Navy Enterprises. Evaluating Their Role in Planning, Programming, Budgeting and Execution (PPBE)

摘要

The Navy Enterprise has evolved over the past decade to achieve various objectives from improving efficiencies through lean, six-sigma efforts to producing the workforce of the future. As the objectives, goals, and structure of the organization have changed and grown, so has the very meaning of the Navy Enterprise. Currently, the Navy Enterprise is not only an organizational structure, but is a way of doing business, a behavioral model. However, the enterprise concept has been executed by a corresponding and evolving organizational structure. This organizational structure consists of a number of organizations, each having their own role, responsibilities, and functions in the Navy Enterprise. This research is an evaluation of the participation of organizations within the Navy Enterprise in the PPBE system. The objectives of this research were to (1) identify and describe current participation of organizations in PPBE and (2) identify and evaluate potential alternatives for participation. RAND accomplished this through evaluations of available documentation and extensive interviews with nearly twenty senior leaders throughout the Navy. Our investigations revealed that the formal role of Navy warfare enterprises and providers in PPBE has not changed much. The enterprises and providers mostly participate in the PPBE process via the various resource sponsors and budget submitting offices (BSOs), as they have in the past. The new activities that the enterprises and providers have participated in, such as the wedge liquidation and support provided to N1, were perceived to be beneficial. The biggest benefit of the Navy Enterprise construct from a PPBE perspective has been the increased communication between resource sponsors, providers, and warfighters, which has helped the Navy to better assess cost and risk trade-offs for resource allocation decisions.