$1 million and 2 years just for the DOD 5000 acquisition reviews and documentation.19
Over the years, numerous reports have made recommendations aimed at reforming defense acquisition. Indeed, multiple recent reports have tackled the question of IT acquisition specifically and have come to conclusions similar to those reached in this report. The committee believes that this general consensus buttresses the points made here. It is not the committee’s purpose, however, to comment specifically on other reports. One distinctive contribution of this report is its discussion of different classes of IT and how such differences merit different acquisition approaches.
The rest of the report examines in more detail the implications of current DOD IT acquisition processes and the committee’s rationales and recommended changes. Chapter 2 explores the cultural backdrop of the defense IT acquisition community and its effects on how IT systems are procured. Chapter 3 examines software and systems engineering practices and proposes a revised acquisition-management approach for IT systems. Chapter 4 considers testing and how the testing and evaluation of IT systems within the acquisition process might be made more effective. Appendix A provides a brief overview of the defense acquisition system for IT, Appendixes B and C respectively provide details of the recommended acquisition process for SDCI and CHSS programs, Appendix D gives examples of programs that have succeeded with nontraditional oversight, Appendix E lists briefings provided to the committee, and Appendix F provides biosketches of the committee members and staff. The acronyms used in the report are defined in Appendix G.