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PM Policies and Guidance

National Strategy and Conceptual-Level Guidance

DoD-Level Policies & Guidance

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Policy Browser contains a filterable list of policies, regulations, directives and other guidance issued by DoD and the services.

The Defense Procurement & Acquisition Policy (DPAP) Policy Vault is a central repository of documents that are available for dissemination to the public. Unclassified, non-confidential memoranda, guidance, regulations, and other DPAP-related policy documents can be found here.

Executive Services Directorate - DoD Directives Division  

Defense Acquisition Guidebook
The Defense Acquisition Guidebook is designed to provide the acquisition workforce with an instant, online reference to explain the "what" and "how" of the DoDD 5000.01 and the DoDI 5000.02.  

Topic Area
ACC Topic
Summary Description
Joint Capability Area Management Plan JCAMP Final 27 Jan 2010.pdf
DoD; Joint StaffReferenceDoD-Level Policies and Guidance
The purpose of this JCA Management Plan (JCAMP) is to describe processes and establish roles and responsibilities for the managment, refinement, and continued development of the Joint Capability Area (JCA) framework and definitions.
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Joint Warfare Evolving Perspective 28 Jan 2003.pdf
DoD; Joint StaffReferenceDoD-Level Policies and Guidance
Approved by JROC Memorandum 022-03

The Joint Requirements Oversight Council concurs with the white paper entitled An Evolving Joint Perspective: US Joint Warfare and Crisis Resolution in the 21st Century and enforces its publication as a common frame of reference for future joint concept development. This document provides a credible, intellectual perspective of key joint characteristics and desired joint capabilities that are envisioned to transform the joint force and ensure our continued dominance across the range of military operations.
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DoDI 5000.02 February 2 2017.aspx
ReferenceDoD-Level Policies and Guidance
DoD Instruction Number 5000.02 - January 7, 2015Operation of the Defense Acquisition SystemIncorporating Change 2, Effective February 2, 2017
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DoD Operational Energy Strategy Implementation Plan March 2012.pdf
Contracting; EngineeringAir Force; Army; Defense Logistics Agency; DoD; Joint Staff; NavyReferenceDoD-Level Policies and Guidance
Pursuant to title 10, U.S.C., section 138c, the Department of Defense (DoD) published the
Operational Energy Strategy on June 14, 2011, to transform the way U.S. Armed Forces
consume energy in military operations. The Strategy sets the direction for operational energy
use within the Office of the Secretary of Defense (OSD), Office of the Chairman of the Joint
Chiefs of Staff (CJCS) and the Joint Staff, Combatant Commands, Military Departments, and
Defense agencies (hereinafter referred to collectively as the “DoD Components”).
The goal of the Operational Energy Strategy is energy security for the Warfighter – to assure that

U.S. forces have a reliable supply of energy for 21
st century military missions. For DoD to reach
this goal, the Strategy provides a three-fold approach:
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Cybersecurity Guidebook v1.10 signed.pdf
Cybersecurity; Engineering; Information Technology; Program Management; Requirements Management; Test and EvaluationDoDLearning MaterialDoD-Level Policies and Guidance
Department of Defense (DoD) systems and networks are constantly under cyber attack. Nearly all defense systems incorporate information technology (IT) in some form, and must be resilient from cyber adversaries. This means that cybersecurity applies to weapons systems and platforms; Command, Control, Communications, Computers, Intelligence, Surveillance, and Reconnaissance (C4ISR) systems; and information systems and networks. Cybersecurity is a critical priority for the DoD, and is a vital aspect of maintaining the United States’ technical superiority. DoD recently revised several of its policies to more strongly emphasize the integration of cybersecurity into its acquisition programs to ensure resilient systems. This guidebook is intended to assist Program Managers (PM) in the efficient and cost effective integration of cybersecurity into their systems, in accordance with the updated DoD policies. The guidebook is based on the following DoD policies:  

