On September 14,2010, the Under Secretary of Defense (Acquisition, Technology, and Logistics) directed the manager of each major program to conduct a Should-Cost analysis justifying each element of program cost and showing how it is improving year by year or meeting other relevant benchmarks for value. Attached Should-Cost Templates are provided to guide PMs of ACAT I programs to prepare their Should-Cost information for presentation to the Milestone Decision Authority at decision meetings and execution reviews (MS B and later). PMs for ACAT II and III programs are also encouraged to use the templates as guidance.

MEMO: https://dap.dau.mil/policy/Lists/Policy%20Documents/Attachments/3310/ShouldCostTemplMemo.pdf

This DTM implements and institutionalizes selected requirements of the Weapon Systems Acquisition Reform Act of2009 (Public Law 111-23) (Reference (a)). The law established a number of requirements that directly impact the operation of the Defense Acquisition System and the duties of key officials that support it.

• This DTM amends the Acquisition Policy in DoD Instruction 5000.02 (Reference (b)), the Defense Federal Acquisition Regulation Supplement (DFARS) (Reference (c)), and the associated business practices contained in the Defense Acquisition Guidebook (Reference (d)).

• This DTM is effective immediately and shall be incorporated into References (b), (c), and (d) within 180 days.

The September 14th Better Buying Power memorandum directed a review of the documentation required by DoDI 5000.02 in support of the acquisition process.  On April 20, 2011, the PDUSD(AT&L) issued streamlined, annotated outlines for the Technology Development Strategy/Acquisition Strategy (found at https://dap.dau.mil/policy/Lists/Policy%20Documents/Attachments/3282/PDUSD-Approved.TDS_AS_Outline.docx) and the Systems Engineering Plan (https://dap.dau.mil/policy/Lists/Policy%20Documents/Attachments/3283/PDUSD-Approved.SEP%20Outline.docx).  These outlines have been completely re-written and re-focused on information central to the purpose of the document.  The outlines constitute expected business practice and are effective immediately.  Additional document outlines will be distributed as they are completed.  They will be included in the Defense Acquisition Guidebook and referenced in the next update to DoDI 5000.02.  This PDUSD(AT&L) memo provides additional implementation detail.

The September 14th Better Buying Power memorandum directed a review of the documentation required by DoDI 5000.02 in support of the acquisition process.  On April 20, 2011, the PDUSD(AT&L) issued streamlined, annotated outlines for the Technology Development Strategy/Acquisition Strategy and the Systems Engineering Plan (SEP) - the FORMER is attached to this post.  These outlines have been completely re-written and re-focused on information central to the purpose of the document.  The outlines constitute expected business practice and are effective immediately.  Additional document outlines will be distributed as they are completed.  They will be included in the Defense Acquisition Guidebook and referenced in the next update to DoDI 5000.02.  The PDUSD(AT&L) memo provides additional implementation detail.

In August 2010, Secretary Robert M. Gates announced a set of initiatives aimed at reducing overhead costs and improving efficiency across the Department as a whole - with special attention to the massive headquarters and support bureaucracies outside the military services. On March 14, 2011, the Secretary announced the results of a number of studies being conducted as part of the DoD Efficiency Initiative (attached). Among other things, the Secretary directed the elimination or downgrading of approximately 200 civilian Senior Executive Service or equivalent (Civilian Senior Executive/Equivalent (CSE)) positions. The Secretary has designated the Under Secretary of Defense, Personnel and Readiness to lead the implementation of this reduction, and the guidance in this memorandum deals specifically with the Secretary's direction to reduce the Department's CSE workforce. The Deputy Assistant Secretary of Defense (Civilian Personnel Policy (DASD(CPP)) will lead the Implementation Plan for achieving the directed reductions, and detailed guidance regarding that Plan will be issued by DASD(CPP). Implementation Plan activities are to consider all flexibilities available to support the Secretary's direction to ensure the best possible outcomes for impacted employees.

On August 9, 2010, I directed that any new proposal or initiative, large or small, be it policy, program or ceremony, come with a cost estimate. To implement this plan, the Director, Cost Assessment & Program Evaluation, working with the MILDEPs, established a Cost Guidance Group to develop guidance, methods and tools that assist DoD employees in estimating costs associated with the Department's business activities. This memorandum outlines the resulting guidance and support tools that have been made available on an internal DoD website (https://www.cape.osd.mil/costguidance) to any DoD employee who has a Common Access Card.

Dr. Carter: As detailed in my September 14, 2010 Guidance to acquisition professionals, I am seeking to obtain greater efficiency and productivity in defense spending by pursuing initiatives in the following five areas: (l) Target Affordability and Control Cost Growth; (2) Incentivize Productivity and Innovation in Industry; (3) Promote Real Competition; (4) Improve Tradecraft in Services Acquisition; and (5) Reduce Non-Productive Processes and Bureaucracy.
This memorandum specifies actions that I expect you to execute either immediately or in the time frame indicated in order to implement the September 14 Guidance. Additional actions in support of these five initiatives will be developed over the next few weeks and months.

Dr. Ashton Carter's blueprint for eliminating inefficiencies in the $400 billion that DOD spends annually on contracts for weapons, products and services is in a three-page directive, with three accompanying briefing slides.  The memo gives acquisition professionals an initial look at his plan to use incentives to industry and new government practices to achieve efficiencies, part of a broader effort by Defense Secretary Robert Gates to find savings.

UCMJ jurisdiction over DoD civilian employees, DoD contractor personnel, and other persons serving with or accompanying the Armed Forces overseas during declared war in contingency operations.

Contract Closeout - Additional Funds; SECDEF Memo

The Clinger-Cohen Act (CCA) of 1996 required the Department to appoint a DoD Chief Information Officer (CIO) and a CIO for each Military Department.

This guide is designed to offer specific provisioning
guidance for functional provisioners. It is basically a self-contained document suitable for use in initial and follow-on provisioning of an End Item (EI)/Weapon System. This guide addresses the interface between maintenance and supply directorates as well as the ADP interface with the Commodity
Command Standard System (CCSS). These interfaces are defined in an effort to promote a better understanding of the processes involved, thereby improving the general quality of the CCSS Data Base, and subsequently the supportability
of the U.S. Army Materiel Command (AMC) major subordinate commands (MSC) managed weapon system.

Depot-level maintenance and repair entails repair, rebuilding, and major overhaul of weapon systems (e.g., ships, tanks, and aircraft), parts, assemblies, and subassemblies. It also includes limited manufacture of parts, technical support, modifications, testing, and reclamation as well as software maintenance. Depot maintenance is currently accomplished by some 89,000 Federal Government employees ranging from highly trained technicians and skilled artisans to engineers and top-level managers