Mission Support Project: Report on the Network and Data Collection and
Analysis Application Pilot Test (Other Written Prod., 04/01/95,
GAO/OIMC-95-7).

GAO provided information on its pilot test of and plans to implement the
Mission Support Project computer network's data collection and analysis
(DCA) application, a suite of commercial software packages linked to
standardize and manage GAO-created documents. GAO noted that personnel
participating in the pilot test reported that: (1) the network and
application improved communications, kept them informed of work-related
matters, and were faster and easier to use for sending and receiving
automated files than the previous dial-up communications software; (2)
the windows-based software was easier for switching software
applications; (3) DCA software streamlined and simplified typical
assignment tasks and processes, enabling users to quickly track the
history and status of workpapers and products, facilitating supervisory
review; and (4) DCA software allowed staff to quickly and easily locate,
share, and reuse information. GAO also noted that its comprehensive plan
for GAO-wide implementation of DCA: (1) addresses all implementation
aspects, including communications, facilities, preparation, cable
installation, workstation testing, employee training, and installation;
(2) identifies the tasks, resources, and necessary sequence of actions;
and (3) provides for effective oversight to ensure a coordinated team
approach to implementation.

--------------------------- Indexing Terms -----------------------------

 REPORTNUM:  OIMC-95-7
     TITLE:  Mission Support Project: Report on the Network and Data 
             Collection and Analysis Application Pilot Test
      DATE:  04/01/95
   SUBJECT:  Strategic information systems planning
             Information resources management
             Computerized information systems
             Computer networks
             Agency missions
             Management information systems
             Government publications
             Integrated software
             Productivity
             Data transmission operations
IDENTIFIER:  GAO Mission Support Project
             GAO Operations Improvement Program
             
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Cover
================================================================ COVER


Office of Information Management and Communications

April 1995

MISSION SUPPORT PROJECT:  REPORT
ON THE NETWORK AND DATA COLLECTION
AND ANALYSIS APPLICATION PILOT
TEST

GAO/OIMC-95-7

Network and DCA Pilot Test


Abbreviations
=============================================================== ABBREV

  DCA - data collection and analysis
  GAO - General Accounting Office
  IE - information engineering
  IRM - information resources management
  LAN - local area network
  MSP - Mission Support Project
  OIMC - Office of Information Management and Communications
  OIP - Operations Improvement Program
  RCED - Resources, Community, and Economic Development Division
  TQM - total quality management

FOREWORD
============================================================ Chapter 0

This report responds to the reporting objectives stated in the
Mission Support Project's Test and Evaluation Plan and Evaluation
Strategy.  Specifically, it describes the development of the Data
Collection and Analysis application, provides the results of the
pilot test of the network and the application, and outlines the
strategy for implementing the network and the application GAO-wide. 

This work was performed under the direction of Anthony Cicco, Project
Manager, who can be reached on (202) 512-5851. 

F.  Kevin Boland
Assistant Comptroller General for
Information Management and Communications


EXECUTIVE SUMMARY
============================================================ Chapter 1


   PURPOSE
---------------------------------------------------------- Chapter 1:1

Because information technology presents new opportunities for a more
efficient work environment, GAO has explored ways to provide its
staff with a sophisticated mixture of information tools and systems
to collect, analyze, and disseminate information to meet the needs of
the Congress and the public.  To create this required technical
environment, GAO established the Mission Support Project (MSP) in
1990 to develop and pilot-test a computer network and a
mission-critical application--the Data Collection and Analysis (DCA)
application--to improve work processes.  This report summarizes GAO's
experience in developing and using this technology.  Specifically,
the report describes the results of the pilot test of a network
environment and the DCA application and GAO's plans for implementing
a computer network and the DCA application throughout GAO. 


   BACKGROUND
---------------------------------------------------------- Chapter 1:2

The MSP established four objectives:  to install and test network
technology, develop and evaluate the DCA application, measure the
associated benefits, and determine the best configuration for meeting
GAO-wide technology needs.  Of primary importance was to enhance
communication and collaboration among GAO work groups by improving
access to and management of information.  The project focused on the
effective deployment of and creative use of technology to support the
agency's goal of improving the timeliness and the quality of GAO
work.  The MSP team, a group of evaluators and in-house and contract
computer specialists, used information-engineering methodology--a
fact-based quality management approach--to design, develop, and
implement the DCA application. 

To develop the DCA, the team first identified user--evaluator--needs
by surveying an extensive and representative sample of evaluators to
define, in detail, the work processes for conducting audits and
evaluations.  The team identified four major user needs:  (1)
standard workpaper formats, (2) better ways to index information for
later retrieval, (3) improved access to assignment information for
data analysis, and (4) enhanced capability for managing audits. 
Evaluators also wanted the DCA to be user friendly; allow for tasks
to be performed simultaneously; and operate in an environment in
which the user could access, analyze, and electronically communicate
information in a timely and effective manner to generate a quality
product.  These user requirements guided DCA development and provided
a comprehensive, easy-to-use suite of Windows-based software designed
to streamline and simplify numerous assignment tasks and integrated
to permit sharing information across applications. 

In 1991, GAO developed a plan for the pilot test of the network and
computer technology.  The pilot was conducted in three GAO units--the
Resources, Community, and Economic Development Division; the Health,
Education, and Human Services Division; and the San Francisco
Regional Office.  Beginning in October 1993, the DCA was used by
staff from these units to test its capabilities and evaluate its
performance.  The MSP team implemented an evaluation strategy as part
of the pilot test to identify and measure benefits of using network,
computer, and DCA technology.  This strategy included measuring cycle
time for completing typical assignment tasks and obtaining, through
surveys and group discussions, user perceptions on how computer,
software, and network technology affected their work and
productivity.\1

GAO developed a comprehensive 3-year strategy and budget to
transition from a predominantly stand-alone environment to a total
network environment.  The implementation strategy provided a fully
developed network with the DCA in the pilot test units by the end of
fiscal year 1994.  By the end of fiscal year 1995, GAO will complete
the network installation in all units and will provide the DCA to two
headquarters units and four field offices.  GAO plans to provide, by
the end of fiscal year 1996, the remaining divisions and field
locations with DCA capability.  The overall implementation approach
has been to install the network and
Windows\TM \2 software, provide training and time for staff to
transition to this new environment, install the DCA, and then provide
DCA training. 


--------------------
\1 We have periodically prepared reports throughout the project to
provide the results of surveys and status updates. 

\2 Windows is a trademark of Microsoft Corporation. 


   RESULTS IN BRIEF
---------------------------------------------------------- Chapter 1:3

GAO's pilot demonstrated significant benefits from both the network
and the DCA.  The local and wide area computer network was of great
help in communicating with others.  Also, a graphical user
interface--Windows--provided staff faster switching capability
between software applications and for transferring data from one
document to another.  Furthermore, the DCA, operating on the network,
streamlined work processes and enabled better use of staff time.  For
example, the network provided staff a better means to communicate and
send files and faxes.  The DCA enabled staff to create, organize,
access, and share information more easily and much faster compared
with conventional methods. 

