Make Advana Great Again

The Department of Defense has failed seven consecutive audits, despite the fact that the Pentagon has spent a billion dollars building software known as “Advana” to solve this exact problem. If the eighth attempt — which is clearly a priority of the new Defense Secretary Pete Hegseth — is going to deliver a better outcome, Advana’s focus must return to its original intent.

Once the poster child of a newly data-centric and audit-oriented Department of Defense, Advana has since become yet another exemplar of a DOD software development project that lost its way. Now it rightly finds itself under the DOGE microscope.

The moniker comes from a mash-up of “Advancing Analytics,” and while that may be clever branding, the generic terms also hint at the problem. The original vision for Advana as a data management solution to create auditable data for the Defense Department ballooned over the past five years to become the defense software solution to rule them all. By DOD’s own admission, Advana offers “something for everyone.”

The problem is that this is a terrible way to build software.

As Advana expanded, the intuition was that it would serve as a core data infrastructure across DOD and thereby solve the department’s historic siloed data issues. Instead, the expansion was driven by a single vendor, building a bespoke vertically integrated solution that created a rigid architecture and a set of applications that were applied generically to every problem set.

Great software is purpose-built for specific user personas (i.e., the opposite of “everyone”) and solves defined, distinct problems. That said, a natural challenge of any successful product organization is to identify opportunities for growth without straying too far from what it does well.

Even the greatest technology companies don’t always thread this needle well. There is a reason Google Plus and Apple Ping never caught on, for example. The products weren’t differentiated; the user experience was poor; and the tech giants simply didn’t understand the social media user base. In these cases, however, the market provided swift and objective feedback that these products were off course. Metrics ranging from user adoption to revenue quickly reoriented Google and Apple product teams back to core offerings and onto other experiments.

The government has no self-correcting mechanism. This is how Advana, which gained early success as a system for organizing DOD’s financial statement data, ended up with a billion-dollar budget to build “something for everyone” and unfortunately, did it all poorly.

Origin Story

Advana started with a clear focus and purpose: audit readiness. Early on, DOD officials pointed to the department’s many disconnected audit software systems as a core reason for audit failures. Advana was therefore originally launched as the Universe of Transactions (UoT), designed to address and resolve the data relevant to financial statements and thereby position the department to achieve the long-sought-after and laudable goal of passing a financial audit.

At an industry event in 2019, the DOD Comptroller lead described the problem statement with a question that a DOD auditor had posed to him, “Can you tell me which data sources account for this line on this balance sheet?” Answering that question required tracing back to dozens of different systems with no navigable provenance.

It was clear this reality was unacceptable and by 2019, UoT had made significant progress on the data front, with more than 38 different financial management systems integrated and billions of linked financial transactions. Unfortunately, just as the program was getting traction with use cases related to Budget Analysis, Audit Workbooks, and Dormant Account Reviews, scope creep set in. UoT began expanding its focus beyond financial management and audit to medical readiness, safety, and workforce issues. The “something for everyone” ethos was born.

Two years later, in 2021, DOD awarded Booz Allen Hamilton a $647 million contract to continue expanding Advana’s remit. In 2022, the program migrated from the Comptroller’s office to the DOD’s Chief Digital and AI Office (CDAO), its governance mirroring its increasingly expansive focus. In 2024, CDAO paused the launch of new applications to focus on the back-end data management platform and explicitly de-linked the infrastructure and application layers.

Lack of Traction

Today, the estimated spend on Advana is $1.3 billion. In 2024, CDAO announced it would fund the program up to $15 billion for the next 10 years. Yet, as Advana has morphed into a catch-all data management system for DOD, its lack of focus on the platform’s core mission has slowed progress on audit readiness. Rather, unrelated use cases and mission areas expanded beyond medical readiness and workforce to include acquisition, supply chain, and more, partially fulfilling the “something for everyone” idea, but fully satisfying no one.

Part of the challenge associated with this breadth is the inability to be responsive to user needs and requests. Modern software companies deliver dozens of releases with new features, updates, and bug fixes every week. With Advana, users report being in the product roadmap queue for years with little transparency on the timelines. Offices are charged for development of new workflows, begging the question of what the billion-dollar investment actually gets DOD. Prioritizing these workflows as part of the consolidated product roadmap is opaque to stakeholders, further obfuscating time of delivery. 

These are the types of warning signals that would force the executives overseeing any billion-dollar software enterprise to an emergency management session in order to evaluate what has gone wrong and how to change course.

Getting Back on Track

In 2024, CDAO paused new applications to focus on Advana’s back-end data management, and de-linked the infrastructure and application layers. These were critical first steps in righting the program. The upgrades to the backend data infrastructure now provide a platform to layer on top best-in-class commercial applications specific to the day-to-day needs of users.

Today, Secretary Hegseth has an opening to get Advana back on track and in so doing, advance DOD’s prospects of achieving the original goal of a successful audit. Issuing a clear directive that Advana should focus on financial data management and be the technology solution to help DOD finally crest the audit summit would reorient Advana to its original purpose and set the Trump administration up for success where its predecessors have struggled.

To make this a reality, the Pentagon needs to clearly reposition Advana as the financial data and audit readiness platform for DOD, both internally to defense stakeholders and with industry. CDAO should realign Advana’s scope and resourcing with the DOD Comptroller’s audit and financial management priorities and implement governance structures that ensure Advana’s ongoing support and alignment with its core mission. Publicly, the follow-on contract for Advana should explicitly separate performance on the data infrastructure layers (data storage, compute, etc.) which may be broad from a more refined and limited set of task orders on financial management and audit use cases and thoroughly communicated to industry.

A Bright Future

DOD auditability is an essential step to achieving larger strategic goals, including modernizing the force to deter China. Advana has a bright future in a department that has a renewed vigor for fiscal responsibility and financial management. Getting there will require re-focusing the program on the fundamentals. While Advana has made great progress in organizing defense enterprise data, it has failed to be the software system that defense financial managers need to fully realize the Pentagon’s audit priorities. Abandoning the idea that it can be “something for everyone” and aligning to the “best chance to pass an audit” is a winning strategy that DOD has a unique moment in time to adopt and implement.

Tara Murphy Dougherty is CEO of Govini.