

Smart MaterialsSmart materials and structure, currently

an area of high interest to the Army, can beviewed as an attem pt to bring the traits ofUvi.og organjsms to inanimate objects­with their bUilt-in SenSors and actuators,smarr materials mimic the respon es ofnerves and muscJes. Thus, smart tnaterials :ueb"sed on the concept of coupling mechan­ical, electrical, and magnetic beh"viors witha tesponse to an environmental stimulus.Polymer·matrix composites with embed­ded sensors ("nerves") and actuators ("mucles") can be used to increase lift and reducedrag in rotocraft through geometric shapechange as well as to reduce noise and vi­bration. Piezoelectric materials, for example,generate an electrical current when they arebent; conversely, when an electrical currentis passed through these materi"ls, they be·come stiffer. 1bis property can be used tosuppress vibration: the electrical current gen·erated during vibration causes the mate,ialto stiffen and top vibrating. Shape-memo'1'allnys-metlt.ls that are able to regain (uponheating) a 'memorized" shape after beingsubjected to plastic deformation-can beused for the same purpose, with the sensorsable to adjust the curvarure of a vibratingshaft and thus bring it back into balance. Inland systems, smart structures can detect de­tection devices on other land vehicles or air­craft and give back either a false response Orno response.

!Illy-August 1995

Because the "imeiligene" of smarr mate­rials is usually based on their microstructureor chemistry, the task of designing a smartmateri,t.1 depends strongly on the abiUry to

control the microstructure. Many textile pre­forming technologies, such as multi-layerweaving and 3-D braiding, offcr unique op·porrunities to effect this control. Textile pre­forming technology also enables incorpora­tion of sensors and acnlators into a mart ma­terial at the time of prefoml manufacturebefor'e the resin is infiltrated and curedaround the prcform to create a rigid part.Multi-step braiding, for example, allows fora multitude of yam orientations throughoutthe preform, lending it If to the develop­ment of smart composites with sensing wiresbraided in at a predetermined spatial orieo­ration.

ARO Fellow Eric Lang, another doctoralcandidate in mech'U1ical engineering, is in­vestigating tbe development of intelligenttextilc composite matcri,lIs using distributedsensing (see Figure 3). The goal of this re­earch is to determine whether distributed

sensing can overcome some of the short·comings of discrete sensing (i.e., the sensorsare located ortiy at pecific. discI' te points,lintiting the amount of infornlalion lhcy areable to prOVide). The equipment and com­puter codc developed by Kosrar have beenused to good advantage in ulis project; thebraiding machine offers a means for efficientfabricauon, and lhe software enables control

Future WorkUndcr hou' advisorship, Ko tar icon·

tinuing the effort to develop advancedthree-dimensional textile preforming meth­ods, including versatile 'multi-step' braidingand a novel three-dimen ional weavingscheme. 11,e emphasis is 011 high- peed pre­forming th"t can produce unique preformgcometries. Modeling and characterizationcontributions from oU,er members of the re­se'lrch team have enablcd identification ofthe governing process-structure relations,which, in rum, allows for tailored de ign ofbraided architectures and selected posi­tioning of individnal yams. Development ofadvanced prefornting techniques wiU allowfor extcnded control of individual yam ori·entation and placement. 111is capabiliry hasthe potential to enable not only the devel­opment of smart materials but also the con­tnIction of hybrid compo ites. with select

fibers placed only where needed for a spe­cific application. Smart and hybrid materialsmal' well exemplify the truly tailored mate­rials that composites have thc potential to be.

DIANE S. KUKlCH is editor at theCenterfor Composite Materials at theUniversity ofDelaware.

Army RD&A 17

The mentoris one

whohas achievedprofessional

success,acquired

self confidence,experiencedprofessionalsatisfaction,and wishes

to sharehis or her

experienceswith

8 Jumoror less

experiencedemployee.

18 AmlyRD&A

MENTORINGIN

THEACQUISITIONCOMMUNITY

Edilor's Note: The following aI'Ucle wase.xtracted /1'Om a pamphlel 011 mentoringlUl'itten byJack Kline, em employee of theCivUiau, Persollnel Manclge17'Zent Db'ec­tomre, formerly U.S. TOlaIA/m)' Perso,melCommalld, nowpart of the Office, AssistantSea'etary' oj the A rlnY (Manpower and Re­serve Affairs) orgarlizlltiorr. Kime "etimd inSeptember 1994. Fonnalpublication oJt1Jepampblet is expected durirrg (be 2nd QUCl/'­

tel' FY 95. Assistance in preparing tbis (/1"

ticle was provided by Dale Fradley, cbiej,progra1l'/ management, Army AcquisitionExecutive suppon Agency.

BackgroundIn Greek mythology, Mentor was a friend

whom Ulysse tasked with educating and car·ing for his son. The modern mentor is onewho assume silnilar respon ibiliry to assi tlhe associate (a less experienced employeewho participates in mentoring) in larifyingcareer goals and planning how w achievethe e goals.

In Lewis C'lrroU's book, Alice in Wo//.­derland, Alice, while walking through Won­derland, come to a junction with ever'llpossible roads to choose from. The Cheshire

at notices her confusion and asks whereshe i-going. Alice replies lhat she doesn'tknow. "Well, Alice, then it's going to takeyou a lot longer to get there." TIle mentor'stask; to help an a ociate decide on a des­tination and, just as importantly, which roadto take to get tllere.

IntroductionThe objectives of mentoring civilians are

to prepare them to be tile managers and ex­ecutives required to meet future needs, toprovide opportunjties for employees to ad­vance their own careers, and to help meetaffirmative action phUl and ensure equality

of opportuoity for every employee. Men­toring takes place across the spectrum fromvery infomlaJ and unslruclilled to highlystructured and fomJaI. E.~ch method has itsadva.ntages a.nd disadvantages. The com­maoder or manager has a responsibility in es­tablishing or encourAging mentoring llnd toselect the method which best meets com­mand. or organizational needs,

Allhough formal classroom tmining is themain fonun for teadling new supervisors andmanagers the skills and. knowledge tbey needto effectively direct the work of others, SOmeof rbe managerial skills are acquired throughinleraction with otJler managers and exec­utives. Leadership is a combination of sci­ence and art and the art portion can best belearned by studying the artislS-dle uc­cessful managers and executives.

There are few ta 'ks more linportant to anorganization than preparing for the fUlllre.It is evident, then, tIlat one of tile mo·t lin­portant tasks for a manager or executive isto help prepare .1.lbordillate to assume man­agerial and executive level re~"'PonsibjJjties inthe future.

BenefitsAlthough tbe primary intent of mentoring

is to benefit the associate, there are sub­stantial benefits whjch accrue to thc mentoras weU. Among dlese a.re developing greaterinsights into the associate's line of work andorganization, using tile associate as a sound­ing board for ideas and obtaining feedbackon cross-genemtional, cross gender, andcross-functional issues, growth Ul counselingand guidance kills, and tbe general ense ofsatisfaction which comes from helping an­other person to grow and develop.

Effective menrorlng can provide tbe op­portunity for experienced managers aod ex­ecutives to pass 011 their practical expertise

JIIly-Allgust 1995

and professional knowledge to employeeswho are committed to advancement and suc­ce s. As we fully implement me Total AnnyCulture (fAC) concept, previous distinctionsbetween military and civilian leadership arelessening. MemoriJlg relationships may en­compass a variety ofsituations; civilians men­taring otller civiUan , military mentoringcivilian or civilians mentoring military.TIlough each of these situations may involvediffering styles of managenlent, perspectives,and experience , both miUtary and civilianmembers can become better managers or ex­ecutives by haring their insights and dif­ferences, and each can acquire better insightinto the perspectives of me other.

Role, Characteristics andResponsibilities

A mentor serves as an objective confidantand advisor with whom the associate maydiscuss work-related and other concerns re­lated to career development and planning.It is important to understand d,at a mentoris not a "molder of clay"; he or she must notseek to create a clone of themselves, butrather to serve as a role model and sourceof inspiration, information and experiencefrom which the associate can select qualitiesmost likely to help him or her achieve suc­cess. either is the associate an employee ofthe mentor. Mentors mu t be cautiouswhen suggesting developmental tasks to en­ure that the employee' immediate super-

visor has been consulted and that any proj­ects likely to require time away from d,e jobhave the approval and suppon of me su­pervisor.

The mentor is one who has achieved pro­fes ional success, acquired self confidence,experienced professional satisfaction, andwishes to share rus or her experiences witha junior or less experienced employee. Amentor should possess certain cllaracteristicsfor the most effective perfonnance of men­toring responsibilities. Although not allprospective mentors Will po ess everycharacteristic listed, nor possess them to mesame degree, mese are rughJy desirable traitsfor aI.I mentors.

The effective mentor must have a view ofthe organizational broad goals and objectivesthat transcend day-to<lay routine operations.He or she must be able to look beyond theimperatives of the moment to considerwhere the organization as a whole is now,where it is headed and, more imponalllly,where it shou.ld be going. An idea.! mentorunderstand that all Anny programs aremeans to an end, nOt merely processes to befollowed, and mat frequently mere is a re­qwrement for vision t1,at transcends a de­manding involvement wim the task at hand.A person wim this kind of vision looks aIleadto me need of the Department of d,e Annyand their own organization over me next 10

July-August 1995

years, and considers mose need when set­ting professiona.l and organizational goals. Agood mentor is aware of the world outsidehis or her own environment.

A mentor sbould be experienced in net­working. Networking entails ti,e ability tomake, maintain, and benefit from wide con­tacts with Army and other DOD execurivesand managers, both military and ciVilian, ina variety of career areas l organizations, andlevels of management, over an extended pe­riod of tinle. etworks can help provide in­formation, insight, and problem-solving andcareer-enhancing contacts. An effectivementor not only participates in nerworking,but understands how networking can ben­efit the associate, and will ensure that me as­sociate leams the impon.ance of such net­works and begins to establish their own net­work.

A successfu.l manager may not alway bea uccessful mentor. TI,e mentor must becompetent and effective and possess a pos­itive attitude abollt the goa.!s ,md objectivesofmentaring. He or she must believe that theassociate can sllbstantial.ly benefit from par­ticipation, and enmu iastically share thesebeliefs wim ti,e associate.

Mentors should be recognized within tlleirown function and career 'LreaS as competent,resourceful, perceptive, and dedicated. Metl­tors witllOlIt the qualifications and qualitiesthat such recognition vaUdates risk failing toaccompUsh their intent, and they may actu­ally damage me Career ofa associate in mak­ing recommendations or taking action onmeir behalf.

Although all government employeesshould possess such characteristics as in­tegrity, compassion, cour'dge. competence,commitment and candor, these qualities areof heightened imponance to a mentor. Thementor, in addition to applying mese quali­ties on me job, gltides asso iates by settinga positive example, through encouragementand open communication.

The discussion may have seemed to ug­ge t that only a very few managers have thequalifications to be an effecrive mentor. Farfrom it. Senior speciali IS, supervisors, man­agers, and executives have already demon­strated by their success that they possessmany, if not all, of rhose qualities and char­acteristics that ensure an effective mentor­ing relation hip with an associate.

RelationsWp PhasesThere are several phases to a memor­

aSSOCiate relationship. An aw'treness [hatthese exist may help to ward off potentialproblenls of each phase and 10 enhance mepositive.

• Introductory Phase. In me initial stageofdle mentor/associate relationship, mey be­come acquainted, and share information con­cerning their backgrounds and profes ional

Associatesshouldunderstandthatthe contactwiththe mentorand withthoseothermanagersand executivesmet throughthe mentorareanimportantpartofthe networkingessentialin any career.

qualifications and experiences. The mentormust gain an understanding of me associate'scareer goals and potential. The associateshould be receptive to the direction and gltid­ance of the mentor and be wiUing to discuhis or her profe ional goals, sll'engrhs andweaknesses in order to design an effectiveprogranl. As in any new relationship, men­tors and associates bom initially wish toplease eacb other. Associates may accept un­critically much ofwhat me mentor says andmenlors may shy away from being criticaJwhen the as ociate does not meet me men­tor's expectations. However, ctlis is an im­port,mt beginning to the relationship_ Bothmust estabU h meir professional a ceptabilityto each other during this time. The as ci­ate must convince ti,e mentor that he or sheis right for me mentoring relationship, andmust persuade the mentor that time devotedto the associate is being well-spent.

• Del'elopmelltal PlJase. During thiphase, bodl mentor and associate are busyestablishing the ground rules for the

Army RD&A 19

Suggested CommercialPublications on Mentoring

o Beyolld Ihe Myths and Magic of Mentoring, 1argoMumty (with Marna A. Owen), an Francisco: )0 sey-Ba .

Publi hers, 1991.o In Search ofExcellence, T. Peters and R. Waterman, New

York: Harper Bros., 1982.o Melllors and Protege; Linda Phillips-Jones, ew York:

Arbor House, 1982.

I

.

I

.

profesSional relationship: how they will re­late to each other, when and under what cir­cumstances they will meet, how their rela­tionship in other places (social or profes­sional) will function, how advice will begiven, and how acted upon.

o IlIIplemenlatiOll Phase. It is during thisperiod that the associate systematically ac­quires the skills, knowledge, and abilitieswhich are the focus of the menroring ex­perience. During this phase, the associatemay participate in a variety of experiencesincluding "shadowing" of the memorthroughout a day or Longer period, seminars,training and developmental assignments, dis­cussions with the mentor. or other experi­ences which contribute to effective men­toring.

• Post-Developmental Phase. At somepoint. the mentor and associate will beginto realize that there is little left for the men­tor to share with the associate at Uus stageof the associate's career, and the process ofending the relationship will begin. -I1lis hasbeen called by some the "<!isiJIu ionmem"phase when U,e associate begins to questionthe memor' continued usefulness in pro­viding guidance. The associate begins toshow more independence from the meOlorand may begin to question the mentor di­rectly concerning advice or guidance. Thisis a healthy sign because it means that theassociate is, much like a student to ateacher. begilUling to asselt an independencefrom the mentor.

• TermtnCltlon PhclSe. The final phase inthe mentor-associate relation hip i endingit. This can result in complete separation. aswhen U,e associate moves on to another or­ganization and location and severs any con­tacts. or in some form of continued contacts.It is not unusual that. after the profe ionalmentor-associate relationship ends, the twoindividuals will remain in contact as friendsor cIo e acquaintances. The important thing

20 Army RD&A

is U,at the proressional mentoring relation­ship be clearly terolinated- 0 that the as­sociare may continue his or her professionalcareer independenUy, to seek other mentors,and perhap to begin mentonng OUlers. 111ismay be one of U,e more impoltant or U,e rolemodel examples that the mentor will give U,eassociate.

Potential PitfallsAs with any relationship. there are po­

tential pitfalls in memoring. Most are orga­nizational or administrative and can be re­solved through the application of accepledmanagement practices and ordinary prob­lem-solving techniques. Some, however.arise substantially out of Ule relationship ofmemor to a sociate. Some typical iruationsand suggested methods of resolution are de­scribed below.

• Resentment 0" Jealousy. Other em­ployees not selected for mentoring or thosewho choose not to participate may harborresentment or jealousy. Although difficult toresolve. this problem can be minimized bystressing the professional namre of the men­toring relationship with colleagues. super­visors and managers. Mentors and a sociatesalike musr be very careful not to aUow theirrelationship to show or appear to be show­ing favoritism. For example. training or de­velopmental opportunities must continue tobe offered to employee ba ed on normalconsiderations such as mission and organ.i­zatianal requirements and individual devel­opment plans.

• ftlapp"op,iate Appea.t·al1ce. Mentonngmay create the appearance of other d,an aprofe ional relationship. The relationshipbetween mentor and associate is a profes­sional one. Maintaining this profe ional re­lationship vi ibly and consistently can re­duce. if not elinlinate. perceptions that thereLationslups have any olJler purpose. '111isis particularly important when the relation-

ship is cross-gender. Mentors and associatesmust ensure thar their meetings are for cIe-.trpurposes related to mentoring. that Ulere isvisible progre s by the a sociate toward le­gitimate mentoring goals, and Utat office re­lationships between the mentor and associ­are remain professional.

• Superviso,y and Mentor/AssociateConflicts. The supervisor of the associate mayresent Ule influence of the memor, may notwish to approve necessary time away fromthe job to accomplish mentoring goals. ormay have priorities which conflict with goalsfor the associate. Mentoring efforts U,at willinlpact in the workplace environmem mustalways be developed in cooperation with thea sociate' immediate upervisor so thatthere is no conmct with the supervisor'swork plans for the associate. 111e mentorrou t be careful 10 communicate regularlywith the supervisor and be especially cau­riou when uggesting tasks that require timeaway from the associate's worksite. 11,e men­tor should seek advice and guidance from lJlesupervisor to demonstrate his or her concernthat development of the associate be a jointe(fort

• Terminating We Relatiol1sblp. The as­sociate will, at some point, have benefittedfrom a particular m ntoring relationship tothe extent po ible at a given stage of careerdevelopment. When this occurs, mentorsmust be able to gracefuUl' remove them­selves from the relationship. The associatemay initiate the termination of the relation­slup. Ideally. howe\'er, the mentor shouLdhave been alert to the progres of the asso­ciate and should suggest Utat U,e associateseek anodler mentor for a continuing stageof development. Associates should under­tand that the contact with the mentor and

with those other managers and executivesmet through the mentor are an inlpoltantpart of the networking essential in an)' ca­reer. They should also make the effort to re­tain the mentor as a trusted colleague.

july-August 1995

..

COMMERCIALEQUIPMENTFORPOWERPROJECTION

,

The Gulf War was the world's first expe­rience with "l1:tird Wave" warfare, "a lethaltwin of today's new computer-precise globaleconomy,· according to Alvin Toffler, authorof FU/IIre bock.

The 11:tird Wave to which Tofller refers isthe information age when information willenhance tempo, lethality and survivability.Tbe greate t della in battlefield perfor­mance, from this pOint on, may well be in abattlefield commander's ability to receive andprocess information-and to make decisionsquickly.

Force XXI is the Army's vi ion for its fu­ture combat capability. Maintaining a highlymobile, lethal and moraJly-respon ive ArmywiU require advanced communications andinformation processing technology. Thesheer volume of information available to ourcombat leaders demands that we place mod­em communications and data processingequipment in their h,mds and keep thatequipment current with the explosive tech­nology revolution. Of course, aU that mustbe done within budget constraints.

How can the Army meet such imposingdemands? One way is through the use ofcommercial off-the-shelf equipment popu­larly known as COTS. MG Samuel A. Lefflerpresides over an Organization that speCializesin providing COTS solutions to Army infor­mation proce ing needs. That organizationis the U.. Army Information System - Com­mand (USAlSC) headquartered at FonHuachuca, AZ. Through its component ac­tivities (Information SyStems ManagememActivity (I MA), Information Systems Engi­neering Command (ISEC) and subordinatefield commands), SAiSC offers total infor­marion packages, based on commercialtechnology, to its customers.

According to Bernhard Kappes, ISC' ad­vocate for non~evelopmentaJitems, "COTSi now the preferred method of acquisitionprimarily because it shortens life-cycle ac­quisition of information technology by tak­ing advantage of commercial research anddevelopment, testing, prototyping, etc. Thisgives the Army an ability to acquire, installand field equipment without the delays as­sociated wid] costly traditional Ufe-cycle de­velopment processes."

For some 30 years, ISC acquisitions andproject management 1l.1Ve been conductedby the ISMA. ISMA's mission is to acquire andfield commercial electronics and communi­cations equipment and systems for theAmlycentric force. From 1980 to 1994, ISMAmanaged projects to upgrade facilities andinformation systems at Headquarters, De­panment of Army, U.. European Command,U.S. SOUthenl Command and U.S. Forces Ko­rea with current state-of-the-art commercialtechnology. During Desert hield, I C di-

July-August 1995

By Marty Wall

rected (SMA 10 suppon Army compulermaintenance needs in theater. A total main­tenance facility was conceived, stockedand operating in 30 day . That effort trulyrepresented a coUective partnership between[SMA, CECOM, FORSCOM and industry.

Today, ISC is heavily engaged in modern­izing the Army's base infrastructure andstreamlining communication processes.The demarcation between strategic and tac­tical h'ls disappeared and new technologyneeds to support both environments sinlul­taneOll Iy. The key to keeping current tech­nology in the hands of the troops is to usecommercial offering of me industrial base.This is accompUshed by a cooperntiveagreement with industry and tlle lSC Tech­nolob'Y lntegmtion Center, which serves asa test site for new technology. This facilitatesintroduction of the latest state-of-the-311equipment.

RecogniZing the challenge of how tot"dpieUy field advanced information process·ing technology to the total Army, MG Lefflerfocused ISMA and ISEC on pursuing me useof indefinite delivery/indefinite quantity(lDIQ) acquisition solutions. This approachallow Aml)' and other DOD customers to"pick and choose" features they need tosolve their specific information require-

ments. While selecting the equipment meyneed, units are supported with engineeringplanning by ISEC and sustainment throughthe ISC field commands. Thomas]. MicheJU.director of IS tA, sees a significant benefitfrom IDIQ OlluactS "!hrougll reducing theburden on the user of developing acquisitiondocumentation and conducting the acquisi­lion process. Commanders using tbese con­tracts have their people freed from admin­. lr'dtive actions to pursue assigned missions."

Throllgll ISMA-managed IDIQ contracts,Army users can select computer capabilityranging from palm tops and notebooks toPCs and workstations. In every case, they re­ceive cu.rrent, proven technology normallydelivered within 45 days or less and Slip­portable with a simple phone calL

The IDIQ contract approach to fieldingcommercial equipment is not limited to com­puters. Army base infrastructure is currentlyundergOing significant modernization world­wide. The major command Telephone Mod­emv.atjon Program provides the Army with

le latest in telephone switch technology of­fered by the vendor. Over the life of the con­tract, technology insertion becomes standardparts of the commerciaUy dcUvered product,thus ensuring that, at any point in time, thecustomer receives a state-Qf-the-art system.

