Information technology : effective federal acquisition and management /

Detalles Bibliográficos
Clasificación:Libro Electrónico
Otros Autores: D'Onofrio, Fedele (Editor )
Formato: Electrónico eBook
Idioma:Inglés
Publicado: New York : Nova Publishers, [2013]
Colección:Computer science, technology and applications.
Internet policies and issues.
Temas:
Administrative agencies > United States > Data processing.
Information technology.
Information storage and retrieval systems > Purchasing.
Government purchasing > United States.
Technologie de l'information.
Systèmes d'information > Achat.
information technology.
POLITICAL SCIENCE > Public Affairs & Administration.
Administrative agencies > Data processing
Government purchasing
Information storage and retrieval systems > Purchasing
Information technology
United States
Acceso en línea:Texto completo
Tabla de Contenidos:
  • 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
  • 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
  • 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
  • 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
  • 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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