In addition to the conditions identified in prior research, two key factors enabled the MRAP program to field more than 9,000 vehicles by late October 2008: concurrency and risk acceptance. Both are related in that concurrency is a direct example of risk acceptance; yet they are distinct in the ways they enabled rapid execution of the program. Just as important is the tremendous political and DoD leadership support the program received from inception. The political support enabled the program to receive more than $22 billion in funding through non-standard sources, as well as the flexibility to obligate those funds as needed and with speed consistent with the program execution. DoD leadership support gave the program top priority within the DoD and industry, effectively focusing all resources on the effort. This support, specifically from Congress and the Secretary of Defense, set the conditions for the PM to apply the two key factors of concurrency and risk acceptance to the program.
Concurrency in execution is the first key factor that enabled rapid execution of the MRAP program. This applied throughout the program and is evident in the following examples:
The program executed all phases of the acquisition management framework
Manufacturers initiated vehicle production prior to and during developmental testing. In a normal acquisition, developmental testing would be complete before production of vehicles for fielding.
DCMA conditionally accepted vehicles to allow concurrent integration, deficiency correction, and continuous flow to warfighters. DCMA normally requires correction of all deficiencies prior to acceptance.
the JPO is
simultaneously, rather involved in activities
than in sequence. associated with
development, systems development and demonstration, deployment, and operations and support, to include disposal.
The program simultaneously capability to support them. capability prior to fielding.
fielded vehicles while building Normally, a program builds
the organic sustainment