Recent recommendations from OMB around IT Reform depend critically on the ability of those individuals and teams to manage large scale IT programs effectively, and to communicate with each other before, during, and after the contracts for such programs are released. This reality reinforces the fact that success relies on people, not technology: well-qualified leaders and managers who are incentivized to work together and achieve results.
This contribution outlines 10 principles designed to provide
insight into effective and efficient strategies on how to
best deploy financial management systems in alignment
with OMB’s goals and policies, with a focus on optimizing
resources and information in a modernized environment.
We offer these principles based upon lessons learned
from multiple financial management system deployments
throughout the public sector domestically and abroad.
When tackling very challenging problems, the discussion turns into a very tactical list of questions. How do we do that? Has anyone done that before? Who is the best in breed in solving that type of problem? How can we budget for that? What resources do we have? What resources do we need to pull in?
The IBM Center for The Business of Government connects public management research with practice. Since 1998, we have helped public sector executives improve the effectiveness of government with practical ideas and original thinking. Watch our short video to learn more.
Several recent reports recommend ways to improve performance in US Government information technology (IT) programs. These recommendations focus on how agencies buy and oversee IT from companies. A key recommendation? Bite-sized chunks are better, and independent review can keep projects on track.
Maybe it's a vestige of the mini-computer era, or maybe because it’s a short-term expediency. But the practice of building an application, and buying a server – or array of servers – to run it has proven to be expensive and inefficient.
The Defense Finance and Accounting Service has consolidated more than 300 installation finance offices into 24 and reduced DoD costs by orders of magnitude more than the reduction in the workforce required to support the systems and offices.