Your SlideShare is downloading. ×
  • Like
STRATEGIC PLAN
Upcoming SlideShare
Loading in...5
×

Thanks for flagging this SlideShare!

Oops! An error has occurred.

×

Now you can save presentations on your phone or tablet

Available for both IPhone and Android

Text the download link to your phone

Standard text messaging rates apply

STRATEGIC PLAN

  • 2,148 views
Published

 

Published in Business
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
    Be the first to like this
No Downloads

Views

Total Views
2,148
On SlideShare
0
From Embeds
0
Number of Embeds
0

Actions

Shares
Downloads
70
Comments
0
Likes
0

Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
    No notes for slide

Transcript

  • 1. U.S. ARMY RESEARCH, DEVELOPMENT AND ENGINEERING COMMAND STRATEGIC PLAN May 2007 Distribution Statement A. Approved for public release; distribution is unlimited.
  • 2. The RDECOM 2007 Strategic Plan is also available in PDF downloadable format on the RDECOM website, at http://www.rdecom.army.mil Distribution Statement A. Approved for public release; distribution is unlimited.
  • 3. STRATEGIC PLAN Table of Contents Commander’s Intent . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 - 2 RDECOM Vision . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 1 RDECOM Mission . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2 Introduction/Background . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 3 RDECOM Organization . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 4 External Environment . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5 - 6 Strategic Planning Process . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 7 - 10 RDECOM Goals & Objectives . . . . . . . . . . . . . . . . . . . . . . . . . . . . 11 - 13 Conclusion . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 13 Acronym List . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . PLAN - 15 STRATEGIC . . . . . 14 List of Figures Figure 1 . . . . . . RDECOM Geographic Locations . . . . . . . . . . . . . . . . 3 Figure 2 . . . . . . RDECOM Organizational Chart . . . . . . . . . . . . . . . . . 4 Figure 3 . . . . . . Linkage to Combatant Commanders . . . . . . . . . . . . . 5 Figure 4 . . . . . . Army’s Strategic Management System . . . . . . . . . . . . 7 Figure 5 . . . . . . AMC’s Strategic Management System . . . . . . . . . . . . 8 Figure 6 . . . . . . RDECOM’s Strategic Management System . . . . . . . . 9 Figure 7 . . . . . . RDECOM Strategic Planning Hierarchy . . . . . . . . . . .10 Figure 8 . . . . . . Goal 1 - Innovative Human Capital . . . . . . . . . . . . . . 11 Figure 9 . . . . . . Goal 2 - Value Added to Warfighter . . . . . . . . . . . . . . 12 Figure 10 . . . . . Goal 3 - Continuous Improvement . . . . . . . . . . . . . . 12 Figure 11 . . . . . Goal 4 - Alignment. . . . . . . . . . . . . . . . . . . . . . . . . . . 13 i
  • 4. Commander’s Intent I’d like to introduce the 2007 RDECOM Strategic Plan unmatched in their lethality, mobility and survivability – our roadmap for the next five years. across the full spectrum of conflict. But imagine what As you know, a strategic plan is a blueprint for an we can accomplish collectively when we integrate the organization that lays out a path for fulfilling the capabilities across the Army’s laboratory and R&D organization’s vision. This Centers. This is precisely why plan is no different. RDECOM was created. The intent of this Strategic By consolidating Army Research Plan is to articulate the overall and Development at the lowest Command direction, goals, possible Command level, the Army objectives and strategic has created the right operating initiatives toward achieving environment to facilitate collabora- those ends. Due to the depth, tion, which is absolutely imperative breadth and diversity of all for an Army at war and an Army subordinate organizations transitioning to meet the needs within the Command, it would of the future. The Army now has not be prudent to prescribe an organizational construct that a one-size-fits-all approach. provides a more effective and Subordinate organizations Major General Roger Nadeau efficient mechanism to harness the within RDECOM should Commanding General collective Army RD&E organiza- U.S. Army Research, Development and Engineering follow the spirit and intent of Command, (RDECOM) tions to