Lessons from the Top 100

I know there is a fair amount of angst about oversight pressures on government contractors these days.

For sure, some is politically driven, or at least driven by political philosophies over the proper role of contractors and government.

The Deepwater contract, which we've covered extensively, is the example most often cited.

When I went for my interview with Linda Gooden of Lockheed Martin, the Deepwater contract was still fresh news and I felt obligated to ask her about it. No surprise that she declined to speak about Deepwater, but what she comment on contractor oversight in general.

The scrutiny contractors are under today isn't surprising and is something that has been evolving over the past several years, she said, particularly when you look at the Exhibit 300s required by the Office of Management and Budget. The 300s require agencies to tie spending to business outcomes.

"As an industry, we have to understand and appreciate the need for managing both the technical aspects of programs and the financial aspects of programs," she said. "I think the whole government is looking at information more as a business. When you look at as a business, you want to see a return."

For that reason, you are seeing more emphasis on processes such as earned value management and quality assurance programs.

"It's a sign of the maturity of the market and a realization of that there is a need for a return on investment," Gooden said.