AnnyRD&A 21

Upgraded telephone switches at Army facilities worldwide are provided by theMACOM Telephone Modernization Program.

July-Augtlst 1995

PA, was dedicated in 1994. rSMA and ISCplayed key roles in proViding the latest incommercial technology for voice, data andvisual display systems and in connectingthose systems to world-wide networks.

In a coordinated effort between ISMA., theDefense Infoffilation Sy tems Agency, De­partment of Slate and the Defense NuclearAgency, COTS proved to be the solution formodernizing the Washington to Moscow Di­rect Communications Link and the estab­Ii hmellt of new Unks to former Soviet re­publics of Belarus, Kazakhstan and Ukraine.

In each of these areas, the capabilities areprovided exclusively through the use of com­mercial equipment. According to Michelli,"Technology available from the marketplace enables us to field cost effective solu­tions to our Army tt~ers in relatively shorttime frdJ11es. Even more, we can keep our sol­diers equipped with the best capability in theworld by acqumng commercial improve­ments as enhancements to the COTS equip­ments already fielded.·

GEN Leon E. Salomon, commander, U.S.Army Materiel Command, pointed out in theJancFeb 1995 issue ofAl1ny RD&A that keep­ing the Army as tbe premier land force intotbe 21st century will reqnire our "...coUec­tive creativity, careful planning and persis­tent effort.· TIlose words carry a powerfnlstatement of how we need to conduct busi­ness to produce the Force XXI envisioned bythe Army leadership and expected by theAmerican taxpayer.

Wid, the "collective creativity" philoso­phies espoused by leader such as GENSalomon and MG Leffler, we no longer needto hear ilie old lanlcot, "We're living with 30­year-<>ld tecllnology" echoed by soldiers intbe field. Now rSMA can provide them withthe information processing technology nec­essary to make rapid and intelligent decisionson the banlciield and in the headquarters.Readiness is, in pact, a function of informa­tion prace sing. COTS solutions offer theArmy an exceJJent way to ensure Force XXIi equipped with the latest tecbnology tosupport power projection around d,e world.

MARTY WALL is chief of the Cus­tomer Center at the Information Sys­tems Management Activity in FortMonmouth, Nj. He holds a bache­lor's deg,-ee from Michigan StateUniversity, and a master's degl-ee inorganization -management fro-mFrostburg State University. Wall hasa 20-year association with Army in­fm"mation technology programs.

ing commercial equipments that cross thetraditional strategic to tactical environment.

The need for a complete office informa­tion system offering voice, data and viswtlcommnnicatlons while on the road, has longbeen a desire of senior Army leadership. Un­til now, a system With the requisite capabilityand portability was not available. The man­portable office sy tem (MPOS) deSigned andtested by ISC is now available through ISMA.II includes a computer, ceUtUar pbone, se­cure facsimile, color plinter and global po­sitioning receiver all in one package. TheMPOS fits in a wheeled suitcase weighing lessthan 50 pounds and transporl.1ble as carry­on luggage on an airplane. The MFO offersleaders a complete infortnation processingcapability with their headquarters, majorcommand or whomever they need to be intoucb with while away from the office.

The Defense Message System (DMS) is amajor DOD undertaking with the goal ofeUmlnating AUTODIN message centers byevolving to a tme writer-to-reader system.Currently, the OMS processe traffic usingcommercial PCs throughout the DOD. [n

1994, ISMA fielded the first OMS system ina van configuration to Kuwait where it cur­rently operates as the message processingcenter for the Army in Kuwait. In January1995, I C built and fielded a Mobile GatewayVan at its 11 tb Signal Bligade beadquarteredin Fort Huadmca, AZ. The van prOvidespacket switching capability for the 11thwhen deployed in a tactiml environment.

TI,e Army's Center for trategic Leadershipat the Army War College, Carlisle Barracks,

[SMA's Long Term life Cyde Support IDIQcontracts allow users to keep their switch"modernized" as parr of their maintenanceprogram and to add upgrades and enhance­ments ofnew software releases, new featuresor improvements to existing fearures.

Other IDIQ initiatives under U,e ISC um­brella include:

• The outside cahle rebabilitation JI(OSCAR II) program is one component of U,eArmy's power projection initiative to usefiber optic cable, bulk power sy terns, localarea network equipment and asynchronoust....msfer mode switches to provide a fully­functional communications infrastructure atactive bases.

• Base suPPOrt tnUlk radios will offer state­of-the-industrial base radio systems designedto network base emel-gency services togetheras well as provide commanders With full con­nectivity throughout their instaJJation.

• Desktop teleconferencing through per­sonal computers will provide u ers the ben­efits of COnferencing on a regtUar basis witb­out the need for excessive (and expensive)travel to achieve "face to face" discussions.

• Defense satellite communications sys­tems wm modernize capabilities with the in­troduction of tiber optic teclUlology to atel­liteintcrconl1ect facilities. ISMA's tli-serviceprocurement effort will bling COT tedl­nology to increase dara transmission speedand capacity for both tactical and strdtegicusers.

[n addition to increasing the use of IDIQcontract to make commercial technologyavailable to Army commanders, ISC is field-

22 Army RD&A

FROM TECHNOLOGYTO CAPABILITY:

THE CASEFOR INNOVATION

Will Our Acquisitionand Combat Development Leaders

Select the Right Systems?

By Nicholas L. Stratton

IntroductionTechnol gy, whether initially developed

for commercial or milirary purposes, is thefuel of the ongoing advancements in militaryaffairs. ew tedmologicaJ capabilities, alongwith concepts for their implementation, sup­port development of dramatically new doc­trine; the engine that revolutionizes the ba­sic force structure of our military.

It takes competent, innovative, and en·lightened leadership to mold the mo -t ef­fective tecJmologies into superior systems.But will our future acquisition and combatdevelopment leaders make the right choicesfrom the cauldron ofemerging technologies'Will they see in a given configuration merelythe sum of individual elements of combatpower? Or will they envision capabilitiesachievable through the synergistic effects ofcombining complemeDtary elements? Theywill be bombarded with a can tant contin­uum of advanced technologies that must bethoroughly exploited for military use. 11leirrate of revie\v must be much fdSler and muchless expensive than we currently are capa­ble of achieVing. They must know how towork in this new era but today's educationprocess and working environment will notsupport the development tempo. TI1e dra­matic, ever-increasing speed of technologi­cal evolution requires a new order of edu­cation and atreer progression sy tem for ac­quisition and combat development officers.

It Is Working Today But ...Today's leaders are tackling the near-term

challenges by bringing new technology into

July-August 1995

the Anny in a forward·looking manner. Oneonly needs to look at the accomplishmentsof Louisiana Maneuvers and the dynamic evo­lution and planned experin1entation of theForce XXI concepts as proof. But the worldis changing at an ever-increasing Idte. In onlya few years, today's majors and captain willlead development and application of newmilitary concepts and leclmology well intothe next cenrury. They will use Force XX!baseline capabilities onll' as a starting poinlfrom wb.ich to acb.ieve innovation beyondour comprehension today-into an age thatsome call the revolution in military affairs.

\Ve need acquisition and combat devel­opment leaders who are capable of select·

The dramatic,ever-increasing speedof technologicalevolution requires anew order of educationand career progressionsystemsfor acquisition andcombat developmentofficers.

ing the most cost effective capabilities-thegolden nuggets thaI will propel Our Armywell into the 2l t cennlry. " e mu't shapethe culture and environment of the innova­tors through equally innovative education.Uld career management initiatives. This isnot an easy task.

Resistance to ChangeUnfortunately, organizations \.vith strong

cultures often tend to encourage .innovationmore in word than in deed. Almost all soci,eties discourage innovation. Such reluclan eis compounded in bureaucratic organiza­tions, which maintain long·st;mding struC­tures that pr mote the statu quo. Over 400years ago Machiavelli observed: "There inothing more difficult to carry out, nor moredoubtful of success, Dor more dangerous tohandle, than to initiate a new order f things.For Ihe reformer has enemies in aU thosewho profit by the old order, and only luke­warm defenders in all those who wouldprofit by the new order-who do not trulybelieve in anything new until Ihey have hadactual experience of 11."

Machiavelli's skepticism of bureaucrJciesis as wa.rranted no\v as it ever \vas. Our uni­fomled military does not introduce mid·levelmanagers into dIe ranks from outside sourceswhere an innovator could influence the cul­ture as new transfers do within commercialenterprises. Rather, the military acquires itsfulure leaders during their formati e yeats.Throughout their careers, they are exposedto the hierarchy, traditionalism, and doctrined1at worked well in the past. They prosper

ArmyRD&A 23

We needacquisition

andcombat

developmentleaders

who arecapable

of selectingthe most

cost-effectivecapabilities­

the goldennuggets

thatwill

propelour Army

well intothe 21stcentury.

and then promote the culture as senior lead­ers. It is, therefore, difficult for them to ac­cept anything other than incrementalchange.

As a young captain, Dwight Eisenhowernotes in hJs book At Ease: Stories 1 Tell toFriends that he eXperienced this culturewhen he was threatened with a court mar­tial by a short-sighted chJef of infantry in theearly 1920s because Ike was suggesting rad­icaUy new missions for the tank-using tac­tics whJch would displace infantry units. Lessthan two decades later and using similar tac­tics, Hitler's panzers defeated France in amere six weeks. Because ofresistance, it wasonly late in the planning stages for DesertStorm that the Special Operation Forcewere assigned novel targeting missions be­hind enemy lines. The Special Forces pre­vented hundreds if not thousands of coali­tion force casualties throu~ sucb missionsu ing new innovative systems. 'lbe culturethat accepts the status quo as "good enough"

24 ArmyRD&A

will not swvive in the furure. Innovations areoccurring so swiftly that what's good enoughnow may be an inferior force within 10 to20 years.

Vision of the FutureA sman and agile information age force in

the 21 st century will be able to inflicI majordamage and likely deslroy a modern indus-­trial age anny. mall military units will be ableto inflict damage and deslrUction with u'n­precedented efficiency. An information agecompany size joint force unit with an opti­mum mix of air, sea, and ground personneland weapons will have military powerequivalent to that ofa sman World War II eradivision. The precision and accuracy of thenew weapon systems coupled with the abil­ity to know exa til' where the enemy is atall times will rrmke virtually every shot count.Desert Storm, we have seen, was a provingground for many first generation systemswhere they performed exceptionally weU intheir infancy. Our military has the capabil­Ity of achieving quantum leaps in operationaltempo but only if we selecl ti,e most effec­tive systems and operational concepts.

GEN Gordon R. SuUivan, fornler chief ofstaff of the Army, and other senior militaryleaders recognize that emerging technologieswill igniiicantly enhance all aspects of mil­itary capabilities in both war and peace. Oursenior leaders are leading development ofdoctrine, the engine of change, witll up­porting organizational and personnel SlrUC­tures to harness this new technology as weenter the 21st century.

TI,e battle labs, established in 1992, ex­periment with changing methods of warfareincorporating new tecluUcal capabilitiesemerging from borb commercial and gov­emmenr sources. Each of the five Trainingand Doctrine Command (TRADOC) battlelabs and the Army Materiel Command (AMC)laboratories play organizational and techni­cal roles. The battle labs mirror the combinedarms and Services organizations by spon­soring tests of potential change in the bat­tlefield dynamics.

AMC's commodity research, developmentand engineering centers and the Army Re­search lllboratory complimenl tbe process byfurnishing the technological capability 10 tl,eexperiment m:tnager. Louisiana Maneuversand the foUow-on Force XX] programs are ourArmy's forums for experimenting witll newconcepts that incorporate emerging infor­rrmtion age technologies. TIley hold a justifiedurgent priority for deVeloping new conceptswhich effectively utilize the newly acquiredcapabilities. 11Jis thrust has been led by com­bat developers and Acqui ition Corps leaders.Today, rbe organization and proces are nowin place for experimenting with systems.

But how do we ensure thai future leaderswill be capable of exploiting the best andmost appropriate technologies' How can wea sure ourselves that we have done Our bestto prepare them to make the best selectionsfrom seemingly similar capabilities generatedfrom unrelated approaches? Our future ac­quisition and combat development leadersmust be successful in an environment thatis volatile, uncenain, complex, and :tm­biguous. An educational program that de­velop one's ability 10 work in a fluid envi­ronment is a critical step in ensuring that theright people are selected for senior leader­ship assignments. We must also ensure thatthe mo t successful acquisition leaders re­ceive recognition and rewards based uponinnovation and risk-taking, rather than by im­plementing low-risk alternatives.

New Educational OrderMuch of the training witl occur within the

acquisition organization through day-to-dayconcepts development and design of bard­ware and sy tems. But on-the-job training, aswe know it now, is not enough. We must ex­pand leadershJp training and education sys­tems beyond rbe walls of our current schoolsy tenl and the immediate work area. Thenew educational order must emphasizehow to tllink. Every acquisition team mem­ber must be capable of envisioning botll tl,epotential utility of the new technology andthe demand it wiU make in maintenance,sustainment, transportability and other con­textual variables. And that's not all. In addi­tion to technology choices, change in dlenational military trategy, resources, polices,threats, and political circumstance must beconsidered by our future developers. On adaily basis, our leaders must make decisionsbased upon these external parameters.Training scenarios mu t reali tically portraythe future as an unknown, forcing studentsto extend them.selve weU into this fog of fu­ture technologies.

Interactive acquisition and combat simu­lations will provide Ihe centerpiece of thenew hands--on training. With the advent ofinformation age technologies this becomesachievable. The eduC'dtional process will in­corporate a Louisiana Maneuvers team ap­proach, where majot new weapon systemswill be designed and tested in the virtual en­vironment. The student teams will use thiscapability to swiftly develop and experimentwith both designs and concepts. TIley willexercise multiple combinations of tech­nologies, as weU evaluate intrinsic de­pendencies caused b)' seemingly unrelatedbut nonethele important peripheral factors.

As the leader and the program staff selectalternatives within a simulated environmentthey will gain a realistic perception for the

lilly-August 1995

successes and failures. Small variations ofnew technological capabilities could betested swiftly on a synthetic theater battJe­tield. ystem performance, concept valida­tion, logistics efficiencies, 'U1d command andcontrol i ues would be easily reviewed, andmore refined selections developed throughinteractive simulation programs as they arere·run-a capabiliry only achievable withinthe virtual ""vironment. The process will beconducted on networked imulations withteam players located at Army labs, research,development and engineering centers, bat­tle labs, and professional training centersalong WiO, counterpart sister Service orga­nization . The barrier between active :U1d re­serve componentlraining-and for that mat­ter resident and corresponding studie -willbe invisibLe since oniy a personal computerand a phone modem are reqUired at the par·(icipanc's location.

Just as in Louisiana Maneuvers' virtual bat·tlefield experiments, Olis process will in·corporate a mix of progressive ,md iterativesinlulations using tealistic con cructive andvirmal scenarios. TI,e TRADOC simulation in­temet will tie the network togeOler throughthe Defense Simulationlntemet nodes at theDefense Systems Management CoJlege, se­nior Service schools, and the Services' com­mand and staff colleges. This educationalprocess, geared for the warfighter, is now un­folding in O,e Command :LOd General StaffCollege Mobile trike Force exercise. AI­dlOugh dIe snbject area is quite different, thecdu ationa! proces is similar. The smdentdevelopment efforl will culminale with in­clusion of the team-selected, technically·advanced systems in a [mulation scenarioconducted witJI soldiers-including sailors,airmen and marines as appropriate-andunits in a tactically competitive synthctic en­vironment, oldiers will be the final evalua­tors of the student-cteveloped weapon systemde ign and the employment concept wiOlintbe virtual environment. Such user feedbackwill help the student acqui ition te"m memobers gain a better understanding of how welltbcy thought dl.tougb the process,

Members of other Services wiU be keyplayers. The tmining will focus on joint op­erations and incorporate dle contributionsof the sister Services where their wa.rfight­ers and developer would play Serviceroles. 11ley will bring their own variables intodtis simulated envirorunent witll their ownneeds for training being met on a virtual jointervice b"tdefield. The siSler Services ill tum

mat see compliment"ry technology devel­opment possibilitie tllrough the simulatedtraining exercises and, as development part­ners, evolve mutually beneficial hardwareand joint \Vartighting concepts.

Great strides will be made ill joint opera-

Jllly-August 1995

tions, according to the depury director fortechnical operations, Force Structure, Re­sources and Assessment Directorate, J-8, inthe Joint Modeling and Simulation Evolu·tionary Overview, 1994. Adv"ncements willoccur, possibly in the principal missions ofthe re pective Services, but more likelywilltin shared or sinillar processes sucb aslogistics or communications functions. Theleader and his acquisition team will becomebetter able to make knowledgeabLe decisionswilltin the highly volatile developmelll en­virolilllcnt,

Enhance CareerDevelopment

In addition 10 a strengthened educationprocess, we must "Iso enhance our currentenvironmelll to foster higher levels of inno­vation and encourage vigorous pursuit ofproblem-solving method based on crilicalthinking. Convention,,1 military wisdom willbe only one avenue toward the desired so­lutjon, Quite likely, it will be the uncon­ventional wisdom that will bring about themost dramatic successes.

Chance takers and challengers of con·ventional principals and ten:Ll1lS are the typeof leaders who may arrive at O,e best solu·tions whether Ot not their ideas "re cultur­aUl' acceptable. Ln O,e past, O,ese skeptics ofconventional wisdom have generally beenconsidered as mavericks. Radically newdtinking did not generally solve problems re­quiring incrementa.! advances and their 10­sight may ha,'e not been considered. In thisenvironment, the iIu'lOvators either changedtheir ways early in their careers or they soonfound themselves oUlslde the military. Thesesoldiers mOlY nOI have the w"rtighter ethosbut the Army cannot afford to lose their ex­pertise in tltis ItighJy volatile environmenl.They may not Olink on the same plane asthose responsible for immediate "ctions onthe battlefield, but they form the nucleus ofinnovation. They mUSI be protected "nd al­lowed to achieve success, for they will bringdIe funlTe to tl,e Army,

True, tile AcqUisition Corp career pro­gression already rewards innovation withintoday's clilture but ill the future environmentthis will nOI be suffiCient. We mUSI go be­yond the present personnel policies of-theAcquisition Corps and incorporate a careerand promotion system which rew:Lrds suc­cessful risk-taking accomplishments ill bodlactive and reserve components. The systemmust support the irulovalOr's career by re­warding the abiliry to effect innovation,Stephen Rosen, in his book Willlling tbeNext War, so apOy states "Military organi­zations are disciplined hierarchical bureau­cracies. Power is won through influence overwho is promoted to positions of senior com-

mand. Control over the promotion of officersis O,e source ofpower in the military ... Theorganizational struggle Olat leads to innova­tion may thus require the creation of a newpromotion p"dlway to the senior milks soilial young officers le:Lffiing and practicingilie new way of war C:Ll1 rise to the top."

Now more than ever before, in the careerdevelopment of acqui.Sition and combat de·velopment personnel, emphasis needs to beplaced on the ability to innovate. A focusedperformance evaluation SYStCll1 must ensuredlat ofli.cers who have demOn trated suc­cessful innovations have a stable and achiev­able C:lTeer path as we proceed dtrougbForce XXI and furt11er into the revolution inmi Iitary affairs.

ConclusionJust as warfighters tight in th.e fog of war,

SO mUSI innovators work in the fog of futuretechnologies. As the Force XXI brigade, di·vision, and corps experiments prove out to­day's new concepts, industry and govern­ment Labs will be generating more ad·v:Ll1ced technoLogies at an ever-increasingrate. Our Army must have the best innova­tors leading the assession of new technolo­gie through the Force XXI era and illlo the21st cenlllry. An education process that ad­vances an innovator's clear thinking on afluid terrain, and a firm career progressionenvironment Ihat supports risk taking willequip our future acqui ition and combat de·velopment Leaders for the challenges of the21 t cenrury. The revoLution in military af·f<li.rs is upon lIS and we C:Lllllot afford to makethe wrong acqui.sition decisions.

NICHOLAS L. STRAFFON is a re­serve officer assigned as a residentstudent at the u.s. Army War Col­lege. His CUlTenl reserve assignmentis with the Qffice ofthe AssistantSec­'retary of the Army (Research, De­velopment and AcqUisition). Hismost recent civilian assignmentwas as ope-rations director ofthe Na­lional Automotive Center at theTank-Automotive Research, Devel­opment and Engineering Center inWarren, MJ.

Army RD&A 25

CHEMICALAND BIOLOGICAL

DEFENSEFOR THE NEW CENTURY

IntroductionThe Army' Edgewood Research, Devel·

opment and Engineering Center, along withthe U.S. Army hentical School and the Dis­mounted Battlespace Battle Laboratory, hasbeen given the task of developing the re­search and development plan for chemicaland biological (CB) defense equipment forthe next 10 to 25 years. To gain insight abourthe cn defense needs of the armed forces ourto the year 2020, we asked our ultimate cus­tomers-the war fighters.

The initial forum for the dialogue with theW'lt fighter was a series of twO seminar wargames and a technology outlook workshop.It was designed to determine tl,e war fight­ers' future needs for CB defensive capabil­ity, and to e",uuate and project the state-of­the-art tedmologies that could contribute tothe development of new CB defense equip­ment to meet future needs. The dialogue cul­minated Witll a set of weighted criteria tomeasure the variOLIS en equipmem concepts.The result was a list of conceptual B de­fense equipment that the technical expertsthought to be fea ible for developmentwithin the next 25 years. The method bywhich that list was built, then reduced to anaffordalJle one, is not uniquely suited to CBdefense and could be adapted to a variety ofcommodity areas within the Army or in thecommerdal world.