get the right expertise what is promulgated in this working on a problem. And it’s not plan. How it is implemented at the local level should always the local or traditional solution. Today, we ‘re follow a common sense approach at the point of able to capitalize on the unprecedented capabilities execution. existing across RDECOM to optimize decisive tech- nology solutions to the The formation of Warfighter, where it’s RDECOM may RDECOM’s Vision: needed, and when it’s not have had a Be the world leader in rapid, needed. noticeable personal innovative research, impact on all development and engineering Let me assure you 13,800 individuals for the Warfighter. that the benefits of the working within the Command are being Command. For realized by the War- most of you, not a whole lot has changed in the last fighter and Combatant Commanders, by ASA (AL&T), three years since RDECOM’s inception. Indepen- by the LCMCs, and PEOs/PMs and by TRADOC. dently, you’ve always done great things for the Army And we’re just beginning to scratch the surface! and our joint forces – that’s why today’s forces are 1
  • 5. STRATEGIC PLAN RDECOM’s Mission: Get the right technology to the right place, at the right time, for the Warfighter. My mission as Commander of RDECOM is to: WarNet operational capabilities and the restructuring of Army Aviation through modernization of aircraft • Continue to mature the Command by judiciously systems. As the Army undergoes transformation from executing the Army’s strategic vision for RD&E divisions to modular, brigade-based combat teams • Ensure that the Army’s RD&E program provides the with joint expeditionary capabilities, RDECOM will greatest return on investment for the Warfighter and adapt its science and technology solutions to better the taxpayers support the transformation. • Achieve even better performance by facilitating STRATEGIC PLAN This strategy documents a roadmap for our journey continuous improvement and focus on our forward as we continue to support the Global War customers on Terrorism (GWOT), the current force and the • Instill a culture of innovation and collaboration Army transformation. Let’s all do our part to make throughout the Command and throughout the Office RDECOM’s vision a reality! of the Secretary of Defense (OSD) research and development (R&D) activities • Optimize technical solutions, reduce redundancies, and create an environment where all employees have an opportunity to develop to their maximum potential. Over the next five years, RDECOM will continue to leverage science and technology in order to advance major acquisition programs for the Army and the Joint Force. The most notable of these programs is the Future Combat System – the Army’s primary transfor- mation effort and most critical investment. In addition, we will develop and transition technologies in support of the Soldier and Soldier support systems, ammuni- tion programs, extended air defense systems, Land- 2
  • 6. Introduction/Background The U.S. Army Research, Development and Engi- protective equipment, rations, weapons and ammuni- neering Command (RDECOM) is the Army’s focal tion, RDECOM provides the full spectrum of basic point for developing and accelerating innovative research, development, engineering and analysis of technology and sound engineering solutions that Warfighter systems, from concept to capability. provide our U.S. forces with decisive and dominant capability where they need it, when they need it. RDECOM is headquartered at Aberdeen Proving RDECOM, a major subordinate Command of the Ground, Maryland with laboratories and Research, Army Materiel Command, is unparalleled in its depth Development & Engineering (RD&E) Centers and breadth of technical capability, innovation and throughout the country and representatives throughout dedication to provide our U.S. forces with the best the world. The Command is home to 13,800 military technology, today and in the future. From missiles, and civilians, over 62% of who are scientists and airframes, combat and tactical vehicles, communica- engineers, harnessing the potential of research, tions networks and the human-system interfaces that development and engineering for the Warfighter on a link to the Warfighter, to fundamental items of personal daily basis. TARDEC ECBC @ Rock Island Arsenal ARL @ NASA-Glenn NSC ARDEC/ Benet