Pentagon spending has been the target of decades of criticism and reform efforts. Billions of dollars are spent on weapons programs that are later abandoned. State-of-the-art data centers are underutilized and overstaffed. New business systems are built at great expense but fail to meet the needs of their users. Every Secretary of Defense for the last five Administrations has made it a priority to address perceived bloat and inefficiency by making management reform a major priority. The congressional defense committees have been just as active, enacting hundreds of legislative provisions. Yet few of these initiatives produce significant results, and the Pentagon appears to go on, as wasteful as ever. In this book, Peter Levine addresses why, despite a long history of attempted reform, the Pentagon continues to struggle to reduce waste and inefficiency. The heart of Defense Management Reform is three case studies covering civilian personnel, acquisitions, and financial management. Narrated with the insight of an insider, the result is a clear understanding of what went wrong in the past and a set of concrete guidelines to plot a better future.

Defense Management: New Management Reform Program Still Evolving

The Secretary of Defense announced a new business transformation program in 2001 with the intent of improving the effectiveness and efficiency of Department of Defense business operations. Concerned that the previous administration's Defense Reform Initiatives (DRI) could not be successful without many years of sustained effort, the Senate Committee on Armed Services issued a September 2001 report directing GAO to assess which DRI initiatives have been carried forward. In completing this assessment, GAO also examined the management structure and types of initiatives contained in the new business transformation program. Also at the request of the Committee, more detailed information on the status of the logistics reform and electronic business/electronic commerce initiatives is provided in the GAO report. GAO interviewed officials involved with the former DRI initiatives, as well as officials operating at all levels of the new business transformation program. In commenting on a draft of this report, DOD concurred with GAO's findings.