Conclusions

Several DOD components have SPI programs that are aligned closely to the  best practices embodied in the SEI IDEALSM model and thus provide  excellent examples of SPI. However, such programs are lacking in other  parts of the department. Where they exist, these programs are being  credited with producing higher quality software and systems products  faster and at less expense, whether managed in a centralized or  decentralized fashion. OSD has an important leadership role to play in expanding SPI across the  department. In particular, it can seize opportunities to build upon and  leverage the existing base of SPI programs within DOD’s components and  help ensure that all of its components realize the strategic value (i.e.,  benefits that exceed costs) that both private and public-sector  organizations, including some DOD components, attribute to these  programs. While OSD is faced with making funding choices among  competing leadership initiatives, such as its efforts to conduct software  acquisition maturity assessments and collect software metrics, these are  some of the very tasks that are embedded within an effective SPI program. Thus, by ensuring that DOD components have effective SPI programs, OSD  can leverage programs to indirectly accomplish its other high-priority  initiatives as well.
What GAO Found

Several Department of Defense (DOD) components have software and systems process improvement (SPI) programs that are aligned closely to the best practices embodied in the Software Engineering Institute (SEI) IDEAL model and thus provide excellent examples of SPI. Elsewhere in DOD, however, such programs are lacking. Where they do exist, these programs are being credited with producing higher quality software and systems products faster and at less expense, whether managed in a centralized or decentralized fashion. The Office of the Secretary of Defense (OSD) has an important leadership role to play in expanding SPI across the department. In particular, it can seize opportunities to build upon and leverage the existing base of SPI programs within DOD's components and help ensure that all of its components realize the strategic value (i.e., benefits that exceed costs) that both private and public-sector organizations, including some DOD components, attribute to these programs. Although OSD faces funding choices among competing leadership initiatives, such as its efforts to conduct software acquisition maturity assessments and collect software metrics, these are some of the very tasks that are embedded within an effective SPI program. Thus, by ensuring that DOD components have effective SPI programs, OSD can leverage programs to indirectly accomplish its other high-priority initiatives as well.