Labs AMRDEC - Aeroflightdynamics Directorate ARDEC CERDEC ARL APG AMSAA ARL/ARO ARL Adelphi RDECOM ECBC ARL - White Sands AMRDEC SOSI CERDEC Night Vision & Electronic Sensors Directorate AMRDEC - Aviation Applied Technology AMRDEC – Aviation & Missile Research, Development & Engineering Center STTC Directorate AMSAA – Army Material Systems Analysis Activity ARDEC – Armaments Research, Development & Engineering Center ARL @ NASA-Langley ARL – Army Research Lab ARO – Army Research Office CERDEC – Communication - Electronics Research, Development & Engineering Center ECBC – Edgewood Chemical Biological Center NSC – Natick Soldier Center SOSI – System of Systems Integration STTC – Simulation and Training Technology Center TARDEC – Tank and Automotive Research, Development & Engineering Center Figure 1, RDECOM Geographic locations 3
  • 7. STRATEGIC PLAN Commanding MSC Staff DCG for General SOSI Systems of Systems SES Deputy RDECOM Integration Aquisition Center AMSAA ARDEC ARL NSC TARDEC Army Materiel Armament Research, Army Research Natick Soldier Tank Automotive Systems Analysis Development & Laboratory Center Research, Development Activity Engineering Center & Engineering Center AMRDEC CERDEC ECBC STTC STRATEGIC PLAN Aviation & Missile Communications Edgewood Simulation Research, Electronics Research, Chemical & & Training Development & Development Biological Center Technology Engineering Center & Engineering Center Center Figure 2, RDECOM Organizational Chart RDECOM Organization RDECOM was established in 2004 by consolidating on investment is being accomplished by creating the Army’s RD&E Centers, the Army Research Labo- stronger, integrated RD&E management; eliminating ratory (ARL), and the Army Materiel Systems Analysis costly duplicative R&D efforts; leveraging research Activity (AMSAA) into one Command composed of dollars by fostering collaborative efforts among Army many world-class subordinate organizations. The organizations, our sister services, OSD R&D facilities, resulting Command is greater than the sum of its industry and academia; and by expediting transitions parts. RDECOM has the formidable task of executing from R&D to Programs of Record with the Life Cycle the Army’s overall RD&E investment strategy. Our Management Commands (LCMCs), Program Execu- goal is to provide the Army with the largest possible tive Offices/Program Managers (PEOs/PMs) and other return on its RD&E investment. Today, this return strategic partners. 4
  • 8. Figure 3, Linkage to Combatant Commanders RDECOM’s vast network not only connects to other External Environment Army organizations, but is also strongly linked to our sister services and to OSD RD&E agencies. We Global War on Terrorism (GWOT) also maintain International Technology Centers (ITC) Our nation will continue to be engaged in a long around the world to conduct regional technology watch struggle of continually evolving conflict that, as in and deploy Field Assistance in Science and Tech- Afghanistan and Iraq today, will manifest itself in nology (FAST) liaisons to Combatant Commanders complex, non-traditional and asymmetric challenges in all theaters, directly linking technology solutions to including Weapons of Mass Destruction (WMD) and warfighter requirements in real-time. (See Figure 3 cyberspace. Our adversaries will employ irregular above) tactics, terror and asymmetric warfare. Our forces must be able to operate effectively within the full spectrum of these threats to include combat opera- tions, stability operations, peace-keeping and nation 5
  • 9. STRATEGIC PLAN building operations. They must also be able to operate Army Transformation as part of joint, interagency and coalition teams. Our The Army is building a modular force to sustain a forces must be more flexible, rapidly deployable and steadily increasing demand for military forces by possess a broader range of capabilities without sacri- maximizing unit readiness and availability of forces ficing survivability and lethality. while ensuring greater stability and predictability for Soldiers and their Families. Army Force Generation Science & Technology Funding (ARFORGEN) is the Army’s modular force model The rising costs to train, equip and care for our to ensure all units are fully ready for deployment Soldiers and their Families worldwide is taking a with Soldiers, equipment