The Decisionmaking Context in the U.S. Department of the Navy. A Primer for Cost Analysts
Abstract
The purpose of this report is to highlight enduring features of the U.S. Department of the Navy (DON) that are important to cost analysts. The report describes the decisionmaking context for costing decisions in the DON- organizational structure, terminology, decision processes, and key issues-that relate to the development, use, and reporting of cost analyses. It emphasizes four top-level themes that are important to cost analysts in understanding DON costing procedures and information: (1) the complexities of coordination: (2) the interrelations of DON Planning, Programming, and Budgeting System (PPBS) and Research, Development, and Acquisition (RDA); (3) variation in the data, models, and other tools that are used to support costing in the DON; and (4) the uncertainties resulting from the changes in the DON's operational and budgetary environments. DON military capability results from a complex, coordinated application of air, sea, and ground elements. The application involves two naval services-the Navy and the Marine Corps-and a task-oriented building-block approach to operations that tailors force elements (Building Blocks) to the specific requirements of a given operation. The organizational structure and decisionmaking processes of the DON reflect the demands of planning in this complex environment.
Document Details
- Document Type
- Technical Report
- Publication Date
- Jan 01, 1994
- Accession Number
- ADA286797
Entities
People
- Eric V. Larson
Organizations
- RAND Corporation