Downloaded from https://www.everyspec.com (k) Ensure non-DOD and interservice user requirements are taken into consideration during the system development and demonstration phase. (l) Test and evaluate the system to ensure compliance with all applicable environmental regulations. (m) Identify to the ACSIM early in the program all additional facility requirements for the gaining units to meet the military construction, Army budget, and schedule requirements. (4) To ensure supportability— (a) Ensure that materiel is logistically supportable in its fielded configuration and user’s environment as outlined in SS and, when applicable, materiel fielding plans (MFPs).
(b) Obtain a test, measurement, and diagnostic equipment (TMDE) supportability statement from the U.S. Army TMDE Activity (USATA) in accordance with AR 750–43, when applicable. (c) Coordinate with the software engineering center (SEC) to obtain software Suitability, supportability, and safety statement to ensure these are factored in throughout the life cycle. (d) Coordinate the use of existing Army standard automated test equipment (ATE) with Army product director TMDE for nonembedded solutions prior to developing new ATE solutions.
(e) Ensure training (both hardware and software) for all operation and maintenance personnel including logistics assistance representatives and digital and field software engineers is adequate to support the materiel.
(Training requirements will include operation and maintenance of the system for both field and sustainment level and any system-peculiar logistics support requirements in accordance with AR 350–1.) (f) Coordinate with the Deputy Assistant Secretary of the Army for Cost and Economics (DASA (CE)) and DCS, G–3/5/7, Training Directorate (DAMO–TR), to determine if the system being fielded warrants modeling in the TRM with a demand-based cost factor developed by DASA(CE) in order to generate out-year operations and maintenance funding for support.
If the system requires modeling in TRM, the PM will provide cost data to the DASA(CE) in sufficient time for validation, model development, and programming of funds to allow support funding to move from procurement to sustainment funding without any fiscal year gaps. The PM must ensure the sustainment funding is planned and programmed in the program objective memorandum (POM) cycle prior to MR. The PM must provide updated cost data to the DASA(CE) during the life of the system to ensure the TRM is updated. c. Materiel fielding. The PM directs the fielding process for assigned systems, to include funding for support provided by other organizations.
Fielding efforts may be provided by other organizations (for example, AMC) through the matrix support process and by contract. The PM will— (1) Field a supportable system to each gaining organization. (2) Prepare, coordinate, revise, approve, and implement the plans (memorandum of notification (MON) and MFP, schedules, and agreements (that is, MFA) needed for materiel fielding. (3) Ensure that the MFP agrees with the latest HQDA-approved BOIP/TOE and OMD and provide adequate copies of the MFPs to the GC in accordance with DA Pam 700–142. Notify the GC and organizations listed in DA Pam 700–142 when the document is available at the TAFS Web site (https://aeps.ria.army.mil).
(4) Field assigned materiel following the TPF process in accordance with this regulation. (5) Obtain and provide a letter of authorization to the GC prior to material fielding when an HQDA-approved authorization document (basis of issue/TOE, MTOE, CTA, and so on) does not reflect the new materiel. (6) Notify the senior command representative, installation commander and the Army field support brigade (AFSB) commander of the scheduled fielding. (7) Coordinate materiel fielding with each GC and units in a timely fashion. (8) Ensure MR approval is obtained at the FRP decision. (9) Program, budget, and fund all costs of deprocessing TPF systems and materiel.
(10) Use documented lessons learned in executing the management oversight role in planning and coordinating MR, fielding, and transfer. (11) Program the Army sustainment funds for all maintenance, modifications, upgrades, associated logistics updates, transfer, and eventual replacement and disposal of all assigned systems in coordination with AMC. d. Materiel transfer. (1) Develop a materiel transfer plan (MTP). Materiel transfer plans are developed only for materiel transferred between commands. (2) Coordinate for displaced equipment transfer and, if required, disposal. (3) Ensure all equipment is transferred using the transfer standards outlined within this policy and AR 750–1. 2–16.
Combat developers/trainers The principal CBTDEV is TRADOC. Other CBTDEVs include the U.S. Army Medical Command (MEDCOM), U.S. Army Intelligence and Security Command, the NETCOM/9th SC (A), the U.S. Army Special Operations Command, the U.S. Army Criminal Investigation Command, and the U.S. Army Space and Missile Defense Command. Combat developers and trainers are responsible for providing the PM with an assessment of their ability to support the total 8 AR 700–142 • 26 March 2008