and training before they serious toll on the Army. The Army Science and Tech- are scheduled to deploy. The Army Modular Force nology (S&T) budget is frequently targeted as a bill increases unit readiness and the size of the avail- payer for emergent requirements in support of current able force pool to sustain continuous, full-spectrum operations. In this environment, we must become operations. This modular conversion is focused on even more effective in balancing our S&T portfolio to Brigade Combat Teams (BCTs). The plan is to create support the current force while being mindful not to a rotational pool of BCTs across the active and reserve mortgage support for our future force in the process. components. STRATEGIC PLAN Base Realignment and Closure (BRAC) The Future Combat System (FCS) is the Army’s An additional complexity in the overall future equation primary transformation program and it’s most critical is BRAC, and specifically the relocation of the investment. This program will pioneer the next Command, Control, Communications, Computers, generation of warfighting capabilities. FCS includes a Intelligence, Surveillance and Reconnaissance new class of manned and unmanned air and ground (C4ISR) mission from Fort Monmouth, New Jersey vehicles, interconnected by a modern communications to Aberdeen Proving Ground, Maryland. This is the network to better support and sustain the modular largest and arguably most significant 2005 DoD BRAC forces. The program is designed to spin out technolo- relocation. Also, within the Command, elements of gies as they are matured to put advanced technologies the Army Research Laboratory will be relocating to into the hands of the current force while continuing Aberdeen Proving Ground and an element of the development of the entire integrated family of systems Armaments RD&E Center (ARDEC) will be relocating for the BCT future force. from Maryland to Picatinny, New Jersey. All 2005 BRAC moves must be completed by September 2011. RDECOM’s goal is to accomplish the BRAC direc- tives as efficiently as possible within this timeframe, with minimal disruption to our overall mission and no disruption to GWOT support. 6
  • 10. Strategic Planning Process The Strategic Management System (SMS) is the strategic vision. The ways (objectives) define how we Army’s construct for linking subordinate organizational will accomplish those goals; and the means are the goals and objectives to the overall Army strategic resources required to achieve the goals. Figures 4 vision. It provides a framework for describing, imple- and 5 below depict the Department of the Army’s and menting and measuring strategy execution at all the Army Materiel Command’s Strategic Management levels of the organization. The ends (goals) describe Systems, respectively. what must be accomplished to support the Army’s As of: December 2006 Army Strategy Map ENDS Army Vision: Relevant and Ready Landpower in Service to the Nation ENDS Army Mission: To Provide Necessary Forces and Capabilities to the Combatant Commanders in Support of the National Security and Defense Strategies Represents the Army Vision and Sustain an All-Volunteer Provide the Mission Provide Relevant Train and Equip Force Composed of Infrastructure and and Ready Soldiers to Serve as Highly Competent Support to Enable the Landpower for the Warriors and Grow Soldiers that are Force to Fulfill its 21st Century Security Provided an Equally Strategic Roles and Adaptive Leaders Environment High Quality of Life Missions 1.0 6.0 11.0 14.0 Support Current Global Reinforce Our Adjust the Global Recruit and Retain the Strategic Operations with Relevant Centerpiece: All-Volunteer Force Footprint to Create Initiatives and Ready Landpower Soldiers as Warriors “Flagships of Readiness” from key strategic 2.0 7.0 12.0 15.0 sources Build a Campaign Quality, (APS, ASPG, Modular Force with Joint Train Soldiers Care for Soldiers and Implement Business ACP, etc.) WAYS WAYS & Expeditionary Army Families Transformation Initiatives related to the Capabilities desired end for Today and Tomorrow state. 3.0 8.0 13.0 16.0 Develop LandWarNet Enhance Combat Training Improve Soldier and Develop the LandWarNet Operational Capabilities Centers Family Housing Institutional Infrastructure 4.0 9.0 17.0 Execute Major Acquisition Enhance Logistics Grow Adaptive Leaders Programs Readiness 5.0 10.0 18.0 Strategic resources Enhance Strategic Restructure Army Aviation Equip our Soldiers required to Communications implement Strategic Initiatives TR AN SFOR M ATI ON MEANS MEANS 19.0 Secure Financial Resources and Legislative Authorities to Meet Requirements AMC OPNS SMS SUMMARY 10 10 https://www.us.army.mil/suite/doc/7187340 Figure 4, Department of the Army’s Strategic Management System 7
