difficult to replicate in any situation other than emergency measures targeted at saving lives. These conditions allowed the rapid expansion of the test facilities needed to support the rapid testing. They also set the conditions whereby numerous vehicles would be available for testing. At the time of this report, 58 MRAP vehicles are present at the Aberdeen Test Center. Although this is unrealistic for most test programs, it is an integral part of the program plan, which enables concurrent survivability and automotive testing. Normally, prototype vehicles are limited such that all automotive testing must be done before proceeding with destructive survivability testing.
From COL Rooney’s perspective, “No program has embraced testing more or better than MRAP” (2008, August 7). He attributes this to the constant JPO focus on the goal of getting the maximum number of survivable vehicles to warfighters in the shortest time possible. At least four factors were critical to the T&E effort for the MRAP program. First, the early formation of the TIWG fostered cooperation and frequent communication between all parties involved in the T&E effort. This structure enabled development of an effective and flexible TEMP and assisted the program in getting the resources needed in the effort. Second, the use of multiple manufacturers with constant on-site presence during the T&E fostered competition and rapid feedback of T&E into design changes. This enabled the JPO to determine the best materiel solution from across industry, and the on-site competition established an atmosphere of improvement among the manufacturers. Third, the presence of multiple test vehicles for each variant enabled the JPO to determine the capabilities and limitations of each variant faster and more thoroughly. Cases in which the test center has only one prototype require that destructive survivability testing be conducted after automotive testing, which slows the process. Multiple prototypes for the MRAP T&E allowed for a concurrent and continuous T&E effort. Finally, whereas some program managers dispute or are unreceptive to negative test results, the MRAP PM was fully committed to the test program. As a result, the JPO learned capabilities and limitations of each variant faster and more thoroughly. Although these factors are arguably due to the unique nature of the requirement as addressed earlier, the researchers believe that these lessons should be applied to the maximum extent possible in future programs, whether rapid or standard in nature.