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Defense acquisitions : managing risk to achieve better outcomes : testimony before the Subcommittee on Defense, Committee on Appropriations, House of Representatives / statement of Paul Francis, Michael Golden, William Woods.
- Format:
- Book
- Government document
- Author/Creator:
- Francis, Paul L.
- Series:
- Testimony ; GAO-10-374T.
- Testimony ; GAO-10-374T
- Language:
- English
- Subjects (All):
- United States. Department of Defense--Procurement.
- United States.
- United States. Department of Defense.
- Risk management.
- risk management.
- Armed Forces--Procurement.
- Physical Description:
- 1 online resource (21 pages).
- Other Title:
- Managing risk to achieve better outcomes
- Place of Publication:
- [Washington, D.C.] : U.S. Govt. Accountability Office, [2010]
- Summary:
- "The current state of defense acquisitions has been decades in the making. To a large extent, this reflects cumulative commitments to provide unparalleled long-term capabilities, to expedite near-term capabilities, and to accept the attendant risks. Over time, investment budgets have grown substantially to accommodate the foregoing. Today, DOD finds itself with a large portfolio of weapons and other acquisitions that it may not be able to afford, a large and hard-to-define contractor workforce, and a government workforce that may not be sufficient to manage and oversee the acquisitions and the contractors. The likelihood of smaller or level investment budgets, painful lessons learned from recent acquisitions, and a strained workforce, suggest that we need to manage risks differently. Right now, we have a great opportunity to do just that. The acquisition reforms that have been instituted by Congress, the administration, and DOD provide a good framework for managing risk. The recent difficult decisions to cancel or trim a number of major weapons programs suggest a collective willingness to make decisions that are consistent with reforms. In the past, good policies have been on the books, but decisions on what programs to approve and to support with funding often undermined those policies. Some fundamental lessons can help guide the decisions ahead. More specifically, a program must be put on a sound technical, cost, and schedule footing before it is approved -- contract vehicles can accommodate risks but cannot fix a troubled program. At the same time, a flawed competition or contract award process can delay or disrupt an otherwise sound acquisition. A sound acquisition and contracting strategy is essential to executing the acquisition within time and funding budgets. A capable workforce must undergird all of the above."--Page 17
- Notes:
- Title from PDF title screen (GAO, viewed March 22, 2010).
- "For release ... January 20, 2010."
- Includes bibliographical references.
- OCLC:
- 566109774
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