Defense Acquisition and Budgeting: Investigating the Adequacy of Linkage Between Systems
Abstract
In this article we assess evidence and test the hypothesis that the complicated
architecture and processes of national defense planning, programming, budgeting and
execution and the defense acquisition decision system produce system linkage weaknesses
that lead to unintended and negative consequences for defense acquisition and
procurement. The purpose of this article is to identify key points of linkage weakness and
failure between DOD financial management and acquisition decision systems, and then
suggest how reengineering and realignment might be approached to resolve some of
these problems. We first describe the key components of the defense planning, program,
budgeting and execution system (PPBES) decision process. We then provide an analysis
of recent changes to PPBES. Next, we describe the defense acquisition system (DAS) in
detail. Then, relying on independent assessment of system relationships and data
gathered from interviews with system participants, we identify systems linkages and areas
of misalignment between the PPBES and the DAS. Finally, we provide conclusions with
respect to our hypothesis and analysis of consequent key problems and issues to be
addressed by top level DOD leadership.
Rights
This publication is a work of the U.S. Government as defined in Title 17, United States Code, Section 101. Copyright protection is not available for this work in the United States.Collections
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