Coordinating requirements, budgets, and acquisition: how does it affect costs and acquisition outcomes?

Coordinating requirements, budgets, and acquisition: how does it affect costs and acquisition outcomes? : hearing before the Panel on Defense Acquisition Reform of the Committee on Armed Services, House of Representatives, One Hundred Eleventh Congress, first session, hearing held June 3, 2009.

On April 29, 2011, the Vice Chairman of the Joint Chiefs of Staff requested the Defense Business Board conduct a study on linking and streamlining the defense requirements, acquisition, and budget processes. The overarching goal outlined in the terms of reference was to streamline and link the three processes that together provide the capabilities required by the warfighter on time, at a reasonable cost, and in the quantities needed to accomplish the mission. The Task Group reported eight findings: 1. The three stovepipes in the Big 'A' Acquisition System are too complex. 2. Coordination between the requirements and acquisition processes is inadequate. 3. The CAPE's increased role is a positive improvement. 4. The acquisition workforce has atrophied. Steps are underway to improve the situation. 5. DoD has insufficient organic systems engineering capability. 6. Cyber and Information Technology (IT) requirements drive the need for an accelerated process. 7. DoD and industry need to restore a two-way partnership. 8. The Executive Branch and Congress have both added significant roadblocks to the recruitment and appointment of political appointees in acquisition.

On April 29, 2011, the Vice Chairman of the Joint Chiefs of Staff requested the Defense Business Board conduct a study on Linking and Streamlining the Defense Requirements, Acquisition, and Budget Processes. The overarching goal outlined in the Terms of Reference was to streamline and link the three processes that together provide the capabilities required by the warfighter on time, at a reasonable cost, and in the quantities needed to accomplish the mission. The Task Group reported eight findings. 1. The three stovepipes in the Big 'A' Acquisition System are too complex. 2. Coordination between the requirements and acquisition processes is inadequate. 3. The CAPE's increased role is a positive improvement. 4. The acquisition workforce has atrophied. Steps are underway to improve the situation. 5. DoD has insufficient organic systems engineering capability. 6. Cyber and Information Technology (IT) requirements drive the need for an accelerated process. 7. DoD and industry need to restore a two-way partnership. 8. The Executive Branch and Congress have both added significant roadblocks to the recruitment and appointment of political appointees in acquisition.

This tool documents key but enduring aspects of how the Navy implements the Planning, Programming, Budgeting, and Execution process so that action officers and Navy leaders can successfully navigate and effectively contribute to the process.