Department of Defense Instruction (DoDI) 8510.01, Risk  Management  Framework (RMF) for DoD Information Technology (IT), March 12, 2014; cancels the previous DoD Information Assurance Certification and Accreditation Process (DIACAP) and institutes a new, risk-based approach to cybersecurity.
DoDI 8500.01, Cybersecurity, March 14, 2014; establishes that cybersecurity must be fully integrated into the system lifecycle.
DoDI 5000.02, Operation of the Defense Acquisition System, January 7, 2015; includes regulatory cybersecurity requirements in the following Enclosures: 3 – Systems Engineering (SE), 4 – Developmental Test and Evaluation (DT&E), 5 – Operational and Live Fire Test and Evaluation (OT&E and LFT&E), and 11 - Requirements Applicable to all Programs Containing IT; establishes that cybersecurity RMF steps  and  activities should be initiated as early as possible and fully integrated into the DoD acquisition process, including requirements management, systems engineering, and test and evaluation. 

Additionally, the Joint Capabilities Integration and Development System (JCIDS) Manual, updated February 12, 2015, implements a robust cyber survivability requirement within the mandatory system survivability Key Performance Parameter (KPP). This new requirement will enhance system resilience in a cyber-contested environment or after exposure to cyber threats. 
The risk management framework (RMF) brings a risk-based approach to the implementation of cybersecurity. Transition to the RMF leverages existing acquisition and systems engineering personnel, processes, and the artifacts developed as part of existing systems security engineering (SSE) activities. Unlike a compliance-based checklist approach, the RMF supports integration of cybersecurity in the systems design process, resulting in a more trustworthy system that can dependably operate in the face of a capable cyber adversary. This guidebook emphasizes integrating cybersecurity activities into existing processes including requirements, SSE, program protection planning, trusted systems and networks analysis, developmental and operational test financial management and cost estimating, and sustainment and disposal.  
This guidebook is based on a set of key tenets that form the basis for the guidance that follows. The following tenets are not exhaustive, but do outline some of the more important concepts and principles that should be followed to successfully implement the RMF process into acquisition systems:  

Cybersecurity is risk-based, mission-driven, and addressed early and continually.
Cybersecurity requirements are treated like other system requirements.
System security architecture and data flows are developed early, and are continuously updated throughout the system lifecycle as the system and environment (including threats) change, to maintain the desired security posture based on risk assessments and mitigations.
Cybersecurity is implemented to increase a system’s capability to protect, detect, react, and restore, even when under attack from an adversary.
A modular, open systems approach is used to implement system and security architectures that support the rapid evolution of countermeasures to emerging threats and vulnerabilities.
Cybersecurity risk assessments are conducted early and often, and integrated with other risk management activities.
As the system matures and security controls are selected, implemented, assessed, and monitored, the PM collaborates with the authorizing official (AO), the individual responsible for ensuring the cybersecurity risk posture of the system is managed and maintained during operations, to ensure the continued alignment of cybersecurity in the technical baselines, system security architecture, data flows, and design.
Reciprocity is used where possible through sharing and reuse of test and evaluation products i.e., “test once and use by all.”
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DoD Directive 5106.01.aspx
DoDReferenceDoD-Level Policies and Guidance
This DoD Directive is dated August 19, 2014
1. PURPOSE. This Directive reissues DoD Directive (DoDD) 5106.01 (Reference (a)) to update the mission, organization and management, responsibilities and functions, relationships, and authorities of the IG DoD, in accordance with sections 113 and 141 of title 10, United States Code (U.S.C.) (Reference (b)) and the Inspector General Act of 1978, as amended, title 5, U.S.C. Appendix (Reference (c)).
DoD Directive 5106.01 Incorporating Change 1
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Fully Burdened Cost of Energy Guidance - 23Jul12.pdf.aspx
ReferenceDoD-Level Policies and Guidance
Memorandum dated July 23, 2012 from the Assistant Secretary of Defense
Attached is the updated methodological guidance to calculate the Fully Burdened Cost of Energy (FBCE) in Analyses of Alternatives (AoAs) and in other acquisition tradespace decisions, with CAPE has now approved. Working with DPAP staff, we will now add tis guidance to the Defense Acquisition Guidebook, Chapter 3 (Affordability and Life-Cycle Resource Estimates).
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Air Force E-Publishing Website.aspx
Air ForceReferenceService-Level Policies and Guidance
MISSION... is to provide publishing products and services for administrative publications and forms to Air Force customers worldwide. VISION... is to provide life-cycle management of Air Force Electronic Publishing to enable product and service delivery to the end user, regardless of media, at the time and location needed, in peace and in war. 
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F-22 Raptor Information.aspx
Learning MaterialService-Level Policies and Guidance
History and status of the F-22 from Wikipedia.
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U.S. Air Force Business and Enterprise Systems BES Directorate Systems Engineering Process.aspx
EngineeringAir ForceReferenceService-Level Policies and Guidance
The Systems Engineering Process is a life cycle management and systems engineering process based on the Defense Acquisition, Technology, and Logistics Life Cycle Management System as tailored for Information Technology Systems and the Capability Maturity Model Integrated.
The starting point for entry into this process is to determine where your program is in the life cycle and complete the appropriate tailoring worksheet for that phase. The tailoring worksheets list the products to be produced and activities to be performed for your program. Refer to the tailoring guide for guidance on tailoring the process to fit your program's specific needs.
If you are in the Materiel Solution Analysis Phase (pre Milestone A) use: Tailoring Worksheet for Materiel Solution Analysis Template.
If you are in the Technology Development Phase (pre Milestone B), use: Tailoring Worksheet for Technology Development Phase Template.
If you are in the Engineering and Manufacturing Development Phase (pre Milestone C), or Production and Deployment Phase, use: Tailoring Worksheet for Engineering and Manufacturing Development and Production and Deployment Template.
If you are in the Operations and Support Phase, use: Tailoring Worksheet for New Start Template (Non-5000) or Tailoring Worksheet for Sustainment Template (Non-5000).
The SEP is constructed to lead you through each phase of the life cycle by providing the following assets:

