Abstract : A broad consensus exists that weapon system problems are serious and that their resolution is overdue. With the federal budget under increasing strain from the nation's economic crisis, the time for change is now. DOD is off to a good start with the recent revisions to its acquisition policy, which, if implemented properly, should provide a foundation for establishing sound, knowledge-based business cases before launching into development and for maintaining discipline after initiation. The new policy will not work effectively, however, without changes to the overall acquisition environment. Resisting the urge to achieve the revolutionary but unachievable capability, allowing technologies to mature in the science and technology base before bringing them onto programs, ensuring that requirements are well-defined and doable, and instituting shorter development cycles would all make it easier to estimate costs accurately, and then predict funding needs and allocate resources effectively. But these measures will succeed only if the department uses an incremental approach. Constraining development cycle times to 5 or 6 years will force more manageable commitments, make costs and schedules more predictable, and facilitate the delivery of capabilities in a timely manner. Acquisition problems are also likely to continue until DOD's approach to managing its weapon system portfolio (1) prioritizes needs with available resources, thus eliminating unhealthy competition for funding and the incentives for making programs look affordable when they are not; (2) facilitates better decisions about which programs to pursue and which not to pursue given existing and expected funding; and (3) balances the near-term needs of the joint warfighter with the long-term need to modernize the force. Achieving this affordable portfolio will require strong leadership and accountability.