In addition, evaluators said that the ease and the speed of access
from separate locations enabled them to share information on demand,
improved workgroup collaboration, and provided enhanced access to a
wider range of information from past reports and other assignments
that they could research and reuse.  The DCA enabled the Team Ag
staff--the core group of evaluators conducting Agriculture issue area
assignments--to more actively collaborate with their counterparts
despite their separate Washington and San Francisco locations.  The
DCA was installed for the remaining Team Ag locations--Kansas City,
Dallas, and Atlanta--during January and February 1995, making this
the first core group to have access to and use of the DCA for
assignments.  This ease of interaction and information access will
continue to expand and support GAO's core group concept as the DCA is
implemented throughout GAO. 

Several best practices were developed from the pilot experience,
which GAO used in preparing a detailed plan for GAO-wide
implementation of the computer network and the DCA.  These practices
involved (1) executive commitment and leadership, (2) organizational
change management, (3) training strategy, and (4) user support. 


   PILOT TEST RESULTS
---------------------------------------------------------- Chapter 1:4


      NETWORK IMPROVED
      COMMUNICATION
-------------------------------------------------------- Chapter 1:4.1

The network was almost universally well-received by the pilot units. 
Nearly all their staff--99 percent--who responded to surveys had used
the network system to perform assignment tasks, and over 94 percent
were satisfied with it.\3 Over 80 percent said that it was of great
or very great help for communicating with others, and over 70 percent
said that it was valuable for keeping them informed of work-related
matters.  In addition, over 80 percent said that the network and
electronic mail were much faster and easier for sending and receiving
automated files compared with the previous method of using dial-up
communications software in a stand-alone setting. 


--------------------
\3 Pilot unit staff completed questionnaires in November 1993, May
1994, and December 1994 on how the network system, Windows software,
and the DCA application affected the way they performed their work. 


      WINDOWS PROVIDED IMPROVED
      WORK SETTING
-------------------------------------------------------- Chapter 1:4.2

Experienced users also saw benefits to Windows software.  Staff who
indicated that they used Windows all or almost all the time were
satisfied with this software and were more likely to say that it was
easier and faster than non-Windows software.  About 90 percent of
these respondents said that Windows made it easier to switch from one
software application to another.  However, of those who used Windows
software half the time or less, only 40 percent said that it was
easier for this task.  This result is quite common because learning
how to use new software and transition to a new operating environment
takes time.  But once staff have worked frequently with Windows, most
agree that it is easier and faster. 


      DCA STREAMLINED TASKS AND
      IMPROVED INFORMATION ACCESS
-------------------------------------------------------- Chapter 1:4.3

The cycle time results show that the DCA streamlined typical
assignment tasks and processes, such as locating and sharing
information and monitoring assignment progress, and that the
immediate access to assignment information the DCA provided improved
communication and work group collaboration.  Staff currently expend
significant amounts of time preparing and managing workpapers and
sharing information among dispersed team members.  The DCA and the
network provide tools to accomplish such tasks far more quickly and
efficiently, freeing up time that can be more productively used for
research and analysis.  For example, the DCA's on-line access to
workpapers saved time currently spent traveling to separate
locations, as well as the time used to fax, mail, or electronically
transfer files without the network and the DCA.  While the time saved
on an individual tasks may be a few minutes, these savings are
significant given the frequency of such tasks throughout GAO.  In
addition, staff reported that the DCA's document management
capabilities enabled them to quickly track the history and the status
of workpapers and products and facilitated supervisory review. 
Furthermore, the DCA allowed staff to quickly and easily locate,
share, and reuse information, such as segments from prior GAO
reports, abstracts, and open recommendations. 

The pilot unit staff also said it would have been helpful to have had
all units using the DCA so that the entire job team could access and
share information, and noted that additional benefits will accrue
once all of GAO is using the DCA.  As the network and DCA are
implemented throughout GAO, all job teams and core groups will have
access to and use of the DCA and the improved work setting. 


      COMPREHENSIVE STRATEGY
      DEVELOPED TO IMPLEMENT
      NETWORK AND DCA TECHNOLOGY
-------------------------------------------------------- Chapter 1:4.4

The pilot test results helped GAO understand how to manage a
successful GAO-wide implementation of the network and the DCA.  The
approach developed by GAO had essential elements:  (1) install the
network and Windows software, (2) provide training and time to
prepare for the new technology, and (3) secure executive commitment
and active involvement. 

Using the experience gained under the pilot DCA application, GAO
developed a comprehensive plan for the GAO-wide implementation of the
DCA and the network.  This plan addresses all aspects of the
implementation--communications, facilities preparation, installation
of cables, workstation testing, and network and DCA installation.  It
also identifies the tasks, the resources, and the necessary sequence
of actions.  The plan contains all tasks and resources to implement
the DCA and the network and provides a vehicle for providing
effective oversight to ensure a coordinated team approach to
implementation. 

The pilot test showed that installing the network and Windows
software and providing training and time to prepare for the DCA was
an effective approach to transition to this new technology.  In
addition, it was also essential to secure executive commitment and
active involvement.  Pilot unit staff whose managers actively
supported and used the application were more likely to devote the
time and the effort needed to make the transition.  To ensure this
support, GAO's Training Institute developed a comprehensive
curriculum that begins with a leadership briefing for Senior
Executive Service leaders and staff managers.  This curriculum
provides a framework for understanding the dynamics of organizational
change, the skills and the techniques for managing change involving
new technology, and an action plan to lead their units through DCA
implementation. 


INTRODUCTION
============================================================ Chapter 1

GAO's mission is to "serve the public interest by providing members
of Congress and others who make policy with accurate information,
unbiased analysis, and objective recommendations on how best to
utilize public resources in support of the security and well-being of
the American people."\1 To carry out this mission, GAO depends on
information resources and requires a sophisticated mixture of
information tools and systems to collect, analyze, and disseminate
complex information on a wide range of subjects, doing so within time
frames that meet the needs of the Congress and the public.\2
Furthermore, since GAO staff are dispersed across the country, GAO
requires information technologies that link them efficiently,
allowing them to work as teams despite their physical locations. 

To develop these technological resources, GAO follows its information
resources management (IRM) vision, which describes a future in which
GAO's teams are empowered by their information tools.  This vision is
to create an organization in which work groups can be more
self-sufficient in meeting the information requirements of their
jobs.  Such an organization would be characterized by (1) information
technology that was so readily available and easy to use that work
groups could better create, access, process, and share the
information required to complete their tasks; (2) staff who had been
prepared to use technology effectively; and (3) improved work
processes, which would yield higher quality products and which would
be more efficient as a result of this technology. 