Policies - The directives that govern the development, fielding and sustainment of IT systems within the organization.
Procedures - The core of the process, lists entry and exit criteria for each activity, identifies the role with the responsibility for completing the activity and provides step level instructions for accomplishing each activity.
Lexicons - Handy references when using the SEP (definition of terms, etc.)
Guides - Handbooks to help with the execution of a procedure
Checklists - "Quality Gates" that can be used with each procedure
Forms - Formatted forms that can be downloaded
Templates - Formatted work products to assist in the development of life cycle documentation
Background - Additional reference materials and guidance
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PM Gazette May Jun 2013 Final.pdf
Engineering; International Acquisition; Life Cycle Logistics; Program ManagementAir Force; Army; DoDLearning MaterialService-Level Policies and Guidance
Relevant and Timely Acquisition Information
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DOD IG Rpt Re JSF Oversight.pdf
Engineering; Program Management; Purchasing; Test and EvaluationAir Force; Defense Contract Management Agency; DoD; NavyLearning MaterialService-Level Policies and Guidance
This DoD Inspector General  report, no. DODIG-2013-140, "Quality Assurance Assessment of the F-35 Lighting II Program is dated September 30, 2013.
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PM Gazette Fall 13 FINAL.pdf
Contracting; Engineering; Program Management; Services AcquisitionAir Force; DoDLearning MaterialService-Level Policies and Guidance
Relevant and Timely Acquisition Information
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ECSS PARCA Root Cause Analysis 2013 09 19.pptx
Engineering; Information Technology; PurchasingAir ForceCase StudyService-Level Policies and Guidance
The Expeditionary Combat Support System (ECSS) was one of the largest and most comprehensive business transformations ever envisioned. ECSS was to enable the end-to-end transformation of Air Force logistics processes.*ECSS was a USAF MAIS ACAT IAM program     –Objective:  Transform AF’s supply chain & logistics processes            +Serve over 250,000 users at 186+ installations            +Replace 420 legacy systems     –MS A approved Aug 31, 2005     –Terminated Dec 11, 2012 after spending ~$1.1B*Senators Levin and McCain, Chair and Ranking Members of the SASC respectively, sent Dec 4, 2012 letter to SECDEF asking questions on ECSS termination*USD(AT&L) directed PARCA to perform a root cause analysis on ECSS program failure
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USAF Guidebook Early Systems Engineering Guide 31 Mar 2009.pdf
Contracting; Engineering; Program Management; Test and EvaluationAir Force; DoD; Joint StaffLearning MaterialService-Level Policies and Guidance
31 March 2009Assistant Secretary of the Air Force for Acquisition (SAF/AQ)Version 1
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Army Publishing Directorate Website.aspx
ArmyReferenceService-Level Policies and Guidance
The Army Publishing Directorate is the Army's leader in publishing and distributing information products, employing advanced technologies to ensure responsive support worldwide. Our primary mission is supplying official authenticated information to enhance the readiness of the total force.
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37th CSAs Thoughts on the Future of the Army June 2011.pdf
ArmyLearning MaterialService-Level Policies and Guidance
Over the past decade, our Army 11:15 performed superbly in the most difficult environments imaginable.Through it all, our Army remains the most capable and decisive land force in the world. However, as a learning  organization and after ten years or war, the Secretary of the Army has reframed our role as an Army and has set a clear path forward for institutional adaptation to realize his vesion. In turn, I have established nine focus areas that will serve as the foundation from which we will deliver the Secreatry of the Army's vision.
