11/11/2023 0 Comments Nasa news november 2016![]() Of the 25 programs we reviewed, more than half either lacked schedule or cost goals or were already late, over cost, or both.īut DHS is working to fix these issues. The Department of Homeland Security’s acquisition programs may seem small compared to DOD’s, but DHS had a $7 billion portfolio in fiscal year 2015, and the department expects it will ultimately spend more than $180 billion over these programs’ lifetimes. ![]() Hear Cristina Chaplain, a director in our Acquisition and Sourcing Management team, explain how NASA projects can go off course: And NASA’s two largest programs for human exploration-the Orion crew vehicle and Space Launch System-are entering the riskiest stage of development when cost and schedule problems may take off. For 8 out of the last 9 years, at least one major NASA project had significant cost or schedule growth. However, it’s not all smooth sailing for space programs. These are best practices because mature tech and stable designs help avoid costly design changes down the road. Having mature tech and stable designs means the program engineers and managers know what technology they need, how to build it, and how long that will take. NASA has also maintained its strides in the technology maturity and design stability of its projects. NASA continues to stay on course in managing these projects-building on previous years’ cost and schedule improvements. NASA has 18 major projects with an estimated life-cycle cost of almost $54 billion. Listen to Mike Sullivan, a director in our Acquisition and Sourcing Management team, explain “fly before you buy,” as well as details on how DOD managed to save billions of dollars: Instead, DOD should follow the figure below that illustrates our best practices framework mapped onto DOD’s acquisition cycle. That’s what DOD has done in several programs. Imagine placing an order for something that doesn’t yet exist-and may never. This was driven by delays in 11 of the 79 programs.įurther, we found that DOD is not using “knowledge-based acquisition best practices” for most of its programs. We found an average increase in delay of 2.4 months for getting new tools into the hands of warfighters compared to last year. This means that DOD can buy more goods or services for the same amount of money.īut the news is not all good. Moreover, DOD gained $10.7 billion in buying power for 38 major acquisition programs. In fact, DOD reduced costs for 37 programs, 29 of which accounted for cost reductions totaling $9.5 billion over the past year, including savings related to the F-35 Joint Strike Fighter. DOD’s portfolio may be large, but this total cost is the smallest in a decade. Today’s WatchBlog has the highlights-and podcasts!ĭOD has 79 major acquisition programs with estimated life-cycle costs of $1.4 trillion. We measured their progress against their own plans as well as our best practices for major acquisitions. Last week we released our latest reviews of these major programs. While these agencies have very different missions, they each rely on complex systems-like airplanes, rockets, and IT networks-to accomplish their goals. A visualization of the K-46A tanker aircraft refueling a C-17 aircraft, from our DOD Quick Look.Įvery year, we review the federal government’s priciest and therefore riskiest acquisition programs through our “Quick Looks.” The 3 agencies we focus on are the Department of Defense, NASA, and Department of Homeland Security.
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