DoD is planning to implement practices to provide program managers more incentives, support and stability, as well as opportunities for sharing knowledge and lessons learned that if fully and correctly implemented could lead to better performance, accountability and outcomes, GAO has said.
The fiscal 2007 defense authorization act directed the defense secretary to develop a comprehensive strategy for enhancing the role of DoD program managers in developing and carrying out defense acquisition programs and to revise guidance for major defense acquisition programs to address the qualifications, resources, responsibilities, tenure, and accountability of program managers.
The act also called on GAO to report on the actions the department has taken, and it said that as part of DoD’s strategy it has established a policy that requires formal agreements among program managers, their acquisition executives, and the user community intended to set forth common program goals.
It said that as part of a new strategy for program manager empowerment and accountability, DoD plans a variety of actions to enhance development opportunities, provide more incentives, and arrange knowledge-sharing opportunities.
That would include an increase of "just-in-time" training, as well as establishing a formal mentoring program and program management forums.
According to GAO, DoD acknowledged that any actions taken to improve accountability need to be based on a foundation whereby program managers can launch and manage programs toward greater performance, rather than focusing on maintaining support and funding for individual programs.
GAO said that such a foundation should include an overarching strategy and decision-making processes that prioritize programs based on a balance between customer needs and available resources.
DoD has highlighted several initiatives that, if adopted and implemented properly, could provide such a foundation, according to GAO-08-62R.
It said, for example, that a new "concept decision point" initiative to create a framework for strategic investment decisions, guidance for time-defined acquisitions that would put a first capability increment at five to six years after investment decisions, and the establishment of "configuration steering boards" are all designed to enable more informed decisions by key department leaders well ahead of a program’s start.
