11.1. Joint Programs
There are two aspects of "jointness" to consider when discussing joint program management: the jointness of the capability and the jointness of the development and production of the system.
11.1.1. Identifying Joint Capabilities
As part of the Joint Capabilities Integration and Development System (JCIDS), the Joint Staff J-8, with the assistance of the DoD Components, evaluates all JCIDS documents, regardless of Acquisition Category or previous delegation decisions to determine whether the proposal has joint force implications. The Joint Staff documents, CJCS Instruction 3170.01 and the JCIDS Manual, provide full detail and direction on this topic.
11.1.2. Joint Acquisition Management
Acquisitions that contribute to joint capabilities may be managed as joint acquisition programs. A "joint acquisition" is any acquisition system, subsystem, component, or technology program with a strategy that includes funding by more than one DoD Component during any phase of a system's life cycle. DoD Instruction 5000.02, Enclosure 10, paragraph 4 addresses DoD Component fiscal responsibilities associated with participation in programs under joint acquisition management.
11.1.2.1. Designation
Considering the recommendation of the Joint Staff and the Heads of the DoD Components, the Milestone Decision Authority decides whether to place the program under joint acquisition management. The Milestone Decision Authority should make this decision and, if appropriate, designate the Lead Executive DoD Component, as early as possible in the acquisition process.
The DoD Components should periodically review their programs to determine the potential for joint cooperation. The DoD Components should structure program strategies to encourage and to provide an opportunity for multi-Component participation.
11.1.2.2. Execution
The designated Lead Executive DoD Component for a joint acquisition should act on behalf of all DoD Components involved in the acquisition.
A Memorandum of Agreement should specify the relationship and respective responsibilities of the Lead Executive DoD Component and the other participating components. The Memorandum of Agreement should address system capabilities and the development of capabilities documents, funding, manpower, and the approval process for other program documentation.
The following additional considerations have proven effective in managing joint programs:
- The assignment of a Lead Executive DoD Component should consider the demonstrated best business practices of the DoD Components, including plans for effective, economical, and efficient management of the joint program; and the demonstrated willingness of the DoD Component to fund the core program, essential to meeting joint program needs.
- The Milestone Decision Authority and DoD Components should consolidate and co-locate the supporting efforts of the joint program at the Lead Executive DoD Component's program office, to the maximum extent practicable.
- The Component Acquisition Executive of the Lead Executive DoD Component should optimally use the acquisition organizations, test organizations, and other facilities of all Military Departments.
- The designated Lead Executive DoD Component selects the qualified program manager for the designated program under joint acquisition. The single program manager should then be fully responsible and accountable for the cost, schedule, and performance of the development system.
- If the joint program results from a consolidation of several different DoD Component programs, each with a separate program manager, the selected joint program manager should have the necessary responsibility and authority to effectively manage the overall system development and integration.
- A designated program under joint acquisition should have one quality assurance program, one program change control program, one integrated test program, and one set of documentation and reports (specifically: one set of capabilities documents, (with Service unique capability requirements identified), one Information Support Plan, one Test and Evaluation Master Plan, one Acquisition Program Baseline, etc.).
- The Milestone Decision Authority should designate the lead Operational Test Agency to coordinate all operational test and evaluation. The lead Operational Test Agency should produce a single operational effectiveness and suitability report for the program.
- Documentation for decision points and periodic reporting should flow only through the Lead Executive DoD Component acquisition chain, supported by the participating components.
- The program should use inter-DoD Component logistics support to the maximum extent practicable, consistent with effective support to the operational forces and efficient use of DoD resources.
- Unless statute, the Milestone Decision Authority, or a memorandum of agreement signed by all DoD Components directs otherwise, the Lead Executive DoD Component should budget for and manage the common Research, Development, Test, and Evaluation funds for the assigned joint programs.
- Individual DoD Components should budget for their unique requirements.
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