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Requirements & Acquisition Roles

How to use this site

Each page in this pathway presents a wealth of curated knowledge from acquisition policies, guides, templates, training, reports, websites, case studies, and other resources. It also provides a framework for functional experts and practitioners across DoD to contribute to the collective knowledge base. This site aggregates official DoD policies, guides, references, and more.

DoD and Service policy is indicated by a BLUE vertical line.

Directly quoted material is preceeded with a link to the Reference Source.



Functional Sponsor

Reference Source: DoDI 5000.75, Section 3.2.a.


The functional sponsor is the DoD or Component senior leader with business function responsibility seeking to improve mission performance.  The functional sponsor confirms the need for improved business operations and represents the user community interests throughout the BCAC.  The functional sponsor represents the DoD organization(s) with a business problem or opportunity that may be addressed via the acquisition of a business system, business process reengineering, or related business changes.


The functional sponsor leads solution analysis and change management and creates a successful change environment.  The functional sponsor:

  • Engages stakeholders to keep them actively involved in shaping the complete future solution.
  • Makes resources available for each phase of requirements and acquisition to include stakeholders and subject matter experts.
  • Programs and budgets for lifecycle costs of full business spectrum solutions.
  • Provides input, including market research, to the MDA for the development of the business system.
  • Validates that deployed capabilities meet business requirements, deliver expected benefits, and provide return on investment.
  • Designates the functional lead who will report to the functional sponsor and collaborate with the program manager.


Chief Management Officer (CMO)

Reference Source: DoDI 5000.75, Section 3.2.b.


The CMO role will be performed by the DoD CMO or MILDEP CMO identified as the decision authority in Table 1 depending on the BCAT and any delegation. The CMO:

  • Determines that business requirements are valid, capability requirements are achievable, and capability development efforts are appropriate.
  • Determines that business systems in development are aligned to processes in the BEA and meet applicable enterprise standards.
  • In accordance with Section 2222 of Title 10, U.S.C., and with the support from the functional sponsor and MDA as needed, determines if a program is a business system.
  • Certifies business system programs to fulfill the requirements of Section 2222 of Title 10, U.S.C and may designate specific BCAT III systems as requiring certification.


Milestone Decision Authority (MDA)

Reference Source: DoDI 5000.75, Section 3.2.c.


  • Approves critical acquisition decisions for ATP decision points or concurs in contractual commitments.
  • Oversees business system delivery within approved cost, schedule and performance parameters including in the baseline.
  • Establishes oversight controls for programs, including procedures to report cost, schedule and performance variances and to address reported variances. The acquisition chain of command supports the MDA by leading the program manager and program execution. Specific leadership roles vary by organization but often include the CAE and Program Executive Officer.
  • In coordination with the appropriate CMO decision authority, designates BCAT in accordance with Table 1 of Section 3.
  • In accordance with Paragraph 1.2.d, authorizes non-developmental, software intensive programs that are not business systems to use the acquisition processes and procedures in this issuance and approves the program’s tailored acquisition approach.


Chief Information Officer (CIO)

Reference Source: DoDI 5000.75, Section 3.2.d


The CIO role will be performed by the DoD CIO or DoD Component CIO depending upon the BCAT and any delegation.  The appropriate CIO:

  • Confirms CCA compliance based on program manager input and supporting artifacts through proactive engagement, participating as early as practical in the life cycle.  This ensures a continuous monitoring approach for CCA and cybersecurity compliance instead of conducting a checklist assessment at the end of each life cycle phase. CIOs will confirm that CCA compliance is on track during the early BCAC phases using a tailored approach because not all information may be available yet and will base their decision on information in the program’s capability implementation plan, defined in Appendix 4B.
  • Assists with determination of cybersecurity controls and reviews and approves the cybersecurity strategy at the appropriate delegation level before ATP decision points or development contract awards.
  • Establishes standards and supports determination of program IT infrastructure solutions and hosting requirements, encouraging shared infrastructure solutions and cloud-based solutions first with the appropriate program executive officer or service provider.
  • Works with the functional lead and program manager to ensure agile or incremental software development processes are used to the greatest extent practical.


Functional Lead

Reference Source: DoDI 5000.75, Section 3.2.e


  • Leads business process reengineering and execution of business process changes.
  • Leads definition of functional requirements and training and deployment for the business capability.
  • Reports to the functional sponsor and collaborates with the program manager.


Program Manager

Reference Source: DoDI 5000.75, Section 3.2.f


  • Leads development and delivery of the business systems that supports the delivery of business capability
  • Provides input to the functional sponsor on process design, requirements, training and other matters that may influence the acquisition strategy for business systems.


Reference Source: DoDI 5000.75 Section 3.3


The relationship between the program manager and the functional lead is shown in Table 2.  The tasks each individual leads or supports are described by phase in Section 4.


Table 2:  Functional Lead and Program Manager Interaction

Activity Paragraph Functional Lead Program Manager
Identify business capability needs 4.2.a Lead Support
Design future business processes & solutions 4.2.b Lead Support
Define functional requirements 4.2.c Co-Lead Co-Lead
Define solution approach 4.2.c Co-Lead Co-Lead
Evaluate solution selection 4.2.d Support Lead
Define detailed design specifications 4.2.d Support Lead
Develop and deliver business system 4.2.d Support Lead
Support business capability 4.2.e Lead Support
Manage configuration of the business system 4.2.e Support Lead