“We’re having awful problems with the execution of defense programs,” said Mr. Kaminski, who was the Pentagon’s top acquisition executive from 1994 to 1997. “It’s absolutely critical to start becoming more efficient, more effective.”
Mr. Kaminski is devoting much of his time as a private citizen to that goal, leading a high-level task force and visiting university campuses and military contractors to proselytize for better engineering management.
As he and other experts explain it, the central problem is a breakdown in the most basic element of any big military project: accurately assessing at the outset whether the technological goals are attainable and affordable, then managing the engineering to ensure that hardware and software are properly designed, tested and integrated.
The technical term for the discipline is systems engineering. Without it, projects can turn into chaotic, costly failures.
Increasingly, that has become the case. What is more, the loss of government expertise has magnified the difficulties associated with another trend: In recent years, the Pentagon has transferred more and more oversight responsibility to its contractors, who themselves often lack sufficient systems-engineering skill and the incentives needed to hold down costs.
No comments:
Post a Comment