Appendix B. Key Policies Governing the Defense Acquisition System
Flexibility. There is no one best way to structure an acquisition program to accomplish the ob- jectives of the Defense Acquisition System. Milestone Decision Authorities (MDAs) and pro- gram managers must tailor program strategies and oversight-including documentation of program information, acquisition phases, the timing and scope of decision reviews, and decision levels-to fit the particular conditions of that program, consistent with the applicable laws and regulations and the time-sensitivity of the capability need.
Responsiveness. Advanced technology must be integrated into producible systems and deployed in the shortest time practicable.
Innovation. Throughout DoD, acquisition professionals must develop and implement initiatives to streamline and improve the Defense Acquisition System. MDAs and program managers must examine and, as appropriate, adopt innovative practices (including best commercial practices and electronic business solutions) that reduce cycle time and cost, and encourage teamwork.
Discipline. Program managers must manage programs consistent with statute and regulatory re- quirements. Every program manager must establish program goals for the minimum number of cost, schedule, and performance parameters that describe the program over its life cycle.
Streamlined and effective management. Responsibility for the acquisition of systems must be decen- tralized to the maximum extent practicable.The MDA must provide a single individual with sufficient authority to accomplish MDA-approved program objectives for development, produc- tion, and sustainment.The MDA must ensure accountability and maximize credibility in cost, schedule, and performance reporting.
Performance-based acquisition. To maximize competition, innovation, and interoperability, and to enable greater flexibility in capitalizing on commercial technologies to reduce costs, acquisition managers must consider and use performance-based strategies for acquiring and sustaining products and services whenever feasible. For products, this includes all new procurements and major modifications and upgrades, as well as reprocurements of systems, subsystems, and spares that are procured beyond the initial production contract award.When using performance-based strategies, contract requirements must be stated in performance terms, limiting the use of mili- tary specifications and standards to government-unique requirements only. Acquisition managers must base configuration management decisions on factors that best support implementing per- formance-based strategies throughout the product life cycle.
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