The development of the F-22 Training System is perhaps the largest such effort for a new weapon system in the post Cold War era of reduced military spending. As a result of increased customer emphasis on development and production costs, the F-22 Engineering & Manufacturing Development (EMD) Program has implemented a number of innovative strategies to make cost effectiveness a systemic feature of the F-22 Training System, rather than a reductive process. This budgetary challenge is accompanied by customer and user requirements for a state-of-the-art training system without the shortfalls in training effectiveness experienced by past fighter aircraft training programs. For example, a foundational requirement of the F-22 Training System, and a key factor in training effectiveness, is referred to as concurrency. Concurrency means that the functional and physical configuration of the fielded training equipment (simulators and other instructional materials) matches that of the fielded aircraft at all times during the weapon system's life cycle. The lack of concurrency has been a notable problem in some other major military aircraft training programs. Although requirements for cost effectiveness and training effectiveness appear to be conflicting, the F-22 development effort has been structured to achieve both goals with common means. These include both business and technical strategies such as end-to-end weapon system procurement, best commercial practices, federated system design, selective aircraft equipment reuse, and use of computer-based training and commercial equipment. This paper describes the implementation of these strategies in the development of the F-22 Training System, their effectiveness, challenges encountered, and lessons learned to date.