--------------------
\1 Quality Improvement Plan for GAO:  Early Implementation
(GAO/QMG-92-1, November 1991), p.  4. 

\2 IRM Strategic Plan (GAO/OIMC-94-12, September 1994), p.  3. 


   GAO'S ASSIGNMENT PROCESS
---------------------------------------------------------- Chapter 1:1

GAO assignments are conducted in three phases: 

  -- job planning and design,

  -- data collection and analysis, and

  -- product preparation. 

Throughout assignments, staff collect information needed to meet the
assignment objectives and to develop a product, such as a report,
testimony, or a briefing.  They organize the information--assignment
plans, background and research materials, interview write-ups, agency
documents, spreadsheets, reports, memorandums, and other data--into
"workpapers." In addition, communication and access to information is
critical throughout the job, as staff need to share the workpapers,
collaborate on summaries and analyses, and monitor assignment
progress. 

At the start of every audit, staff complete paperwork and develop an
assignment plan to outline key assignment information, such as
background, objectives, scope, methodology, issues and questions to
address, staff resources and responsibilities, and milestones.  They
also research past assignments or issued reports to collect
information relevant to the current assignments.  Staff complete
paperwork at decision points throughout the assignment and submit
other job correspondence to apprise management of assignment
progress. 

During the data collection and analysis phase, staff frequently
interview agency officials, collect agency documents, and make site
visits or inspections.  They record this information and include it
in their workpapers for subsequent analysis and product development. 
Once they develop a product, they must have it referenced, a process
whereby the staff identify the workpapers used as evidence for the
product statements and a staff member (independent of the job team)
verifies that the information in the report is supported by the
workpapers.  Drafts are reviewed at progressively higher levels
within GAO, and the team members often need to locate additional
workpaper information to revise the drafts in response to review
comments.  Once GAO management has approved products, staff complete
forms to publish and distribute the products. 


   PROJECT BACKGROUND
---------------------------------------------------------- Chapter 1:2

The Mission Support Project (MSP) was created in 1990 and was given
the responsibility for identifying user requirements, developing and
evaluating mission applications on a pilot network, measuring the
associated benefits, and determining the best configuration for
meeting GAO-wide network needs.  In April 1991, GAO developed a test
and evaluation plan to document the selection of the network
configuration, the organizational structure for managing and
conducting a pilot test, and the methodology for evaluating test
results.\3 A pilot group from the Health, Education, and Human
Services Division;\4 the Resources, Community, and Economic
Development Division (RCED); and the San Francisco Regional Office
was selected to test the applicability of the system developed by the
MSP. 


--------------------
\3 "Test and Evaluation Plan for GAO's LAN Project," (Apr.  8, 1991). 

\4 This Division was formerly named the Human Resources Division. 


      MISSION SUPPORT PROJECT
-------------------------------------------------------- Chapter 1:2.1

The MSP staff, which is within GAO's Office of Information Management
and Communications (OIMC), focused on establishing network
capabilities that would enhance communication and improve information
access to support GAO's mission of providing accurate information,
unbiased analyses, and objective recommendations. 

MSP's key objectives were to (1) work with users to develop a
mission-critical application--the Data Collection and Analysis (DCA)
application--that streamlined their work and improved performance;
(2) pilot-test the DCA in an operational setting; (3) evaluate
benefits--time and quality improvements--provided by the application
and the network; and (4) determine the best system configuration for
GAO-wide implementation.  In addition, a key objective was to forge a
partnership between systems developers and users to ensure that the
DCA and the network environment met user requirements. 

Our MSP team consisted of evaluators from divisions and regional
offices, technical specialists from OIMC, consultants, and contractor
staff.  We worked with users who were carrying out GAO assignments to
identify user needs for technology and information access.  Moreover,
we have extensive expertise in conducting GAO assignments and used it
to refine the information provided by the users to ensure that
requirements were accurately defined. 


   OBJECTIVES, SCOPE, AND
   METHODOLOGY
---------------------------------------------------------- Chapter 1:3

Our commitment to use technology to more effectively do GAO's work
has focused on identifying user needs and then developing and
implementing mission-related applications and network technology to
meet these needs.  We used information engineering (IE) to develop a
comprehensive understanding of the processes involved in conducting
GAO assignments and to determine what information technology could
make these processes more efficient and effective.  IE focuses on the
importance of information to an organization's success and the need
for a constructive and continuing partnership between systems
developers and GAO staff.  This approach helped us focus on the
processes and the tasks inherent in GAO's work so that from a systems
development perspective, we could identify (1) requirements needed to
improve users' work and (2) technologies that met those requirements. 

This approach will also support future GAO information and technology
needs from an agencywide perspective and will ensure that relevant
requirements are considered in developing the application.  In
addition, IE complements the total quality management (TQM)
principles currently being implemented in GAO as it focuses on
interactive teamwork and user participation to address problems and
areas needing improvement.  As a result, benefits realized include
higher quality systems, improved customer satisfaction, improved
processes, better communications, and increased productivity. 


      USER REQUIREMENTS IDENTIFIED
-------------------------------------------------------- Chapter 1:3.1

Using IE techniques, we identified primary user requirements for a
system that would enable users to carry out their work efficiently
and effectively.  Further, we defined all assignment phases from job
design to report production, the first level of processes for each
phase, and the relationships between phases.  We then concentrated on
the data collection and analysis processes and tasks and the specific
user requirements for each task. 

To determine the baseline of user needs, we interviewed over 150 GAO
evaluators to delineate the activities, the tasks, and the steps they
completed as part of their assignments.  We also obtained their input
on application features needed to streamline their work.  We
interviewed Bands I, II, and III evaluators from GAO divisions and
regional offices to ensure that we captured the different roles and
responsibilities inherent in each level.  The evaluators also
reviewed documentation on the detailed steps of the assignment
process that had been developed using GAO's Policies/Procedures and
Communications Manuals.  The documentation identified the assignment
phases and the related processes within each phase.  The evaluators
commented on and revised, as appropriate, the documentation to
reflect the tasks and the activities they completed as part of the
assignment process. 

We also analyzed the suggestions in GAO's Operations Improvement
Program (OIP) database to identify (1) potential requirements for the
workpaper application and (2) focal points in the user community to
interview about ongoing OIP projects relevant to the MSP efforts. 
The OIP database included suggestions ranging from those that
pertained to the assignment process to suggestions related to such
topics as promotions and recruiting.  We created a subsidiary
database of the suggestions directed at improving the assignment
process, regardless of whether they proposed the use of technology or
not, because many could be implemented in a computer and network
environment and could provide the improvements GAO-wide. 

In addition, during 1992 and 1993,\5 we sent questionnaires to the
pilot unit staff (about 900) to assess computer use and compare
network and stand-alone environments.  These surveys addressed how
computer hardware and software and network technology had affected
the timeliness of completing assignments and the quality of products
resulting from assignments.  The surveys also asked for user
perceptions on how computer usage had affected other variables, such
as personal productivity and morale.  Respondents also commented on
productivity gains; the benefits of being directly connected
(hard-wired) to the network; dial-in access problems; as well as
printer, hardware, software, and training needs. 


