摘要: In his Better Buying Power memo, Under Secretary of Defense Dr. Ashton Carter recommended several actions, two of which were: 'Reduce the number of OSD-level reviews to those necessary to uncover and respond to significant program... 展开 In his Better Buying Power memo, Under Secretary of Defense Dr. Ashton Carter recommended several actions, two of which were: 'Reduce the number of OSD-level reviews to those necessary to uncover and respond to significant program issues' and 'Reduce non-value-added overhead imposed on industry.' This intrigued me, because both actions were related to data I had recently gathered to facilitate a discussion dealing with the 'program execution versus program oversight' nature of metrics, especially as related to cost estimates. To support that discussion, I interviewed people with knowledge of and experience with the metrics good program managers use. They represented many years of acquisition experience in different product domains and stakeholder perspectives. For this article, I have quoted them anonymously. Developing an effective set of metrics to be used by two organizations with differing interests establishes the context for this article's development, a shared emphasis on cost focuses that context a bit more. 收起