Matching Technologies andNeeds

Developing new military technology is anevolutionary process. The technologist is ootalways aware of the war fighters' needs andsometimes the war fighter is oot aware thathe needs a particular technology until it isintroduced. t the end of me paLli h-Amer­iean War there was no requirement for anairborne vehicle 10 fly over the battlefield anddrop bombs. Yet, 15 years later, both sidehad aircraft that were bombing the WorldWar I battlefields of Europe. TI,e develop­ment of up-to-date technology has alw,tys re­lied on a continuing dialogue between tl,e

26 ArmyRD&A

By Larry M. Sturdivan,Elaine Stewart-Craig,

Amnon Birenzvigeand Van R. Jones

warrior and tbe tedmologisl. In this vein, weraged the two activities-the seminar war

games and the technology workshop.The first seminar war game was held in

June 1993 and primartly involved me CB de­fense community. In this game, me partid­pant were a ked to project military opera·tions 25 years into the future and to discoverme capabiUties that would be needed to de­fend against tlle projected CB threat. A num­ber of oew capability needs were surfacedin that game, along with many that we areworking on today. Among tl,e new ne dsare:

• Real-time mapping of tbe location andtype of CB comantination, including me abi~

ity to map where the contamination hazardwill be a short tinle into the future;

• Chelltical-resistant regular battle dressuoilorm to eliminate the donning and doff·ing of protective suit;

• nattended, remote CB detection thatis light and inexpensive; and

• Large-scale decontamination that isligbt, cheap, and easy to use.

TI,e war game was followed in the fall of1993 by a technology outlook workshop inwhidl the teclmology experts were asked toproject technologies which would be ma­turing in the oext 10 to 25 years thar havetl,e potential 10 answer the needs for CB de·fense capabilities. During and following thetechnology workshop, the emerging tech­oologies were developed into a number ofequipment oncepts mat were thought to befeasible for development in the next 25 yearsand that would directly address those needsidentified in tl,e War game.

The workshop was followed by a econd

sentinar war game in November 1993 inwhich tbe most feasible of the equipmentconcepts were furnished to the garners. ·O,epurpose of me secood W'd.t game was to ob­tain me war fighter' opinion of the con­cepmaJ equipmem based on its usefulnessin the war game enarios. Most of the equip­ment concepts were favorably received bythe war fighters, but it was impossible to de­temtine from the war game aJ ne which con­cepts would add me mOst value to me CBdefense capabiliCJ' on the battlefield.

Since we cannot afford to develop all theconcepts, we found it necessary to devise ascoring metllod by which war fighters' opin­ions could be transformed into a quantitativemeasure of battlefield effectiveness. The scor­ing system combines the battlefield oper-d­tional effectiveness of me equipment withtechnical descriplioos of the equipmem con­cepts ,rnd me riJ;k and cost of development.The effectiveness is based on weighted cri­teria obtained from fighting units.

We emplol'ed Torn Saaty's Analytical Hi­erarchy Process to develop the SCOring sys­tem because it allowed us to determine thecriteria of greatest importance to the warfighter and tbe relative importance of tl,e cri­teria. The war fighters' criteria were obtainedduring a meeting between Army and AirForce per onne] at FOrt Benning in March199 . Separate meetings were later held withthe avy and Marines to insure iliat tllcir cri­teria were also induded.

TI,e final criteria were in terms of the phys­ical and opemtional ch'ltacteristics of theequipment. Physical and pelational de­scriptions of the equipment, along with theri k and cost of successful development,were obtained from technical experts. Theweighting of me criteria was obtained fromArmy ligbt forces at Fort Bmgg in July andby Anny heavy forces at Fort Hood in August.We used me weighted criteria to determineoperatiooal effectiveness of the new equip­ment concepts as well as equipment that isscheduled to be fielded witllin the next fewyears. The numerical difference between tl,e

July-AI/gust 1995

Remotel DropOff CB MultiSensor

Antibody/Receptor/Electron:.:.;ic__-_.Integrated Circuit

GPS/Comm/CB Sensor Integrated PayloadFIGURE I

new concept and the equipment it replaceswas tenned ·value-added." The value-addedwas then multiplied by the probability ofsuc­cessful development and divided by cost toprodu e an expected rate of rerum on in­vestment (ERR!) for each equipment con­cept. The ERRJ cores of the concepts usingweights from the Amly heaV)' forces and lightforces were somewhat different, but ti,e bestscoring complementa.ry suite of equipmentwas the same for both. The resulting singleArmy suite consists of the follOWing:

Contamination Avoidance• Standoff Detector Systems (already un­

der development): Ughtweight tandoffChemical Agency Detector (Passive IR); UIserStandoff Chemical Detector (IR L1Ser); hort­range Standoff Bio Detector (UV llt er); andLong-range Standoff Bio Detector (IR wer);

• Point and Deployable Detector )'Stems:Miniature CB Multisensor (solid state) (seeFigure 1).

• Mapping and Deasion Aids: CB MapperDetector (hand·held for equipment and Pol'tients); and Commander's Monitor (residingon Digitized communication assets) (See Fig­ure 2).Protection

• Individual: Chemical Resistant BattleDress Unifonn; lightweight Bio Agent Mask;

CB Sensor Integration to Digitized Battlefield(NBC Oracle)

~ ~~ ~

\

Jll/y-Augllst 1995 Army RD&A 27

CB CatalyticlEnzymatic Decontaminating Coating

SuspendedCatalyriel EnzymaticMatorial

LARRYM. STURDIVAN is chiefofthe Science and Technology Assess­ment (S&1) Office in the AdvancedSystems Concepts Directorate, US.AnnyEdgewood Research, Develop­ment and Engineering Cente,"(ERDEC) at the Chemical andBiological Defense Command(CBDCOM), Aberdeen, MD

ELAINE STEWART-CRAIG is achemical engineer in the Engineer­ing Directorate at ERDEC.

AMNON BIRENZVIGE is a re­search physical scientist in the Re­seanh and Technology (R&T) Di­rectorate ofERDEC.

VAN R JONES is a phy ical sci­entist, also in the R&TDirectorate ofERDEC.

July-AI/gl/st 1995

and keep tl,e proper focus on technical de­velopments that will be of the greatest ben­efit to our lighting forces.

FIGURE 3

Future DevelopmentsCriteria weights have been obtained from

some Navy units. We will complete the ob­taining of weights from all the different typesof fighting units from Army, Marine, Navy,Air Force, and Special Operations forces. Thenext stage of the process will be to test forthe significance of the differences in theeqttipmeot scores for different types of units.If there are statistically Significant differences,the proposed suite may need to be modifiedto address specific concerns of a paniculartype of uni t.

Based on our data to date, it is anticipatedthaI tl1e majority of the proposed newequip­ment will be vaiuable to aU types of units.Thus, only a small percentage of newly de­veloped eqttipment would be unique to oneor two types of umts. The analysis system,the war lighters' weights and the computerprogram that contains them will be madeavailable to researchers, developers and ao­a1ysts so that they can evaluate new conceptsand new technologies. Projected suite of CBdefense equipment will be continually up­dated as breakthroughs in science and man­ufacturing technologies change the charac­teristics, cost, and probability of success ofcurrent developments and new concepts. Asthe world intation changes and the meth­ods of conducting military operations cbangesignificantly, it will be necessary to return totl,e warlighting and upport uuits to obtainupdated criteria and weights. The e updateswill keep the; measure of value-added current

Insights GainedUnreliable, maintenance-intensive, heavy,

cumbersome, power·hungry, and/or fragileequipment scored badly regardless of itsfunctional capability. The challenge to thedeveloper is to put the latest technologiesinto equipment that avoids those problems.However, the best suite of equipment thatwe can project today is not expected to beblindly pursued to complete developmelll in25 years. Advances in technology andchanges in tbe needs of the war lighter willrequire periodic readjustment of the R&Dgoals. The evaluation system is designed toprovide an objective method of doing that.In addition, the scoring system is not tiedspecifically to CB defense. With some revi­sion of the criteria, it could be used to scorethe combat value·added per dollar of anykind of conceptual equipment from lield ra­tions to combat aircraft.

and Advanced Combat Mask.• Collective: Advanced Integrated Col·

lective Protection Sy tern (in developmem).

The Output of litis study will be a long-term(10-25 year) research and development planfor CB defense equipment to serve the needsof all ervices.

Decontamination• Strippable (adsnrbant) Coaling (either

pre· or post·attack) (see Figure 3) Catalytic(or enzymatic) Snrbent (dry powder).

28 ArmyRD&A

A PERSPECTIVE!

By LTC Earl D. Rasmussen

Education and TrainingAcquisition Corps automation officers

have a diverse educational background withmore than 70 percent having a graduate leveldegree; that percentage increases to morethan 80 percent for majors and above. MoredIan 65 percem of AAC ;3 officers have de­grees in a computer science, computer en·gineering, software engineering, or infor­mation systems related discipline area. An­otller 10 percent have a hard science/

engineering degree (mecltanical engineering,physics, etc.).

From another perspective, engineeringand hard science related degrees make up 57percent of FA 53 edncational backgroundswith management degrees making up ap­proxinlatcly 27 percent. Those withoutcomputer related degree have completedmilitary computer/system automation pro­grantS of rudy. As with other acquisition pe­cialties, FA 53 officers have the requiredhours in bu iness and management in addi­tion to this specialized skill in computers andautomation.

Outside of the 53 arena there may be a mis­conception that 53 officers are simply offi­cers tnLined in llSing existing software ap­plications. Computer curriculums do includea significant amount of software inten ivecourses. The e courses, however, do not re­volve around commercial applications.Those that extend beyond pecific computerlanguage type progranLrDing, focus on ap­plying programming and engineering killto solve real problems. These probleJllStypically iJ1Volve manufacturing/productioncomrol, network traffic analysis, sinlulationand modeling, communication protOCOls, ordesigning and developing a database, oper­ating sy tern, or compiler. TItis does notmean merely using, but designing and de­veloping the system application itself; a COm­pletely different perspective and ignificandymore complex_

AdditionaUy, study in the computer fieldinvolves courses addressing hardware design,communications, and mathematics, as 'weU

••

WHAT ISA '53'?

systems, combat arms basic branches con­stitute nearly 38 percent of aU FA 53 AAC of­ficers. Combat amlS is the predominantsource as comp'lfed to combat support's 34percent and 28 percent from combat servicesupport branches.

FA 53 AAC officers have field experienceand are quaJified in their basic branclte . Forthe most pan, tllese officers have foUoweda rypical early career path, then augmentedthat by developing or refining a specializedskill in information and computer relatedfields. They have anended schooling in ba­sic and advance branch courses and com­pleted Combined Arms Services Staff andCommand and General Staff schools.

Officers selected imo tile AmlY AcquisitionCorps are branch qualified and have hcld po­sitions as platoon leader, company com­mander, and battalion and brigade levelstaffs. They have not been in techo logy ori­ented staff positions in their formativeyears. They are only selected for the Acqui­sition Corps if they have first exhibited pro­moLion potential in their ba ic branch.

Professional Army OfficersCombat Arms lead the way! Surprisingly,

in light of the lack of computer/automationofficers in the computer intensive weapon

IntroductionForce XXI, digitization, horizontal tech­

nology, simulation, virtual reality, and dis­tributed networks are terms that are spokenmore and more often. These concepts areplaying a key role in haping the future ofour force structure and how we do business.The movement to an information dependentenvironment is a necessity to ensure our abil­ity to quickly deploy and mass decisive forceswhen required in our current and foresee­able fiscaUj' constrained reality. How doesone grasp and deal with such a r.lpidly chang­ing scenario? How does one prepare to moveinto the 21st century? Where do we go fromhere? The answer must include exploitingthe talents available in a 53.

This article is the first of a two-pan erieabout Functional Area 53, systems automa·tion, officers. This initial segment discu seswhat FA 53s are. The second part will dis­cuss how the e ArmyautoIllJltors should beused within an organization and what theycan contribute.

The Army currently has more than 2,000officers who are designated with FunctionalArea 53. These Army automators are brokeninto three basic categories: AcquisitionCorps-39l; ingle track-79; and dualtrack-I 556. Acquisition Corps officersmaintain their branch affiliation yet havebeen developed as acquisition professionalsbringing computer expertise into the ac­quisition environment to address technicalissues affecting future systems.

Single track officers provide technical ex­pertise in management, education, and op­erational environments throughout theArmy. Dual track officers represent officerswho can provide significant technical com­puter expertise to the operational Army andcan act to integrate computer litemcy withintheir own branches. TIle focu of this ani­cle is primarily on Acquisition Corps FA 53officers and mjssions.

TIle need to exploit the capabilities of tI1iscohon of officers was highlighted by theFY96 MAPL Review Board. TIus review re­vealed a significant lack of computer (Func­tional Area 53) expertise in the materiel de­velopment of computer intensive weaponsystems. Analysis of these results show tilatour current force structure is not posturedto address infomlation warfare and digitiza­tion acquisition (research, development,manufacturing, and procurement) issue aswe strive to effectively realize Force XXI'sinformation dependent vision for the futurebattlefield.

July-August 1995 Army RD&A 29

Computer Curfleulum

ConclusionPerhaps the greatest strength brought 10

the table by many AAC 53 officers is one ofa total system perspective. Coupled with ba­sic branch qualifications, dley possess knowl­edge a.cro multiple areas to address re­quirements, design, development, and inte­gration issues a.s they relate to software, datacommunications, and computer system ar­chitectures. This becomes critical as me mil­itary contract out a growing percentage ofdeVelopmental efforts. These officers providethe c.1pability to draft requirements, evalu­ate proposals, and upervise inlplementationnf complex systems.

As we advance in an information age anda distributed war fighting environment wewill face a multitude ofchallenges. The rapiddisrribution of information, development ofsynthetiC environments, and integration ofexi ting commerci.1.ltechnologies and prac­tices is essential. To meet these challengeswe need to leverage nur inherent abilities 10mitigate the risks we face in the future andensure success.

July-August 1995

LTCEARL D. RASMUSSEN is a Sig­nal Corps Army acquisition officerand the Army Acquisition CorpsFunctional Area 53 proponencyofficer in the Office of the A sistantSecretary ofthe Army (Research, De­velopment, and Acquisition). Heholds a B. . degreefrom the Us. Mil­itary Academy, and an M.S. degreein computer science from the Uni­versity of IlIinot, Urbana-Cham­paign. He is a licensedprofessionalengineer in electrical engineer-ing.

AnificiaJ II1lCIJi,cnce """....... Th«><y Numerical A.na1yw

CQCDbill<'c.oria: Oatabuc De&izn Opcntinc Sy.cans

Complier Deaie:n DIU! Stnleturcl Q,Jcu1n.c "Theory

Computer An:hitecture DjJihil.t..oeic Probability and Slatililia

CooJP\Uet Ci[QlilS ot.:rde MatbClUlics Simulation and Moddiq;

Computa LanguaXCJ Diaributed Sym-au: Software Enainte:rina(Ada, C, p..~. f'Ortran. Stnlll....lk, LISP,"oj

Computet' Nelworu Gl':Iphics Swilch.i~ Theory

Technical Competency andExperience

FA 53 encompa.s es discipline that panthe breadth of d,e infonuadon teclmologyfield_ Software, computer circuits, data com­munications, robotics, sinlUlation, artificial in­telligence, information sy terns, and tech­nology transition are ju I a few of d,e area.sin which 53 officers have developed anddemonstrated expertise. In addition to op­erational basic branch skills, they possesshOUl U,e edu ational and experience quill­ficatiolls 10 resolve and manage these tech­nological chaUenges.

Following formal graduate level education,each officer is typicaUy sent to a develop­mental a ignment. These assignments in­clude filCulry positions at one of the Sen'iceacademies or graduate schools, research orsystem developmenl positions, system en­gineer positions, technical advisors, and proj­ect management. Officers, utilizing theirArm)' background, work in a variety of areasin computers and information lechnology,gaining real-world expertise and reinforcinggraduate schooling. These areas include soft­ware development, compuler network anal)'­i and design, artiIicial intelligence, simula-

tion, computer s)'stem architectures, and sys­tems integration. The idebar article abovedescribes duties that a 53 may perform de­pending on the requirements of a given job.

Acquisition ProfessionalsIn addition to having specialized technic,u

and proven management kills, Army Ac­quisition Corps Functional Area 53 officersare acquisition professional with uccessiveacquisition assignment. Assignments andhands-on experience typically are in prngran>management, development, as technical ad­visors for contracting teams, or in testing,and education. Officers are involved in aU ar­eas of system acquisition from concept de­velopment and requirements analysis to sys­rem testing, fielding, and maintenance. Theyare graduates of the same Defense ysremsManagement CoUege Program ManagementCourse a.s FA 51 and FA 97 acquisition offi­cers, ~U1d have attended courses in materielacquisition management, procurementstrategies, sy tems engineering, softwaremanagement, and quality assurance.

Systems auLomation encompasse awide variety of information technologyfunction and require the system au­tOmation officer to be knowledgeable ofa myriad of activities_ These duty de­sCriptions are drawn from AR 611-101:

• Conducts analysis, research, de ign,and development for future systems.

• Design, develop, document-, en­gineers, tests, accepts, quality assures, im­plements, and modi.fies software,firmware, and daL'I base systems LO sup­POrt funclional mission and sustainingbase requirements_

• De ign interface to accommodatevarious data communications protocols,and distributed processing, and net­worked systems.

• Plans, engineers and in tails com­puter-coffilllunications networks.

• Develops objectives, plans, and pro­cedures for testing and evaluating effi­ciency of computer sl'stems processes.

• Tran laLes compuler system oper­ational concepts, requirements. archi­tecture , and design into detailed engi­neering specification and criteria for ac­quisition and insmllation ofsoftware andfinllware for weapons, corruuand andcomrol, and management informationsystems.

• Manage and participate in all as­pects of sy terns acquisition: conception,research, developmcnt, and acquisitionof sy tem automation materiel for theArmy, from requirements fonnulationUlrougll disposal.

• Maintains awarene of advances inemerging computer systems technolo­gies and evaluates and asse ses compet­ing tedulOlogiCaI approache whichmal' affect pre en! or projected systemrequirement .

as meol")' ba cd courses addressing aU fourareas. Typical courses taken, and me asso­ciated research, in a computer based degreeare Listed in the table above. The key is ap­plying this education and training to t'tUlC­tional area problems. A 53, systems au­tommion officer, is uniquely qualified to dothis based on basic branch qualification cou­pled with the computer automation and in­formation systems skills they have acquired.Applying an engineering mought process i.nthe problem identification, analysis, design,development, and system integration is crit­ical to uccess in this highly technical andrapidly evolVing field.

Systems AutomationOfficer Duties

30 AmlyRD&A

From Industry.COMMERCIAL

OFF-THE-SHELFSOFTWARE

ISSUESBy Arthur I. Hersh

President and Chief Executive OfficerSoftware Productivity Consortium

This al·ticle describes some oj the key issues and "lessonsteamed" in commel'cial offthe-shelf (COTS) software acquisi­tion and management, identified during the SoJtware Pro­ductivity COllSortium's second annual E;>:ecutive Round Table,'Putting COTS Software to Work, » held lastJail. These o"ilicalissues were identified by senior executivesJrom a varlety ojdeJense contractors, and should be oj interest to Anny RD&Areaders. Brlefly summarized, these "key issues" indicate that,while COTS software can be successJully implemented withinsystetJlS and software developmentprograms, there are mcmylessonsyet to be /earned-in illduSl'ly and government-aboutthe truepayOffs (and perlls) ojCOTS softwar'e impletnentaliOllS.

The Situation and Mission"We will use commenial offtbe-shelf software as much as

possible ... we will depend on the marketplace Jor life ~Jlcle

maintenance and support "-The HOllOrable Emmett PaigeJr.,

Assistant Secretary ofDefenseFor Command, Contro~COIJIJJlltJIicattons and Intelligence

Pressure is increasing on government organizations and the De­fense contra.cting community to deploy COTS software in Defensesystems. As was confirmed during the consortium's ExecutiveRound Table presentations, the use of COTS software can pro­vide significant benefits in reduced development and maintenancecosts and inlproved product portability and enhancement.

With these payoffs, however, come perils. To what extent doCOT software vendors undersmnd the rigors of the real-time sys­tems envirOl1fDem, and to what extent do their products supportsuch applications? To what extent do COT software productsincorporate proven software engineering processes, or supportAda implemenmtions?

7 Key Issues in COTS SoftwareThe follOWing were the key issues identified during the ex­

ecutive presentations of the Round Table:• What is "off-tbe-sheLf' software? (COTS? MeaTS? NDI?

GCOTS?). Significant differences exist between commercial off­the-shelf (COT ), modified COTS (MCOTS), nOI1-<1 velopmcotitems (NDI), and government COTS (GeOTS). All are different,and all must be treated differently by both government customers

The Software Productivity ConsortiumThe SOftware Productivity Consortium prOVides its indus­

trial members and government, academic, and non-profit af­filiate with the proce es, methods, tools, training and sup­port ervices needed to successfully develop software-inten­sive systems. everal Army organizations are consoniumgovernment affiliates, including the U.. Anny Researcll Laband the Anny Information ystems Software Development cen­ters in Washington, DC and Fort Lee, VA. Affiliation is opento all interC!>'ted government organization .

Other govemmem affiliates include the Centra1lntelligenceAgency Office of Information Technology; the Defense In­formation ystems AgenC)' Center for Software; The DefenseMapping Agency ystems Center; the Naval Information ys­tems Management Center; the Oklahoma City Air Logistics cen­ter: Rome Lab ; Office of the Deputy Assistant Secretary ofthe Air Force for Commwtications, Computers and uppor!

July-August 1995

Systems; and the Air Force oftware Technology SupportCenter.

lndu trial member companies include Aerojet, BOM, Boe­ing, CACI, Computing Devic lnteroati naI, GDE terns lnc,Lockheed Martin, Logicon, Nonhrop Grumman, Rockwell,United Technologies, Vitro, BTG, DUAL Jnc., EER System, In­termetrics, PRB Associates, SEMA Inc., and Space ApplicationsCorp.