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DoD IG Aug 13 Rpt Re Cost Reimbursement Contracts.pdf
Auditing; Contracting; General AcquisitionAir Force; Army; Defense Contract Management Agency; DoDLearning MaterialService-Level Policies and Guidance
This DoD Inspector General report, No. DoDIG-2013-120, is dated August 23, 2013.
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CRS Oct 15 Rpt Re Army MC JLTV.pdf
Contracting; Engineering; PurchasingArmy; DoD; NavyLearning MaterialService-Level Policies and Guidance
Congressional Research Service (CRS) report prepared for Members and Committees of Congressby Andrew Feickert, Specialist in Military Ground ForcesOctober 14, 2015Summary
The Joint Light Tactical Vehicle (JLTV) is being developed by the Army and the Marine Corps as a successor to the High Mobility, Multi-Wheeled Vehicle (HMMWV), which has been in service since 1985. On October 28, 2008, awards were made for the JLTV Technology Development (TD) Phase to three industry teams: (1) BAE Systems, (2) the team of Lockheed Martin and General Tactical Vehicle, and (3) AM General and General Dynamics Land Systems.
On January 26, 2012, the Army issued the Request for Proposal (RFP) for the JLTV’s EMD phase. Up to three EMD contracts could be awarded, and contract award was scheduled for June 2012. The period of performance for EMD contracts is 27 months, with the overall EMD phase scheduled to last 33 months. Vendors would be required to provide 22 JLTV prototypes for testing 12 months after contract award. The target cost for the base vehicle is $250,000 excluding add-on armor and other kits.
On August 22, 2012, the Army announced the award of three firm-fixed price JLTV EMD contracts totaling approximately $185 million. The three companies awarded the EMD contracts were AM General, LLC (South Bend, IN); Lockheed Martin Corporation (Grand Prairie, TX); and Oshkosh Corporation (Oshkosh, WI).
On September 3, 2013, the Army began JLTV testing at Aberdeen Proving Grounds, MD; Yuma, AZ; and Redstone Arsenal, AL. The Army planned to select a single vendor by 2015, with the first Army brigade being equipped with JLTVs by 2018. FY2015 program plans anticipated a Milestone C (Production and Deployment Phase Approval) decision in the fourth quarter of FY2015, followed by Low Rate Initial Production (LRIP).
In June 2014, the Army issued a draft RFP for the JLTV Full-Rate Production Phase and plans to select a contract winner in July 2015. The Office of the Secretary of Defense conducted an interim review of the JLTV program and found it is likely to meet all eight key performance parameters. Three companies who were picked in 2012 to build prototypes—Oshkosh, Lockheed Martin, and AM General—submitted their bids for the LRIP contract by the February 10, 2015, deadline.
On August 25, 2015, it was announced the Army had awarded Oshkosh a $6.7 billion low rate initial production (LRIP) contract with eight options to procure the initial 16,901 vehicles for the Army and Marines. The JLTV will be produced in Oshkosh, WI, and deliveries are scheduled to begin in June 2016.
 On September 8, 2015, it was reported Lockheed Martin would file a protest with GAO, but AM General reportedly did not file a protest with the GAO. On September 10, 2015, the Army reportedly issued a stop work order to Oshkosh until the GAO protest was resolved.
 The President’s FY2016 budget request called for $456.9 million for Army and Marine RDT&E and Procurement funding for the JLTV. The FY2016 National Defense Authorization Act Conference approved the FY2016 presidential budget request for both JLTV RDT&E and Procurement funding for the Army and Marine Corps.
 A potential issue for Congress is the possible impact of a year-long continuing resolution on Army and Marine Corps JLTV procurement. This report will be updated.
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Seapower Magazine.aspx
Learning MaterialService-Level Policies and Guidance
About SEAPOWER Magazine

