This research attempts to understand potential root causes and underlying factors that influence defense acquisition program managers’ decision-making. Using qualitative data gathered through in-person interviews and through review of multiple case studies as a research design, this project focuses on how program managers gain insight in the decision-making process. Results indicate that program manager decision-making is impacted by process, control, relationships, motive, and risk. Analysis of findings suggests that defense acquisition oversight and policies create an environment of risk avoidance, causing program managers to utilize interpersonal methods of management and decision-making as a method of control within their sphere of influence. Additional research into decision-making methodology of program managers during critical program milestones is warranted for a more thorough analysis.