2.1 This MPR is the fourth in the series and the analysis draws out trends for projects included in previous years' reports. The DMO will further develop this longitudinal analysis as this offers the greatest potential for insight to improve project performance and management initiatives.
2.2 This chapter presents a performance overview of the 2010-11 DMO MPR, including detailed analysis of the three key variables of cost, schedule and the materiel element of capability. The analysis commences initially at an aggregate level, discussing performance of all MPR projects collectively, moving to more specific project analysis, before finally identifying the major challenges from 2010-11.
2.3 Given the small sample size of the major projects (28 projects from 192 or 14.6% of the total major acquisition projects), care has to be taken in attempting to extrapolate data to the entirety of the acquisition portfolio. This is also because the projects in the MPR may not be representative of all DMO projects, especially the Developmental and Australianised Military-Off-the- Shelf projects, and often have unique aspects relating to their ongoing procurement and development. Nevertheless the significance of these 28 projects is shown by their expenditure in 2010-11 that amounts to approximately 71% of the total acquisition expenditure in that financial year.