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The Defense Systems Acquisition Review Council (DSARC) advises the Secretary of Defense on the acquisition of major defense systems, reviews the status of individual programs, and formulates recommendations to the Secretary of Defense. It has conducted over 178 reviews since it began in 1969, and some programs have required successive reviews. Major changes in the management of weapon systems were recently introduced following criticism by the services of excessive program direction and micromanagement by the Office of the Secretary of Defense (OSD). These changes mean that future reviews of program progress for many weapon systems will be conducted by the military services and that OSD staffs will have a more limited role. Many claims of interference in program management stem from efforts of OSD to obtain the needed information for making meaningful reviews and recommendations. Program managers are responsible for expenditures involving billions of dollars, and a review of their actions is essential. Overall needs of DOD require coordination and control. There have been some problems in implementing the DSARC process, some aggrevated by rapid turnover of key personnel. Delegation of reviews to the services could be effective if the OSD maintained its capability of acquiring data, continued its participation in programs, and had final authority for major decisions.
The Department of Defense (DOD) spends over $300 billion each year to develop, produce, field and sustain weapons systems (the U.S. Air Force over $100 billion per year). DOD and Air Force acquisitions programs often experience large cost overruns and schedule delays leading to a loss in confidence in the defense acquisition system and the people who work in it. Part of the DOD and Air Force response to these problems has been to increase the number of program and technical reviews that acquisition programs must undergo. This book looks specifically at the reviews that U.S. Air Force acquisition programs are required to undergo and poses a key question: Can changes in the number, content, or sequence of reviews help Air Force program managers more successfully execute their programs? This book concludes that, unless they do it better than they are now, Air Force and DOD attempts to address poor acquisition program performance with additional reviews will fail. This book makes five recommendations that together form a gold standard for conduct of reviews and if implemented and rigorously managed by Air Force and DOD acquisition executives can increase review effectiveness and efficiency. The bottom line is to help program managers successfully execute their programs.
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