text: Accounting Support and Cost Management
  see robust cost analyses before making any significant decision. This will help to ensure that cost becomes
  part of the dialogue among all decision makers, not just financial managers.
  USE OF COST-BENEFIT ANALYSIS
  5-38. Cost-benefit analysis is a structured methodology for projecting and comparing the anticipated
  costs and benefits of alternative courses of action in order to identify the optimum solution for
  achieving a stated goal or objective. Cost-benefit analysis (CBA) is not a new term, and conceptually is
  not new to the Army. With few differences, the eight-step CBA process is identical to the Military
  Decision-Making Process prescribed in Army Doctrinal Reference Publication 5-0. CBA has previously
  been used to a limited extent in various functional communities in the Army, but is now being used to
  support all resource decision-making. The requirement for CBA has been incorporated into resource
  decision-making processes at HQDA, and should also be incorporated into decision processes in
  subordinate organizations.
  5-39. The concepts that underlie cost-benefit analysis are straightforward. The goal of CBA is to help a
  decision-maker choose from competing alternatives by identifying the benefits and costs of each
  alternative and then applying analytical techniques to evaluate the alternatives against relevant criteria.
  CBA doesn’t attempt to remove professional experience and military judgment from the decision process,
  but rather supplements these important factors with information that is based on solid data and sound
  analytical techniques. For detailed guidance on the development and use of CBA, see the Army CBA
  Guide.
  AVAILABILITY OF COST DATA
  5-40. As explained in greater detail elsewhere in this FM, the General Fund Enterprise Business System
  (GFEBS) is an enterprise-level solution that enables the Army to link financial accounting, funds control,
  logistics, asset accounting, and cost management information across the enterprise. It provides accurate,
  reliable cost information and makes the information available to all users on a real-time basis.
  5-41. A key feature of GFEBS is its cost center hierarchy, which captures cost data where the work is
  performed and identifies all the resources consumed to produce products and services at every level. The
  cost data includes not only costs that are budgeted locally, but also the so-called “free issue” of
  infrastructure, military labor, depreciation, and overhead. To gain the full benefit of GFEBS, leaders and
  managers must ensure that their personnel are adequately trained on its complete range of capabilities.
  PLANNING AND PERFORMANCE ASSESSMENT PROCESS
  5-42. Regularly scheduled planning meetings, followed up by formal performance reviews, provide a
  structured managerial process to ensure leaders are presented with analysis and recommendations from
  their subordinates, to make cost-informed decisions, and then to oversee implementation and adjustment
  during execution. When used effectively, planning and performance assessment meetings can also serve as
  a means of disseminating lessons learned throughout an organization.
  5-43. For maximum effectiveness, planning and performance assessment meetings should be led by the
  commander. Immediate subordinates should be responsible for presenting the analyses related to their
  functional areas.
  COST MANAGEMENT SUPPORT
  5-44. Cost management is a critical FM enabler to the decision-making process because it collects and
  links financial (cost) data with non-financial (output and performance) data and presents information in a
  way directly related to the major mission objectives of the unit or organization. Cost management provides
  Army leaders and managers at all levels with real-time cost data linked to operations and functions. This
  will enable leaders and managers to make decisions that directly benefit the mission and Soldiers. The
  efficient use of resources achieved through cost management, in combination with auditable financial
  statements, enables the Army to gain public trust and understanding of Army programs. Cost management