accomplish this if PEOs and related portfolio managers can instill common processes, platforms, and documents that individual programs can leverage to meet the DoDI 5000.02 requirements. Figure 8 provides While traditional acquisition programs for large weapon systems develop detailed acquisition documents, designs, and strategies that span more than a decade, IT programs have a much shorter and more and repeatable processes. Programs adopting Agile should establish or leverage capstone -level documents as part of their initial program planning. In Agile programs, planning occurs at both the release

functions. They offer a far more dynamic approach to managing requirements than large requirements documents.  DON’T treat planning as a one-time up front activity o In lieu of CDDs and CPDs, programs can Definition Packages (RDPs) to capture a subset of the IS ICD scope and/or Capability Drop (CD) documents for smaller items such as applications o Replace comprehensive Preliminary Design Reviews (PDRs)

Design from the DoD CIO – A Summary Content referenced from: https://dodcio.defense.gov/Portals/0/Documents/DoD%20Enterprise%20DevSecOps%20Reference %20Design%20v1.0_Public%20Release.pdf?ver=2019-09-26-115824-583

PROCESSES IN SOFTWARE FOR RE-USE i. Don’t store standards and processes in Word or non-actionable documents; leads to fragmentation, fragility, and unmaintainable outcomesii. Transform and use executable

That makes it easy. This oversight approach is simple and powerful. Requiring only four short documents, it nevertheless gives all stakeholders good insight into the status of the initiative. It allows