The recommended process described in this chapter is intended to enhance, not to replace, the current ISR CP&A process in a manner that achieves the desired attributes listed in
Despite the attempt to design a process that enhances rather than replaces the current process, the addition of the PDA and MGA functions would require careful planning prior to their implementation. Further, the Air Force may wish to implement the process changes in a staged fashion designed to minimize disruptions to the ongoing process. The Air Force is urged to roll out the recommended process enhancements by way of a pilot project, or a series of pilot projects, to lay the foundation of a future process that the Air Force can thoughtfully build on over time to achieve the desired end state.
In summary, the value inherent in achieving this end state derives from its ability to effect the following: (1) enhance the quality, transparency, repeatability, and credibility of proposed investments; (2) provide greater insight into cost, risk, and mission utility assessments; (3) scale from quick-look through long-term analyses; (4) expand consideration and analysis of Joint and interagency capabilities; (5) more fully address all ISR domains (air, space, land, maritime, cyberspace); (6) encompass complete “sensor-to-user” chain including PCPAD; and (7) reduce the time and labor required to answer investment questions.