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Highlights

In 1995, GAO first designated the Department of Defense's (DOD) business systems modernization program as "high-risk," and continues to do so today. In 2004, Congress passed legislation reflecting prior GAO recommendations for DOD to adopt a corporate approach to information technology (IT) business system investment management. To support GAO's legislative mandate to review DOD's efforts, GAO assessed whether the department's corporate investment management approach comports with relevant federal guidance. In doing so, GAO applied its IT Investment Management framework and associated methodology, focusing on the framework's stages related to the investment management provisions of the Clinger-Cohen Act of 1996.

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Recommendations

Recommendations for Executive Action

Agency Affected Recommendation Status
Department of Defense To strengthen DOD's business system investment management capability and address the weaknesses discussed in this report, the Secretary of Defense should direct the Deputy Secretary of Defense, as the chair of the Defense Business Systems Management Committee (DBSMC), to ensure that well-defined and disciplined business system investment management policies and procedures are developed and issued. At a minimum, this should include project-level management policies and procedures that address instituting the investment boards, including assigning the investment boards responsibility, authority, and accountability for programs throughout the investment life cycle and specifying how the business investment management system is coordinated with Joint Capabilities Integration and Development System (JCIDS), planning, programming, budgeting, and execution (PPBE), and Defense Acquisition System (DAS).
Closed - Implemented
DOD has taken steps to address this recommendation. Specifically, DOD has instituted investment review boards (IRB) and assigned the boards with the responsibility, authority, and accountability for programs throughout the investment life cycle, including those in operations and maintenance. In addition, DOD's business capability life cycle (BCL) acquisition policy and guidance outlines aspects of how the business investment review processes are to be coordinated with other DOD decision-support processes, such as the Joint Capabilities Integration Development System (JCIDS), the Defense Acquisition System (DAS), and the Planning, Programming, Budgeting, and Execution (PPBE) process. For example, the BCL policy and guidance integrates the DOD business investment review process with JCIDS and DAS by establishing a single governance framework that is intended to provide for a more rapid delivery of system capability. To facilitate rapid and responsive development and implementation, the BCL policy and guidance requires that a defense business system should be divided into discrete, fully funded, and manageable 12 to18 month increments. To integrate the investment review process with PPBE, the BCL policy and guidance requires funding to be identified based on the increments, and will serve as input for DOD budget requests. Further, according to the guidance, the department is able to more closely monitor the defense business system cost (planned, programmed, and budgeted), schedule, and performance based on each increment, as opposed to a large-scale system implementation. As a result of these collective actions, we consider this recommendation to be implemented.
Department of Defense To strengthen DOD's business system investment management capability and address the weaknesses discussed in this report, the Secretary of Defense should direct the Deputy Secretary of Defense, as the chair of the Defense Business Systems Management Committee (DBSMC), to ensure that well-defined and disciplined business system investment management policies and procedures are developed and issued. At a minimum, this should include project-level management policies and procedures that address selecting new investments, including specifying how cost, schedule, and benefit data are to be used in making certification decisions; defining the criteria used to select investments as enterprisewide; and establishing consistent and effective guidance for business enterprise architecture (BEA) compliance.
Closed - Implemented
The department has recently taken steps to update its policies and procedures to address this investment recommendation. For example, Air Force's 2008 IT investment review guidance calls for the review of all business systems, to include those in operations and maintenance, and specifies how these business investments are to be prioritized using factors such as mission and strategic value and risk.
Department of Defense To strengthen DOD's business system investment management capability and address the weaknesses discussed in this report, the Secretary of Defense should direct the Deputy Secretary of Defense, as the chair of the Defense Business Systems Management Committee (DBSMC), to ensure that well-defined and disciplined business system investment management policies and procedures are developed and issued. At a minimum, this should include project-level management policies and procedures that address reselecting ongoing investments, including specifying how cost, schedule, and performance data are to be used in the annual review process and providing for the reselection of investments that are in operations and maintenance.
Closed - Not Implemented
DOD has not fully established policies and procedures that address reselecting ongoing investments, including specifying how cost, schedule, and performance data are to be used in the annual review process and providing for the reselection of investments that are in operations and maintenance. Specifically, the 2009 IRB guidance states that the IRBs will consider cost, schedule, and benefit data in performing annual reviews but it does not define how the boards are to consider these factors and make consistent, repeatable reselection decisions across all investments. Further, the corporate investment boards only focus on reselecting those investments that are in the development/modernization stage or investments in operations and maintenance that were previously certified by the IRBs. Moreover, while components are required by policy to annually review all business systems, IRB officials stated in March 2010 that they have little insight into components' adherence to cost, schedule, and performance investment selection and control criteria as part of their reviews. In May 2011, DOD officials stated that they intend to update the IRB guidance in fiscal year 2012.
Department of Defense To strengthen DOD's business system investment management capability and address the weaknesses discussed in this report, the Secretary of Defense should direct the Deputy Secretary of Defense, as the chair of the Defense Business Systems Management Committee (DBSMC), to ensure that well-defined and disciplined business system investment management policies and procedures are developed and issued. At a minimum, this should include project-level management policies and procedures that address integrating funding with the process of selecting an investment, including specifying how the DBSMC and the Investment Review Boards (IRB) use funding information in carrying out decisions on system certification and approvals.
Closed - Implemented
