used a “‘whole-of-DoW” approach to break the mold in bridging the Valley of Death. This resulted in A&S pioneering the paral- lelization of Requirements, Budgeting, and Material Development by using year-of-execution funding to accelerate a CCMD operational prototype into a scalable acquisition. A&S deploys its DoW Software Cadre to accelerate programs, craft innovative strategies, and remove roadblocks to transition. On JFN, the DoW Software Cadre responded by disrupting status quo and demonstrating the power of the rapid Software Acquisition Pathway (SWP). The Impact: Ground-Breaking Achievements JFN weaponized the DoW Software Cadre which used Commander’s Intent, novel joint processes and structures, and extreme unity of effort to accelerate the program by 3-5 years. The below multi-year Valley of Death barriers were all defeated in only 1 year (FY24) to successfully transition: Early acquisition planning. The Software Cadre Director (XM) swiftly structured and treated JFN S&T prototype development as an early SWP program–leveraging year-of-execution funding to effectively jumpstart a program concurrent with DoW require- ments and budgeting processes. The SWP expects continuous experimentation and permits prototyping during its planning phase to reduce risk and shape the product vision/roadmap. Given “Software is Never Done,” JFN demonstrated how the DoW can merge S&T prototyping with acquisition to approximate a “product company” using the SWP. Breaking new ground in requirements development & validation speed. Without a willing Service transition partner with acquisi- tion authority, A&S’s XM stepped up as the joint operational sponsor to avoid delay—an unprecedented action. The INDOPACOM, R&E, and A&S team rapidly built a flexible, joint SWP Capability Needs Statement in only 21 days. A&S then secured Joint Configuration Board approval in only 40 days, leading to Vice Chairman signature—unprecedented speed (historic processes take 1-2 years). This set the critical foundation for selecting a PMO and gaining budgeting support. Cultivating transition candidates. JFN started with no Service/Component willing to take on the PMO responsibility. In response, the Cadre Director cultivated transition partners leading to three Component candidates willing to step up – an uncommon result for joint programs. Launching a joint JFN Acquisition Task Force (JATF). Given three willing candidates, the A&S XM launched the JATF (comprised of A&S, R&E, INDOPACOM, and Services) and created processes to: • structure and select a PMO meeting CCMD needs; • rapidly develop PM-agnostic cost estimates and budget inputs for the funding cycle (~2 months away). JATF— breaking ground in cost estimation speed using a novel joint methodology: Missing the 2-year DoW-budgeting window would jeopardize the Commander’s goal to scale. With no PM, the A&S XM stepped up to lead a PM-agnostic budgeting process, advocate, and secure funding to avoid the Valley of Death—an unprecedented action. Traditional cost estimation for major programs can take months—time JFN didn’t have. To move quickly without sacrificing rigor, the JATF pioneered a novel joint estimation method, combining 5 teams of cost estimators and SMEs from the DoW Software Cadre, R&E, Services, and DISA, in collaboration with INDOPACOM and EUCOM. This effort completed a joint estimate in just six rapid sprints (weeks). The team’s effectiveness relied on the combined perspectives and unique insights of each Component. The XM’s JATF model united all candidates to support the integrated program and resulting budget—regardless of lead Component selected. Ultimately, these actions delivered defensible budget inputs, enabling the Commander’s scaling goals and Congressional and Joint Staff priorities for global fires. The Services and CCMDs recognized the process as a model for joint budget development. The Impact: Innovative Joint Program Design To keep JFN truly joint, the A&S XM used uniquely intense collaboration with INDOPACOM to structure a joint acquisition addressing their concerns. The XM placed the CCMD at the center of product delivery, prioritizing its preferences and avoiding narrow alignment with any single Service. INDOPACOM’s J3 Warfighters drive development (codified in the SWP’s User Agreement), supported by a JFN Executive Steering Group, addressing CCMD leadership-level concerns – making the voice of the CCMD paramount. Given its joint nature, instead of assigning a single service, the XM recommended an integrated PMO comprising Air Force, Army, Navy, and DISA—without typical joint program office overhead—to combine their strengths in airspace management, long-range and maritime fires, transport, and C2 for a high-end fight.
36 DEFENSE ACQUISITION MAGAZINE | JULY – AUGUST 2026
Made with FlippingBook - Online Brochure Maker