Schedule-Driven Costs in Major Defense Programs

Abstract

Most program managers seem focused on controlling costs and delivering a quality product. The third leg of the acquisition stool program schedule is perceived to be less important and seems to be a resource that can be slipped to accommodate unstable funding or technical difficulties when they are encountered. Given that most major defense program schedules span years or even decades, schedule slips are less likely given their importance. This paper reviews the extant literature on cost and schedule relationships and examines the reasons that schedules may be problematic to acquisition success. Synthesis of previous findings, together with results of an exploratory survey of program management course students at the Defense Acquisition University, provide the basis for several propositions for further study that may improve acquisition outcomes.