Acad mic and other affiliates include software and infor­mation science organiL'Itions at Draper Lab, Drexel niver­sity, George Mason University, Johns Hopkins University Ap­plied Physics Lab, National Electronics Manufa lUring Tech­nology Consortium, oftware Valley, the UniverSity ofMaryland, and the University of Southern California.

For infonnatiol1 regarding the consortium' affiliate program,contact Randy Scott at (703) 7 2-7202.

Anny RD&A 31

and the contracting company. Who owns off-the-shelf software,once it is modified and used in a new system? While it seemsthat our focus should appropriately be all off-the-shelf software,doesn't that magnify our management challenges?

• COTS Applicabilityfor Real-Time Systems. While COTS soft­ware offers much promise in reducing costs in systems devel­opment and maintenance, its suitability for use in customized (andoften mission-eritical) systems is hardly guaranteed. For the COTSvendor, as one consortium member company executive put it,a "system crash is not presumed to be fatal."

• Business Relationships. COTS vendors will support theirlargest markets-commerciaJ businesses and consumers. 00 gov­ernment software development organizations enjoy enough "mar­ket leverage" with COTS vendors to ensure adequate support?

Successful relationships (addressing both business and tech­nical conceros) with COTS software suppliers are paramount tosuccessful use of COTS tools. Pay particular attention to supportcontracts (who provides support? Bug-fixing procedures?, Over­time?, Support provided at your Site?, Extent of documentationand training available?), and licensing procedures (establish li­censing arrangements before embedding COTS software).

Ucensing COTS software "by workstation" or "by user" canbe co tly; support contracts are often vague; COT vendors dif­fer greatly in range ofservices/support available. Will source codepurchases be required? Or is source code considered proprietary?

Beware of dependency on the vendor for bug fixes (or, "prod­uct enhancements") that are often not available until tlle nenversion of product-which is often delayed, if it delivers at all.

• Life-cyde Costs. No one has yet evaluated the true life cyclecosts of large systems USing COTS software packages. While itseems that the bottom line should be lower costs to the gov­ernment for sy tems using COTS tecl1nology, no definitive stud­ies have yet been concluded which might confirm cost reduc­tions. Yes, initial software acquisition costs may be lower-butwhat of longer-term costs from necessary modifications, solvingintegration and test problems, and ensuring ongoing maintenancesupport?

Particularly in its initial implementations, with high leamingcurves, using COTS software may actually cost more than cus­tom-developed oftware-while introdUcing many new risks intothe development life cycle and system functionality.

What is the life expectancy of your system? Consortium mem­ber companies often develop systems with life spans of 15 to 20years. What are the life expectancies of most COTS tools? Or ofthe vendors who develop them?

• Documentation, Acceptance, and Maintenance. Key Issues:Quality of avaiJable documentation and training; ownership andresponsibility during acceptance and maintenance; is " oftwarein escrow" necessary? Version updates can wreak havoc on de­velopment schedules, system functionality, and Long-term main­tenance. Vendor support usually covers only the current versionof the tool (Version N) and the one preceding it (Version N-l),with new versions often arriving every 18 months. Are you "onyour own" if your system is built in Version -2? Will you (oryour contractor) then take on maintenance of the COTS softwarein your systems?

ew COTS software versions and upgrades also may not havethe same functionality as earlier versions, and may even requirehardware upgrades to operate as designed-posing significantrisks to schedules, budgets, and systems performance, even inthose cases where implementations of such upgrades are feasi­ble. Given the tendency of commercial software delivery sched­ules to slip, avoid planning development activities or deliverablesaround announced COTS software ship dates.

Modifications will almost certainly be required to apply COTStools in Defense sysiems; no COTS software tool will meet all

32 ArmyRD&A

While it seems thatthe bottom line should belower costs to the governmentfor systems usingcommercial off-the-shelftechnology,no definitive studieshave yet been concludedwhich might confirmcost reductions.

system requirements. Ensure the willingness and ability of thevendor to assist in any modifications (can they meet your sched­ules, with adequate resources? Are their development practicessuitable for test and verification?). Who owns (and has to main­tain) the modified product?

Do your COTS tools support the levels of verification, valida­tion, and configuration management your program demands? Isyour COTS software extensible and taDorable? How easily?

• Integratt01l and Performance_ This is a critical issue whenusing COTS software with existing or cnstomiZed software; it isexacerbated when more than one COTS application is being usedin a system. Disparate version upgrades among COTS vendorscan have a persistent and negative inlpacl on system develop­ment and long-term maintenance.

Plan on conducting your own, extensive and intensive per­formance evaluations of the COTS tool in question (don't relyon product demos controlled by the vendor); analyze the tool'sability to support existing/emerging processes and methods forsystems and software engineering.

Plan for contingencies that consume extra time. Don't un­derestimate the time required for system integration and testingwhen using COTS software. Configuration management and ver­sion control procedures of vendor may not be adequate; prod­uct update c.hedules are rarely adhered to in the commercialsoftware industry.

• Impact of Lower-Tier Suppliers. Maintenance and supportfor COTS tools is often provided by third-party, lower-tier sup­pliers, which can often be small, "Mom and Pop" operations.Know these lower-tier suppliers as you know your primary ven­dors; determine, as one consortium member said, "whether theirfront door opens in and out, or up and down."

Closing ThoughtIn short, there are many significant issues facing those of us

who are seeking to implement COTS software into our systemsand software development programs. One executive from a con­sortium member company may have put it best by saying:"REMEMB~ You are probably the ultimate beta-test site for aproduct that was just good enough to ship to relatively unso­phisticated users."

Note: The Defense Science Board issued a report inJune J994entitled "AcqUiring Defense Software Commercially, • makingrecommendations "egardtng DOD softwarepractices, programmanagement, personnel, use of COTS software, software ac­qUisition, architectures, and the software technology base. Fora copy of this report, call the Defense Science Board at (703)695-4157.

July-AI/gust 1995

A SYNTHETICSCENE

GENERATIONPROCESS

FORSMART

WEAPONSBy Dr. James P. Welshand Dr. Lewis E. Link

BackgroundThe varJety and dynamics of operating en­

vironments are two of the more challengingaspects of developing and testing smartweapons systems. Non-target features in thefield of view of a sensor can often resembletargets, thus causing false alarms. At times,the scene can be so complex that targets arenot detectable. Future systems are being de­signed to autonomously detect and identifypeciJic targets within a field of view. Dis­

crimination of targets from non-targets is nec-essary for delivery of a warhead. For somelocations and weather conditions they sim·ply cannot do this job consistently with cur­rent capabilities.

Reflection and emission from surface fea·tures, as detected by a sensor system, canvary dramatically; not only spatially, e.g.,from one geographic region to another(mountains to deserts) but also with time.The weather can change (often very quic.ldy)the signal from surface features detected bya sensing system. For example, a rain storm,through wetting the surface, changes the vi­sual, thermal and microwave properties. Dryvegetation will become quite warm in sun­shine, causing "hOI" features on thermal in-

July-August 1995

feared (IR) imagery. These often can look liketargets to sensor systems. Rain can cool veg·etation and produce lnw contrast back­ground conditions in which most targetswould be easily detected. A sudden drop intemperature can change a wet snow packinto a dry snow pack and simultaneouslychange an area from a low to a high back·scatter millimeter wave signaulre.

Dynamics are dearly important consider·ations for de ign and evaluation ofsmart sen­sor systems that must perform in a widerange of operating conditions. They are alsocritical to testing, both to understand the ob­served performance of systems and to quan­titatively compare the performance of com·peting systems that may have been tested Ufr

der different environmental conditions.Authoritative portrayal of the dynamic op­erating environment is a necessary capabil­ity for distributed interactive simulation; infact, it is essential for the full exploitation ofthis concept. 11 is impracrical to coUectenough environmental data to adequatelyrepresent the range and variety of featuresand conditions that mart weapons will en­counter, nor to mention ti,e data necessaryto cover the numerous sensor types that are

Authoritative portrayalof the dynamicoperatingenvironmentis a necessarycapabilityfor distributedinteractivesimulation;in fact,it is essentialfor the fullexploitationof this concept.

ArmyRD&A 33

SWOE PROCESS COMPONENTSFIELD - MODEL - THERMAL - RADIANCE - RENDER ~ACTIVITIES - INPUT - MODEL - MODEL -

C - EXl'EIlIMENTAL D f-wumEit M ... SOIL/SNOW M - BACI<GI\OUND P r- BACKGI\OUND0 DESIGN A 0 0 R

L I\ANDOMT I- ELEVATION D r- VEGETATION D I- NATUI\AL 0 r- NATUI\AL

A E E FEATUIlES C FEATUIlESL f- ~AMPLING B f- ~~g-PEI\T1ES L I- TUES L E MANMADEe MANMADE

D t- FEATUIlES~ r-COLLECTION

A S I- TAI\GETS S r- FEATUIlESS

I- ~~~mw: UI METHODS E I- WATEI\ r- TAI\GETS R "'TAI\GETS

o f-QUALlfV S NATUIlAL ... CLOUD ... CLOUD E-FEATUIlE SN CONTI\OL PI\OPEI\T!ES

... CALIBIlATION ... ~:~~gTIESHigh Fidelity

~Synthetic Scene

Figure 1.Smart Weapons Operability Enhancement Process Components.

The Smart WeaponsOperability

EnhancementProgram has

assembleda physics-basedscene modeling

capabilitythat represents a

significant steptoward a credibleability to simulate

the complexand dynamic

operationalenvironment

for smartweapon system

applications.

34 AnllY RD&A

planned for use in these systems. One solu­tion (to help fill in gaps) is to use numericalmodeling to generate scenes as they wouldappear to pecific smart weapon enSOr sys­tenlS under a wide variety of environmentalconditions.

Scene ModelingThe Smart Weapon Operability En­

hancement (SWOE) Program has assembleda phy ics-based scene modeling capabilitythat represents a significant step toward acredible ability to simulate the complex anddynamic operdtional environment for sma.rtweapon system appHcations. While thisprocess can not mImic "U conditions or fea­ntres in surrogate battlefield scenes, it js pos­Sibly the most sophisticated c.'lpabiljry yetavailable. The SWOE Program is wrapping upa three-year validation effort funded by theOffice of the secretary of Defense (OSD),deputy director, Air and Space Programs, De­fense Test and Evaluation, Acquisition :LOdTechnology. A team compti ed of 15 Army,Navy, Marine Corps, and Air Force labora­tories, and the National Aeronautics :LOdSpace Administrdtion (NA A), the AdvancedRese'trch Projects Agency (ARPA), five uni­versitie and two contractors have partneredin this effort. The scene modeling packageis part of the SWOE process which i an it­erative, end-t<>-cnd battlefield environmentscene generation capability thar incorporatesexperimental deSign, random sampling pro­cedures, daL1 coUection methods (includingquality controL and caHbration), phy ics for­mulations modeling package, and a sratisti-

---- -- -----

cal inference approach to validation. Datacollected from field activities or from exist­ing sources, such as climatological databasesand the Defense Mapping Agency COMA) el­evation, can be used to initialize the model­ing package. TIle scene generation capabi!­it)' produces images that simulate a broad("dOge ofsurrogate battlefield conditions. Thecomponents of the SWOE process are illus­trared in Figure 1.

The basic model inputs are: elevation, sur­face features, material properties, and me­teorological conditions (for a time sequence)for the area of inrerest, soils and vegetationproperties, including fundamental descrip­tors for some features such as trees or shrubs,specified in three dinlensiollS. This static ter·rain infomution is coupled with weatherdaL, to supply inputs ro the models. Thermalmodels predict temperature histories foreach specific feature and condition, pro­ducing, in essence, a temperature map forthe scene. Radiance models are u ed to in­clude tbe impact of the atrno phere andcloud cover, for any sensor field ofview, andthe three-dimen ional aspects of the topo­graphic surface and distributed features. Theresult is rend red as an image (part of thegenerated scene) that represents how thescene would appear at the aperture of a spe­cific thermal infrared sensor for the conditionsmodeled in the field of view of the ensor.

Thi model package produces a high fi­delity representation of realiry, as shown inFigure 2, a comparison of a measured andsynthetiC IR scene at Grayling, MI. TIle scenedemonstrates the flexibility and versatility of

July-August 1995

the model package. TIle physics formulationsand 1/2 meter spatial resoLution of the inputterrain data (elevation, etc.) and tile possi­bility of t1Sing highly detailed weather dataallow qttantitative representation of complexscenes, pOSSibLy the most soplti ticated rep­resentation available to date, The tradeoff ithe level of detail and sophistication neededfor the particular application versu tile costand time required to provide the inputs rothe model and dIe computational tinle togenerate the 'cenes, Since this model pack­age is physics based, it is possible to use anypractical spatial or tinle resolution infomu­tion required for a given application.

The power of the SWOE scene generationapproach is considerahle. Jt c,m be used to:exerciSe and evaluate system design ; planand structure field test activities; quantita­tively evaluate the performance of systemsfor a broad range of combat·pertinent can·ditions specific to planned mission scenar­ios; evaluate the effectiveness of counter­measures; define which factors are reaUydriving system performance; and te> inter­polate and extrapolate system performancefor a greater variety of conditions than prdC­tical or affordable with full scale develop­mental or operational field test activities. Per­formance criteria Can be quantitatively eval·uated for "what if" and "trade off' decisionsfor scenarios to select the best weapon sys-

terns for a global variety of battlefields. TIleSWOE prace' prOVides a tool for decisionmakers at many levels. SWOE leverages ad­vances in computer graphics by providinghigh-fidelity banlefield environmem simuJa­tion to cnhance realism in training.

ValidationA modeling process is useless to a decision

maker unJess dlere is CODVinCing evidencethat the products are reprcsentative of thereal situation for which they are the intendedsurrogate. To quantitatively evaluate the ca­pabilities of dIe SWOE scene gener-dtion ca­pability, a comprehensive data set was col­lected during three field activities, two atGrayling, MI (Sep. 15 - OCI 25, 1992, andMarch 4· April 15, 1994) and one at Yuma,AZ (March 15 -April 30, 1993). TIle field datacoUection efforts used nmdom samplingplans to ensure unbi,1sed data for a broadrange of environmental conditions. Sea­sonal transition periods were chosen, on thebasis of climatology, to increase the range ofenvironmental condition measured, DatacoUectcd includes: environmental condi­tions, physical properties of features, tem­peratures, etc., and airborne and groundbased IR and millimeter waveband images.The data et used for validation have beenplaced on four compact disks (CD ROMs).Approximately 350 gigabytes of the total data

collected (more than 1.4 terrabytes) is beingplaced On CD ROMs to facilitate distributionand use.

1l1.is validation approach uses statistical in­ference methods to evaluate a hierarchy ofstratified comparisons of measured andmodeled data ets. The primary measure ofcomparison used is the chi-squared goodnessof fit test (ptess, et ai, 1986). 1l1.i hypothe­sis testing procedure compares the distri­butions of radiance values for COrre pondingareas of interest from the synthetic and mea­sured images. This approach as ume thatthe measured and synthetic inlage were ran·domly sanlpled from the same population.A total of 173,724 IR inlages wete collected,based on random sampling, during the fieldtrials. A total of 288 Sj'llthetic images weregenerated, based on a random sub-sample ofUle measured data set and compared to theirmeasured counterparts for validation of theprocess.

The highest level of comparison was foraggregates of the inlage data sets. TIICSC com­parisons showed that, at the aggregate level,the synmetic scenes are statistically similarto the me;\sured scenes or can be said to be.sampled from the same populations. TIuswould imply tllat an analysis done with a setof synthetic images would be tepresentativeof the results from an analysis using a a com­parable measured inlage data set.

Measured Synthetic

Weather Conditions: Intermittent, light snowPressure: 961 mb Air Temperature: • 5.1 • CRelative Humidity: 67% Visibility: 46 kmGround covered with snow and ice

Figure 2.Smart Weapons Operability Enhancement comparison, Grayling 11, 1300 hours, March 15, 1994 infrared (8-12microns).

JlIly-AlIgust 1995 Army RD&A 35

July-August 1995

ages. The combination of these capabilitieswould provide a dual mode system analysiscapability important to many developingsystems.

DR. JAMES P WELSH is joint testdirector of the Smart Weapons Op­erability Enhancement (SWOE)joint Test and Evaluation (JT&E)Program reporting to the Office ofthe Secretary ofDefense for Acqui­sition. Welsh holds a BA. in geology,an M.S. in geochemistry, and aPhD. in geophysics.

DR. LEWIS E. LiNK is director ofthe U.S. Am~y Cold Regions Researchand Engineering Laboratory, Han­over, NI He holds a B.S. in geolog­ica/ engineering, and M.S. andPhD. degrees in civil engineering.

All FeaturesRear

Figure 3.

Boxes

Features

the scene generation process for individualfeatures and conditions. Till is both a gageof the current applicability of the SWOEprocess and an identification of the specificareas where the models may be improved.The random sampling methodology/statis­tical inference approach allows this tohappen.

Conclusion-n,e SWOE scene generation proce s has

produced a variety of validated scenes,judged by statistical inference and applica·tion of an ATR algorithm, for a range of sur­rogate battlefield environmental con<litions.Random sampling procedures lead to unbi­ased samples, as well as, efficient and ef·fective allocation of resources for conductof field test activities. A statistical infetenceapproach to validation provides a tool for de­cision makers. TI,e SWOE Sene genemtioncapability can be an asset for quantitati eevaluation of system performance alterna­tives for a world·, ide variety of combat­peninem environmental condition . A vari·ety of synrhetic scenes can be produced atrelatively low cost. The SWOE modeling ca­pability represents a significant ·tep forwardin the quest to realistically model ti,e com­plex environment for a wide variety of ap­plications. 'ntis article ha described an ef­fort to model, simulate, and validate (hennalm ignarures of surrogate battlefield envi­ronments. A companion effort (not at thesame level of maturity) is in progress to gen­erate synthetic miUimeter wave ignature inl-

Nose

rn 800

a>L-:J.....roa> 600

Ll.. • Synthetic'-0

1m MeasuredL-a> 400.0E:JZ

200

IATR Feature Comparison for Grayling II Images I

o

1000 ,--------------------------,

Wheels

A functional approach to validation wasalso used. An aided target recognition (ATR)algorithm was exercised on SWOE images todetermine the number of false alann fe-druresfound in comparabl pairs of synthetic andmeasured images. ATR algorithms that weredesigned to recognize features of a missilelauncher were used. An 8- to 12·micronwaveband IR image of a target vehicle wasused to demonstrate that the algorithmscould find the appropriate features. The tar­get image wa collected dUring the Grayling1SWOE]T&E field activity by the ARPA martWeapons Evaluation Program. Figure 3shows the number of ATR features, by cat­egory, found in the 48 IR image pairs forGmyliog ll. TI,ere were no targets present inthese 48 IR inlage pairs. Fewer (7.5 percent)features were found in the synthetic image .

Two major points from tltis comparisonare nOlewonhy. First, the difference .in thetOl:.l.I number of target-like features found wasonly 7.; percent. econd, there were a largenumber of "target-like features found on botbthe synthetic ,md measured images, an in­dication of the severity of the false alarmproblem when a sensor is tasked to au­tonomously make a complicated analysis onmeasured and synthetic images. The SWOEprocess can generate images for a muchbroader mnge of envrronmental con<litionsthan is practical from field collection of mea­sured images.

Analyses are continuing to compare indi­vidual inlages and components of images tobetter understand the current capability of

36 ArmyRD&A

Braking is a basic element of all automo­tive testing. Because of its correlation withsafety, comprehensive testing and evaluationofvehicle braking systems is essential to en­sure effectiveness and dependability underall conditions. The principal factors in theevaluation of vehicle braking systems aresmpping and holding ability, vehicle controlduring brake applications, and componentwear under various conditions.

Quality brake testing involves repeatablete ts on both level roads and on mountainhighways that have long grades requiringmany brake applications. U.S. Route 30, inWe tern Pennsylvania, has been the auto­motive standard for mountain testing formore than 50 years. Within the automotiveindustry, this 25-mile section of U.S. Route30 in the Laurel Mountain area is benerknown as Jennerstown.

Jennerstowo brake testing began in 1939because Route 30 offered ideal conditions forroad testing of automotive brakes and brakematerials. After a half century and hundredsof thou ands of miles of testiog. the slopesof the Allegheny Mountains are still consid­ered the best location in the country for gath­ering data to detemune brake perfom",nce.Many well-known names in the automotiveand brake manufacturing industries use theJennerstown area for their brake testing:Ford, General Motors, BendiX, and Ferodajust to name a few. The U.S. Army CombatSystems Test Activity (CSTA), located at Ab­erdeen Proving Ground, MD, has been con­ducting mountain brake testing at Jenners­mwn since the 1950s.

There are several steps to complete beforea vehicle can begin atJennerstown. First, ini·tial measurements nf the brake components

July-August 1995

MOUNTAINHIGHWAY

BRAKETESTING

By CPT Philip Schoenigand Robert McHugh

are recorded. Concurrently, calibrated testinstrumentation is instaIled to the brakes andthe vehicle. Thermocouples are embeddedin the friction material of the brake shoes tomeasure the temperarure of the brakes. TI,evehicle is equipped with either a bicycle type

or non-comact optical type fifth wheel tomeasure road speed and smpping distance.The cab of the vehicle is then equipped tocollect and record brake test data. TIlls in­cludes air pressure transducers or pressuregauges, decelerometer, pedal effort gauge,brake application counter, and a brake lin­ing temperarure indicating selector SWitch.This instrumentation is connected (0 an 00­

board 386 computer, using DAS 1000 soft­ware, to process and record the infomlationrequired for real lime data acquisition.

Once the instrumentation has been in­stalled, brake burnish.ing must be COn­ducted before departing to Jennerstown. TI,estandard for brake burnishing specifies thatat least 80 percent of the friction material sur·face must be in contact with the swept areaof the rotating brake member. To meet thisrequirement, the vehicle makes approxi­mately 400 brake snubs at various brake tem­peratures from 200 F to 475 F. Upon com­pletion of th.e brake snubs, the vehicle isready for] ennerslOwn.

