Defense management additional actions needed to enhance DOD's riskbased approach for making resource decisions : report to the Subcommittee on Readiness and Management Support, Committee on Armed Services, U.S. Senate.DIANE Publishing |
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According to DOD accountability and authority activity measures align assign clear leadership balanced scorecard change management clear linkages contribute to meeting decision support processes Defense Program Department of Defense department-level measures department-level performance measures develop performance DOD partially concurred DOD's DOD’s senior leadership example fiscal year 2006 force management four risk quadrants framework with decision framework’s implementation FYDP GAO recommended goals and measures goals and timelines Government Accountability Office GPRA implement and sustain implementing the framework implementing the risk integrating the risk Joint lack of sustained metrics milestones and events monitor performance needs ongoing 2005 QDR operational risk organizational performance goals performance management President's Management Agenda processes and related programs and budgets progress in implementing Quadrennial Defense Review recoded related reform initiatives results-oriented approach results-oriented management approach risk management framework risk-based and results-oriented roadmap Secretary of Defense sustain the risk sustained leadership threats transformation unified management approach Washington
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Page 28 - We will also make copies available to others upon request. In addition, the report will be available at no charge on GAO's Web site at http://www.gao.gov. If you or your staff have any questions about this report, please contact me at (202) 512-7215 or robertsonr@gao.gov.
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Page 6 - We have advocated a comprehensive threat and/or risk management approach as a framework for decision making that fully links strategic goals to plans and budgets, assesses values and risks of various courses of action as a tool for setting priorities and allocating resources, and provides for the use of performance measures to assess outcomes.
Page 18 - DOD operations spans a wide range of defense organizations, including the military services and their respective major commands and functional activities, numerous large defense agencies and field activities, and various combatant and joint operational commands that are responsible for military operations for specific geographic regions or theaters of operation.
Page 32 - DEPARTMENT OF DEFENSE COMMENTS TO THE RECOMMENDATIONS RECOMMENDATION 1: The GAO recommended that the Secretary of Defense direct the...
Page 8 - Performance Budgeting: Observations on the Use of OMB's Program Assessment Rating Tool for the Fiscal Year 2004 Budget, GAO-04-174. (Washington, BC: Jan.
Page 20 - Defense after the Secretary of Defense, the Deputy Secretary of Defense, the Under Secretary of Defense for Acquisition and Technology, and the Secretaries of the military departments.
Page 1 - GAO, 21st Century Challenges: Reexamining the Base of the Federal Government, GAO-05325SP (Washington, DC: February 2005).
Page 7 - ... assess alternatives for reducing risks, choose among those alternatives, implement the alternatives, monitor their implementation, and continually use new information to adjust and revise the assessments and actions, as needed. Adoption of a risk management framework...
Page 21 - DOD leaders have demonstrated their commitment to the business transformation efforts, in our view, the complexity and long-term nature of these efforts requires the development of an executive position capable of providing strong and sustained executive leadership — over a number of years and various...