Navy Enterprises
Evaluating Their Role in Planning, Programming, Budgeting and Execution (PPBE)
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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. This evaluation of the participation of organizations within the Navy Enterprise in the Planning, Programming, Budgeting and Execution (PPBE) system (1) identifies and describes the current participation of Navy Enterprise organizations in PPBE and (2) identifies and assesses potential alternatives for Navy Enterprise participation. RAND analysts evaluated available documentation and conducted extensive interviews with nearly twenty senior leaders throughout the Navy. 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 the cost and risk trade-offs of resource-allocation decisions. However, the additional workload borne by the enterprises and additional complexity brought into the PPBE process could be greater than the benefit.
Table of Contents
Chapter One
Introduction
Chapter Two
The Navy Enterprise: Governance, Organization, and Other Elements
Chapter Three
A Description of the Planning, Programming, Budgeting and Execution Process and the Role of Enterprises
Chapter Four
Alternative Constructs
Chapter Five
Summary of Findings
Research conducted by
The research described in this report was sponsored by the Assistant Deputy Director of the Navy's Programming Division (N8). The research was conducted in the RAND National Defense Research Institute, a federally funded research and development center sponsored by the Office of the Secretary of Defense, the Joint Staff, the Unified Combatant Commands, the Department of the Navy, the Marine Corps, the defense agencies, and the defense Intelligence Community.
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