The mountain highway test is conductedin several cycles. First, an initial effectivenesstest is conducted. topping distances are ob­t:tined from speeds of 20 and 40 miles perhaUL Data On road speed, stopping distance,deceleration rate, input pressure, wheel lock­up and vehicle slew are collected. All stopsare performed with brake lining tempera­tures below 2;0 F. The initial effectivenesstest is conducted on a level, hard surfaced

The principalfactorsin theevaluationof vehiclebrakingsystemsare stoppingand holdingability,vehiclecontrolduringbrakeapplications,and componentwearundervariousconditions.

AnnyRD&A 37

luly-August 1995

36

­cI...c::>2..E"...

J228

Conclusion'n,e u.s. Army Combat Systems Test Ac­

tivity is d,e AmlY'S primary automotivetester. It was designated the primary De­partment of Defense land combat test facil­ity by the Test and Evaluation Reliance In­vestment Board. Brake testing (safety, per-

If problems develop during testing, suchas excessive stopping distances, excessivewear, cracking, chunking of the brake licingor brake table defotOlation, the incident isinvestigated and reported in a test incidentreport. This report goes to the program man­ag r, contractor, evaluator and otber orga­nizations involved ill testing the vehicle. Test­ing will continue only wben the problem iscorrected. After eacb cycle, the data is com­piled and compared witb the initial baselinedata. When the te t engineer returns to Ab­erdeen Proving Ground, the ct..ta is reduced,analy-~ed and reviewed for technical ade­quacy and incorporated into a final repon.

erO" Country Cyc;le ror Vtilk:~5 over 12.000 Ib.. GVW

Cross Country Cyde For Vehkle.s up to 12,000 Ibs GVW.. ""'-.

Distance· Miles

Figure 1.

___SI.,,+------------------.,.,I

ot--StoP...----------------....

Mountain Brake Test CourseJennerstown, PA

u. S. Route 30

I

........ stan..----------------...'-_

guidelines. A field engineer continuouslymorutors pedal effort pres ure and braketemperatures to ensure safe operations dur­ing the test.

As in aU CSTA testing, safety is the primaryconcern. By monitoring real time data, thefield engineer can immediately stop the testand take corrective actions if any irregular­ities are detected. After each cross<ountryrun, the brakes are aUowed to cool to below100 F. After completion of the fourth cross­country run, another effectiveness te t andbrake fade test is conducted. AdilitionallJ', af­ter eacb cycle of four round trip , d,e brakesystem is disassembled. Mechanics and en­gineers inspect the brake system compo­nents and measure the thickness of the brakeshoe linings. The brake system is then re­assembled and tbe brakes readjusted beforethe vehicle initiates the next cycle. At leastthree complete cycle are conducted. Addi­tional cycles may be added depending on U,especific requirements for me vehicle.

---1~~Start

3400

3200

3000

2600

-Q)2600Q)

u..

4i 2_>Q)oJl'Il 2200Q)

U)Q) 2000>0..0c( 1800c:0

::=1600l'Il

>Q)

iii ,_1200

1000

0

roadway along Pennsylvania Route 219 in thevicinity of Jennerstown. The vehicle istested at its curb weight and with its ratedpayload.

After conducting the initial effectivenesstest, an initial br.tke fade test is conductedon the east side of Laurel Mountain. Brakefade test cbaracteristics are determined dur­ing repeated brake snubbing applications onthe two-mile, 9-to-ll percent grade. Addi­tionally, a 40 miles per bour full effort stopat the borrom of the grade must also be per­formed. USing tbe requirements specified intables 1 and 2, the data obtained from theinitial effectiveness and fade test is compiledto provide the baseline comparison.

Once the baseline data is established, thehighway mountain cross country cycle canbegin. One cycle consists of four round tripsalong the 2S-mile stretch of Route 30, pro­filed in Figure 1. The driver performs reopeated brake applications during the entirecycle in accordance with established test

38 Anny RD&A

Table 1.Criteria for Brake Stopping Ability Stopping Distances.

VEHICLE GROSS WEIGHT 20 MPH 40 MPH DECELERATION

50,000 or less 30 Feet 14.4 FT per Second

50,000 + 40 Feet 11 FT per Second

Table 2.Snubbing Application Per Vehicle Gross Weights.

18 brake applications from 40 to 20 MPH. One application from 40 to 0 MPH.

30 brake applications from 30 to 25 MPH. One application from 40 to 0 MPH.

25 brake applications from 30 to 25 MPH. One application from 30 to 0 MPH.

An Army vehicle undergoes brake testing in Jennerstown, PA.

July-August 1995

formance, and reliability) comprise a smallportion of the array of automotive testingconducted at CSfA. Striving to improve test­ing, CSTA continues to enhance facilities, in­strumentation, and procedures. rn this light,brake testing innovations utiUzing physicalmodeling of energy inputs are currenLly be­ing investigated. [f proven succe fuJ, futurebrake performance evaluations m;,y be aC­complished using level roadways at signifi­cantly lower costs. Intelligent utilization ofcapabilities inducting traditional fadlities, in­strumentation, advanced engineering con­cepts, and modeling simulations allowsCSTA to provide the highest quality auto­motive testing available. This commitment toquality and the ability to integrate advancedtesting initiatives will ensure the acquisitionof quality vehicles for today's and tomor­row' soldier.

CPT PJDLIP SCHOENIG is a testand evaluation officer at the Com­bat Systems Test Activity, AberdeenProving Ground, MD. He holds aB.S. degree in business fmm Fitch­burg State College and is currentlypursuing his master's degree inmanagement with a concentrationin logistics management fromFlorida Institute of Technology.

ROBERT R. MCHUGH is a me­chanical engineer for the CombatSystems Test Activity, Aberdeen Prov­ing Ground, MD. He holds a B.S.in mechanical engineering fromWidener University.

ArmyRD&A 39

llily-AI/gllst 1995

DiscussionHowever, in today's environment of fund­

ing reductions and primary emphasis beingplaced on ncar term programs, the tech­nology base wllich bas sustained a flexibleresponse for many years and the technologybase from wllich we will dmw in tile 21 stcentury is being severely dinlinished. 111e na­tion's capabiliry to counter the future pro­liferation of a diverse and challenging mis­sile threat continues to decline at an alarm­ing pace. Tbe Army's mi ile defensetechnology base funding has been cut bynearly 60 percent in four years (see accom­panying figure).

What has happened to the USASSDC tech­oology funding budget is typical of manytechoology research and development or­ganizations. The declining missile defense

was responsible for virtually the entire mis­sile defense program, and the research andtechnology base program was fenced fromtile major weapon system acquisition devdopment programs. These pre-1985 technol­ogy identification, evaluation, and feasibilitydemonstrations are the basis for today's tile­ater and national mi ile defense programs.

Severdl key factors enabled these tech­nologie to thrive, induding superb taff ex­pertise, informed continuity of efforts, sys­tematic involvement of the nation' sCientificelite, and a deteffilination to maintain cur­rency witll all technologic-dl innovations thatcould be used for mi sile defense and of­fense. Those factors permitted technologyprogrdDl managers to look beyond tile im­mediate needs of acquisition prograDlS anddevelop responses to the evolving threat inorder to prevent technological surprise bya potential adversary. This capability is cru­cial, given the years required for most tech­nologies to mature to tbe point where: tIleycan be inserted i.nto a we-dpon system. Aprime example is tile hit-ta-kill (body-to-body

• impact) technology which W:1S originallyconceived and initiated in the early 19705 butdid not make it beyond demonstrati.on andvalidation in a major weapon system until the1990s (PAe-3).

FY95

By CPT(P) Scott E. Shifrin

BackgroundThe u.s. Army Space and Strategic Defense

Command (USAS DC) and its predecessorshave established a legacy as ti,e leader in mis­sile defense rescard}, development, and ac­quisition for more than 37 years. From mis­sile systems like ike-Zeus to SAFEGUARD,to today's THAAD (rheater High AltitudeArea Defense) and the ERINT (E."tendedRange Interceptor) mis ile as the intercep­tor for the Patriot Advanced Capabiliry-3(PAC-3) 51' tern, USASSDC has led tile way inproViding technologies to meet tbe missionand threat need of .. missile defense ac­quisition progmms. Prior to 1985, ti,e Am1y

FY94

USASSDC BMD BUDGET(CONSTANT FV 94 DOLLARS)

FY93

1000900800700600500400

300 r--.....;::::::::::~!!!!II20010gl- .--- ..-- ----=l

FY92

THE DEMISEOF MISSILEDEFENSE

TECHNOLOGYIntroduction

The need for additional research and de­velopment of advanced missile defensetechnologies has never been mOre imponaDtthan it is today. Missiles are being prolifer­ated allover the world by many third worldcountries and countries that suppOrt terror­i t activitie . Today's nlis i1es are l.ess ex­pensive, fly faster and farther, and carry in­creased payloads. Ballistic and cruise nlissilesare falling into the hands of many dlird worldcountries through both in-house develop­ment and foreign procurement, leaving ourhomeland and soldiers vulnerable and un­protected from missile atucks in the yearsto come. It is for this reason that we as a na­tion must protect our vital mis i1e defensetechnology base and insure the "seed com"of the future i oUdly planted for use in the21 st century.

40 AmryRD&A

budget is virtuaUy precluding the introduc­tion of new tedmologies into missile defensestrategy_ TIle currem technology strategiesand program thrusts, as well as funding lev­els, do not permit active exploration and de­velopment of new teclmolOgies, resulting ina potentiaUy "brittle" mi ile defense pro­gram in the 21st century. Additionally, thereduction in missile defense tedmology fund­ing is eroding me u.s. industrial base and mecapability to provide a flexible response tothe international proliferation of ntissiles.

The technical expertise gained by tech­nologists, scientists, and engineers tllroughmany years of experience is also decreasing.Individuals wbo now work wim technolo­gies are seeking more lucrative assignmentswim mainstream near-term acquisition pro­gram . Also, early retirement has created avaCUlIln at many senior levels causingYOtUlger, less experienced technologists tofill shorrages. Because of this, a reorg;lIliza­tion is occurring among the personnel in­volved in the nation's technolngy base. This,combined witb me funding sborrage, is caus­Ing the technology base to fracrure_

Just a few of me critical technologie injeopardy of elimination include the devel­opmem of a tactical agile missile, whichwould provide a maneuvering interceptor ca·pable of intercepting highly maneuverableballistic and cruise missile threat targets pro­jected for the 21st Century; adaptive multi­specrrdl sensor technology, which addressesthe chaUenging issues of dlreat identificationand kill assessment; cruise missile defensetechnology development to improve cruisemissile detection and discrirnination; me Sur­veillance Test Bed, which would proVidecomplex and high fidelity integrated sur­veillance models supporting tbeater aJ1C\ na­tional missile defense, and many more. TIleseare just a few examples of technology pro­grams which have been stifled by major re­ductions in funding and the lack of tech·nology experti e. With the current trend oflarger segments of missile defense fundinggoing to major aC<luisition progrnms, moreand more tedmology programs are being ad­ve.rsely affected. TIle missile defense tech­nologies, which the Department of Defen eis currently working, are urgently needed bythe warfigbter and the nation to ensure ad­equate missile defense for the 21st century.

ConclusionThe requirement tn anticipate the courses

of technological development that our ad­versarie ntight invoke has never been morepressing man it is now. Many countries areactively seeking less expensive, less sophis­ticate<! ntissile ystems capable of disrupting

] IIly-AlIgust 1995

and lerroriz.ing .5_ interests. In addition, methreat of technology surprise will continueto increase as formerly less well-<1evelopednation improve their scientilic infrastructureand increase their pool of highly trained per­sonnel. We, as:l nation. cannot afforu to beheld hostage hy a dictator from an nndevel­oped nation Wilh an acquired strategic or tac­tical missile capahility.

It is imperative that me Departmenl of De­fense fence funds strictly for continuing de­velopment and maintaining the missile de­fense technology base and uLiljze the nearlyfour decades of Army experience as its prin­cipal agent. In order to prevent further ero­sion of the current tecl1J1ology hase, guide­lines should be established prOViding clearlines of responsibility as to how technologyfits into the acqlusiliol1 process and who isresponsihle for ensuring emerging tech­nologies are focused on user need based onme potential threat.

Wimout me missile defense technologyprograms that were developed in the 1960sand 1970s, much of what is being incorpo­rated into the current systems would not ex­ist today_ The technologies needed 10 meet

An ERINT missileis fired fromWhite SandsMissile Range, NM,duringdevelopmentaltesting.The technologywas developedin the early1980s bytheU.S. ArmySpace andStrategic DefenseCommandand has sincebeen selectedas the PatriotAdvancedCapability-3missile (PAC-3).

the impending proliferated threat and asso­cialed countenneasures will nol be availablewhen called upon in me future unler a ded·icated advanced technology progmJll is up­ported_ It is incumbent upon us to pro idea robust teclulOlngy base for future a.cquisi­tion programs in order to defend our !1:ltiOIland its interestS, maintaining our role asworld leaders.

CPT(P) SCOTT E. SHlFRl is anai,' defense artiflery officer who en­tered the Army Acqu.isition Co!ps in1991. A 1984 graduate of TexasTech Universily with a BBA. degreel:n management and a 1993 grad­uate ofSouthwest Texas State Uni­versity with an MB.A .. CPT Shifrinis an Army technology integratorforthe U.S_ Army Space and StrategicDefense Command (USASSDC),Huntsville, AI.

Army RD&A 41

SPEAKING OUT

Michele GQodeProcurement AnalystC31 Acquisition CenterU.S. Army Communications­Electronics CommandFort Monmouth, NJ 07703·5008

Jllly-August 1995

On a scale of one 10 10, I would judge thetraining that I have received so far in my ca­reer a nine. I feel very fortunate to be in theAcquisition Center at this point in my career.Since the initiation of the Defense Acquisi­

tion Workforce lmprovement Act and DOD 5000.52M, the acqwsitionworkforce has to have either 24 business credits, or have a B.A. degree.We are encour.lged tilrougbout all levels of management (from the di­rector down) within the Acquisition Center to gel the necessary edu­cation for certification for our current positions and to even further ed­ucation towards a master's degree. TI,ere are several program availableto assist you within the Army.

As an acquisition employee, I am afforded the opportuniry to enrollin the Army Acquisition Tuition Assistance PlOgram (ATAP) which al­lows you to go to coUege and not have to pay any out-of-pocket expensestowards your degree (except books) up front. Thus alleviating any fi·nancial strain which may ltinder you from continuing with yOur coUegeeducation. I was vay pleased to be a part of a unique program here, alCECOM, in association with the local community coUege, which offersbusiness courses during our lunch periods at onr work site. J receivedmy 24 business credits going to coUege during my Lunch period. Thiswas, and till is, extremely important to me, since I am a working wifeand mother, and am aI1le to attend college courses at work during theweek and nOI have to go to coUege at night or on the weekend. Thisleaves time for family and other personal matters on ti,e weekend. I amcurrenUy enroUed in the ATAP Program continuing on with my educationto receive a bachelor's degree in business. Since downsizing, doing morewith less, seems to be tile way of the future, I feel ti,atl am equippingmyself with all the necessa.t)' tools to enhance my business skills in theAcquisition Center.

ne",t faU. This past year has been a cuming point in my life and futureCareer. I would not have been able 10 pursue thi wonderful academicopportunity without ti,e encouragement of my wife and support fromthe Acquisition Education and Training Office (Jim Welsh). ExMSE hasbeen de cribed as the oldest progranl of this type in the nation, and tileonly program to inlentionaUy deal witil a multiplicity of technologies.You cannot preconceive ti,e notion ofwhat ,viU happen in this program.[I is ever changing with technologies. rt has been the finest academicyear of my life.

ArmyRD&A

How Would You Judge the TrainingYou Have Received Thus Far

in Preparation for a Careerif' Army Acquisition?

10 March of 1994, the Army Acqui itionCorps ad"ertised several announcements forlong-term training that might be of interestto Army Acquisition Corps members and theacquisition workforce alike. One of thoseongoing opportunities is a graduate programat the University of Pennsylvania. TI,at program is the executive mas­ter of science in engineering (ExMSE), SChool of Engineering and Ap­plied Science which meets alternate two-day weekend and is de igned10 enable tudents to fully parti ipate in the program while maintain­ing full-time professional positions. ExM E is a two-year graduate, multi­disciplinary program and provides instruction in engineering, mathe·matics, business, and government policy. It is this integration of tech­nological innovation, cast in an atmosphere of bus.iness opportunity, thatmakes the ExMSE Program truly unique. n,e ExM E Program is rigor­ous, and admission standards are high. Applicants are e,,:pected to havea minimum of two years eXperience in areas WiU, a strong technolog­ical component in design, technical services, marketing, sales, researchand development, management or engineering. Students participatingin thiS program average 12 credits in each semester, which has an avoerage length of 12 weeks, three time (tri-semester) per year for twoyears. Although the program schedule has been designed so that ExM Estudents can continue to hold full-time positions, the program is diffi­cult and participants must learn to juggle career, family and school. Stu­dents dedicate a tremendou amount of personal time between eachalternate weekend with homework assignments, team projects and casestudies. FeUow students will agree that they spend at least 50-60 hourson homework and e1ass presentations. Ir becomes a relenUe ,but veryworthwhile, pursuit of academic """,,ceUence. I applied 10 the Univer­sity ofPennsyl"'d11ia ExM EProgram during Ule winter of 1994, was ac­cepted, and began e1asses in the faU. I had been trained in acquisitiOnand contr.lcting and program analysis and had only a brief introductionto suel] areas as engineering, telecommunications, ptoduct design andlogistics. But through this highly synergistic program, I have been af·forded the opportunitie to tep beyond my perceived capabilities andhave been exposed to subject areas previously foreign to me. It has beendifficult at times to cross over into a highly technical academic field,but d,e ExM E Program curriculum provides the tools to succeed. In­structors make themselves available for consultations, group dynamicssessions and TQM. These activities make learning a whole new expe­rience. I am currentiy completing my first year in ti,e University of Penn­sylvania E.'l:MSE Program and U,e e11allenges will, [am ure, continue

Carmen J. StrolloProgram AnalystOffice of the PEO CommunicationSystemsFort Monmouth, J

42

SPEAKING OUTI

ment Program at UAH builds a first class Busine adld Management Pro­gram upon the mathematical and analytical foundation tll3t engineershave already achieved through their formal engineering education andprofe sional experience_ Both ule M.S. and Ph.D. engineering man­agement degree programs offered at me HuntsvilJe campu provide aunique environment where academia, government and industry integrate"real-world' experience with management tlleory. I am leaming howto effectively manage individuals, team , projects, funding, scheduling,productiVity, qualIty and all facets of tecbnical program managementrequired by tile highly innovative and challenging environment ofArmyacquisi lion.

As an example, one of my research projects tltis seme ter, entitled,'Reinventing Government" really opened my eyes. It pOinted out theremarkable parallels between industrics' needs and managementstrategie and ulose of the U.S. government. It would seem that Vice­President Gore's National Peljor1llance Review was trying to imple­ment some level of contemporary management philosophy into ti,eworld's largest business-the .5. govemmelll. I was very familiar withmany of the rC'asons government needed reinventing. My course workhad covered these managemem issues as they applied to U.S. and for­eign businesses. Many commercial entities have experienced problemssimilar to those of the U, . government, and have come to many of thesame conclusions and potential remedies, TI,ese organizations imple­mented madlY of the changes nOw recommended by the ational Per­formance Re\~ew. Fortunately, this provides some empirical data on whatmight be successful, and what to watch out ~ r, as we appll' similar reme·dies to the unique federal situation.

One of the concepts stressed in my courses is that everythin changes.TI,e U.S. is in a global market 3J1d bom government and industry musthave a global perspective and understand me interrelation ofglobal is­sues in order to pro per. We must, tllerefore, be ready, willing, and ableto continuously modify our m3J1agement processes to optimize the ef­ficiency and effectiveness of our operations. If we do not, our com­petitors (government and industrial) will.

Forward thinking management concepts could have an immense im­pact on ti,e Army AcqUisition Program! We must modernize and stream·line to maint,tin our competitive edge just like adly otllcr indUStry or gov­ernmcnt agency. Ho~ ever, our (Army Acquisition) compctitive edgemeans more than just optimizing dollars spent. Our competitive ad·vantage also means the ability to effectively protect our nation, the sol­dier, and our al1Ie , We must acquire tl,e mmagemenr sklIls and knowl­edge to optimize the production of new and innovative technology andweapon sy tern in a limely, cost effective manner.

The new mantra of government and industry is: "do more with les .'We must use whatever productiVity and enhancement tools are avail­able globally. We must be willing to learn from indu try, other gov­ernments and from our own history. Our managmeenr legacy must becarefully reviewed. Management programs, philosophie . and tyles thatare in place now undoubtedly scrved a valuable purpose wben insti­Hlled. However, some mal' now be obsolete and hinder our ability tomove forward swiftly and efficienuy. Army acquisition must be knowl­edgeable enough to know what needs to be chmged, fJe:tible enoughto implement the required changes, willing to learn from our mistakesand able to grow our managemem systems like we have Our techno­logical Ones.

In sunlmary, I have found this training program to be a real conscious­raising and u efuJ knowledge-producing experience. I feel it will in­valuably enhance my performance and porential contribution to AnnyAcquisition. As I continue to learn and grow tllrough this educationalopportunity, I will continuaUy search for better wars to accomplish tasksand find ways to improve the products and service of the traditionalgovernment bureaucracy.

