Dating matchmaking site benchmark report
This section describes the Departments operating context and the information needed to organize and plan a successful acquisition program.
The unifying concept for this Section is the great value derived from attending to the fundamentals of program management.
Throughout the product’s life cycle, adjustments are made to keep the three processes aligned.
Requirements (either Key Performance Parameters [KPPs] or Key System Attributes [KSAs]) may have to be adjusted to conform to technical and fiscal realities.
A PMO IMS is developed from the IMP so that both a top-down and bottoms-up approach are in place to manage program development and execution.
Further discussion on the PMO IMP and related IMS is provided in CH 1–3.4.2 PMO IMP/IMS.
The JCIDS process assesses existing and proposed capabilities in light of their contribution to future joint concepts and warfighting needs.Effective interaction of the processes is essential in order to ensure the Department’s development and delivery of Doctrine, Organization, Training, materiel, Leadership and Education, Personnel, Facilities–Policy (DOTm LPF-P) solutions to meet current and future warfighter requirements.Together, the three processes provide a means to determine, validate, and prioritize capability requirements and associated capability gaps and risks, and then fund, develop, and field non-materiel and materiel capability solutions for the warfighter in a timely manner. The requirements process is a capability gap process, the PPBE is a fiscal- and time-based process, and the acquisition system is an event-based process.In combination the three systems provide an integrated approach to strategic planning, identification of needs for military capabilities, program and budget development, and systems acquisition.Effective Program Managers (PMs) achieve synchronization among requirements, budgeting, and execution by maintaining a keen awareness of the status of their program relative to each of the decision support systems.