The Project Management Institute, as well as four companies that we  included in this review, have also identified these activities as critical for  developing program managers. Nonfinancial incentives could  include senior leadership recognizing strong performance in program  management and emphasizing the idea that program management is  prestigious, challenging, and key to business success. Military Service Practices Show a Mixed Level of Alignment with Leading Practices

Our analysis of the practices used by the military services to train,  mentor, retain, and select program managers for major defense  acquisition programs shows a mix in the level of alignment with the  leading practices. For 5 of the 10, practices used by at least one of  the military services do not align extensively with leading practices, and  for the remaining practice related to financial rewards for good  performance, none of the services’ practices align extensively. Practices for All of the Military Services Align Extensively with 4 of the 10 Leading Practices

Military service practices align extensively with four of the leading  practices, as shown in table 3 below. For Half the Leading Practices, There Is at Least One Military Service with Practices That Do Not Align Extensively

For five of the leading practices, at least one of the military services’  practices do not align extensively, as shown in table 4 below. Commercial companies have more flexibility than DOD to financially  reward good performance. Appendix I: Objectives, Scope, and Methodology

This report addresses (1) how leading organizations train, mentor, retain,  and select program managers and (2) the extent to which military service  practices for training, mentoring, retaining, and selecting program  managers align with those of leading organizations. To identify leading practices for  implementing these internal control standards, we first reviewed key  documentation, including relevant legislation and prior GAO reports  related to program management. Career paths that describe skills needed to advance: Documentation  for military and civilian personnel of skills needed at different stages of  career path(s) to becoming a program manager.
Why GAO Did This Study

The Department of Defense's (DOD) major acquisition programs continue to experience cost and schedule overruns. GAO previously found that selecting skilled program managers is a key factor to achieving successful program outcomes. DOD relies on military and civilian program managers to deliver its most expensive new weapon systems, meaning its approach to training, mentoring, retaining, and selecting program managers is critical.
House Report 114-537 included a provision for GAO to review the career paths, development, and incentives for program managers. This report addresses how leading organizations train, mentor, retain, and ultimately select program managers; and the extent to which military service practices align with those leading practices. To conduct this work, GAO identified leading practices documented in prior work and by the Project Management Institute, and interviewed commercial companies identified by the Institute as leaders in this field. GAO also analyzed military service practices for developing program managers and compared those to leading practices.

What GAO Found

Leading organizations use 10 key practices to train, mentor, retain, and ultimately select skilled program managers. GAO found that military service practices for developing program managers align extensively with four of the leading practices, as shown in the table below.
At least one military service's practices do not align extensively with five of the leading practices, as shown in the table below.
For the remaining leading practice, none of the military services' practices align extensively, as shown in the table below.
Military service officials generally agreed with the assessments. More consistent alignment with leading practices—adapted for military and civilian personnel as appropriate and including greater use of existing financial rewards—would enhance the services' ability to manage acquisition programs.

What GAO Recommends

GAO is making eight recommendations, including that the military services improve practices that do not align extensively with leading practices and make greater use of existing financial rewards for good performance. DOD concurred with the recommendations.