BUSINESS LOGIC OF THE WARFIGHTER

Abstract

Current acquisition processes and strategies often result in the delivery of warfighter tools, whether aircraft, ships, weapons, or submarines, that do not meet current mission needs or usability standards. A causal factor is the lack of integration of end-users with the designers and developers throughout the acquisition process. Recent DOD directives support providing alternative pathways to the traditional acquisition process by acquiring technologies at the speed of relevance to meet fluid mission needs. Integrating end-users with design teams in a continuous iterative methodology style, i.e., Agile, provides feedback early and often, from requirements generation to testing for flexibility should capabilities or requirements change. Including warfighters brings their operational, maintenance, and user perspectives to better support the program. It is also essential to modify warfighter training courses and curriculum to educate warfighters on the requirements process. The resulting process and product are improved tri-fold. First, the contractor understands the desired capability requirements earlier in and throughout the acquisition process regardless of the process used. Second, the warfighter is involved early in the capability and functional requirements development and gains an understanding of the acquisition process and barriers. Third, the warfighter has better training to troubleshoot and maintain these more complex systems.