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The article focuses on the Single Appropriation Pilot for Software and Digital Technology Budget Activity (BA) 08, designed to modernize the Army's software acquisition process in response to evolving technological and adversarial demands. Topics include the inefficiencies of traditional funding approaches, the influence of recent studies on the pilot's development, and how consolidating funding into a single appropriation can streamline software development.

The article focuses on the U.S. Army's adoption of Agile methodologies to adapt to its diverse and evolving needs. Topics include the use of Agile frameworks for software development, the implementation of the Scaled Agile Framework (SAFe) within the Army Training Information System (ATIS) product office, and the emphasis on iterative processes and continuous user feedback to enhance program outcomes.

The article focuses on the U.S. Army's prioritization of network and command and control systems to adapt to the complex future operating environment. Topics include the Army's emphasis on developing simple, intuitive, and low-signature communication systems, the "transforming in contact" approach for testing and refining these technologies, and the broad scope of this initiative across various regions and operational domains to address evolving battlefield threats.

The article focuses on the evolving challenges in Army acquisition as we progress through the 21 century. Topics include the integration of advanced technologies such as Artificial intelligence (AI) and drones, the emergence of new adversaries including state and non-state actors, and the need for rapid and scalable production capabilities to maintain military effectiveness and deterrence.

The article focuses on the historical and modern evolution of modular technology in Army equipment. Topics include the introduction of interchangeable parts in muskets by Eli Whitney, the development and adoption of the Modular Open Systems Approach (MOSA) for flexible and reusable components, and the increasing importance of rapid software development to maintain technological superiority.

The article discusses how agile processes using minimum viable product (MVP) strategies can be applied to hardware development in order to deliver capabilities quickly. It highlights two programs, the High Mobility Decontamination System (HMDS) and the Negatively Pressurized Conex (NPC), which successfully used agile strategies typically used in software development to design, develop, test, and deliver hardware systems at a rapid pace. The article provides a template for program managers to use MVP and iterative prototyping in hardware acquisition, emphasizing the importance of direct user feedback and communication throughout the development process. It concludes that agile strategies have the potential to enable hardware programs in any acquisition pathway to develop high-performing capabilities at fast speeds. [Extracted from the article]

MilTech, a program under the U.S. Army Program Executive Office for Enterprise Information Systems, offers collaboration and information-sharing IT products and services to support the Army acquisition community. It bridges the gap between organizational and enterprise IT, providing solutions that enhance efficiency and operational performance. MilTech operates through a consortium model, allowing member organizations to co-invest in solutions and share resources. It offers a range of capabilities, including application development, cloud migration, and business intelligence. MilTech is also embracing AI and machine learning technologies to enhance processes and meet the evolving challenges of the Army acquisition community. [Extracted from the article]

The Army has acknowledged the importance of modern software development and acquisition practices in maintaining competitiveness. They have released Army Directive 2024-02, which includes 12 reform initiatives to enable modern software development and acquisition. These initiatives focus on various institutional processes and emphasize the need for talent and expertise in executing modern software development. The goal is to reform the Army's software development and acquisition processes to keep up with evolving technologies and changing user needs, allowing for faster and more efficient software development. [Extracted from the article]

The article discusses the newly published Army Regulation 70-1, which represents a significant update for Army acquisition policy. The regulation aims to accelerate the speed of acquisition and delivery of critical capabilities, encourage flexible and creative acquisition approaches, and support the Army's digital transformation. It emphasizes the importance of tailoring documentation requirements and acquisition approaches to enable flexibility and creativity. The regulation also introduces the Software Pathway, which supports the development of custom software solutions and promotes agile, iterative software development approaches. Overall, the regulation is a culmination of the Army's efforts to revamp its internal processes and meet the demands of digital transformation. [Extracted from the article]

The article discusses the need for a digital transformation in the Army's acquisition workforce and how Udemy training is providing a solution. The training includes three prioritized courses and three additional recommended subjects to help acquisition professionals understand and apply digital concepts. The Army partnered with Udemy to provide an online platform for learning and business training, utilizing underutilized licenses to populate all acquisition workforce members. The training is currently required for ASA(ALT) employees but is encouraged for all acquisition professionals to stay aware of the latest technologies. [Extracted from the article]