  • 11. STRATEGIC PLAN Army Materiel Command Strategy Map As of 17 Nov 06 Transforming Army Materiel Command from an organization that is “Production-based, commodity-focused, and platform-centric” to one that is “Service-based, capabilities-focused, and unit-centric” -- GWOT ORGANIZATIONAL CULTURE OF COMPLEX KNOWLEDGE CHANGE INNOVATION SERVICES MANAGEMENT • Support to ARFORGEN • Condition Based • Life-Cycle Management • Safety Maintenance Commands • Lean Six Sigma • Soldier Systems Support • Ammunition Enterprise • Global Help Desk • Army Sustainment • Reset Parts Management Command • Forward Repair Activities • Central Technical • Outreach to Industry Support Facility (CTSF) • Army Field Support • Unit-focused RESET Brigades • Partnerships • Logistic Automation • Performance Based • Small Arms Repair Test Bed - Sierra Depot • Brigade Logistic Support Teams Logistics • Left-Behind &Theater • Sample Data Collection • Rapid Review Teams Provided Equipment • Base Realignment and • Factory-to-Foxhole Closure (BRAC) • Research & • Add-on-Armor / Safety Visibility • Surface Deployment and Development/Technology • Fleet Management • Single Army Logistics Distribution to the Warfighter • LOGCAP & Contingency Enterprise • Installation Maintenance and Ammunition • Army’s Greatest Inventions • STRATEGIC PLAN Contracting Industrial Capabilities • Lessons Learned • Security Assistance • Human Capital Strategy • Quantitative Metrics • Chemical Storage & Demil and Analysis End State End State End State End State “Cradle-to-Grave “Efficient Production “Customer Focused “Data Driven Capabilities Support” Processes” Solutions” Decisions” Figure 5, Army Materiel Command’s Strategic Management System 8
  • 12. RDECOM Vision: Be the world leader in rapid, innovative research, development and engineering for the Warfighter. RDECOM Mission: Get the right technology to the right place, at the right time, for the Warfighter. ends ends Innovative Value Added to Continuous Improvement Alignment Human Capital the Warfighter • Develop and • Design and implement • Develop Command • Develop and sustain a viable a clear RDECOM Infrastructure Strategy implement “Brand Human Capital strategic vision RDECOM” - one • Capitalize on tools Strategy maximizing ROI for consistent message such as HPC, rapid Army RD&E articulating the • Attract, develop prototyping to expedite and retain an • Strengthen technology solutions benefits of RDECOM innovative, relationships with to the Warfighter and • Balance the the nation collaborative and strategic partners technology portfolio to diverse workforce at ways ways • Generate and exploit be responsive to • Enhance workforce all levels understanding of scientific discoveries current and emerging • Enhance workforce to provide innovative Warfighter needs RDECOM’s strategic understanding of technology solutions direction, mission • Provide trusted, and capabilities Warfighter for the Warfighter actionable advice to requirements and • Facilitate • Mature and transition customers for Army collaboration among technology solutions technology decisions Transformation RDECOM subordinate to Programs of Record • Apply continuous organizations • Provide timely improvements to solutions in response business & acquisition to Quick Reaction processes Capability requirements Transformation means means People Technology solutions Processes, Facilities Communication Figure 6, RDECOM Strategic Management System Figure 6 is RDECOM’s Strategic Management System ties evolve. Next, four major goals were developed (SMS). RDECOM’s SMS directly aligns RDECOM’s focusing on Innovative Human Capital, Value Added strategy with both the Army Materiel Command’s stra- to the Warfighter through decisive technology, Contin- tegic vision and the Department of the Army’s strategic uous Improvement through customer focus and Align- vision. ment within the entire Command. Supporting each goal are enabling objectives that target opportunities RDECOM’s strategic planning process began with to capitalize on Command strengths and opportunities review of the Command’s mission and vision state- or mitigate identified weaknesses and threats. Finally, ments. These defining statements establish the overall supporting each enabling objective are specific stra- framework under which all Command efforts and activi- tegic initiatives that form an Action Plan for achieving 9
