The scope of red-teaming and review should encompass the threats and activities against which performance is assessed and the evaluations of performance are made. The overall S&T focus should shift from “zero casualties” to “mission success.”

Program Management

Finding 5.1: Successful transition between the JSTO-CBD and the JPEO-CBD offices requires a mutual agreement on appropriate transition points, encoded in multiyear program plans and budgets. Regardless of the chosen trigger, expertise and resources within or contracted by JSTO-CBD and JPEO-CBD need to be appropriately positioned. This approach would also be supportive of overlap in JSTO-CBD and JPEO-CBD personnel engagement on the project to ensure smooth and knowledgeable transitions. However, the committee observed that the partnership between the JSTO-CBD and JPEO-CBD is weak and that neither office viewed transition plans as a responsibility.

Finding 5.2: There is no end-to-end authority for the CBDP, which is particularly problematic for medical products. Though both JSTO-CBD and JPEO-CBD are overseen by the CBDP, there is no one office or individual with the responsibility and authority for the entire process for any given product. The risk—and reality—is that a transition gap between R&D and acquisition could result in the development of a project management “valley of death.” The existing research-development-acquisition process may be adequate for acquiring the non-medical products in the CBDP. For the medical countermeasures program, however, FDA regulatory requirements must be considered early enough to influence product development decisions. The current management structure within the CBDP is not well suited to the task because of the lack of a whole-process, integrated view of product development.

Recommendation 5.1: The DASD(CBD) should evaluate alternative program management approaches, including incorporation of an end-to-end project management authority, especially for the medical countermeasures program.

Laboratory and Major Facility Management

Finding 5.3: The principal RDT&E military organizations associated with the CBDP are benefiting from major facility investments that are planned to provide both capabilities and capacities to meet the anticipated needs of the program. Operating and maintaining these facilities, however, will place a burden on both the owning Service (principally



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