Publication

This paper proposes two organizational adjustments to help measure the progress of the Australian military’s ongoing acquisition reforms. It first recommends the formation of an Industry-Standard Program Management Office (PMO) to monitor the life cycle of all acquisition projects. Second, it advocates the creation of a centralized (and complementary) PMO branch that manages all test and evaluation activities. By ensuring that PMO decision-making is supported by credible testing, the paper’s author believes acquisition reform will become a reality rather than a mere desire.