--------------------
\5 Pilot unit staff completed questionnaires in September 1992 and
November 1993 on how the network system, computers, and software
affected the way they performed their work. 


      DCA APPLICATION DEVELOPED TO
      ADDRESS USER REQUIREMENTS
-------------------------------------------------------- Chapter 1:3.2

The DCA is a suite of commercial software packages linked to
standardize and manage GAO-created documents.  It is designed to be
used on GAO's local area network (LAN) and wide area network and
allows users to quickly and easily communicate and share information
with other assignment team members at dispersed locations.  These
capabilities reduce the time spent transmitting files and related
information, increase and enhance communications between staff, and
provide a better means to review workpapers and products and monitor
assignment progress.  Designed to streamline numerous tasks and allow
users to realize timeliness and quality benefits throughout their
assignments, the DCA works with widely available word processing,
spreadsheet, and graphic Windows-based software applications. 
Additionally, the DCA uses an off-the-shelf software program to
facilitate managing, storing, and researching GAO-created documents. 

The technical design has several features.  First, the design uses
standard modular industry-supported hardware and software that
support an "open system" standard.  An open system standard enables
network systems to move toward a standard, less complex, and less
risky environment and allows the selection of hardware and software
options from different vendors.  Second, the user interface uses the
graphical design features commonly found in Windows software. 
Windows presents a consistent, easy-to-use environment that provides
a means to create an application that is effective, enhances user
productivity, and is easy to learn and use.  Third, the design is
built on the current GAO base of hardware and software for both the
network and the application. 

The application also provides options to simplify and improve
assignment processes, such as developing an assignment plan,
recording results of interviews and analyses, and reviewing reports
and other products.  The on-line access to job files and other data,
coupled with search and retrieval capability, enables staff to
conduct more thorough searches and facilitate the process of locating
information.  In addition, the application provides features for
creating and organizing workpapers, as well as on-line access to GAO
guidance, checklists, and forms needed throughout assignments.  The
following paragraphs summarize GAO assignment processes and user
needs and summarizes how the DCA supports them. 


         PREPARING WORKPAPERS
------------------------------------------------------ Chapter 1:3.2.1

Using commercial word processing software, the application provides
users with standard workpaper templates for common types of
workpapers, such as a record of an interview, a record of inspection
or observation, and congressional or media contact memorandums.  To
minimize repetitive entry of data, the application automatically
moves some data, such as the job title and the job code, to these
workpapers when they are created.  These templates provide consistent
formats and prompt users to provide the information required to
comply with GAO's policies for workpaper preparation.  In addition,
the DCA provides on-line access to GAO's Policies/Procedures and
Communications Manuals, which provide additional guidance on
workpaper preparation. 


         INDEXING WORKPAPERS
------------------------------------------------------ Chapter 1:3.2.2

The application uses commercial document management software to meet
the requirement that workpapers be indexed to allow teams to
organize, manage, and retrieve the workpapers by subject, location,
or other distinguishing features of the assignment.  In addition, the
software enables teams to create electronic file folders to further
organize and cross-reference workpapers to characterize information
by categories, such as topic, location, or audit task. 


         ACCESSING WORKPAPERS FOR
         ANALYSIS AND REVIEW
------------------------------------------------------ Chapter 1:3.2.3

The document management and full-text index features also enable
staff to search for and access workpapers by specific criteria,
easing the process of locating support.  The on-line capability
allows staff to quickly and easily communicate and share information
with other team members at dispersed locations throughout the
assignment, providing a means to analyze information more thoroughly. 
The DCA also provides on-line access to GAO reports published from
November 1992 to the present, as well as abstracts of GAO reports
published between 1987 and 1992.  This access provides an extensive
base of information that can be used for research and is often
included as background in current assignment work. 


         MONITORING ASSIGNMENT
         PROGRESS
------------------------------------------------------ Chapter 1:3.2.4

Supervisors can review and comment on workpapers electronically at
any time and from any location, thus increasing the ability to
monitor assignment progress and reducing the time spent transmitting
files and related information.  Supervisors can also more easily
conduct oversight and thereby provide uniform "team direction" to
facilitate the audit execution.  In addition, the standard workpaper
formats, document management features, and full-text index search
capabilities enable supervisors to quickly locate pertinent
information. 


      MSP EVALUATION STRATEGY
-------------------------------------------------------- Chapter 1:3.3

We worked with GAO methodologists to develop and implement a strategy
to identify and measure benefits of using the application in a
network environment.  This strategy included (1) measuring the cycle
time for completing typical assignment tasks and (2) obtaining,
through surveys and group discussions, user perceptions on how the
application and the network affected their work. 


         CYCLE TIME MEASUREMENTS
------------------------------------------------------ Chapter 1:3.3.1

We first identified the tasks that staff typically performed during
assignments by interviewing 50 evaluators throughout GAO.  On the
basis of the interviews, we identified the tasks whose completion
time would be affected by the use of technology.  These 14 tasks
were: 

  -- faxing documents,

  -- mailing documents,

  -- transmitting documents via modem and communications software,

  -- accessing software,

  -- accessing printers,

  -- locating policy and procedure guidance,

  -- preparing congressional contact memorandums,

  -- preparing forms,

  -- preparing tables of contents for workpapers,

  -- preparing records of interviews,

  -- numbering workpapers,

  -- cross-referencing workpapers,

  -- searching workpapers for information, and

  -- obtaining workpapers for supervisory review. 

Before implementing the application at the pilot units, staff
completed the above tasks in a nonnetwork setting and in the MSP test
environment to provide precycle and postcycle times.  We collected
this information from March through June 1993 to estimate the time
savings expected from using the application and the network for
typical assignment tasks.  Specifically, we

  -- measured the cycle time needed to complete typical assignment
     tasks in both a stand-alone environment (i.e., not linked to a
     computer network) and an application and network setting;

  -- sent questionnaires to a GAO-wide random sample of evaluators to
     obtain information on how frequently staff completed the tasks;
     and

  -- used the cycle time results and task frequency information to
     estimate the time savings expected throughout GAO. 

To obtain the stand-alone, or baseline, cycle time measurements, we
had a random sample of 25 pilot unit evaluators simulate the tasks in
a stand-alone setting at their own work locations.  We provided the
instructions, time log sheets, and documents required so that the
staff could each complete the tasks using the same information and
scenarios.  A second random sample of 25 pilot unit staff then
simulated the same tasks using the application and network setting at
the MSP location in the GAO Building.  We recorded the time and the
steps the 25 evaluators had needed to complete the tasks and asked
them to provide their perceptions on how the application had affected
task completion and compared this with what would have been required
in a stand-alone setting.  We then sent questionnaires to a random
sample of evaluators (400) throughout GAO who worked in a stand-alone
setting to obtain information for estimating the frequency of the
tasks and associated time savings GAO-wide. 