SEAPOWER magazine and its Almanac issue are official publications of the Navy League of the United States, an international organization founded in 1902 to support the U.S. sea services. SEAPOWER articles cover a wide range of topics, including national defense, foreign policy, naval affairs, maritime issues, homeland security and defense research, development and procurement. SEAPOWER coverage focuses on such areas as defense strategies, emerging technologies and ways to improve the operational concepts and managerial processes of the U.S. sea services.
The principal mission of SEAPOWER — an award-winning monthly magazine — is to educate Congress and the American people about the activities, requirements and accomplishments of the sea services and U.S.-flag Merchant Marine. It also provides a forum for senior sea service leaders to express their views on various topics of concern. SEAPOWER also supports and encourages the programs of the Navy League councils throughout the United States and overseas.
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ACAT 1 Navy Programs.aspx
NavyReferenceService-Level Policies and Guidance
List of Navy ACAT I programs  from the Department of Navy Research, Development & Acquisition Web site
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CVN-21 - Aircraft Carrier for the 21st Century.aspx
Learning MaterialService-Level Policies and Guidance
web site with general information about CVN-21The USS Bush started as CVNX-1, and was to be the first "Next Generation" aircraft carrier. Budget, schedule, and technical realities set in (complicated by geopolitics), and it was decided the Bush would be that LAST of the Nimitz class, and the new class was renamed CVN-21. .
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CBA USN N88 CBA AOA Guidebook v1 1 16 May 2008.docx
Contracting; Engineering; Test and EvaluationDoD; Joint Staff; NavyLearning MaterialService-Level Policies and Guidance
This document provides N88 specific guidelines and explains guidance from a wide array of directives and instructions. The resulting document will benefit Requirements Officers (ROs) assigned to N88 in planning for and implementing the Joint Capabilities Integration and Development System (JCIDS) Capabilities Based Assessments (CBA) and the Defense Acquisition System Analysis of Alternatives (AoA). Each of these analyses is part of the pre-Milestone (MS) A studies that provide the analytic underpinning for capabilities a program must meet. For programs that skip MS A, the AoA will be a pre-MS B analysis. The CBA and AoAs an RO may be involved in are critical to defining major aspects of the follow-on program the RO (or their reliefs) will be tasked to fund, define and manage.

