PPBEPlanning Programming Budgeting and Execution
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As the employers of the systems, personnel, and hardware procured and sustained via the PPBES, the combatant commanders have an important near-term analytic and operational perspective on how effectively PPBES addresses their warfighting needs.
In PPBE, a limiting feature is the 5-year span of the FYDP, when acquisition program schedules (from materiel development decision/milestone A [MDD/MS A] to initial operational capability [IOC]) often are greater than 5 years.
This phase is what many people equate with the PPBE process as a whole, but the focus of budget formulation is to outline one year's worth of requirements as a request for that year's appropriation from Congress.
Different offices may manage different parts of PPBE in a series of stovepiped processes, but there must be a single basis for analysis and decisions--a single entity for PPBE.
The simple act of clearly defining and limiting available forces for an operational plan is an important facet of altering the PPBE system.
They include Joint FM war and contingency planning, PPBE processes and activities in support of the Joint commander's mission, full support of CCSA's financial audit requirements, and embracing various certifications and continuing education.
The PPBE process overview appears much like a board game where, at any point, a roll of the dice could land the player in a difficult situation possibly jeopardizing the desired outcome.
OPNAV N2/N6 is working risk assessments aggressively and has reinvigorated the Functional Area Manager (FAM) process with Navy business process owners and allocated funds within the PPBE to modernize IT systems and eliminate legacy applications which are vulnerable to cyber-attacks, according to Swartz.
In addition to this status quo of making marginal recommendations to the PPBE process, this proposal would give each COCOM a quantifiable prioritized input to Service budgets.
Possible reasons: The PPBE system doesn't have the stabilizing and organizing features it should, key players are subverting them, or stakeholders are ignoring them.
For that reason, lead commands advocate for their weapon system sustainment requirements through AFMC in support of the PPBE process "to establish depot capabilities and sustain weapon systems under CAM.
Agencies that do not use PPBE can still build consideration of alternatives into their planning and budgeting processes.