After the DCA was implemented at the pilot sites, we measured cycle
time for the same tasks to verify that the application and the
network provided the same work environment as the MSP work location
did.  We also focused our evaluation on several specific jobs and
audit teams at the pilot locations to assess the impact of the
application and the network in carrying out their work. 


         QUESTIONNAIRES
------------------------------------------------------ Chapter 1:3.3.2

During the pilot test, we surveyed the pilot unit staff to obtain
their perceptions on the benefits of (1) the network environment, (2)
Windows software and the graphical user interface, and (3) the DCA
application.  While the surveys covered these three categories, not
all staff were using Windows and/or the DCA throughout the entire
pilot test.  Therefore, staff completed the portions of the survey
applicable for their experiences.  We also conducted periodic
telephone surveys with pilot unit staff using the DCA application to
obtain feedback on experiences with the application.  Also, we
obtained users' suggestions for enhancements to modify the
application to better meet user needs.  A structured interview format
was used to ensure that all users were asked the same questions and
given the same opportunities to provide feedback. 


         GROUP DISCUSSIONS
------------------------------------------------------ Chapter 1:3.3.3

We conducted group discussions with the pilot unit staff whose jobs
had been selected to use the application for assignments.  These jobs
are case studies to illustrate how the network and the application
made a difference in completing assignment tasks, compared with a
stand-alone setting.  The group discussions addressed the
application's features and the way in which they met user needs, the
ease and/or the difficulty of using the application, the availability
and the reliability of the application, and any other information
that further helped us evaluate the DCA and its impact on the
assignment process.  We also asked staff to describe time and quality
improvements for their assignments.  Another discussion topic was DCA
application training to determine whether it met user needs.  Issues
addressed included whether (1) training had been available and had
been provided in a "just-in-time" manner, (2) it had covered all
aspects of the application, (3) follow-on training had been required
and the reasons why, (4) the training had covered the basic needs,
and (5) the staff needed only subsequent "hot-line" assistance. 


NETWORK AND DCA STREAMLINED WORK
PROCESSES AND IMPROVED ACCESS TO
INFORMATION
============================================================ Chapter 2

The pilot test showed that the network and the DCA application
enabled staff to use significant segments of time far more
productively.  Staff indicated that a network environment saved time,
as well as paper, fax, and telephone expenses.  Numerous and
frequently performed tasks were simplified, particularly the
organization of and access to workpapers, the volumes of information
that are the "heart" of all GAO audits.  Communication and work group
collaboration were enhanced because of the easy and immediate access
to the assignment information from any place at any time. 


   NETWORK IMPROVED COMMUNICATION
   AND INFORMATION ACCESS
---------------------------------------------------------- Chapter 2:1

Overall, GAO's network environment kept users better informed and
more aware of relevant issues.  It provided users a more efficient
distribution of information and encouraged and enhanced coordination. 
In addition, the network allowed users to use their time more
efficiently and provided increased and enhanced access to
information, compared with a stand-alone environment. 

Users surveyed believed that a network environment was much more
efficient for communicating with others and sending documents and
positively affected their personal productivity and morale.  Nearly
all the pilot unit staff--99 percent--who responded to surveys used
the network to perform assignment tasks and over 94 percent were
satisfied with it.\6 Over 80 percent said that it was of great or
very great help for communicating with others, and over 70 percent
said that it was valuable for keeping them informed of work-related
matters. 

Over 80 percent said that the network had positively affected morale. 
They indicated that morale had improved by connecting staff even
though they were located at various places.  Further, staff responded
very positively to the issue of what the impact might be on their
ability to communicate and share information if the network were in
place throughout GAO.  The following are examples of some of these
responses: 

  -- "It would be easier to receive communications from headquarters
     and to share information with issue areas regarding jobs."

  -- "This would greatly enhance my ability to communicate, etc.,
     with folks in D.C.  I worked on a job in RCED where we had
     access to the network, and it allowed us both greater
     communication and more timely communication."

  -- "A network really facilitates sending products to other
     locations and receiving comments from others--expeditiously."

  -- "Communication and ability to do my work would greatly improve."

  -- "It would make it a lot easier to communicate across division
     lines.  In fact, I've delayed getting messages to people in
     non-LAN divisions because of the relative difficulty
     communicating with them."

Access to information also has improved with the introduction of a
network environment.  Over 80 percent of the respondents said that
the network was much faster and easier for sending and receiving
automated files compared with the previous method of using dial-up
communications software in a stand-alone setting.  Also, staff who
sent or received files more frequently indicated to a greater extent
that it was easier and faster, compared with staff who performed
these tasks less often.  For example, of staff who sent files 10 or
more times a month, over 80 percent said that the network was much
faster and easier.  Of staff who sent fewer than 10 files a month,
about 68 percent said that the network was much faster and easier. 

Moreover, staff also responded that the network environment provided
a faster and easier access to some software packages, compared with a
stand-alone setting.  For example, over 50 percent said that to use
graphics software was faster and easier, given that the network
enabled staff to access this software from their desktops.  In a
stand-alone setting, graphics software was not always easily
accessible since it was located only on certain workstations. 


--------------------
\6 Information from questionnaires pilot unit staff completed in
November 1993, May 1994, and December 1994 on how the network system,
Windows software, and the DCA application affected the way they
performed their work. 


   WINDOWS SOFTWARE IMPROVED WORK
   SETTING
---------------------------------------------------------- Chapter 2:2

The introduction of Windows software also improved staff's computer
and work environment.  Staff who indicated that they used Windows
software all or almost all the time were satisfied with this software
and were more likely to say that it was easier and faster than
non-Windows software.  About 90 percent of these respondents said
that Windows made it easier to switch from one software application
to another.  But of those who used Windows software half the time or
less, only 40 percent said that it was easier for this task.  This is
not uncommon as it takes time to learn how to use new software and
transition to this new operating environment.  But once staff have
worked frequently with Windows, most agree that it is easier and
faster. 

Staff also indicated that using Windows software on the network was
easier and faster than using non-Windows software in a stand-alone
setting.  Over 85 percent of the staff said that the Windows version
of electronic mail was faster and easier for sending and receiving
automated files, compared with the previous method of using dial-up
communications software in a stand-alone setting.  In addition, staff
who sent and received files more often indicated that using Windows
on the network was faster and easier. 


   DCA PROVIDED QUALITATIVE AND
   QUANTITATIVE BENEFITS
---------------------------------------------------------- Chapter 2:3

Our pilot test showed that the DCA in a network setting, compared
with a stand-alone setting, provided a more efficient work
environment and enabled the staff to use their time more
productively.  The application provided the users with several
benefits, such as on-line access to workpapers created at different
locations and an easier method for organizing and locating
information.  Complementing these benefits, improved access to
software and printers was provided by the network.  The DCA and the
network saved time by automating routine tasks and streamlining
numerous processes.  While the time saved on an individual task may
be a few minutes, these savings multiply dramatically given the
frequency of that task throughout the agency. 


