There are many ways to use the Adaptive Acquisition Framework’s pathways to iteratively acquire and deliver capabilities to the Warfighters.
The Adaptive Acquisition Framework was launched in 2019. Ms. Lord, the Defense Acquisition Executive called it “the biggest transformation to acquisition policy in decades.”
Instead of the monolithic 5000 approach, programs can now use one or more of six acquisition pathways, tailored to the unique aspects of their acquisition. Acquisition professionals are explicitly directed in policy to empower program managers, simplify acquisition policies, and tailor acquisition approaches.
While most programs will select and use a single pathway for many years, there are a number of novel strategies to leverage multiple pathways. Here are a few:
You identify a mature capability that is a 50-80% solution to provide the Warfighters. Use the Middle Tier of Acquisition: Rapid Fielding pathway to go directly to begin production within six months. Warfighters receive capabilities within a year or two.
Soon after getting the production line started, use the Middle Tier of Acquisition: Rapid Prototyping pathway to begin prototyping version 2 of the solution within five years. Demonstrate many iterations of prototypes to users that integrate cutting edge technologies, user feedback, and performance test results from version 1.
When Version 2 is ready, transition to the same production line as version 1 using the Middle Tier of Acquisition: Rapid Fielding pathway. This provides the Warfighters rapid and iterative operational capabilities while being responsive to changes in operations, threats, and technologies. It also ensures a continual production line.
You identify emerging technologies with potential military applications. Use the Middle Tier of Acquisition: Rapid Prototyping pathway to prototype and field an initial operational capability within five years. If successful, transition to the Middle Tier of Acquisition: Rapid Fielding pathway to begin production of the systems. Soon after getting the production line started, begin a Major Capability Acquisition pathway to iteratively develop and scale the system production.
Similar to the above, yet start with the Urgent Capability Acquisition pathway to rapidly deliver an initial capability within two years leveraging mature solutions, then transition to the Middle Tier of Acquisition: Rapid Fielding pathway to scale production or use a Major Capability Acquisition pathway to scale development.
A program with significant hardware and software capabilities could develop the initial solution via the Middle Tier of Acquisition pathway or Major Capability Acquisition pathway to achieve an Initial Operational Capability. It could then use the Software Acquisition Pathway to continuously iterate and deliver on the software functionality embedded into the weapon system.
If you really want to be creative, explore the as-a-Service model. Use the Middle Tier of Acquisition: Rapid Prototyping pathway to prototype and field an initial operational capability within five years. If the users and testers agree the demonstrated solution is successful, use the Acquisition of Services pathway to acquire the capabilities as a Service. There are many capability areas where it would be more timely and cost effective to acquire as a Service. Industry can regularly iterate on features and performance based on DoD priorities, feedback, and commercial markets (for dual-use tech). They can iterate at a faster cadence than DoD governed requirements and development via a traditional acquisition program. DoD doesn’t have to worry about long development and production timelines or maintaining a suite of hardware and software systems. A competitive industrial environment will fuel innovative solutions and control costs. See commercial satellite imagery over Ukraine.
The key for each of these scenarios is to have a solid understanding of the Adaptive Acquisition Framework to appreciate which pathways to use when and how to effectively tailor the processes, reviews, and documents to the unique aspects of your program.
Keep in mind, for MTA examples above, one does not need to use the full five years. If you have a successful prototype within two years to transition or can get the initial production run in a year or two, great. Accelerate learning, pivoting, and delivering.
Program Managers should work closely with key stakeholders across the functional communities to explore novel strategies to acquire the capabilities, given their environment, risks, and opportunities. Be creative. Tailor in what works for you.
Program teams should outline multiple courses of action, think through pros, cons, and constraints, and discuss with their decision authority the best course of action and tailoring considerations.
Have you used any of the above scenarios or other multi-pathway approaches to acquire and deliver capabilities? Any other novel ideas? Comment below.
Excellent information here. This will be valuable when talking with my government customers on pathways to get the solutions they want and need.