DOD has taken steps to address this recommendation. For example, as part of the process of selecting an investment, the 2009 IRB guidance and BCL acquisition policy calls for investments involving more than $1 million to be reviewed and approved by the IRB and DBSMC before funds are obligated. Further, the guidance and policy requires funding information to be considered by the IRBs and the DBSMC in carrying out decisions on system certifications and approvals. Moreover, the policy calls for defense business system capabilities to be delivered within 12 to 18 month increments and funding to be identified for each capability, and used as input for DOD component budget requests. As a result of these collective actions, we consider this recommendation to be implemented.
Department of Defense To strengthen DOD's business system investment management capability and address the weaknesses discussed in this report, the Secretary of Defense should direct the Deputy Secretary of Defense, as the chair of the Defense Business Systems Management Committee (DBSMC), to ensure that well-defined and disciplined business system investment management policies and procedures are developed and issued. At a minimum, this should include project-level management policies and procedures that address overseeing IT projects and systems, including providing sufficient oversight and visibility into component-level investment management activities.
Closed - Not Implemented
DOD has not fully established policies and procedures that address overseeing IT projects and systems, including providing sufficient oversight and visibility into component-level investment management activities. Specifically, the department's January 2009 IRB guidance requires components to annually review all business systems and submit an end-of-the-fiscal-year report listing those systems that have been reviewed. However, in March 2010, IRB officials stated that the reports provide little insight into components' adherence to cost, schedule, and risk investment selection and control criteria. In May 2011, DOD officials stated that they intend to update the IRB guidance in fiscal year 2012 to provide additional details about criteria for IRB and component reviews.
Department of Defense To strengthen DOD's business system investment management capability and address the weaknesses discussed in this report, the Secretary of Defense should direct the Deputy Secretary of Defense, as the chair of the DBSMC, to ensure that well-defined and disciplined business system investment management policies and procedures are developed and issued. These well-defined and disciplined business system investment management policies and procedures should also include portfolio-level management policies and procedures that address creating and modifying IT portfolio selection criteria for business system investments.
Closed - Not Implemented
DOD has not fully established policies and procedures that address creating and modifying IT portfolio selection criteria for business system investments. To its credit, the department has assigned responsibility to its certification authorities for defining the criteria to be used for making portfolio selection decisions, and creating and modifying portfolio IT selection criteria for business system investments. However, these authorities have yet to fulfill these responsibilities. In May 2011, DOD officials stated that they intend to update the IRB guidance to include policies and procedures for defining the portfolio selection criteria by fiscal year 2012.
Department of Defense To strengthen DOD's business system investment management capability and address the weaknesses discussed in this report, the Secretary of Defense should direct the Deputy Secretary of Defense, as the chair of the DBSMC, to ensure that well-defined and disciplined business system investment management policies and procedures are developed and issued. These well-defined and disciplined business system investment management policies and procedures should also include portfolio-level management policies and procedures that address analyzing, selecting, and maintaining business system investment portfolios.
Closed - Not Implemented
DOD has not fully established policies and procedures that address analyzing, selecting, and maintaining business system investment portfolios. To its credit, the department has assigned responsibility to its certification authorities for defining the criteria to be used for making portfolio selection decisions, and analyzing, selecting, and maintaining business system investment portfolios. However, these authorities have yet to fulfill these responsibilities. In May 2011, DOD officials stated that they intend to update the IRB guidance to include policies and procedures for defining the portfolio selection criteria by fiscal year 2012.
Department of Defense To strengthen DOD's business system investment management capability and address the weaknesses discussed in this report, the Secretary of Defense should direct the Deputy Secretary of Defense, as the chair of the DBSMC, to ensure that well-defined and disciplined business system investment management policies and procedures are developed and issued. These well-defined and disciplined business system investment management policies and procedures should also include portfolio-level management policies and procedures that address reviewing, evaluating, and improving the performance of its portfolio(s) by using project indicators, such as cost, schedule, and risk.
Closed - Not Implemented
DOD has not fully established policies and procedures that address reviewing, evaluating, and improving the performance of its portfolios. Specifically, the department assigned responsibility in January 2009 to its certification authorities for defining the criteria to be used for making portfolio selection decisions, and reviewing, evaluating, and improving the performance of portfolio investments. However, these authorities have yet to fulfill these responsibilities. In May 2011, DOD officials stated that they intend to update the IRB guidance to include policies and procedures for defining the portfolio performance criteria by fiscal year 2012.
Department of Defense To strengthen DOD's business system investment management capability and address the weaknesses discussed in this report, the Secretary of Defense should direct the Deputy Secretary of Defense, as the chair of the DBSMC, to ensure that well-defined and disciplined business system investment management policies and procedures are developed and issued. These well-defined and disciplined business system investment management policies and procedures should also include portfolio-level management policies and procedures that address conducting postimplementation reviews for all investment tiers and directing the investment boards, which are accountable for corporate business system investments, to consider the information gathered and to develop lessons learned from these reviews.
Closed - Implemented
DOD has taken steps that address this recommendation. Specifically, the department's January 2009 IRB guidance provides for performing post implementation reviews (called a close-out annual review) on investments subject to DOD IRB annual review. This close-out review is to be performed when a development or modernization is completed and no additional development or modernization funding is to be requested. According to the guidance, this review is to function as a post implementation review for IRB-certified systems and is to provide the IRBs with lessons learned and metrics about completed investment efforts. As a result of these collective actions, we consider this recommendation to be implemented.

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