      DCA ENHANCED THE ASSIGNMENT
      PROCESS
-------------------------------------------------------- Chapter 2:3.1

The application benefited staff throughout the assignment process. 
Specifically, the 25 evaluators who tested the application said that
it

  -- provided a faster and easier method for organizing workpapers
     and locating information;

  -- better ensured that they identified and used all relevant
     information and evidence for analysis, indexing, and
     referencing;

  -- enabled them to access and review workpapers in a more timely
     manner;

  -- enhanced access to information, software, and printers;

  -- fostered compliance with GAO requirements; and

  -- streamlined administrative tasks, such as completing forms and
     memorandums. 


      DCA SAVED TIME
-------------------------------------------------------- Chapter 2:3.2

We believe that on the tasks we assessed, evaluators would be able to
use significant segments of their time far more productively using
the DCA rather than working in a stand-alone mode.  Table 2.1 shows
an estimate of the time savings for typical tasks in the assignment
process. 



                               Table 2.1
                
                 Time Savings for Typical Tasks in GAO
                              Assignments

                                        Minutes to
                                     complete task  Minutes saved when
                                           without  task is done using
Task                                   application         application
------------------------------  ------------------  ------------------
Faxing document                                 13                11.5
Mailing document                                 9                 7.3
Transmitting document by modem                  23                  20
Accessing software                               6                 5.4
Accessing printer                              9.5                 7.2
Locating policy guidance                         8                 6.8
Preparing congressional                         15                12.4
 contact memorandum
Preparing distribution forms                  17.5                15.2
Preparing workpapers\a                        43.5                40.1
Cross-referencing workpapers                  15.5                  14
Searching for information in                  15.5                14.9
 workpapers
Retrieving workpapers to                         4                 3.4
 review
----------------------------------------------------------------------
Note:  Individual column information cannot be used to calculate
annual staff-days savings since some tasks represent a series of
steps that were summarized for the task and for this table. 
Additionally, some of the tasks may be done more often during one
assignment versus during another.  For example, an assignment that
has two regional offices working with a headquarters division may fax
or transmit documents more often than an assignment where only
headquarters staff are involved. 

\a Includes creating a standard Record of Interview format for a
workpaper, assigning numbers to workpapers, and preparing tables of
contents for workpapers.  The time needed to develop the workpaper
content was not measured as this will vary, depending on such things
as the length of the interview, the amount of information provided,
and the substance and the complexity of the issues addressed. 

Time was saved throughout because the tasks were automated, steps
eliminated, and delays avoided.  To illustrate, evaluators estimated
that to thumb through bundles of documents to locate specific
information or support for an issue would take over 15 minutes in the
current stand-alone setting.  With the application, about 30 seconds
was required to locate specific information.  Staff also said that
the application enabled them to access more information than they
could have by relying on memory. 

In addition, on-line access allowed staff to immediately review
workpapers created at different locations, such as audit sites or
regional offices.  To meet internal requirements for fulfilling
appropriate audit standards, supervisors routinely need to review
workpapers that are at other locations.  The on-line access saved
time that would have been spent traveling to these separate
locations, as well as the time used to fax or mail documents or to
transmit information via modems with communications software. 
Furthermore, staff said that this enhanced access to information
would enable them to improve products and be better informed about
the jobs' progress. 

Time needed to prepare and organize workpapers was also saved.  For
example, pilot staff needed over 30 minutes to prepare (type or
handwrite) a separate table of contents for a bundle of 25
workpapers.  In addition, they needed about 8 minutes to assign
numbers to these workpapers.  However, the DCA eliminates these tasks
by automatically creating a comprehensive table of contents and
assigning numbers as the workpapers are created. 

Product development is also streamlined with the DCA since staff can
move text from the workpapers into the report, instead of rekeying
it.  This saves time and allows staff to focus on higher-level tasks. 


      INFORMATION ACCESS WAS
      ENHANCED AND SIMPLIFIED
-------------------------------------------------------- Chapter 2:3.3

The application provided a powerful capability that enabled staff to
search and locate information by document type, preparer, key
word(s), or other key characteristics.  This capability greatly
enhanced staff's ability to locate specific information.  In
contrast, when the workpapers were not in the DCA, information
evaluators identified was limited to their memory of how and where
they had recorded information.  Locating the information often
involved a time-consuming manual search. 

The application also provided on-line access to GAO reports,
abstracts, and open recommendations, coupled with key word search and
retrieval capability, so that staff could quickly search for and
identify information relevant to current assignments.  This is a more
efficient and faster means to locate information, compared with
manually searching through files for reports on relevant topics or
asking GAO's Technical Library to search its database of issued
reports.  For example, an Assistant Director in the RCED pilot group
used the GAO report search to respond to a congressional inquiry
about recent work on a transportation issue.  She was able to tell
the requester the titles and the report numbers for recent GAO
reports on the issue while the requester was still on the phone. 


      COMMUNICATION AND WORK GROUP
      COLLABORATION WAS ENHANCED
-------------------------------------------------------- Chapter 2:3.4

Staff could communicate and collaborate more easily and extensively
with the DCA and the network.  With all documents on-line, staff
could immediately share their data with colleagues, no matter where
they were located, and work together to analyze the information. 
Without the application and the network, accessing and reviewing
workpapers was often difficult and at times infrequent since the
documents existed only as hard copies and were often located at
regional offices or audit sites.  To share information in a
stand-alone setting, staff would have had to fax or mail documents
from one office to another or travel to a regional office.  However,
staff who used the DCA and the network said that they provided
enhanced, faster, and easier access to information and would enable
them to improve products.  In addition, they said that they would be
better informed and might refine the audit scope and the approach on
the basis of the information collected midway through assignments. 

The application also streamlined product reviews since supervisors
could access, review, and provide comments on-line.  In addition, the
application kept a continual log of who had accessed and edited the
products.  Another benefit is that product reviewers could use the
on-line workpaper access to retrieve additional information to
clarify any outstanding issues or assess whether supporting data had
been properly characterized. 

The pilot unit staff also said it would have been helpful to have had
all units using the DCA application so that the entire job team could
enter and share workpapers.  While they understood that this
technology needed to first be tested in a pilot setting, they often
noted the additional benefits that would accrue once all of GAO is
using the DCA and the network.  These benefits again centered on
communication, coordination, and collaboration improvements; better
use of time; researching and applying previous job information and
avoiding rework; and the ability to be more responsive and better
informed.  For example, staff said that the workpaper information
from previous, related jobs would often be very helpful and avoid
duplication of efforts.  Currently, when a job ends, the workpapers
are filed, shipped to storage, and eventually destroyed.  With the
DCA application, this information can be stored electronically,
accessed, and built on for subsequent, related efforts.  As the DCA
is implemented throughout GAO, this ease of interaction and
information access will continue to expand and support GAO's core
group concept. 