I am currently enrolled in '10 exceUentmaster's progmm in engineering manage­ment theories 3J1d practice at the Univer­itv of Alab3J1la, HuntsvilJe (UAH). Surveys

indicate tllat 80 percent ofall engineers willeventually assume some management re­sponsibilities. Also, studies show mat highlytechnical programs are more likely to succeed when managed by indi­vidual with a strong technical background. TI,e Engineering Manage-

Pamela KnightU.S. Army Space and StrategicDefense CommandHuntsville, AL

I feel my career succe s in the 1102 fieldis directly attributable to the training, pro­vided by both civilian and government sec­ton;, that is made available to the 1102 work­force. I cannot honesuy S.1Y that all Ule courses have been excellent andworthwhile, because some have not, bUl, for ti,e most part, the train·ing that the Anny has specified for ule 1102 series does provide a ba­sic all-around understanding of the acquisition rules, regulations andguidelines and further individual study and on-the-job trdining rei.nforcethat learning_ I bave learned at least one new thing in every class I at­tend and lbat sbould be each student's goal.

Since tbe implementation of ti,e Defense Acquisition Workforce Im­provement Act (DAWIA) of 1990, the availability ofcourses has expandedin an efforr to profes 'ionalize the series, with a concentrated effort be­ing made to insure tI,at Ule courses needed by 1102's for certificationat their particular levels are available.

Anny acqui ition courses are primarily offered at Fort Lee, VA, andWright Patterson AFB, Dayton, OH, with some basic cost and pricingand negotiation technique courses offered by 'Ivy entities. TI,e LevelI courses offer the basic knowledges required to gain an overall un­derstanding of ti,e acquisition proce s witll Level II courses expandingthose initial course concepts. Both levels have become specialized andare geared toward an overall background to enable me student to gaina working knowledge of me in's and out's of acquisition. The Level IIIcourses proVide current update for me executive in me acquisitioncareer field. While I feel the goverrmlelll-sponsored courses provide thebasic acquisition requirements, the advem of DAWIA and its impact onti,e availability ofcivilian education is even more important. By the timeyou read this, I will have received my undergraduate degree-all tllanksto the government's tuition reimbursement program. TI,e emphasis to­day on education is long overdue and no matter what your career field,education broadens horizons and develops well-rounded, not single­focused, Army employees.

But, ule training advadltages do not stop just witll tuitio" reimburse­ment. Professional development oppommitie' for civilian members ofthe Anny Acquisition COrp abound-they're there just for me taking!I plan to take full ad\'3J1tage of Ulese training opportunities LO initiatemy graduate degree program in the fall.

Gloria J. Embrey-JonesSupervisory Contract SpecialistC4mW Acquisition CenterContract Operations-VHFSVint Hill Farms StationWarrenton, VA

July-August 1995 Army RD&A 43

IJNfI1'IA.IlE UIC Pll""J!Il no.. """" PAC APe ACS IllCA110S

1JH TlAN!i GI(Ul WDIIiM RllJ)j\ COf<lll.\CI11<G 00lCBl O'T rJDJ C MILl tTl:).5ffiVA1l2l'3>AR<1lI!iCCOl WABEM R:uml CDNrRACI1'iG 0FRCBl. !l0\I "JDJ C "'" Ff....,;c;NC82N0~ I>I5Ol!d WAHFM """'"' ~0Ft1CIR O'T ".JDJ C "'" FT....,;c;NC1JIItAl.\fY "OSIM I <Il!d."''''''' <DL "JDJ C "T IWIlEA1JIItAIMY ViOSLl' PIllXm C~TUIl\L~ !XV llt ".JDJ C ,.... "oRE'!rm/fl.~' ""lIM I'lIX1OO5 C0lN11I 0f5 IJV llt ".NIl C '"" KlJIE'8I1IA1l\IY ViOSLl' I'IDlJJ7 OOCIDGU !Io\I ".JDJ C ,.... IWIlEA8Tl1AR.\rI' ""lIM P9mll \'l&.' O'T .,,/00 C .... IDlEA8T1I.A1L\{\' ""'1M - lXX:KJ..M,'l O'T 'fI/OO C .... KOREA8T1IAJlM" \t'OSIAA PQOO\ OOCOS\N O'T 'fI/OO C "I" KOOfA

FY 96 Military Acquisition Position List Ml!'>\ WTlPM Mrol22 PItClFINlOROfA~ all. ~IAI; X ox !IlRM.'IlL\.~OOA'"MESA WTlPM AJlJJ4.l1 ,\Jl\lYREPOSDTAY: fOflCE <DL \lCOO R \VII PlNfAGllN

The FY 96 Military Acqui ition Po ition list (MAPL), below, wasM5\ WlIPM _Ii'} OOD I£Q 1IBtJR.\1 0010Jl co. \Jail A BAT P£l'\TA(i(XolM5\ W27PM AIIDl<Il ()IIO Nm1ATlCNllGT!XV llt IlCOO R Cll 1't\'TAGllN

approved by LTG William H. Forster (recentiy retired). Ortiy pos;' Il:SIN1U "'OllM !INS·.-SfL'\li M.-\N•.J,(B llt SlC» R (U P£\TAGOOIl:SIN1U "lIlIM crolJJ AflSTAfTafJCD. !Io\I SWI I ClI I't\TIoGQ<

tions on the approved MAPL are recognized as valid requirements AOO II1l'"P68 AIIlJl\l6 OIB'aJlllOlIIE 'ffi\YI CtI. 00ll R OIX I't\TIoGO<

for Army acqui ition officers. As we move toward a single function· AOO II1l'"P68 Atroi!Il ACQ OFRaltACQTWI CIt SLlOO A &\1 I't\TAGllNAOO W11'1l8 AIIlJl\l6 ACQ 0FRalt INI1£ ruM tn; ILlOO A ..T I'INfAGllN

aJ area, full implementation of DAW1A, and Force XXI, officers .wo Wl7lfll AHIll'T ACQ(HJ(RAROt1tA.\4 llt IJOY,) R 1!CF I'INfAGON

sbould pay particular attention to: the acquisition position code AENAVYACTY WI.!M J!jXlXIJ DfPl1WJPO <DL ILlOO A BAT CiYSTAl.arYVAA.l!NAVYACIY WI""" )AIXllJf DB' PGM 'Il51'NGIl. llt ILIOO T BAT a'!'q'AlCIlYVA

(APC) which specifies eacb position's mandatory career field cccli· AF.NAV\'ACJY WI""" )AOO1lI PRG.~~AN!J. M.\I II"" A OJII CR1'SfAlOlYVA

ficarion requirement and the advanced civil school entry which ALlIC WlElM 1UXll91 DEAN srn N:J:1. A-!GT Oll II"" K IlAT FrLfEVAALIIC \VIEW TODW ACQlIlSIl10N lNSll1lJCl1)l CIt SJOY,) K alE J.TIHVA

identifies the desired master's degree associated witil each po ition. ALIIC WlElM 1\lllJ92 I'ROQ.!IlEMl}(f m1lX:TOR LTC 'fI/OO K .... FTLEEVA

An electronic copy of ti,e MAPL can be obrained by contacting LTC AL~ WIElM 1UIDIl I'IIClO.lR&II'TOJ<JR!E DIR llt "./00 X .... foTUlVAALIIC "IElM PIOl.lIlWl.1\TIo'SI1lOOII: LTC .."" X .... FrI.ffVA

Mark Jones, MC Proponency Office. Office of ti,e Assistant AL~ \HElM 1OroJ'J IlIJfH r.smx:ttlR \l~ S X on FrIlEVA

secretary of the Anny (Research, Developm=t and Acquisition). ALIlC WIIIM 1ID11(J) ACQ lllG r.mocTCfI ..~ ILIOO K BAT fTlHVAALII: W'ElM 1ID11(fi orr l»' a1:"NDIIfI:TOR >OJ ILIOO K BAT Fl1.a:V....

His E·Mail address is:JONESM@BELVOIR-AlMl.ARMY.Mll.. ALII: ""ElM 16i arrllE\l~ MAl IIAOO A m FfLEEYAALIIC W1ElM TOXDJI I'lIXImIOO'INSI1UCIUR MAl '1IN'.IJ X -FTLEEYAAL~ WlElM PROO.JRB1E\TL'lS'11tlJQ'OJt M1II '1IN'.IJ X .... FTUEYA

FY 96 Military Acquisition Position List (MAPL) ALIlC WIEIM lUllJ'J7 PIOJ..IREMOO wma.JCIOJ \L\l '1IJDJ X "'" FTUlVAALIIC WIEIM mXHOI SYSAlJOJIlIlllI'm11I.'Cltt O'T IJIlIl R alE FfI.EEVAAL~ WIElM =1 0IT1lEV~ O'T 5lBII R WI FrUlVA

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JlIly-August 1995 AnnyRD&A 45

CAREER DEVELOPMENT UPDATE

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46 ArmyRD&A JlIly-AlIgllSt 1995

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48 ArmyRD&A July-AI/grist 1995

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50 ArmyRD&A JlIly-Augllst 1995

CAREER DEVELOPMENT UPDATE

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July-August 1995 Army RD&A 51

CAREER DEVELOPMENT UPDATE

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!lGW. WOIJ5." = arr00' I'lq Off CPT 13." • QJE FT~G.\ """"'" \V2LIfM XI!ltffl I'lQH:T 0fRQJl "II Sl'·~ A CF.\ A!'Glf)l&SIG.'<AI. '<\M.v. T<llllm CD STAff OFF CPT 1.lII2\ • a~ FT ('.aRDON CiA IJSAQIDA WlIJf'" XI~ f"IkXl9i~~m (]'I" 'i1A-.j C ill A!'Glf)

SIGNAl. '<\M.v. TIX1<IIl6 m PIQECT()ffJ(B CPT 138J' • a~ FTGORDONGA - WlIJfM '100l'Il CAU.l13 5'1iJE\l MAN..\Ca CPT SIA.... C en APeJo"l&SPAaPCltt W)6I'M """"6 1JtRIrnJIl (IJ. 11.\00 A ox FAlRfAXVA ....<JNIOO!\I 0''''''''-WNX. c.IXJ'l:RAID'ECf'FlTt '("Am c - "''''..lMSPACEPGH W)6I'", lIXl>ll8 }CMOP>I LTC ,1AOl A ox FAlBfAXV,\ lMEONRIW 0''''''' JAIDlIO ~'l5IlD"iorna:R LTC .,.AOO l Alll '«DIll-Am R.l&oSPAaPG.\I W)6I'A.' - 01& REID!llI'PCIIT [JV LTC IIAOl S OX fAIRfAX V", lMEa!>'RX).\I W<KiA., JAllXlII SYSlt\6 A."W.\'ST "'" '''''' , no MCD1AfBflLS.\SI'ACEPG\I -.. !IOOI14 OUEF r&1l.Of'I\&M orv LTC '1AOl A OJE fAIRFA.\,:VA lMEOMUl\I "'ffiA.I - ~1lNo\..'USIJl'J::r.Jontf MN ,- , &IT \lCDilMBR.WSPI£I: I'GM II'36PM SRllU4 rnra:, JMj 1l't'tiICN LTC ;IAlI s QJE FAlRfAXV,", lMEOMUl\I w.c'1"'..A." ~mn OIlEf~"O:!'H:ID/ ~ <lInl R AlJl, ~ARlR

l&SP.~fQt "'lQ'M !RXlIl1 ~IBCCI\RG{XJ\m LTt: IJ(OO 5 1111 fAlRfAXVA lMEBmM wtTfM jNlXl56 OtllfOO:<IXlBA.mIR LTC .,.,'" C "'" "-"'UlMSPAaJQt -.. """17 I'I01""118ID1Tr.DJm LTC .,.AO> C "" fAmfAXVA lMEBmM 0'....... ~..,.,.. (}{JI}'W()X)PRATn'ESK llt .,...., c \I&< ITAlY(&gtAaPG.\l "'lQ'M !RXlIl\ I5c:»'F1Q1.~5''S "II IIAOl , &IT FAIRF.\XVA l.&.EflJOJM w.fr,," Jm>5Il Q(D' 1H<D:JfUAll\'E!H: LTC .,.AOO C "'" 'lMlWA'i1&SPACE f'GM "'lQ'M ounr OnFfSl'SfXGNiB1"fNCAP M.V IIAOl , 1111 FAlRfAXV,", lMEBmM 0'''' ~""'"

OIItJ'DI-]'<lX)fft.'Tl\.'E!B: LTl: .,.AO> C "'" l"'l1D <XXIIl&\ SPACE PGM -.. """'" S'I't'.:1l£l1CAPBl.I.WARCfF MN 'LI/l) , 1111 FAIRF.\XVA IJSA[ ElXXlM W(T'W ~......, (}{Jt]O DEFaJOfBAlM 00' 11l: .,.,00 c "'" GIIIJI]'

S1'ACEPGiI Wl6f'M SIOOIl9 1l\1llS'l'5'IDti~ ..... 51.\00 A 1111 fAlllfA.li:V,\ tN.£Il.OJM WIT... jAIIOil OIlEfd\lOXl'BAIDt \D. \tAJ ..AOO C "'" n.'RIDl...~SP}UPGV Wl6f'A.' SIOOI\Z ~'TB.S't'STD!i~ "'" \lAO> S 1111 fAlRFAXVA lMEElXXlM 0'...... )IjXXlU ARM 00CI'BtA1T\'EMGt "-II "AO> C "'" n.'Wll~SI'\CE1QI Wl6f'M SRIOOli ~Offt't.JoiCAP l!W 51A2\ C 0.. fAIRfAX VA ll'ir'ft'lo'TCllt WIJIIM JNI"" CES\'SJl)('; 9c.lNIBl "'I 'J"" , 1111 lIA'-At1lMSPACEPGM Wl6f'M SRIIXIl9 SCNDm1'M~ ..... 51A2\ , III fAIRFAX VA lMEJ'<lC W"""', DJX))t2 MGI L'\'FO SYSIDfi "-II S;WJ}'i , 1111""SI'ACEPQ4 Wl6f'M SRlJI51 11ONIDGYPG.\I1JRII:'Ita M.4J 'i1A..~ 1111 FAlRFAl:VA 1JSA[J<lC W-iQ:..\." OJ\Xl\lj PIOCl.Ib~'T(Jf "-II "AOO C "'"l&. £fACE PCM Wl6f'M """,. ~1lIIlI<:IOBAf; MAl 'iIM5 , OJE FAlRfAXV" l&IfTBE'«'AJI W~.\., ~\IIDlIl OIllHBJl'O.C1n [J\1SK~ m: IJ(OO , 1111 KBJ..umn.I&SI'ACEPGlI Wl6f'M - TElJNX.(X)YKi\lIJlllrnJl WJ 51A35 A MT FAIRFAX VA IJSA[IT B.E WAIt WlQiAA )AIrof' It &. 0 0XlR.IXS.\TOIl "-II 51..00 S &IT "IUY AlBlXl& qlAOiPG'f Wl6f'M - PRqOCT~ 1l:.'"'KAP COM.\otS Mt\I IJIUl s It(}" fAIRFA.X \'A l&.f.PAOOl,4 W-I\fIm - AR.\WF'AQf;Jl"'-"'M.....~,[J[ Llf """ A IlL' ""''''011£\tMSPACI.I'G.\l Wl6f''''

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""''''''' wffiIM = SJ:Nk)IlIt&) COORDINATOR J.TC llAOO S BAT 1~'TSVD.l.f.At l5r\ESOCOM \VJI'2M """It Rff;tJIROltNri SfAIl' OI-f "II IIAO> A \lAT MCDII'UHJ H..... SSIlC WffiIM =1 Ra D<IX>1l11NATOR LTC SlAOO S ILIT IIUN1WlliAl tJ:W: scmM WJI".M """"6 1"ffiT &: tVAWATION 0fFKD: M'\I IIAOl T MT MCIlIU. ARl FL

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1&""" w,rnw. SOlllIl STAlFOO1Ol LTC \lAOO T ILIT ARI1NG'J'O'l!VA L&illiA wocv. gmlZ3 TAAffiR Aq 00 LTC IJ(OO A at IIJ'B8.\'OIR \'ALS.\""" WffiIM """'" STAlFOO1Ol LTC \lAOO T BAT ARllNGTONVA """" W~w = st.."'OOR I\illltOjOCT00 "II 5jil4 • 00' FflE.\\l.'~(S

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l&""" 0'''''" 5OlIIJO DEPUTY PM AIl\lr MIN 1UP m:: IlAOO A &IT IRl"lWDli Ai. l&GFTMEAOE II'lUIA \f'WXJ)1 (IlNnACTSI'IDAI.IiT 'IAJ "AO> r .\IIl\ PPttrADEMO

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"" SSIlC "'4Tl!M scnm. SYSJ'E\I iJDA1lOI OFF LTC SIAH &IT I ,11>\11£Al. L&.GPA:.~\IA .....,,, = <:oN11tACIt"lG 0FfKD "II "AOO C MIl, FTCL\YI~m

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July-A IIgust 1995 An"y RD&A 53

CAREER DEVELOPMENT UPDATE

IMINA>IE UlC P06NllM lIJ\l RAM( l'llC ;.pc loa l(X"All0N Acquisition Corps"""'" ..,"'" Q'I)lIBI SYSJE\1S.wID.\If'OON~ CPT l3800 • OJE fTHUAOIl.ICAAZ\&\LIOC "',I&\A QlXII8'.! SImMS AllI'OMA11Of< IffiR O'r SlOOl R OJE tT IlUAOfUCA Al

"""""""" WI"'" !roXlfO I'M i\1N)F MATEJUEL& MOB lTt: "AI8 A "" tTBRAGGOC Functional MAl LTC COL TOTAL~ 1V11llAA """" 1\\(A<\OF0lJ LTC ,JOD A OJE tTIllWiGOC

~ Wl1IlM !1'lmll DfRITrPM w;roUEl.SYmM MAJ 511U8 A "'T 1'1"8R.<GGNC Areal&\IFJ<SWCS WI"", SAml] 00\m' PM MOtIl.m'~ MAJ 5\A25 A OJE FfBllM'oGNC

65l&\IFK5WCI WI"'" """" IlEIV1Y PM ffi\1I & PVSOI' M.\I SIAlS A CflI 1TBR.-'tGG NC 51 59 8 132l.&II"'S\l'CS WIIIlM """" SWIDt:~MGR O'r 51A18 A \lAr .TIlR..o\GGOC

53 16 16 0 32l&\IFl<SW(S WlIllM Sl'OOXl6 SYmII ACX;USII1ON MOll CJ'I" SlAI8 A IlIX FT 1I8.\GG Nt~ WIIIlM SI'1XllIO S\'SIf.\l~MGR CJ'I" SIA!.8 A \lAr 1'1" 1I8.\GG NC 97 51 55 9 lI5l.&II"'S\l'CS IVII'>I.\ SRXlXl2 "'SJIl< ACQWTION '1GIl CJ'I" S\A25 R 1lIl1 1'1"IlII.\GGNCl&\IFJ<SWCS WI"", """" llEl'lm' I'M Gl"SVSID~ (J'f ,IAl, • 1111 1'1"1IlAGGNCl&.,\1C1G W2GjM XlOO2!1Il 1101 Mc<Il'll::IOII LTC )lAOO S \lAT Al..EXAA.1>RlA VA

Total 132 130 17 279lM\K:Ki W2GjM XIOO3!>I Th1 CPOOC INiB:fOR LTC 'llAOO C "10\ A1.fXo\l.'\lI>RlA VAl&\.\K:Ki W2GjM XlOOlOZ PROC JNVIlS1lC.AT'OR LTC 'II"'" C RUIo\ AIroN01IIA VAt&..\1C1G W2ClM IOIXl\i9 L\'SPII.TOR (ifN8tAL lIN 'llAOO C MBA AID:ANI>IUA VAl8AIIC WIi7w. 1UXI1ll """""'IG M.\I 'f/MIl C "'" j,1tANTAGA

Acquisition Workforcet!olRllSG<: _M XlOOl67 <XlM.IWlOOl LTC S1AOO A ..r CANiJJALliA8IBJCE _M Xl~ ID\l\tANDaI CDI. 51IlOO A IIo\T OONIIGE~ IlWM XlOOiOO L'mR&D~1'OR LTC ,1AOO A IIo\T IIOI\."GELliA8IBJCE ~ll5fM 100039') lmlll.tD COORDL"iATOfl M.\I )lAO:! S IIo\T GHtIW<Y Functional CPT MAJ LTC COL TOTALLliA8IBJCE IlWM Xloom MWlI'111JM1&0000llD M.\I ,1"'" 3 \lAT ~.('tD."'AN'"

~ IlWM Xl1XIJill <DRl1lAMl8l as. "MIl A \lAr UK AreaWRJJSGUC ""SFM XlOOJ71 STANOAROIZAl'lON IlJP.FR LTC SI"'" A "'T FR"""1.lWII1i&UK "~FM 1000lli srA.\lliROI1J,.1XJN~ rn: ,lAOO c IIo\T """",,, UK 51 15 18 4 0 37WRJJSGUC \rolFM Xl00J70 STANDARDI1.A'I'ION J.EPRI:SF.NT LTC SIAIS A Cf1( UK

53 4 5 2 0 II~ \rolFM XlO1Dll OUEF,sr~1JJN LTC SIA..'S A 1111 UK1&IIJ!<riJI( IlWM XIOOJil sr&\'D..IJIDIlA'OO'I'~Llt 'fIAOO C MEl." UK 97 26 9 6 I 42t~TAP1l wl7!lM If<tOO I'GMllGItmJllJ'I'UCAmNi LTC 5IAII A ox 5rt.OlIlSMOl&'X:TAP1l WlJltM sron;l APM TEOIAA'lX'.A~ LTC SIAIS A ox SflOOti MOl&'X:TAP1l w4J1lM Sl@12 APM~ M.\I 51A15 A CflI SflOOlSMQ

Tonti 45 32 12 90LOA9OCTAro wl?IlM Sl@13 Al'MR1H47 'W SIAl, A OX srWUl'iMQLOA9OCTAP1l W4)OM il'OOOl~ APM.vMII6 "'II SIAII A Ox toolS RIOLM.'iOCTAPO wlJltM SI'1XllII AI'M""""'UWlG MN 511.15 A "'T SfLOUJSMOl&'X:TAP1l wl_ SfOO)!8 rommms,\1U M.\I SlA15 T ox tTEUmiV.1,.

