A summary of the 2020-21 ANAO Major Projects Report. The Australian National Audit Office (ANAO) annual major projects report (MPR) provides a useful and detailed snapshot of progress of the…
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Thanks for highlighting this article, it's a great read. Things that stood out to me:
The NASAMS project (LAND 19 Phase 7B) looks like it is well managed, on top of the various risks, and on track for IOC next year. I hope everything goes smoothly for this much needed jump in capability involving significant Australian industry technology.
In contradiction to the alarmist media reporting of the time, there seemed to be no fundamental problems with the Attack class submarine project (SEA 1000) at the time of the audit. Despite apparent celebrations by some defense commentators, I fear the Attack cancellation and AUKUS nuclear submarine "deal" is
all marketing and
no substance and that at best we will have a major capability gap due to additional delay and reduced fleet size. At worst we will end up determining that nuclear submarines will be not actually be fit for Australian operations after all (for one of many potential reasons such as cost, manning, industry capability, integration, etc.) and have to start a conventional submarine program from scratch
again after pissing-off many of the major players. A look at the historic media criticism around both the early ANZAC class ("floating targets" according to Bronwyn Bishop) and Collins class now reveals that both have matured into extremely reliable and capable platforms. The Attack class almost certainly would have too (as should the Hunter class) if not for what appears to have been a politically motivated axing.
Like the Attack class, the Hunter class project (SEA 5000 Phase 1) looks to have no fundamental problems, just the typical bumps along the way that all complex projects experience and need manage. Despite some
recent media reports, this
does not seem to have changed. I suspect that at worst we may see some cost increases due to more significant design modifications than planned. In the big picture, identifying and addressing these sorts of issues in the design phase is minor compared with encountering them later.
The F-35 project (AIR 6000 Phase 2A/2B) looks to be progressing from IOC to FOC but with concerns about aircraft "availability rates" and "acceptable deficiencies". I truly hope these will get ironed out (all our eggs were placed in the F-35 basket long ago) but I personally still worry that for all its proven technical capabilities the F-35 may be a sustainment dud in terms of cost and reliability.
The CRV project (LAND 400 Phase 2) and Collins upgrades (SEA 1439) have minor delays mostly due to COVID. No big deal.
The JORN upgrade (AIR 2025 Phase 6) is running "several years" late and lessons learned suggest "an aggressive schedule developed under competitive pressure proved far too optimistic." This confirms to me that when doing world-leading technology development, advancing the state-of-the-art, using market-based competitive processes can be counter-productive. This is where long-term collaborative technology partnerships should be emphasized rather than bean-counting.
The BMS project (Project LAND 200 Tranche 2) is unfortunately confirmed to be a total mess.