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Challenges and Risks Associated with the Joint Tactical Radio System Program

GAO-03-879R Published: Aug 11, 2003. Publicly Released: Aug 11, 2003.
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Highlights

The recent emergence of software-defined radio technology offers the potential to address key communications shortfalls and significantly improve military capabilities. The Joint Tactical Radio System (JTRS) program was initiated in 1997 to develop and apply this technology and to bring together separate service-led programs into a joint software-defined radio development effort. JTRS radios are intended to interoperate with existing radio systems and provide the war fighter with additional communications capability to access maps and other visual data, communicate via voice and video with other units and levels of command, and obtain information directly from battlefield sensors. As such, the JTRS program is considered a major transformational effort for the military and is expected to enable information superiority, network-centric warfare as well as modernization efforts, such as the Army's Future Combat Systems. Although total program costs have yet to be determined, the Army's effort to acquire and field close to half of the estimated 250,000 JTRS radios that are needed is expected to cost $14.4 billion. Congress asked us to review the JTRS program to determine if there are either management or technical challenges and risks that could jeopardize a successful program outcome.

Recommendations

Recommendations for Executive Action

Agency Affected Recommendation Status
Department of Defense While significant accomplishments have been realized, management and technological challenges exist that could impair JTRS's success. The Secretary of Defense should take steps to strengthen the joint-program management structure to facilitate program funding and requirements outcomes and assure configuration management of JTRS. In strengthening the structure, the Secretary should consider (1) establishing centralized program funding, (2) realigning the Joint Program Office under a different organizational arrangement, and (3) placing the cluster development programs under the Joint Program Office control.
Closed – Implemented
DOD concurred with GAO's recommendation. Also as a result of GAO's work, there was legislative language included in the Fiscal Year 2004 Defense Authorization Bill (section 213) that required DOD to strengthen the joint management structure. In February 2004, DOD issued a plan to Congress for strengthening the joint management structure of the JTRS program. As reported in the plan, DOD proposed to realign the existing acquisition management structure for all the JTRS programs and components under the authority of a single Joint Program Executive Office. In February 2005, DOD formally implemented the plan and established a JTRS Joint Program Executive Office. The new Office will have overall responsibility for the requirements, design, and development of the JTRS radios.
Department of Defense The Secretary of Defense should take action to ensure the JTRS Program realizes its full potential by (1) directing the completion of key program documents detailing the program's vision; (2) making sure key enabling technologies, such as networking capabilities, are adequately addressed; and (3) assessing the impact that the continued purchase of existing radios may have on JTRS.
Closed – Implemented
DOD concurred with this recommendation. Subsequently, DOD has updated key program-related documents. Specifically, in 2004, DOD issued a revised concept of operations for JTRS users. In addition, DOD has several science and technology research investments underway to develop key enabling technologies, such as antennas that will be needed for JTRS. The JTRS Cluster 1 program, for example, has defined a new acquisition strategy for needed antennas and power amplification that will leverage research work being conducted by the Army's CERDEC. The program recently awarded research contracts for technology development in these areas.

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Topics

Internal controlsMilitary radioProgram evaluationProgram managementStrategic planningOpen systemsMilitary forcesRadioCommunicationsConcept of operations