   CONCLUSIONS
---------------------------------------------------------- Chapter 2:4

We achieved our overall objectives of developing, testing, and
implementing a mission-critical application, as well as determining
the GAO-wide network configuration that best met user needs.  The DCA
application and the network provided a technological system for
addressing the most critical needs of evaluators in conducting
audits--the development of and access to information collected during
assignments.  The DCA streamlined typical assignment tasks, and the
easy and immediate access to assignment information improved
communication and work group collaboration. 


PILOT TEST LAID GROUNDWORK FOR
GAO-WIDE IMPLEMENTATION OF NEW
TECHNOLOGY
============================================================ Chapter 3

As we anticipated, the network and DCA pilot test introduced
significant technological changes in the way staff carry out daily
assignments and, inevitably, generated some user resistance.  To deal
with these challenges, we implemented a comprehensive project
planning and management process; expanded the customer and network
control facilities to enhance user and technical support; and ensured
just-in-time training programs, which included management's
unequivocal support for the new technology and work processes. 


   COMPREHENSIVE PLANS DEVELOPED
   FOR NETWORK AND DCA
   IMPLEMENTATION
---------------------------------------------------------- Chapter 3:1

We recognized that the planning and the management of any project as
massive as the network and the DCA rollout would require a highly
structured approach.  By necessity, the project involved many
players: 

  -- five GAO staff offices (OIMC, the Office of Real Property
     Services, the Training Institute, the Office of the General
     Counsel, and the Office of Acquisition Management);

  -- multiple contractors; and

  -- representatives of the individual divisions, regional locations,
     and audit sites being added to the network. 

As a result, we developed a project planning and management process
to define tasks, assign responsibility, develop schedules and
budgets, and track results.  This approach has proved highly
successful even though the project itself has grown to include in
excess of 14,000 tasks. 


      PROJECT STRUCTURE
-------------------------------------------------------- Chapter 3:1.1

We based the structure of the GAO-wide rollout project on the
approach we had found successful in the pilot.  We had learned there
that once we had established the network infrastructure, staff needed
both training and time to master the new tools before they could
apply them in new work processes.  Therefore, we had provided units
with training on basic network concepts and Windows applications just
before or concurrently with the installation of their network.  Then
they had worked for 3 to 6 months in the network environment and had
become familiar with Windows and experienced firsthand the
communications benefits provided by electronic mail and the network's
file transfer capabilities.  Next, we had activated the DCA and
provided them training on its capabilities, along with management's
expectations on how this software would be used in their assignments. 


      INTEGRATED PROJECT
      MANAGEMENT
-------------------------------------------------------- Chapter 3:1.2

While this process is relatively uncomplicated to describe, it is
quite complex when it is applied to introducing technology to over
4,400 staff dispersed at 60 organizational locations.  The magnitude
of this undertaking required that we use a highly disciplined process
to ensure that we clearly defined each task, identified any other
tasks upon which they depended or which depended on them, and then
managed all tasks closely to ensure their timely completion. 

To direct this process, we used two management teams, each of which
met weekly.  One team directed the network and DCA rollout project,
and the other managed the configuration of the network and its tools,
modifying them as necessary to resolve technical and budgetary
issues.  These two teams used the network and its powerful project
management software to address all aspects of the rollout of the
network and the DCA by dividing tasks into two groups, those related
to general project activities (e.g., procurement, application
development and testing, communications, and training) and those
related to installing the network and the application software at
individual work locations and training staff in their uses.  The
teams then used the software to manage the tasks, track their
progress against estimated milestones, and report on their status to
management. 

This discipline developed a sense of teamwork among project
participants.  It continually reminded them of where their activities
intersected with those of other managers, some of whom they were
depending upon and some of whom were depending on them.  In addition,
by identifying the interdependent project tasks, the teams focused on
the importance of managing according to the estimated milestones and
kept the project close to its originally projected dates. 


      SITE PREPARATION AND
      INSTALLATION PLANS
-------------------------------------------------------- Chapter 3:1.3

This structured planning was particularly helpful in managing the
complex set of tasks required to install a network at each
organizational location.  Each location brings a unique mix of a wide
variety of elements: 

  -- staff size;

  -- existing hardware and software;

  -- type of space:  GAO owned, commercial, or host agency;

  -- permanence of location (anticipated move date if nonpermanent);

  -- location of current wire closets and other structures carrying
     the building's electrical system and the capacity of existing
     electrical systems;

  -- heating and air-conditioning capacity and hours of operation;
     and

  -- presence of a local area network (if present, its conformance to
     GAO's current standards). 

For each location, we identified and analyzed all these elements in a
site survey to determine the level of effort and the specific steps
that we would need to take to bring in a network.  With the survey
data in hand, we then ordered the hardware and the software the site
required through contracts that we had specifically awarded for that
purpose.  We also used the survey to develop a detailed design of the
proposed cable plant to guide the cabling and installation teams,
identifying the location of each network workstation, printer, and
server, as well as the location of the wiring closets and the
potential connection points for the network.  Depending on the
location and the type of site, we then selected the appropriate
contractor to install the cable plant and delivered the network
hardware to the location.  When the contractor had completed the
installation, we tested the hardware to make sure it conformed to the
design standards.  Concurrently with these tasks, we employed a
separate contractor to make any changes to the location's electrical
and air-conditioning support required by the new network. 

As the cable plant was being installed, we also prepared the
location's end-user hardware and software.  The specific number and
configuration of server(s) depended upon staff size and the types of
applications to be performed at the site.  We configured and tested
the server(s), and then loaded the software the site required.  We
also installed network interface cards in each workstation and
delivered them to each site. 

Finally, another team completed the installation.  It connected the
server(s), workstations, and printers to the cable plant, and if the
location was not in the headquarters building, the team connected the
local area network to GAO's wide area network, allowing it to
exchange data with other GAO locations.  We then verified that all
network functions were operating normally and completed the systems
integration. 

The variables that drive this process would not have been manageable
without our project management approach.  To illustrate, we had to
manage 12 major tasks containing about 86 subtasks and coordinate the
efforts of our own staff with a variety of contractor teams, their
number ranging from 2 to 4 depending on the situation at a particular
site.  Given the number of organizational locations covered by the
project, this was a challenging undertaking. 


      ACQUISITION AND BUDGETING
      ISSUES
-------------------------------------------------------- Chapter 3:1.4

As did site preparation and installation, our acquisition process
required careful planning and management.  In the middle of fiscal
year 1994, we received authorization to proceed with the rollout of
the network and DCA.  We were faced with establishing a procurement
vehicle that would meet the multifaceted requirements for this
project, everything from network infrastructure hardware to end-user
software and the labor services needed to install and maintain the
total plant.  Our task was complicated by two facts:  (1) many of our
existing contracts for information technology and services were about
to terminate and (2) our procurement efforts would take place during
the always hectic year-end buying period. 

