Project Lesson | Categories of Systemic Lessons |
Whilst the FMS program affords a number of advantages, it should be recognised that the transfer of a significant majority of ADF Project Management functions to the US Government implementing agency and the weak bargaining position of the Commonwealth, increases the project's exposure to risk (technical, schedule and cost). The resultant level of risk and complexity is often understated and the level of Commonwealth contract management involvement and oversight is very low in comparison to that mandated for other forms of procurement such as Direct Commercial Sale (DCS) contracts. The early establishment of a robust project contract management regime between the project office and US Government implementing agency is essential to ensure an adequate level contract management oversight. | Contract Management |
A reasonable presence of project staff in the US is required for large or technically complex FMS procurements to enable the Commonwealth adequate insight, influence and progress reporting of the US Army and major OEM activities. In-country presence is required prior to Government second pass approval, particularly during FMS case development and negotiation. | Resourcing |
Project Government approval schedules are independent to, and can be out of synch with military posting cycles. This can create significant extended vacancies within the Project workforce following Government Second Pass approval, including key positions such as Project Director and Project Manager. | Resourcing |
The recruitment process lead times for candidates not already within the ADF or Australian Public Service can create significant extended vacancies within the Project workforce. | Resourcing |
Where replacement capabilities are sought, significant synergetic benefits can be achieved through combining or co-locating the acquisition project team with the extant in-service support organisation. | Resourcing |