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The Department of Defense (DoD) spends at least 60% of its budget for the acquisition and sustainment of new material capability and services. The DoDs track record with regard to maximizing value from this investment has been poor, to say the least, and warrants a more in-depth understanding of the root cause of the problem. The lack of a successful integrated network approach to the problem of poor program performance is evident in the many significant cost and schedule program overruns and the failure of legislation and policy emanating from initiatives such as the Packard Commission study, Goldwater-Nichols Legislation, and more recently, the Better Buying Power initiative.