  • 13. STRATEGIC PLAN each goal. These initiatives define what specifically designed to cascade down to subordinate organiza- will be accomplished by whom, within what timeframe, tions within the Command and to individuals within and the desired outcome with associated metrics for the subordinate organizations as performance objec- tracking performance. Figure 7 below illustrates this tives. This alignment ensures that everyone within alignment process. the Command understands their vital role in fulfilling RDECOM’s mission and vision. The Commander’s intent is that the Strategic Plan drives all Command implementation plans to include: the Science &Technology Portfolio, Budgets, Human Capital, Corporate Communications, and Infrastruc- ture, as well as all subordinate strategic plans. As a means of alignment and overall performance evaluation, the strategic initiatives within the plan are STRATEGIC PLAN Input Output Global, National, DoD Army, AMC Needs Dominant Capability to the Warfighter Guidance, policy, future Mission scenarios, leadership Command’s Destination insights, technology Vision Customers, stakeholders, General Roadmap priorities, strengths, Goals weaknesses, opportunities, threats Objectives Specific Path Logistics - how, where, when, Action Plans Accountability & Desired who, with what Outcome Metrics Workforce ownership Performance Objectives and evaluation Figure 7, RDECOM Strategic Planning Hierarchy 10
  • 14. RDECOM’s Strategic Goals and Supporting Objectives The ideal end-state of RDECOM is to be a fully inte- grated RD&E organization that maximizes every dollar of investment by operating as effectively and effi- ciently as possible. Everything we do has value. Our workforce is innovative, diverse and totally customer focused. Our culture is one of true collaboration and all aspects of our organization are aligned toward achieving the same vision. Goal 1: Innovative Human Capital Shape the workforce to meet current and future needs of the Warfighter. 1.1 Develop and sustain a viable Human Capital Strategy aligned with the Command Strategic Plan. 1.2 Attract, develop and retain an innovative, collaborative, and diverse workforce at all levels. 1.3 Enhance workforce understanding of Warfighter requirements and Army Transformation. Figure 8, Goal 1: Innovative Human Capital 11
  • 15. STRATEGIC PLAN Goal 2: Value Added to the Warfighter Provide the Warfighter a decisive edge through Research, Development and Engineering. 2.1 Design and implement a clear RDECOM strategic vision maximizing ROI for Army RD&E. 2.2 Strengthen relationships with RDECOM partners a) Army, Other Services and Other Government Agencies b) Industry, Academia and Allies 2.3 Generate and exploit scientific discoveries to provide innovative technology solutions for the Warfighter. 2.4 Mature and transition technology solutions/capabilities to Programs of Record (POR). 2.5 Provide timely solutions in response to Quick Reaction Capability requirements from the field. STRATEGIC PLAN Figure 9, Goal 2: Value Added to the Warfighter Goal 3: Continuous Improvement Optimize business and acquisition operations to ensure efficient and effective delivery of products to our customers. 3.1 Develop a Command Infrastructure strategy to support RD&E excellence. 3.2 Capitalize on tools such as High Performance Computing, rapid prototyping, modeling, simula- tion, experimentation and wargaming to integrate, validate and expedite technology solutions. 3.3 Balance the technology portfolio to be responsive to current and emerging Warfighter needs. 3.4 Provide trusted, actionable advice to our customers for sound technology decisions. 3.5 Apply continuous improvements to business and acquisition processes to ensure customer focus, quality and efficiency. Figure 10, Goal 3: Continuous Improvement 12
