Abstract: DOD's management approach for the GIG, in which no one entity is clearly in charge or accountable for results, is not optimized to enforce investment decisions across the department. The DOD Chief Information Officer has lead responsibility for the GIG development effort, but this office has less influence on investment and program decisions than the military services and defense agencies, which determine investment priorities and manage program development efforts. Consequently, the services and defense agencies have relative freedom to invest or not invest in the types of joint, net-centric systems that are consistent with GIG objectives. Without a management approach optimized to enforce department-wide investment decisions, DOD is at risk of not knowing whether the GIG is being developed within cost and on schedule, whether risks are being adequately mitigated, or whether the GIG will provide a worthwhile return on DOD's investment. GAO is recommending DOD adopt a management approach with more clearly defined leadership, authority to enforce investment decisions across organizational lines, and accountability for ensuring the objectives of the GIG are achieved. DOD concurred with GAO's recommendation.
| Limitations: |
 APPROVED FOR PUBLIC RELEASE |
| Pages: |
41 |
| Report Date: |
JAN 2006 |
| Report Number: |
A083344 |
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