U.S. Army Reserve Army Acquisition CorpsLOA9OCTAro wlmM """19 APMMH$) lIN SlAl5 A OX Sfl.QU1S MO

""""'" W4HPAA S\OOllO CO"MA""'" as. SlAI8 A \lAT roRT BflVQIR VA

""""'" W.(HPM WIlli OPW~otllQoJt LTC SIAL!:! A "'T tT REI.vOIR VACongratulations to the follOWing officers on their accep-""IPSA W4HPM srooo Ar"'1DAVlA11ONSVSIDIS MN SIAIS A CflI Fr8ll.YUffi\'A

""""'" W4HPM SI'1Xlll8 """ SOFWf.ll'ONS M.\I 51,1.18 A I\\T .,' 8fl\aR VA tance into the AAC.""""'" W4HP.. """.. O:m:FF1EDoon M.\I ,IAIS A "'T FTBIL\GGNC

""""'" W4FIPM -",,"fIJ~MIDIS "'II ;1,\9J A "'T FTIIlVOlR VA Functional""""'" WiHPM SI'1XllI7 APMSOF= "'II SL\92 A SAT fTIRVOlR VA

""'l'S.I W4HPM SKOOI6 I'IIOClJmIa'II 0Ff1CEll MN 'f/NlJ C "II< Fl'IUl\'OIR VA Name Rank Area""""'" WiHPM WllIl DfJ'I..nY OlNTltACfAI1\l1N orr 'fIAOO C RUIo\ IDJNGTON J<Y ABPLANALP, David L. MAJ 53l&IDlA W"SM mml T&:I!STAt'FOFl'KlR LTC SIAOO T OJII """Ar(lNl&IDlA w«IM """" T&IlSfAFF ()fR(B LTC S1NlJ T RUIo\ I'Il'IfAOO'l ACOSTA. Edmund 0 LTC 51l&TSC I<.JlljM 'IIDlI.f6 MAT Itl1'J MCl'Otfnat I:IASE WJ SINlJ S I\\T FrE1JSflSVA ADKINS, Gary F. MAJ 97l&TSC WlI'lM lmllli7 MAT Ml)MGTOtl'FAMSL.\1 MN ,1AOO ! \OJI FfIil\ll$V/r.l&TSC ~ TOll1l>I MAT~MGTCfFINf.oo'RY M.\l ,INIl A \lAT FfBJS'IlSVA AlJ3ERS, Morris E. MAJ 531&TSC WlIllM TCilOlOS w..T ACQMGTaFAVlA.ll::lN"MN SlAOO A CFX FfEUmSVA ANDERSON, Gordon M. LTC 97l&TSC ~ TlD)D; MAT Aa:!MGTOFF ARMOR 'W SIAOO A I\\T ff E1EIlSVA

ANDERSON, Ronald D. MAJ 51l&TSC W31!9M =1 RlArACXl RlGTOO E1'IOJN!Il "'II SIAOO A &\T Prwm5VAlMl5C Wl\!IM 'IIDl'<8 MATM:Q MGTOfFADA "'II 51A.I·1 ! \lAT Ff Emffi VA ANDERSON, William K. LTC 53lOATSC WJ5M 1'tOO210 MATAlJJ MGTOFF AR'J'lI.UXV CPT llAOO A \lAT FrlmIlSVA

ANSON, Douglas P. MAJ 511.IiMA WI_ MACWlI IJIROCJOR QlI;"JllACl'Nj LTC 'fINlJ C RUIo\ W15TPOiNfNY1.5MA WI_ MACXX»f ~RSAROI.ANALYST M.lJ SIAOO S OJO: WJlST POlNT NY BANSE-FAY, Ralph.? MAJ 97L'RIA WI_ MNXOJ5. Rh'ifJl.\Of AN:\L¥Sf lIN )lAOO S 1JIX WFSfroJNfNY BARnER, Mettm E. MAJ 971_ WIRlM MAOOXl6 RfSFAROI~m'Sf M.\I SlNIl S 010: werrPOJ.WNY11<>10\ WI_ MAlXXIll h'SllJCroiVR& 0 M.\I SlAOO I"" W6T J'OJNr NY BATES, Dale I. LTC 51\lO'" WI"'" MAlOOI2 L'611.XJ'ORJ1t Ii: 0 MN %\00 S 1JIX WFSf I'OlNTNY BEDELL, Robert.J. LTC 511.5MA W1l'1lM MACOOl2 SENJORANAlYST lIN l3800 <lID WFSfroJNfNY1.IiMA WI_ MHXXXJ7 Jl'mRl.CfUIt. WMIVTB stIDl Mt\I l3800 S llII! WFSf I'OlNTNY BELL, Marvin L. MAJ 97\lOU WIRlM ROOXl14 1NSI1IOCIllIt<llR1l'\ImI SOIN M.\I SlI'XI OJE WEST POINT NY BERRY, John D. MAJ 51""" W!HlM WlIOOI) IN!l1'RLtTOlt tDW'V'Il:J, 5(IDl MN SJOOJ w, WI5l' roM NY1HoL, WUlLVr. .\lAOOXII: l~&O O'f llAOO <l8l WFSfI'OINTNY BETTERS, David R. COL 51

"'" WI""" MN:O:Xl9 lN5l1WCTOIVIl &. D O'r SlNlJ OJII WfST POINI' NY BETZOLD, Victor A. MAJ 51""" WII'lM MNlXlIO ~&D O'f SlAOO S UJII W5!'JlOJNTNV

""" WIRlM MAOOOl} R.ESF.AR<H!iCJtNI'm' O'f ,jim S OJ!) WFSTI INrN"l' BEVTLLE, Michael S. MAJ 511.5MA WI,m,.v. w.ro:m ll'&ROCTDR (])M]ltJJlJ, 5(;IJN QlT IlIl1I s QJE WFSf roJNfNY BIGGS, Jimmie D. MAJ 97lBil'AGlDM WjJ\RIM jAOOOl8 ClSMI1MANAI. ·w SlMIl • RIll <Ill.OIlAOO......

BlSSWURNI, Aodn:w D. LTC 97WPA<B:OM W38MM J,VXm(J Il.I1D '>1'1\'SA<Xl Otf M.\I SlMIl A ..T COWII.IOO~

IlOI'AOm<' W38MM jAOOOI6 ASI1tONAUIIG\J. "'" O'f SIAOO S ox <noR.'\OOSPIlL"lGS BLUM, Dian E. MAJ 51U5SPMBI»1 W38MM ).\00017 ASIlION.\lIIICA !J'IG O'r )lMIl 5 ax alIDRAOO~ BODA, Gabor LTC 97

BOGUS, Andrew S. LTC 51

U.S. Army Reserve BOWERS, FrameJ. LTC 51BRAND, John H, LTC 51

Accession Into the BRAUNGART, Charle P. MAJ 51

Army Acquisition Corps/Workforce BRIDGES, Charles LTC 97BROWN, Clarence D. MAJ 51BRO\VN, Frank E. LTC 53

A panel of functional experts met in March 1995 [0 review BUEHLER, Bruce A. MAJ 51the records of more than 550 U.S. Army Reserve CUSAR) officers BURNHAM, WilUam C. LTC 51

for possible inclusion into the Army Acquisition Corps (AAC) BURNSTEIN, Clifford B. COL 97

and Workforce.BUSBY, Gary D. LTC 97

The panel recommended accession of 369 USAR officers intoBUTLER, William R MAJ 97BYRNES, Dennis R. MAJ 97

the AAC/workforce. LTG William H. Forster, director, Army CAMlI.LE'ITI, Michael H. MAJ 51Acquisition Corps, approved tbe recommendations on Apr. 8, CARMAN, James W. LTC 511995. Forster retired in late May of this year. CATHCART, Kenneth P. MAJ 97

A breakout of the USAR inventory is as follows: CHASTEEN, Dorman L. MAJ 97CHOlNIERE, Jacques C. MAJ 97CHRISTIE, Edwin R. MAJ 51CLAYBORN, Steven L. MAJ 97

54 Army RD&A July-August 1995

CAREER DEVELOPMENT UPDATECLEAVER, Robert A. LTC 51 HOLLEY, Charles D. LTC 51CLOWSER, Stephen M. MAJ 97 HOPKINS, Raymond F. MAJ 97COLLINS, Terry D. MAJ 53 HOSEY, John L. nc 51COMER, Christophe L LTC 97 HOWARD, WillieJr. LTC 97COMMONS, James J. MAJ 97 I-IUFF, Juli us K. MAJ 51CONNOLLY, Kenneth B. MAJ 97 HUNT, Thomas F. MAJ 51COOPER, Thomas W. LTC 51 IRBY, Ronald A. LTC 97CORLEW, Robert L. LTC 97 JAJ';IROZ, David F. LTC 97COSGRAY, Steven W. COL 97 JAYNES, Edgar N. J r. LTC 51C01TERMAN, Bruce W. LTC 51 JENKINS, TIlOmas R. MAJ 53COX, Jerel L. MAJ 51 JOHNSON, Eugene E. LTC 51CRAIG, Charles F. MAJ 51 JOHNSON, Trig A. LTC 51CRANE, Michael S. LTC 97 KELLOGG, Stephen A. LTC 51CULBERT, Clarence Jr. MAJ 538 KELSO, David H. LTC 51CUNNINGHAM, Alan R. LTC 53 KENDALL, Frank III LTC 51DAIL, Gerry J. MAJ 51 KENT, James E. LTC 53DAVIS, Alvin A. LTC 97 KIJNE, Richard). MAJ 51DAVIS, Robert R. LTC 51 KOHS, Clarence R. MAJ 97DAVY, Douglas C. COL 97 KOLUCH, Stephen C MN 53DAYE, Patti MAJ 97 KORB, Kenneth W. LTC 97DECASTRO, George V. MAJ 97 KOSA, John L. LTC 97DECKER, William A. MAJ 51 KUROKAWA, Wayne T. LTC 97DEliAYEN, Thomas R. COL 97 LACKEY, John M. MAJ 97DEVINE, George K. Jr. LTC 51 LANSING, L,urence G. LTC 97DIEHL, Vincent £. LTC 51 LEE, Alan R. MAJ 51DILL, Keith L. MAJ 97 LEE, Michael W. MN 97DlLWORTH, Ernest M. MAJ 97 LEEDS, Thomas F. LTC 97DOD ON, Anthony MAJ 97 LEONARD, Stephen]. MAJ 51DO , Oliver H. Jr. COL 97 LESH, John R. LTC 97DREWKE, Albert A. MAJ 51 LESKO, John N. Jr. MAJ 51DUKES, Michael A. MAJ 51 LEVASSEUR, John C. LTC 53DYER, Richard W. COL 51 LEWIS, Richard D. MAJ 51EDDLEMAN, William R. LTC 97 LOG DON, Ronald L. LTC 97EDGIN, Gregory C. MAJ 51 LOH EN, Richard A. LTC 51EGGER, Dale N. MAJ 51 LORD, Charles N. MAJ 51EMERY, David E. MAJ 53C LORENZ, Robert C. COL 51ENABNIT, David B. LTC 51 LUCAS, George M. MAJ 97ENGELMANN, K.1r1 B. LTC 97 LUM, Gene H. LTC 97ERNSTROM, Edward K. LTC 51 LUNDHOLM, James W. MAJ 97ESTEP, Mark MAJ 51 LYONS, Robert C. MAJ 51EUBANKS, Philip E. LTC 51 MADDOX, Roger D. LTC 97EVANS, Gerald T. LT. 97 MALDONADO, Martin F. LTC 53FISCHER, Glenn L. MAJ 97 MANCE, Stephen R. LTC 97FLAMING, Gilbert M. LTC 51 MANKOWSKI, Steve G. LTC 53FOWLER, Joan MAJ 53B MARRONE, MichaelJ. LTC 51FRANZEN, Matthew J. Jr. MAJ 97 MARTIN, John L. MAJ 51FREEMAN, Raymond A. LTC 51 MATIS, George]. MAJ 51FREER, Stevell M. MAJ 97 MATTICK, Micbael L. LTC 97FREEZE, Philip S. LTC 97 MCNALLY, Matthew A. III MN 97FRONIABARGER, Leven C. MAJ 97 MERRlLL, Samuel J. MAJ 97GILHOOLY, William P. Jr. LTC 97 MIKESKA, Marvin R. Jr. COL 97GlLKISON, Craig O. MAJ 97 MlLLAR, John S. LTC 53GLAZER, teven D. LTC 53 MILLER, John L. MN 51GONCZY, Stephen T. COL 51 MILLER, John R. MAJ 51GREEN, Linda L. LTC 51 MILLER, Thomas F. LTC 97GREENE, Lawrence R. MAJ 51 MlNGLEDORFF, Marvin S. LTC 51HALL, Ellwood L. Jr. MAJ 51 MJUS, MJlford M. LTC 51HAMMONS, Robert A. MAJ 51 MORGAN, MJchaei A. LTC 53HA COCK, John C. Jr. MAJ 51 MORRIS, Rohert W. MAJ 51HANSEN, Jerry E. MAJ 51 MORRISON, Gregory L. MAJ 51HANSO , Michael D. LTC 51 MRAZ, Robert E. LTC 97HARBS, Robert G. MAJ 51 MUNDT, Michael J. LTC 51HARENBURG, Richard H. LTC 51 MURPHY, PatrickJ. LTC 97HARRIS, James A. MAJ 51 MYRICK, Erwin LTC 51HASSALL, James c. LTC 53C NANSEN, John N. LTC 97HATHELD, William H. LTC 53 NEIL,John M. LTC 51HAUG, John G. LTC 51 NORTO , Charles M. LTC 97HEATH, Dennis L. LTC 51 NOYES, Eric R. MAJ 51HEATH, Stanley L. LTC 97 OCHALEK, LawrenceJ. LTC 97HENNESSEY, Ric1L1rd j. Jr. LTC 97 OSHAUGHNESSY, Martin D. MAJ 53HERALD, Edmund G. MAJ 97 PALGUTA, Thomas j. LTC 51mCK ,Paul L. MAJ 53 PALMER, Allen D. LTC 53HOLlNKO, Myron LTC S3 PANKNTN, Theodore H. MAJ 97

July-August 1995 ArmyRD&A 55

CAREER DEVELOPMENT UPDATEPAPPAS, Steven C. MA] 51 WEINSHENKER, Gary L. LTC 97PATfERSON, Philip M, MAJ 51 WELCH, Billy H. MAJ 51PEARSAll, Mark J. MA] 97 WHEEL, TIlOmas B. COL 97PEDRICK, James A, LTC 51 WHITE, David D, MAJ 97PERALTA, Larry M. MA] 51 WHITEHURST, Anthony E. MAJ 97PETERS, Calvin D. LTC 97 WHITLEY, Zerman H, COL 97PETRIE, Robert M. MAJ 97 WlEl'ZEL, Robert). MAJ 97PETRONE, John LTC 51 \'l7ILUAMSON, Darrel A. MAJ 51PETROSKY, Daniel S. LTC 53 WUMES, Stepbeo J. LTC 97PIERSALL, J"mes U. COL 51 WLLSON, Adam). LTC 97PIERSON, Jiunes P, MAJ 53 \VINKI.E, James K, LTC 97PLECNIK, Paul M, MAJ 51 WISECUP, Timothy). MAJ 97POOLE, Hardy B. LTC 97 WOOD, Jerold A. MAJ 97CPOTTER, James M. LTC 51 WOOLEY, James H. MAJ 51POTUZNJK, WayneJ, MAJ 51 YAPPLE, Ralph E. MAJ 97QUILLEN, Allen E, MAJ 51 VEE, Merrill K. MAJ 53RAHUT, Ferdin"nd]. LTC 97 YOUMANS, Willi,,") C. MAJ 51RAMEY, Roy G, MAJ 51 ZUSSBLATI', NielsJ. MAJ 97RAMSEY, C:Lr1 H. LTC 97 ZWEIG, Theodore L MAJ 53CRASMUSSEN, Philip c. LTC 97REINHART, Rich"rd L. LTC 51 U.S. Army Reserve Army Acquisition WorkforceREISEMVlTZ, Gary E. MAJ 51REYNOLDS, Paul G. Jr. LTC 51RIGGS, V"nce C. MAJ 51 ABRANTES, George F. MAJ 51RILEY, Charles S. LTC 97 ADAMCIK, Patrick V, MAJ 51RONAYNE, EdwHfd p. LTC 51 ANDERSON, Patricia M, CPT 53RUHL, ]obn B. LTC 51 APPLEBERRY, Audrey L. CPT 51RUTHERFORD, John W. LTC 51 BARGE, Robert E, CPT 97SAKAl, Jeffery M. LTC 51 BEARDEN, Vernon MAJ 51SAND ER, WiIli"m A. III LTC 51 BRODA, RiChHfd A. CPT 97SANGTIN'ETI'E, William P. MAJ 51 BRONZOVICH, Pauf F, CPT 53BSCHAFFER, Glerul S. MAJ 51 BROWN, Jerry L. CPT 97SCHANTZ, Alan MA] 97 BUNLEY, Randall C. CPT 53SCHAREIN, Arthur A. MAJ 51 BURKES, Gregory L. CPT 97SCHWARTZ, Leon COL 51 BURNETI', J"01es A. CPT 97SCOBA, Michael]. MAJ 97 CASTRO, Abimael MAJ 51SEAU, Supply L. MAJ 97 CASTRO, Felix D, Jr. MAJ 51SECREST, Ch'trJes E. LTC 97 CLAIBORNE, Bobby L. cpr 51SEMLER, George J. LTC 97 COLTON, Kim A. MAJ 53SETZER, S"mueJ L. LTC -I COPPERTHlTE, Gregory W. MAJ 53BSHANAHAN,John L. LTC 97 COZBY, RichHfd S. CPT 51SHERLIN, Grover W. LTC 51 DAVlS, B"rry L. CPT 97SlMON, Thomas 0, MA] 97 DEAN, Robert L CPT 538SMlTH, August W. COL 51 FERNANDEZ, J:Lime R. LTC 53SMITH, Dennis J, MA] 51 FINK, William W. CPT 97SMlTH, George]. LTC 51 FULBROOK, Jim E. MAJ 51SNOWDE , Ron"ld MAJ 97 GISSENTANNA, Larry O. CPT 51SNYDER, Jay R. COL 97 GLIKIN, Arthur 0, MAJ 51SODERGREN, Alan D. LTC 51 GRUBISH, Thomas C. CPT 51SORIANO, George H, Jr, MAJ 97 HANLON, Douglas K. MAJ 97ST. LOUIS, William J. MAJ 51 HARDIN, WUliam D, COL 97STAYTON, t..,wrence W, LTC 97 HARKIN, Edward G. MAJ 51STEPHENS, Robert L. LTC 51 HAWKINS, Leonard C. MAJ 51STEVE S, James L. LTC 97 HERRICK, Mark T. CPT 97TEWART, SteplleLl S, LTC 51 HOU TON, Belzje CPT 97TRADER, Frederick M. MAJ 51 IN 0, Kenneth M. MAJ 51

SULllVAN, Steven J. MAJ 97 mONS, Cornell R. CPT 97TARIN, Randolph G. MAJ 51 JOHN, Jeffery M. CPT 97TARPLEY, Michael D, MA] 53 JOIINSON, Robert A. MAJ 51TAVENNER, Fr:LDcis B. LTC 51 JOHNSON, William CPT 97TAYlOR, Ronald LTC 97 ]UETI', Samuel J. CPT 97TEAL, Dwayne L. MAj 97 KELLY, Gregory B, CPT 97THOMPSON, Kenneth A. LTC 53 KRAMER, Norman E. MAj 97THORP, Arthur R. LTC 97 LING, David W. CPT 97VANASKIE, William F. LTC 97 LLANETA, Renie A, CPT 97VEHLOW, Charles A. COL 51 MAZZONE, John E, MA] 53VOELKER, harte G, LTC 51 MCCONNELL, Stephen D. MA] 97WAGNER, Steven A, MAJ 51 MCQUEEN, Adolph MAJ 97WAG ER, Dennis A, fl[ LTC 51 MERKEL, Jay P. CPT 51WALLACE, SaUy L. MA] 53 MILLER, Kenneth H. CPT 97WARREN,]ohn H, MA] 97 MlTTELSTEDT, Paulette A. MA] 51WATKINS,john W. MA] 51 MORGAN, Teresa L. CPT 97WEIGHTMAN, joseph J. LTC 97 NAPPI, Frank R, CPT 51

56 Army RD&A JLlly-August 1995

CAREER DEVELOPMENT UPDATEI

On March 3, 199;, 30 student graduated from theMateriel Acquisition Management (MAM) Course held at theU.S. Army Logistics Management College, Fon Lee, VA.Research and development, te ting, commcting, req uire­ments generation, logistic and production management areexamples of the materiel acquisition work assignmentsoffered to these graduate .

COL Thomas HaUer, project manager, corps surface-to-airmissile, HlUltsviJIe, AL, gave the graduation address and pre­sented diplomas. The Distinguished Grdduate Award waspresemed to CW; Nathan Van Keuren, Defense PlantRepresentative Office, McDonnell Douglas HelicopterSystems, Mesa, AZ.

The eight-week MAM Course provides a broad knowledge

30 Graduate From MAM

NEPlITE, William A.NICHOLAS, Reginald O.NII'O G, Daniel].

ITCH, WiWam E.ORSWORTHY, Wilma L.

OBERHOLTZER, John E.PIRLO, Timothy A.POMEY, Albert H.POTTS, Carlos A.PROCTOR, Craig R.QUICK, GrandviaJ H.RJCE, Deborall L.RILEY, Avis G.ROBERTS, Charles E.]r.RUTHENBERG, Mark].RYDER, David S.SALSMAN, Donald B.SCAVEN, Gregory J.SCHANY, Michael L.CHUSTER, James A.