This document also highlights how an RO can leverage capabilities other organizations, such as NAVAIRSYSCOM, can provide to assist in implementing and overseeing these analyses. The process described aligns with the SECNAV Requirements and Acquisition Process Improvements (SECNAVNOTE 5000, February 26, 2008).
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Navy Dec 12 Critical Pgm Info Memo.pdf
NavyReferenceService-Level Policies and Guidance
Department of the Navy Implementation of DODIG Protection of Critical Program Information (CPI) Recommendations.This Department of the Navy Memorandum is dated December 14, 2012.
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CBO Oct 15 Rpt Re Navy FY16 Shipbuilding Plan.pdf
Contracting; Engineering; PurchasingDoD; NavyLearning MaterialService-Level Policies and Guidance
Congressional Budget Office reportOctober 2015Summary

The Department of Defense (DoD) submitted to the Congress the Navy’s 2016 shipbuilding plan for fiscal years 2016 to 2045 in April 2015. The total annual cost of 
carrying out the 2016 plan—an average of about $20 billion in 2015 dollars per year over the next 30 years, the Congressional Budget Office estimates—would be one third more than the amount the Navy has received in Congressional appropriations for shipbuilding in recent decades. The Navy’s 2016 shipbuilding plan is similar to its 2015 plan with respect to the goal for the total number of battle force ships, the number and types of ships the Navy would purchase, and the funding proposed to implement its plans.
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Naval Postgraduate School.aspx
Learning MaterialService-Level Policies and Guidance
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The DoD Directive 5000.01 Certified Current as of November 20 2007.aspx
DoDReferenceDoD-Level Policies and Guidance
DoD Directive 5000.01 Certified Current as of November 20, 2007.
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New DoD Instruction 5000.02 Issued.aspx
DoDReferenceDoD-Level Policies and Guidance
Link to copy of newest DoDI 5000.02. 

DoD Releases Updated Instruction for Acquisitions System

DoDI 5000.02 Transmittal Letter, dated January 7, 2015, issues the new Department of Defense Instruction (DoDI) 5000.02 and cancels the interim version that was implemented on November 25, 2013.
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GAO Best Practices Focus on Requirements Feb 2008.pdf
Auditing; Engineering; PurchasingAir Force; Army; Defense Contract Management Agency; DoD; NavyLearning MaterialDoD-Level Policies and Guidance
GAO Report to Congressional Committees - February 2008
A Senate report related to the National Defense Authorization Act for Fiscal Year 2007 asked GAO to compare quality management practices used by the Department of Defense (DOD) and its contractors to those used by leading commercial companies and make suggestions for improvement.
To do this, GAO (1) determined the impact of quality problems on selected weapon systems and prime contractor practices that contributed to the problems; (2) identified commercial practices that can be used to improve DOD weapon systems; (3) identified problems that DOD must overcome; and (4) identified recent DOD initiatives that could improve quality. GAO examined 11 DOD weapon systems with known quality problems and met with quality officials from DOD, defense prime contractors, and five leading commercial companies that produce complex products and/or are recognized for quality products.
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Online Hyperlinked JCIDS Manual Common Access Card CAC and - or an Intelink account are required to access this site.aspx
ReferenceDoD-Level Policies and Guidance
The attached JCIDS Manual - PDF version (is subject to change)  Go to the site listed below to be sure you are viewing the most recent version.
Here is the link to the CJCSI 3170.01I - 23 January 2015  - JCIDS Instruction and the JCIDS Manual
The JCIDS Manual is subject to change at any time and we will do our best to post the most current version on this page, but we can not guarantee that it is the most recent version.  To view the "LIVE" online version of the JCIDS Manual (with hyperlinks), go to the Website at   THE MANUAL POSTED ON THE INTELINK.GOV SITE WILL ALWAYS BE THE MOST RECENT VERSION OF THE MANUAL.  Please note that a Common Access Card (CAC) and an Intelink account are required to access this site.    To obtain an email notice anytime we add content or make changes to this page, click on the word "Subscribe" located near the upper right hand corner of this page just below the search box, then be sure to click on OK.  
This manual sets forth guidelines and procedures for operation of the Joint Capabilities Integration and Development System (JCIDS) regarding the development and staffing of JCIDS documents in support of CJCSI 3170.01I (JCIDS Instructions).

1. Purpose. This Manual augments references a and b with detailed guidelines and procedures for operation of the Joint Capabilities Integration and Development System (JCIDS), and interactions with several other departmental processes to facilitate the timely and cost effective development of capability solutions for the warfighter. This Manual provides information regarding activities including identification of capability requirements and capability gaps, development of requirements documents, gatekeeping and staffing procedures, post-validation development and implementation of materiel and non-materiel capability solutions, interaction with other Department of Defense (DOD) processes, and mandatory training for personnel involved in the requirements processes. 

This Manual is not intended to stand alone – readers are encouraged to become familiar with references a and b before reviewing this Manual.
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