The article discusses the importance of a robust and agile supply chain for command, control, communications, computers, cyber, intelligence, surveillance, and reconnaissance (C5ISR) systems in the Army. The Army has shifted towards a new model focused on continuous modernization and the use of commercial off-the-shelf (COTS) technologies to deliver new capabilities to the field more rapidly. However, there is a concern that this shift may lead to a throwaway mentality and neglect of sustainment responsibilities. Sustainment is crucial for readiness and maintaining a stable supply chain for repair parts. The article emphasizes the need for a balance between modernization and sustainment to ensure the Army's ability to fight and win. [Extracted from the article]

The article discusses the Army's digital transformation and the adoption of a continuous integration/continuous deployment (CI/CD) model and mindset. The Army is committed to rapid change and has implemented new policies to enable continuous software development and upgrades. The article highlights the importance of feedback from users and the shift towards a more agile and responsive software practice. The Office of the Deputy Assistant Secretary for the Army for Data, Engineering, and Software (DASA(DES)) is driving digital transformation by providing products and services to support programs. The article emphasizes the Army's commitment to innovation and maintaining a competitive edge. [Extracted from the article]

The Army's organic industrial base (OIB) is a critical component of national defense, comprising 23 arsenals, depots, and ammunition plants that manufacture and maintain Army equipment. To ensure readiness for future multidomain operations, the Army is investing in a 15-year OIB Modernization Implementation Plan. This plan includes modernizing facilities, processes, and the artisan workforce, incorporating emerging technologies, and enabling surge capacity for large-scale combat operations. The Army is already investing over $2.6 billion in OIB modernization, with additional funding from the Department of Defense. The plan aims to sustain the artisan workforce, support the Army's modernization efforts, and provide precision sustainment and predictive logistics through data and information system technology. [Extracted from the article]

An introduction is presented in which the editor discusses articles in the issue on topics including the Army, through the Office of the Assistant Secretary of the Army for Acquisition, Logistics and Technology, is adapting its experimentation and testing processes to enhance efficiency.

By Dave Riel A s I traveled the smooth, newly constructed road to the small Ugandan village that our medical mission team was serving that week - and remembering the awful, bumpy ride to Bukeka only 18 months before - I questioned my Ugandan host, Ronnie, "When did this happen?" With five companies in the world's top 15 for defense revenue, Chinese companies are also heavily involved in commercial enterprises, with only 20 to 38 percent of their revenue being generated by defense. The world's No. 1 defense revenue-producing company, Lockheed Martin, garners 95 percent of its revenue from defense, with the other top companies between 75 percent and 94 percent. The use of that mechanism has shown an impressive DIFFERENT PORTFOLIOS Unlike the U.S. defense industry, which produces most of its revenue strictly from defense, China's top defense companies are also heavily involved in commercial enterprises. [Extracted from the article]

With these essential building blocks, the Soldier-centered design team will create a rough design of the user interface that USERS FRONT AND CENTER Through Soldier-centered design, end users are front and center in the development process. In the U.S. Army, human-systems integration analysts, who are typically human factors engineers or research psychologists, develop humansystems integration plans documenting the Soldier-centered design process and planned Soldier touch-point events. Soldier-centered design places those who ultimately use the system squarely in the center of the design process ensuring their feedback and needs are the foremost consideration when making design tradeoffs and decisions. LESSONS LEARNED The top 12 lessons learned during our efforts to integrate Soldier-centered design into Agile development include the following: Build a strong design foundation with early Soldier-centered design activities. [Extracted from the article]

The article discusses the use of the Indirect Fire Protection Capability Increment 2-Intercept (IFPC Inc 2-I) product in developing a software acquisition methodology which applies Agile software development fundamentals to various aspects of acquisition. Topics covered include details relating to Agile software acquisition, the approach used in reducing the software development risk for the IFPC Inc 2-I and the advantages of creating the IFPC Inc 2-I software integrated product team (SWIPT).

