United States Government Publishing Office publisher pbl distributor dst United States Government Accountability Office author aut Government Organization text government publication eng GAOREPORTS Legislative Agency Publications gao legislative 2010-08-12 U.S. Government Printing Office 2002-02-27 monographic deposited born digital 28 p. GA 1.13:GAO-02-469T https://www.govinfo.gov/app/details/GAOREPORTS-GAO-02-469T P0b002ee180393436 f:d02469t DGPO 2010-08-12 2011-03-23 GAOREPORTS-GAO-02-469T machine generated eng fdlp REPORT GAOREPORTS-GAO-02-469T GAO-02-469T Best practices Defense economic analysis Defense procurement Future budget projections Information resources management Information systems Information technology Internal controls Performance measures Risk management Strategic planning Weapons systems Army Crusader System Joint Tactical Unmanned Aerial Vehicle DLA Fuels Automated System DLA Business Systems Modernization SEI Software Acquisition Capability Maturity Model Testimony A02808 The Department of Defense (DOD) spends close to $100 billion annually to develop and acquire weapon systems. DOD spends tens of billions more for services and information technology. From 1995 to 2007, investments in weapon systems are expected to rise 74 percent--from $90 billion to $157 billion. During the next five years, DOD's request for weapons development and acquisition funds is estimated at about $700 billion. DOD's spending on services is also expected to continue to grow, largely because of increased purchases of information technology services and professional, administrative, and management support services. Although continuing to keep legacy systems, DOD plans to fund newer programs such as Global Hawk and Predator, as well as future capabilities such as unmanned airplanes, satellite networks, and information and communication systems. Despite heavy investments, DOD is not carrying out acquisitions cost-effectively and the acquisitions themselves are not always achieving their objectives. Although the military has many acquisition reform initiatives under way, pervasive problems persist regarding the use of high risk acquisition strategies; questionable requirements and solutions that are not the most cost-effective available; and unrealistic cost, schedule, and performance estimates. DOD is committed to adopting many best practices and has already taken steps to change its policies and procedures. The changes DOD makes must extend well beyond policies and procedures. Incentives driving traditional ways of doing business, for example, must be changed, and cultural resistance to new approaches must be overcome. DOD will need strong and sustained commitment from its leadership to tackle these more elusive challenges--not just to initiate changes, but to continually support them. https://www.govinfo.gov/content/pkg/GAOREPORTS-GAO-02-469T/html/GAOREPORTS-GAO-02-469T.htm https://www.govinfo.gov/content/pkg/GAOREPORTS-GAO-02-469T/pdf/GAOREPORTS-GAO-02-469T.pdf GAO-02-469T https://www.govinfo.gov/app/details/GAOREPORTS-GAO-02-469T Testimony GAO-02-469T; Defense Acquisition: DOD Faces Challenges in Implementing Best Practices; Best practices Defense economic analysis Defense procurement Future budget projections Information resources management Information systems Information technology Internal controls Performance measures Risk management Strategic planning Weapons systems Army Crusader System Joint Tactical Unmanned Aerial Vehicle DLA Fuels Automated System DLA Business Systems Modernization SEI Software Acquisition Capability Maturity Model Public Law 103-355 Public Law 104-106 Public Law 105-261 Public Law 106-65