"A prior Office of  Inspector General report ... found that planning and execution of that  project was not effective and resulted in a system that did not meet  pre-established goals and objectives.  In addition, a prior Government  Accountability Office report identified NNSA project management as an  area of high risk for fraud, waste, abuse, and mismanagement. These  issues were attributable, in part, to ineffective project planning  practices related to the development and implementation of the 2NV  initiative.  For instance, essential components of a well-developed  project management approach, such as charters, business cases,  alternatives analyses, and implementation schedules, were often  inadequate, outdated, or had not been developed in a timely manner.  In  addition, monitoring and oversight activities were not always sufficient  to ensure success and hold project managers accountable for delivering  the project within cost, scope, and schedule." http://energy.go...