  • 16. Goal 4: Alignment Ensure that everyone within the Command understands their vital role in fulfilling RDECOM’s mission and vision. 4.1 Develop and implement “Brand RDECOM” – one consistent message articulating the benefits of RDECOM to the Warfighter and the nation. 4.2 Enhance workforce understanding of RDECOM’s strategic direction, mission and capabilities. 4.3 Facilitate collaboration among RDECOM subordinate organizations. Figure 11, Goal 4: Alignment Conclusion This Strategic Plan provides a cohesive blueprint By focusing our collective efforts on four major goals, for achieving RDECOM’s vision to Be the world • Innovative Human Capital leader in rapid, innovative research, • Value added to the Warfighter development and engineering for the Warfighter. • Continuous improvement • Alignment within the Command RDECOM will continue to provide our Warfighters the right technology to the right place, at the right time. From concept to capability, RDECOM is technology driven, Warfighter focused. 13
  • 17. STRATEGIC PLAN Acronyms ADC Agile Development Center CSLMO Civilian Senior Leader Management Office AIDE Agile Integration, Demonstration and Experimentation C3T Command, Control, & Communications (Tactical) AETF Army Evaluation Task Force (formerly EBCT) C4ISR Command, Control, Communications, Computers, Intelligence, Surveillance AMC Army Materiel Command and Reconnaissance AMRDEC Aviation & Missile Research, DARPA Defense Advanced Research Projects Development Agency & Engineering Center DC Deputy to the Commander AMSAA Army Materiel Systems Analysis Activity DCG Deputy Commanding General AO Action Officer DEA Data Exchange Agreement ARCIC Army’s Capabilities Integration Center STRATEGIC PLAN (part of TRADOC) DOD Department of Defense ARDEC Armaments Research, Development & DOE Department of Energy Engineering Center ECBC Edgewood Chemical, Biological Center ARFORGEN Army Force Generation FAST Field Assistance in Science and ARL Army Research Laboratory Technology ASA (ALT) Assistant Secretary of the Army, FCS Future Combat System Acquisition, Logistics & Technology FCT Foreign Comparative Testing ASTWG Army Science & Technology Working GWOT Global War on Terrorism Group HBCU/MI Historically Black College or University/ ATEC Army Test & Evaluation Command Minority Institution ATO Army Technology Objective HPC High Performance Computing AWG Asymmetric Warfare Group HS/HD Homeland Security/Homeland Defense BAA Broad Agency Announcement IEWS Intelligence, Electronic Warfare & BRAC Base Realignment and Closure Sensors BCT Brigade Combat Team ILIR In-House Laboratory Innovative Research BOD Board of Directors ITC International Technology Center CG Commanding General JIEDDO Joint Improvised Explosive Device CERDEC Communications and Electronics Defeat Organization Research, Development & Engineering Center JRTC Joint Readiness Training Center 14
  • 18. Acronyms (continued) LCMC Life Cycle Management Command SMS Strategic Management System (formerly Balanced Scorecard) LNO Liaison Officer SOSI Systems of Systems Integration MCA Military Construction, Army (RDECOM) MILCON Military Construction STAT Science & Technology Assistance MOA Memorandum of Agreement Teams MURI Multidisciplinary University Research STTC Simulation and Training Technology Initiative Center NSC Natick Soldier Center TARDEC Tank and Automotive Research, NTC National Training Center Development & Engineering Center OCI Office of Continuous Improvement TRADOC Training and Doctrine Command (RDECOM Lean Six Sigma) TRL Technology Readiness Level OSD Office of the Secretary of Defense TTA Technology Transition Agreement PBD Program Budget Decision WMD Weapons of Mass Destruction PEO Program Executive Office 3IA International, Interagency, Industry and PM Program/Product Manager Academia (SOSI Directorate) POM Program Objective Memorandum POR Program of Record QRC Quick Reaction Capability QRPF Quick Reaction Prototyping Facility R&D Research and Development RD&E Research, Development & Engineering RDEC Research, Development & Engineering Center RDECOM Research, Development & Engineering Command REF Rapid Equipping Force ROI Return on Investment S&T Science & Technology SBIR Small Business Innovation Research SME Subject Matter Expert 15
  • 19. STRATEGIC PLAN STRATEGIC PLAN
  • 20. U.S. Army Research, Development and Engineering Command 5183 Blackhawk Road Aberdeen Proving Ground, MD 21010-5424