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EBSCO_ocn962753392 |
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20231017213018.0 |
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130619s2013 nyu ob 001 0 eng |
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|a UAMI
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|a Information technology :
|b effective federal acquisition and management /
|c Fedele D'Onofrio, editor.
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|a New York :
|b Nova Publishers,
|c [2013]
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|a 1 online resource
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|a text
|b txt
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|a Computer science, technology and application
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|a Internet policies and issues
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|a Includes bibliographical references and index.
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|a Print version record.
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|a INFORMATION TECHNOLOGY EFFECTIVE FEDERAL ACQUISITION AND MANAGEMENT ; INFORMATION TECHNOLOGY EFFECTIVE FEDERAL ACQUISITION AND MANAGEMENT ; CONTENTS ; PREFACE ; Chapter 1 INFORMATION TECHNOLOGY: CRITICAL FACTORS UNDERLYING SUCCESSFUL MAJOR ACQUISITIONS ; WHY GAO DID THIS STUDY ; WHAT GAO FOUND ; ABBREVIATIONS ; BACKGROUND ; IT Acquisition Best Practices Have been Identified by Industry and Government and Promoted by Legislation ; Prior GAO Work Has Identified IT Acquisition Management Weaknesses, Cost Increases, and Schedule Delays on Troubled Investments
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|a OMB Has Several Initiatives under Way to Improve the Oversight and Management of IT InvestmentsSEVEN IT INVESTMENTS WERE REPORTED AS BEING SUCCESSFULLY ACQUIRED ; Commerce Decennial Response Integration System ; Defense Global Combat Support System-Joint Increment 7 ; Energy Manufacturing Operations Management Project ; Homeland Security Western Hemisphere Travel Initiative ; Transportation Integrated Terminal Weather System ; Treasury Customer Account Data Engine 2 ; Veterans Affairs Occupational Health Record-keeping System
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|a NINE FACTORS WERE COMMONLY IDENTIFIED AS CRITICAL TO THE SUCCESS OF MAJOR IT INVESTMENTS Program Officials Were Actively Engaged with Stakeholders ; Program Staff Had the Necessary Knowledge and Skills ; Senior Department and Agency Executives Supported the Program ; End Users and Stakeholders Were Involved in the Development of Requirements; End Users Participated in Testing of System Functionality Prior to Formal End User Acceptance Testing ; Government and Contractor Staff Were Consistent and Stable; Program Staff Prioritized Requirements
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|a Program Officials Maintained Regular Communication with the Prime Contractor Programs Received Sufficient Funding ; CONCLUDING OBSERVATIONS ; AGENCY COMMENTS AND OUR EVALUATION ; APPENDIX I. OBJECTIVES, SCOPE, AND METHODOLOGY ; APPENDIX II. CRITICAL SUCCESS FACTORS ; End Notes ; Chapter 2 SOFTWARE DEVELOPMENT: EFFECTIVE PRACTICES AND FEDERAL CHALLENGES IN APPLYING AGILE METHODS ; WHY GAO DID THIS STUDY ; WHAT GAO RECOMMENDS ; WHAT GAO FOUND ; ABBREVIATIONS ; BACKGROUND ; Agile and Waterfall Approaches Differ ; Agile Frameworks ; Agile in the Private and Federal Sectors
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|a EFFECTIVE PRACTICES FOR APPLYING AGILE Strategic Planning ; Organizational Commitment and Collaboration ; Preparation ; Execution ; Evaluation; Federal Use of Effective Practices ; FEDERAL CHALLENGES IN APPLYING AGILE ; Organizational Commitment and Collaboration ; Preparation ; Execution ; Evaluation ; CONCLUSION ; RECOMMENDATION FOR EXECUTIVE ACTION ; AGENCY COMMENTS AND OUR EVALUATION ; APPENDIX I. OBJECTIVES, SCOPE, AND METHODOLOGY ; APPENDIX II. THE AGILE MANIFESTO AND PRINCIPLES ; APPENDIX III. EXPERIENCED USERS ; APPENDIX IV. FEDERAL PROJECT PROFILES
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|a Administrative agencies
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|a Information technology.
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|a Information storage and retrieval systems
|x Purchasing.
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|a Government purchasing
|z United States.
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|a Technologie de l'information.
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|a D'Onofrio, Fedele,
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|t Information technology.
|d New York : Nova Science Publishers, ©2013
|z 1624176410
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|a Internet policies and issues.
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