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oversight, without needlessly complicated reporting requirements. The GAO found that
program managers expressed frustration with the time required of them to answer queries of
oversight officials, “many of which did not add value. Some program managers, in fact,
estimated that they spent more than 50 percent of their time producing and tailoring and
explaining status information to others”(GAO, 2005, November, p. 46). The GAO also
noted, “program managers commented that requirements continue to be added as the
program progresses and funding instability continues throughout. These two factors alone
cause the greatest disruption to programs, according to program managers (GAO, 2005,
November, p. 45).
Perusal of the comments below indicate that a capital account process will cure
some of the problems program managers reported, but not all, without dramatically
changing reporting arrangements in the military departments.
Figure 14. Highlights of Program Manager Comments on What Types of Authority
They Need (GAO, 2005, November)
In the next section, we asses the state of capital budgeting in the DoD and the
private sector.
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