SHEELY, David M.SHELESKJ, William].SILK, BrianSILVA, Vitelio .SMITH, Charles E.SPELLMAN, Mary E.STARN, John F.STEPHENSON, Terry P.STEVENSO ,Kenneth B.S\VlNFORD, Charles M.TENBEUG, Max M.TI-IOMPSO ,Joseph F.UMEDA, Wesley T.

lillANOWlCZ, James P.VA GHT, James B. ]r.WATKINS, John A.WEBER, Richard G.WELLS, John C." HlITEN, William B.XANTHO ,lame A.

CPTLTCCPTLTCMAJMAJCPTLTCCPTMAJMAJCPTMA]CPTLTCMAJCPTCPTLTCMA]CJYrMAJLTCClyrMAJMAJLTCLTCCJYrLTCLTCClyrr:rCMAJMA]MAJCPTMAJCPT

IYJ'

9797979797519751515151979751975351515153515151979797975351519797975151975197951

of the materiel acquisition function. It covers national poli­cies and objectives that shape the acquisition process andthe implementation of these policies and objectives by theU.. Army. Areas of covemge include acqui ition conceptsand policies; research, development, test and evaluation;financial and cost management; integrated logistics suppon;force modernization; production management; and contractmanagement. Emphasis is placed on developing mid-levelmanagers so they can effectively participate in the manage­ment of the acquisition process.

Corrections

10 the article, "Upgunning the Abrams," on page ;9 in theMay-June 199; issue of A/my RD&A, Fort McClellan' loca·tion is identified as Georgia. Fon McClellan is located inAlabama. We apologize for the error.

l11e article titled "DAU Courses Vs. the MAM Course,"which appeared in the PERSCOM Notes section on page 52of the May-June 199; issue ofAt-my RD&A, inaccumtely stat·ed that "111e MAM Course is the equivalent of ACQ 101 andACQ 201." The Defense Acquisition University review ofMAM Course eqUivalency is in progress and hould be com­pleted before FY96.

PERSCOM Notes...

MobilizationFor a few officers in the Army Acqui ition Corp , staying

close to their basic branch hit home in FY 94-9; when theywere alened and deployed in their basic branch. As a matterof policy, acquisition officers retain their basic branch affili·ation and can be deployed in their acquisition functionalarea or basic branch based on the mission or the casualtyrate dUring mobilization. As professional soldiers, )'OU areresponsible to keep abreast of current tactics, techniques,and procedure in your basic branch.

MAPL WishingThe FY 96 MAPL is on the street and is published in thi

issue of A/my RD&A beginning all page 44. PERSCOM'sposition is that this is not an as ignment wi h list. We fullyunderstand that officers have preferences for assignmentsbut it takes a valid requisition from the MACOM, controllingthe MAPL position, to make that assignment available. We atbr~nch fill only what the field (MACOM) requests.

July-August 1995 Army RD&A 57

CAREER DEVELOPMENT UPDATE

ESTIMATED SELECTION BOARD DATES(DATES ARE FISCAL YEAR)

COHOIlT PZ 8Z PZ 1ST lHo 3RD 4TH 8Z PZ 1ST 1ST lAST 8Z PZ 1ST LAST lASTWG CPT lW lW esc esc esc esc LTC LTC BN Cl«) sse 1lNCl«) COl COl BIJE ClIO sse BDECIIo

1970 1995

1971 1994 1996

1972 1995 '997

1973 199' 199. 1996 1998

1974 1995 1995 1997 1999

1975 1994 1994 1996 1996 1998 2000

1976 1995 1995 1997 1997 1999 2001

1917 1994 1996 '996 1998 1996 2000 2002

1978 1994 1994 1995 1997 1997 1996 1999 2001 2003

1979

,_1995 1995 1996 1998 1998 2000 2000 2002 2004

1980 1995 1996 1996 1997 1999 1999 2001 2001 2003 2005

1981 199' 1996 1997 1997 1998 2000 2000 2002 2002 2004 2006

1982 1994 1995 1997 1998 '998 1999 2001 2001 2003 2003 2005 2007

1983 1994 1995 1996 1998 1999 '999 2000 2002 2002 2004 2004 2006 2008

1984 1994 1994 1995 '996 1997 1999 2000 2000 2001 2003 2003 2005 2005 2007 2009

1985 199. 1995 1995 1996 1997 1998 2000 2001 2001 2002 2004 2004 2006 2006 2008 2010

1986 1995 1996 1996 1997 1998 1999 2001 2002 2002 2003 2005 2005 2007 2007 2009 2011

1987 1996 1997 1997 1998 1999 2000 2002 2003 2003 2004 2006 2006 2008 2008 2010 2012

1988 1997 1996 '998 1999 2000 2001 2003 2004 2004 2005 2007 2007 2009 2009 2011 2013

1989 1998 1999 1999 2000 2001 2002 2004 2005 2005 2008 2008 2008 2010 2010 2012 2014

1990 1999 2000 2000 2001 2002 2003 2005 2006 2006 2007 2009 2009 2011 2011 2013 2015

1991 1994 2000 2001 2001 2002 2003 2004 2006 2007 2007 2008 2010 2010 2012 2012 201' 2016

1992 1995 2001 2002 2002 2003 2004 2005 2007 2008 2008 2009 2011 2011 2013 2013 2015 2017

1993 1996 2002 2003 2003 2004 2005 2006 2006 2009 2009 2010 2012 2012 2014 2014 2016 2018

1994 1997 2003 2004 2004 2005 2006 2007 2009 2010 2010 2011 2013 2013 2015 2015 2017 2019

1995 1996 2004 2005 2005 2008 2007 2008 2010 2011 2011 2012 20ld 201. 2016 2016 2018 2020

ACTUAL BOARD ELIGIBILITY BASED ON DATE OF RANK AS OF: 05 Dec 94

Attention Acquisition CorpsCategory K Careerists

If you are an Army Acquisition Corps (MC) member inthe Business, Co t Estimating and Financial Managementc;u'eer category and have been a ked to participate in theCategory K Mentorship Program, or if you are a Category KAAC member and did not receive an invitation to be a men­tor but would like to participate, please respond to thisannouncement. A Category K rnentorship e-rnall list i being

58 Army RD&A

established to disseminate mentoring and other informationto Category K members. In order to be included on our e­mail list, you must send an e-mail 10 mentork@radford­emh l.army.mil. Please include your name, address, title,phone numbers, organization, and any other pertinent infor­mation. Your e-mail address will automatically be capturedat the receiving mailbox. If you do not have e-rnall andwould like to participate, send the above information toSharon Bae, 9900 Belvoir Rd., Suite 101, Fon Belvoir, VA22060-5567. A separate Category K protege list will be estab­lished in the near future.

Jllly-Augllst 1995

PERSONNELReimer Succeeds Sullivan as

Army Chief of StaffGEN Dennis). Reimer, former commanding general, u.s. Army

Forces Command, Fort McPherson, GA, has been named Army chiefof staff, succeedJng GEN Gordon R. ulli",m, who retired ill late Juneof Utis year. Backed by more than 32 years of active military ervice,Reimer served ill previous assignments as: Arm)' vice chief of staff;Army deputy ch.ief of staff for operations and plans and the seniormember of the MWtary Staff Committee, United ations, Washing­ton, DC; commandillg general, 4th Infantry Division (Mechanized)and Fort Carson, CO; assistant chief of staff, C31 J3, RepubHc of Ko­rea I U.. Combined Forces Command; dtief of staff, .S. Anny El­ement, Combilled Field Army, Republic of Korea; and the com­mandillg general, 3d Corp ArtiJJery, Fort ill, OK.

Reimer holds a B.S. degree in military science from the U.S. Mil·itary Academy, and an M.S. degree in public admiJllstration from Ship­pensburg Slate College. His military education inclndes Ule Basic andAdvanced Courses at the Field Artillery School, the U.S. Army Com·Oland and General Staff College, and the .S. Army War College.

ffis military honors include the Defense Distinguished ServiceMedal, the Distinguished ervice Medal with oak Leaf luster (OLC),the Legion of Merit with OLC, the Distinguished Flying Cross, theBronze Star Medal with 'y' Device with five OLC, the Purple Heart,and the Meritorious Service Medal.

Oscar Chosen asArmy Procurement Deputy

Dr. Kenneth]. Oscar recently became the new deputy assistantsecrerary of the Army (procurement). He had served since April 1994as principal deputy for acquisition at HQ, Army Materiel Command.Prior to this, he wa the U.S. Army Tank-automotive and AmlamentsConunand's (fACOM) deputy commander for research, developmentand engilleering as well as director of TACOM's Research, Devel­opment and Engineering Center (fARDEC). As TARDEC's director,Oscar Jed the center to be the Army's first winner of the Federal Qual­ity Institute' Quality lmprovement Prototype Award. He also es·tablished the National Automotive Center, TARDEC University, andthe Michigan Automotive Institute. During his tenure at TARDEC,

Osalr was credited with Cre'dting the virtual prototyping process andfielding the Army's first digital vehicle (the Abrams M1A2 tank).

Backed by more than 27 years of federal civilian service, Oscarholds a B.S. ill physic from Clarkson University, as well as an M.S.and a Ph. D. in physics from American University. He is a memberof numerous professional societies. includillg the ew York and Vir­ginia AGldemies of Sciences. He has also published more than 30papers, many in illtema.tiom~ cient.i.fic journals.

His awards include the Presidential Rank Award, two MeritoriousCivilian Service Awards, two ComtmLDder's A' ards for Civilian cr·vice, the Superior Civilian Service Award, tile Acltievement Medalfor CiviJian Service, and Sigma Xi's Scientific Achievement Award.

Hite Assumes DutiesAs Army Acquisition Corps Director

LTG Ronald V. ffite has assumed duties as Director of the ArmyAcquisition Corps, replacing LTG William H. Forster, who retiredon June 1, 1995. General ffite erved previou 11' as the Deputy forSystems Management, Office of the Assistant Secretary of the Army(Research, Development and Acqui ition).

Backed by more than 30 years of military service, General Hitehas served in a variety of test and acquisition assignments includ­ing: Commanding General, U.S. AmlY Test ,md Evaluation Command,Aberdeen Proving Ground, MD; Conunanding General, White SandsMissile Range, White Sands, NM; Prognun Executive Officer, Com­bat Support, Warren, MJ; and Deputy Program Executive Officer forFuture Systems, Armored Systems Modernizmion, Warren, MI.

General ffite holds a bachlor's degree in chentistry, is a Distin­guished Mi.Htary Graduate from East Tennessee tate University, andhas a ma tee degree in procurement and contracting from FloridaInstitute of Technology. His military education include the InfantrySchool Ba ic Course, the Ordnance hool Advance Course, the ..AmlY Command and General Staff College, the Defense System Man­agemelll College, and the Industrial College of the Anned Forces.

Among Ilis nMtary decorations are tlle Distinguished Service M dal;the Legion of Merit with three oak leaf clusters (OLC); the BronzeSt,tr Meda.l; the MerilOrious Service Medal with three OLC; the ArmyCommendation Medal; the Expen Infantryman Badge; the ParachutistBadge; the Ranger Tab; a Meritorious Unit Citation; and the AmlYStaff Identification Badge.

AWARDS

Competition in ContractingAward Recipients Recognized

Late last year, Assistant Secretary of the Army (Research, Devel­opment and Acquisition) Gilbert F. Decker appointed). Bruce Kingas the a.cling competi.tion advocate general (ACAG) of the AmlY. TItisappointment is in addition to his duries as deputy director of theU.S. Army Contracting Support Agency. ince assuming his dutiesas the ACAG, King has ensured that the efforts of his predecessorswere continued uninterrupted. ill tltis regard, he has estabHshed andobtailled approval for the Army competition goal of 66.5 percentfor FY 95.

King has also reviewed and recommended approval of the 1994Secretary of the Army Competition in Contracting Awards. As ate·sult, 28 Department of the Anny personnel have been chosen 10 re­ceive this award. These illdividuals are recognized for their out·

Jilly-Augllst 1995

standing achievements in enhancing competition during fiscal year1994. TIley are:

Com,mmicatiotlS-Ekctrot/ics Commalld' Cbarles R. Henderson;Defellse Supply Service-WClsbillgtoll: PeterJ. Terek; U.S. ArmyCOt/t"actillg Commat/d Europe: Albert T. Lawrence; U.S. A·rmyFot-ces Commat/d: James D. Bry;mt; U.S. An>lY Meeltcal Com·mat/iL- Rita Baker; Military Traffic Mallagemellt Comma/ul: MarieGrasso; 11!for7llatioll Systems Comma lid· Micllael L. Gentry, HankSpeakman, Larrilyn Raymond, Ronnie Fisher, Linda A. Van Collie,James B. Kohl, Barbara TrUjillO, and Gregory A. Lund; NatiollalGllarll Bllreau: MAJ Bobby C. Thornton; U.S. Army Space at/dStrategic Defellse Commat/d' Fred M. Segrest; U.S. Anny Tank­automotive Q/ld Anl/amelllS Commu1UJ: Tilllothy Haar, Mi.d1aelFriedman, John Edwards, Judy BechUer-Holzer, George DeVoe, RoHaecker, Reinaldo Martinez, Don Kel.ly, Steve Barriere, and GarySmith; U.S. Army Test allll Evalualiot/ Com7lla,uJ: MarthaMitchem; and U.S. An"y Trail/illg alld Doct1'llle Commal/d:Nelson T. Kerr.

Anl/Y RD&A 59

BOOKS

The Penquin EncyclopediaOf WeaponsAnd Military Technology:Prehistory to the Present DayBy Kenneth MackseyViking, 1993.

Reviewed by MAJ Steven Lopez, an Army acquisition officerassigned to the TRADOC System Manager-eannon, U.S.Army Field Artillery School, Fort Sill, OK.

The Army Acquisitioo Corps may be new, but the process of researcb·ing, developing and acquiring weapon sy terns dates back to the earliestdays of man's existence. Noted military author Kenneth Macksey bas pro­vided a handy reference for those interested in tracing the history of tech­nology and military development from the Stone Age to the present day.

As the author states in his introduction, "The aim of this Encyclopedia isrn present, in compact form, the essential and vital elements creating theinteraction of technology and weapons upon the evolution of warfare."Macksey notes that the "role of technology tends to be relegated to a lOWlyplace within the unfolding story of events," where "scientists and tech·nologists are. often demoted to insignificance, and even obscurity, whilestalesman, politidans, admiral ,generals and air marshals enjoy the promi­nence and glory." It is Mackey's intent to give these scientists, inventors,and industrialists their due recognition.

The entries, ranging from the Mghanistan Wars to Count von Zeppelin,

describe key weapons, components and weapon sy>~ems,discuss the tecb­nical aspects of significant battles and campaigns, and highlight the impactof military theorists, inventors and innovative commanders on the devel­opment of military technology. Acquisition members will be particularly in­terested in the entries on key sdentists, .inventors and industtialists, and thedescriptions of the vital products and techniques they created.

The work is extensively cross-referenced_ For example, a reader reviewingthe entry for Artillery is referred to related entries on weapons, such as siegeengines, mortars and rockets, vital wars and campaigns, sucb as the llJirryYears War, the American Civil War, and the battles ofSluys and Jutland, cnt·icaltechnological developments, such as siege warfare, gunnery techniques,and surveillance devices, innovative commanders such as GustavusAdolphus, .inventors such as Henry Shrapnel and Henry Bessemer, and ar­mament makers uch as Alfred Krupp and the Schneider's Company.

A fascinating chronology, spanning the period 4000 B.C. to the 1990-1991GulfWar, deta.ils important wars and the new technology and weapons theyspawned. The chronology clearly highlights the increasing pace of tech·nological change and the resulting impact on weapon systems. A select bib­liography focuses on the encydopedias, bibliographies, and specialized worksthat the author bas judged to be the most helpful for further study. Numerousillustrations, diagrams, 54 maps, and a comprehensive index further com­plement the work.

For anyone who wants to study the history of military technology de­velopment, tbili concise but comprehensive encyclopedia will prove a valu·ahle resource. Macksey says tbat the purpose of his book is to "simply of­fer a firm base for reconnaissance followed by attack upon a selected ob­jective of knowledge, and to indicate lines of explOitation to where furtherinfonnation can be found and new ideas developed." The author bas suc­ceeded admirably in this goal, producing a work that should have a promi·nent plaee on the reference shelf of acquisition professionals for years tocome.

LEnERSDear Sir:

After many years of being an avid reader of this superb publication,I find that I must finally raise a perplexing issue long-overdue for mean­ingful resolution.

Specifically, the title "Army Research Development and Acquiliitioo"consists of internal, conflicting terminology. Per DOD' definition (5000Series) acquisition is: "a disciplined management approach for acquir­ing systems and materiel..." This "approacb," at the front end of the lifecycle management model, includes "Research and Development." ThisR&D phase (part of acquisition) can consist of only government activ­ities or of combined government/contractor activities (obviously neverof "only" contractor activities). The process the government usesto obligate and obtain necessary cOntractor provided supplies/ser­vices ili through the Federal "procurement" process (unfonunatelyand critically, also called "acquisition").

I believe that an article clarifying this confusion would be mostappropriate and appreciated by your readers, especially wben viewedthrough other similar, related factors sucb as Acquisition Reform,Acquisition Categories (ACAn, the Acquisition Corps, AcquisitionStreamlirting, the Acquisition Process, Acqui ition Managers vs. Pro­curement Managers, and Federal/DOD/DA Acquisition RegulationsReform (FAR/DFAR/AFAR) to name but a few. Thank you.

Sincerely,

Harold ChaninAssociate for EngineeringClose Combat Armaments CenterU.S. Army Armament RD&E Center

60 Army RD&A

Army RD&A Response:Thank. you for your insightful correspondence. The following conr

ments were provided by Bruce H. Waldschmidt, chiefofacquisitionpolicy in the Office ofthe Assistant secretary of the Army (Research,Development and Acquisition).

The writer is correct. The term "acqulsltlOl'" can be confusing.The Department ofDefense and the Annyhave lIsed "acquisition"to refer to the life cycle management process (research, deuetojrment, production, testing, and fietding) as well as the more nar­row process ofprocuring weapon systems. I'm not sure a sepa­rate arttcle on the subject would be worth the ualue gained. Wewill always have tenns which can refer to a global definition (e.g.,testing to indude developmental and operational operations) anda more specific applfcation (e.g., testing of a parttcula.r weaponsystem).

July-August 1995

A Farewell Letter To The Acquisition CorpsFrom LTG William H. Forster

The following remarks were provided to Army RD&A just prior to the retirement of LTG William H. Forster, directorof the Army Acquisition Corps (AAC). Forster had served more than 30 years 0/ active military service and is creditedwith major achievements in implementing and managing the AAC.

As I reflect back over my nearly three years as director of the Army Acquisition Corps and military deputy to the assistantsecretary (research, development and acqUisition), my greatest sense of accomplishment comes from the advances we havemade in acquisition reform. With immense pride I can say the Army leads the way in this critical area because you haveresponded to the radical changes reshaping our business and industrial environment. Our openness and willingness to workwith our industrial partners, their honest realization that the way we did business before will not work in the future, andeveryone's imagination in seeking new ways to get dollars out of the process and into products have been key. Meeting changehead-on, you have begun the streamlining process, eliminating non-value added requirements and establishing new businesspractices setting the benchmarks by which future acquisitions will be measured. Remembering that imitation is the sincerestform of flattery-much of what you have done has been adopted by OSD.

It is, however, not time to rest on our laurels and say, "Good enough." A few outstanding success stories are akin towinning the opening battles of a war. This is not sufficient to warrant a victory celebration, but rather heralds the increasedactivity necessary for final victory. Without continuously improving acquisition processes we will not be able to deliver theequipment of Force XXI when our 21st Century Warriors need it. Given less dollars and accelerating appliedtechnology cycles. acquisition reform is the enabler for force modernization.

Today, and more so in the future, new technology will emerge from a private sector unable or unwilling to comply withgovernment unique business practices. You must develop acquisition strategies that take advantage of the entire nationalindustrial base, not just the traditional "defense industrial base." Your mission, therefore, will be to identify continuously bettermethods of acquisition, eliminating unnecessary and marginally useful data and reporting requirements. military specificationsand standards and intrusive oversight, and in their place enter into cooperative teaming arrangements focused on success.These efforts will bring new industries and new ideas to the Army team while helping our traditional industrial partners giveand get more return on the dollar. Risk management, not risk avoidance is your watchword. Decision cycle times must beharmonized with technology cycles-we must match technology's acceleration if we are to field world class equipment whenour soldiers need it and while it is still state of the art. Today's Acquisition Workforce is no place for the fainthearted, and noplace for those who think yesterday's ways were good enough. True, yesterday's ways gave us the Big Five and the bestequipment in the world, but at a cost in dollars and time we can never afford again. Our challenge is to do as well at half thecost and in haIf the time.

Acquisition reform must be a continuous part of our acquisition culture-finely attuned to the rapidly changing business andtechnological environment. You must remain resilient, adhere to the fundamentals of common sense and good businesspractices and stay focused on the soldier.

With an objective eye on past traditions and sights set on decisive success in America's future endeavors, our Army willremain out fTont in a changing world-leading change rather than reacting to it. You must be even further out front turningchange to your advantage and to the advantage of our soldiers. Remember, the worth of your work, as always. will be testedultimately in the rigors of war-where our soldiers' lives are on the line.

I am confident you will meet these challenges. proViding soldiers the winning edge-equipment that will pass the ultimatetest. You have never failed me, both leading me and pushing me through tough times as PM, PEO and then your director andMilDep I shall miss you.

Fond regards, and best wishes for the future,

Bud Forster

LTG, USA

July-August 1995 AnnyRD&A 61