As we had with the rollout as a whole, we formed a team representing
the pertinent offices--General Counsel, Acquisition Management, and
OIMC--to improve communication and reduce obstacles.  The team
defined the key activities required in the balance of fiscal year
1994 and those for fiscal years 1995 and 1996.  The team also
established some working guidelines: 

  -- use existing contracts and governmentwide agreements wherever
     possible (such as contracts for cabling and telecommunications);

  -- use the reprocurement of terminating contracts as the vehicle
     for meeting our new network requirements wherever possible;

  -- negotiate directly with software providers for agencywide
     software; and

  -- use the mixture of competitive and noncompetitive contracts best
     suited to our needs. 

Working with these guidelines, we were able to undertake and put in
place six major procurement activities in fiscal year 1994: 

  -- a labor services replacement contract for various network tasks
     (e.g., user support and network operations and support);

  -- a hardware maintenance services replacement contract;

  -- an operations and maintenance replacement contract for
     administrative systems, small systems development, and customer
     support;

  -- a high-level configuration design and engineering support
     contract (e.g., testing structures and compatibility testing);

  -- a contract to install the hardware and the software for the
     basic network infrastructure; and

  -- a contract to install the hardware and the software for the DCA. 

With these contracts in place, we then worked to ensure that they
would provide us with the quality and the timeliness of service that
we required.  Our project management approach had demonstrated how
tightly interrelated our tasks were and how a slippage by one
contractor could roll throughout the project, causing delays in
networking numerous units.  As a result, we worked closely with the
top management of our contractors to understand the stresses that
they were under and to guarantee that they were clear about our
priorities, schedules, and concerns.  While we have experienced some
delays, they have been relatively few given the size and the
complexity of this project. 


   CUSTOMER AND NETWORK SUPPORT
   ENHANCED AND EXPANDED
---------------------------------------------------------- Chapter 3:2

We are well aware that the ability of our network and the DCA to
achieve the type of benefits that GAO seeks will depend largely on
how well we support users.  We also recognize that by establishing
the network and its applications, we are creating a new working
environment for GAO.  If that environment fails or becomes
inefficient because of technical problems, it could compromise the
performance of our mission until service is restored.  As a result,
we are expanding our Customer Support Facility and Network Control
Center to ensure the expected support and efficient operations. 


      CUSTOMER SUPPORT FACILITY
-------------------------------------------------------- Chapter 3:2.1

User support is a complex undertaking.  Many users work in locations
far from headquarters, and many others are traveling far from their
own offices or working at home; however, they all require support in
the new interface and applications provided on the network, as well
in the use of them in their assignments.  To deal with these issues,
we have established a two-tier support mechanism.  The first tier is
at the user's permanent location, where the network focal points and
administrators are sources for immediate help and troubleshooting and
know how to use the new applications in a typical GAO assignment. 
For those problems whose resolution requires a level of technical
skill beyond that of the local support or for traveling staff, we
have established the second tier, the Customer Support Facility,
which is staffed weekdays from 6 a.m.  to midnight E.S.T.  and
weekends from 7 a.m.  to 7 p.m.  E.S.T.; support at other times is
available through voice mail and pager service with a guaranteed
immediate call-back option. 

Within the Customer Support Facility, a caller is provided multiple
types of assistance depending on the nature of the problem.  The
caller is first handled by the Help Desk, which logs the call,
identifies the type of problem, and transfers the caller to a support
specialist.  This specialist is responsible for resolving the
problem, if possible, or diagnosing it and passing it on to the
appropriate group for resolution:  the Network Operation Team, the
Software Operation Team, or the hardware maintenance contractor. 
Because this approach is designed to deal with the unique nature of
each caller's problem, we hope to quickly resolve problems, reduce
customers' frustration, and get them back on the job. 


      NETWORK CONTROL CENTER
-------------------------------------------------------- Chapter 3:2.2

Network control is extremely difficult in an environment as complex
as ours.  The development of centralized network management support
tools is relatively immature.  The hardware and the software do not
yet exist to monitor every device on the network and identify
problems before they interrupt operations.  Doing so is a daunting
task.  Like all networks of any size, ours has thousands of different
devices linked to the network infrastructure and thousands more which
form the network itself.  In addition, these devices come from
thousands of different manufacturers, and while they are designed and
configured to operate together, the industry is not yet so
standardized that the status of each can be determined from a central
point. 

We have, however, taken the first steps in securing such a capacity. 
We have procured the dominant industry platform for network
management.  When this combination of hardware and software is fully
implemented, it will allow us to proactively review the status of
major devices across the network, determine traffic patterns, and
highlight potential trouble spots.  While the platform provides a
rich set of tools, implementing it will require a significant level
of effort.  We will need to standardize the network as much as
possible, ensuring that each device on it has a unique address that
can be identified and monitored centrally.  However, we recognize our
ability to manage the full network centrally will come only with the
continued development of this segment of the information industry. 


   COMPREHENSIVE TRAINING STRATEGY
   DEVELOPED
---------------------------------------------------------- Chapter 3:3

The Training Institute has developed a comprehensive program to
support the successful implementation of the DCA. 

The program will begin with a "DCA Leadership Briefing and Workshop,"
targeted to the Senior Executive Service leaders and staff managers. 
This course will provide a framework for understanding the dynamics
of organizational change and the skills, the tools, and the
techniques for managing change involving new technology.  As part of
the course, the executives and the managers will lead their units and
core groups through the DCA implementation. 

In addition, all staff will attend a "DCA Overview Briefing" to learn
about the DCA's features and benefits and the impact that we
anticipate it will have on GAO's work processes.  At these sessions,
unit leadership will set expectations for staff to learn about and
adapt to the new environment.  This overview will also consist of

  -- a DCA demonstration;

  -- a briefing on benefits, use of the DCA, organizational
     implications, and support provided for implementation; and

  -- group discussions. 

Classroom training on the DCA will follow the overview.  It will
include a 1-day course to teach the basics of the DCA, which will be
followed by several specialized training sessions--either on-site
workshops or self-paced instruction--to learn additional DCA
capabilities.  In addition, staff will complete self-assessments a
few weeks after training to identify their current skills and any
additional training and/or assistance they might need.  Finally, once
the staff are back on the job, they will have the support of focal
points and user groups at their units to reinforce the skills that
they have developed in the classroom. 


   CONCLUSIONS
---------------------------------------------------------- Chapter 3:4

Several best practices were developed from the pilot experience,
which GAO used in preparing a detailed plan for GAO-wide
implementation of the computer network and the DCA.  We have
implemented this plan to ensure that the installation process is
appropriately carried out and managed, to enhance user and technical
support, and to provide the just-in-time training and management
support needed for successful implementation. 

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