NASA has identified the major overall challenge it faces: to manage a world-class research and development agency for aeronautics and space science and technology in an environment of diminishing resources. NASA has reduced its program plans substantially over the past several years to align them better with likely budgets. However, recent plans for balancing the federal budget may require NASA to absorb additional reductions. To help adjust its programs to likely budgets, NASA began a number of years ago to develop and refine a strategic plan and strategic planning process. As you have heard from prior witnesses in this series of hearings, key laws, such as the Government Performance and Results Act of 1993 and the Chief Financial Officers Act of 1990, are intended to provide a framework for congressional oversight of agency strategic planning and management to accomplish goals. NASA's strategic planning provides an appropriate starting point for discussing many of the management challenges the agency faces. Overall, we see 11 challenges for NASA management. These challenges fall into two categories: three that require immediate attention and eight that warrant 'watchful waiting,' or more routine, periodic oversight. A primary distinction between the two categories is that the management challenges in our first category may require congressional action to help resolve. At the Committee's request, we provided information several months ago on all 11 challenges. We understand that this information will be made part of the record of these hearings. Therefore, we will briefly summarize only a few of the challenges today.