Keep pulling the thread on Alex Miller & Justin Fanelli.
The Department of the Navy, which has 18 of the DoD's 75 Program Executive Offices, is shifting its procurement strategy from a "program of record" model to a portfolio-based "capability per dollar" model.
The Department of the Navy has transitioned its PEO Digital to a portfolio-based management model, a change that is expected to be adopted by more PEOs across the DoD.
Using the Software Acquisition Pathway and Capability Needs Statements (CNS), the Department of Defense was able to reduce a typical 18-month requirements process to just three months.
The US Army adapted an existing Navy electronic warfare solution for use on a Humvee in three months for $300,000, which then proceeded to scaled fielding.
The Department of the Navy is standardizing on the Naval Identity Service as its single enterprise system to consolidate approximately one thousand disparate identity management solutions.
The US Army plans to decommission several of its 17 legacy mission command systems in 2025 to consolidate functionality and eliminate redundancy.
The US Army has spending flexibility over less than 50% of its total budget.
The Department of Defense's budgeting process requires predicting technology needs three to five years in advance, hindering its ability to fund emerging technologies.
In-Q-Tel achieves a leverage ratio of 25 private sector investment dollars for every one dollar of federal funding it deploys.
The US Army plans to move its next-generation command and control consortium from a pilot phase into a formal program phase this year.
The US Army is replacing a 20-year-old mounted tablet in the M1 Abrams tank with a modern Android application on a mobile device, enabling tank commanders to control their company from a phone.
The US Army is establishing a consortium to develop autonomy for its vehicle fleet, focusing on creating autonomous formations to reduce risk to soldiers.