CATCH 5000.02


requirements, testing, logistics, program management, contracting, etc.). We also need to focus on the “team sport” aspects, with all stakeholders in the acquisition process coming together for a common purpose: getting our warfighters what they need in a more streamlined fashion.


Our primary basis of training for the acquisition community is the Acquisition Category (ACAT) I program—those totaling $480 million or more in research, development and test funding or $2.78 billion in procurement funding—which have enormous reporting and oversight requirements. But


the reality is that


most programs are ACAT II or III and do not require the same level of oversight and bureaucracy. Tese programs are great candidates for targeted streamlin- ing, which would accelerate schedules and reduce costs while maintaining high standards


for capability delivery. Tis, too, should be taught as a skill set.


Tere is little consensus on stream- lining in the defense acquisition community; everyone has a different definition and purpose. Nonetheless, the smaller programs are hit with time- and resource-consuming documentation and bureaucracy that often serve no purpose beyond “doing it just to do it.” It is the


IS IT HERE YET?


Many of the materiel systems developed through the Defense Acquisition System take so long to field that they are obsolete by the time they get to the Soldiers who need them. JPEO-CBD recommendations would streamline acquisition by making changes to policy, training and culture. (Image courtesy of the U.S. Army Acquisition Support Center (USAASC))


only way we know, or it’s the way we have been taught. Program offices employing six to 15 people should not be burdened with efforts that add little to no value. DOD should not expect the same over- sight of smaller programs as is required for


larger ones. We just don’t have the money to do that; we can, however, streamline acquisition by making changes to policy, training and culture.


The Army and the wider DOD are coming to grips with the fact that the global security and operating environment, combined with technology upgrades, is changing so rapidly that certain materiel development processes and procedures that we have relied on for decades are becoming obsolete.


130 Army AL&T Magazine October-December 2016


CHANGES TO THE DOD INSTRUCTION 5000 SERIES Te truth is that we, the defense acqui- sition community, have many complex issues in defense acquisition, and there is no silver bullet to streamline all of them. Acquisition regulations, direc- tives, guidance, policies, education and training are based predominantly on the management of ACAT I major defense acquisition programs


DOD Instruction 5000.02 states


(MDAPs). While that


“[t]he structure of a DOD acquisition pro- gram and the procedures used should be tailored as much as possible to the char- acteristics of the product being acquired,”


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