An interview with Berglund Associates Inc. president and Leadership Foundry executive instructor Barry Berglund is presented. He talks about the correlations of the leadership training in both the military and civilian sectors. He explains the agile concept in the U.S. Army acquisition community. He cites the lessons learned from the Acquisition Leadership Challenge Program (ALCP) in the U.S. Army and Air Force that could be applied to the agile concept.

The article discusses the technological developments in the operation of the U.S. Army. It focuses on the use of the Agile Process in resolving the capability gaps in such equipment as interceptors, launchers and radars. It cites the Materiel Solution Analysis (pre-Milestone A) program phase as the best stage to integrate the Agile Process and leverage the Army's Network Integration Evaluations (NIE).

The article discusses the developments in the operation of the U.S. Army. It examines the important role played by the Network Integration Evaluations (NIE) and the Agile Process in the preparation of the Army's mobile tactical communications network backbone, Warfighter Information Network--Tactical (WIN-T) Increment 2. It claims that the network will introduce networking radios and improves Network Operations (NetOps) for network planning and monitoring.

The article discusses the developments in the operation of the U.S. Army. It focuses on the challenge confronted by the army in implementing its agile acquisition program that will rapidly improve its procurement capability. It cites the process called Capability Set Management (CSM) that implements all the tactical lessons that were learned by the army in 2003-2012.

The article offers a look at the Agile Process and the Network Integration Evaluation (NIE) of the U.S. Army. NIE is a key component of the Agile Process. Fielding integrated capability sets that enable network connectivity to soldiers is an objective of the Agile Process and NIE. Several improvements to the NIE and Agile Process include additional upfront integration prior to each NIE, a well-trained and multidisciplinary NIE team and defined roles for each member of the NIE triad.

The article focuses on lessons learned by the U.S. Army from Network Integration Evaluations and how they applied it to their acquisition system. Two factors that prevent the Army from leveraging technological innovations are organizational and business process barriers. To define technical standards for network infrastructure, applications and mission command systems, the U.S. Army should establish an integrated network baseline. A diagram is presented listing the phases of the Agile Process.

The article discusses the progress in the Network Integration Evaluations (NIEs) exercise where the U.S. Army test capability and establish doctrinal insight for extending the network and enhancing mission command. It cites the formalization of the Agile Process cycle to ensure that assessments, network integration and configurations are completed at Army laboratories. It says that through the process, the Army found a way to buy, test and deliver a network faster that is more cost-effective.

The article features the U.S. Army's Command Workstation's Command Post of the Future (CPOF) and Command Web core software architecture frameworks. Developed in support of the Army's Mission Command, these frameworks combine agile processes and advanced technology in collapsing separate capabilities into a fully interopterable product line. The Army is exploring next-generation capabilities, notably MilSpace, and sets it sight on cognitive research as the next frontier in Mission Command.

The article reports on the U.S. Army's first Network Integrated Evaluation (NIE) conducted in June and July 2011 at the White Sands Missile Range in New Mexico. The operation leveraged the second brigade, first Armored Division in a review of 29 developmental and emerging capabilities in an integrated environment, moving the Army closer to building an Objective Integrated Network Baseline. The next NIE will reportedly utilize a quick-reaction acquisition methodology known as the Agile Process.

The article discusses a directorate initiated by the U.S. Assistant Secretary of the Army for Acquisition, Logistics and Technology (ASAALT) to manage system integration and the new Agile Process of acquisition. It says that the move is part of reforms designed to work more closely with industry and improve procurement practices. According to the author, the System of Systems Integration (SoSI) Directorate will lead acquisition management of the Network Integration Evaluations (NIE).

The article discusses the developments in the operation of the U.S. Army. It focuses on the Network Integration Evaluation (NIE) Agile Process adopted by the army to evaluate and assess the new networked and non-networked technologies from both government and industry sources. The NIE is managed by the U.S. Army Test and Evaluation Command (ATEC), the Brigade Modernization Command, and the System of Systems Integration Directorate.