Acquisition reform initiatives continue to make a difference, many resulting in delivering capability to the warfighter as quickly as possible. The key to success in acquisition reform is empowering PMs to tailor acquisition strategies based on the urgency of need, technology maturity and available resources.
Just going fast―or increasing the speed of the program―is not the answer. Speed often increases risk in acquisition, resulting in a higher percentage of failed efforts. Speed to contract award, for example through an OTA, has little correlation to fielding militarily useful and suitable products to the warfighter quickly―in fact, it may have the opposite effect. Selecting the proper contracting type and approach results in improved operational warfighter capability in the optimal time, balancing cost, schedule and performance.
A commitment to the education and training of acquisition professionals, as well as the follow-on empowerment of these professionals to do their jobs, promises the best return on investment in helping to speed up defense acquisition. Continued training and education as well as leader development will help solidify the bonds of mutual trust and respect between the acquisition and warfighter communities.
That was Robert Mortlock writing in Army AL&T, “Been there, done that: beware the rush to failure.”
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