United States Government Publishing Office publisher pbl distributor dst United States Government Accountability Office Accounting and Information Management Division author aut Government Organization text government publication eng GAOREPORTS Legislative Agency Publications gao legislative 2010-08-12 U.S. Government Printing Office 1996-02-26 monographic deposited born digital 22 p. GA 1.13:T-AIMD-96-46 https://www.govinfo.gov/app/details/GAOREPORTS-T-AIMD-96-46 P0b002ee18037dbb0 f:ai96046t DGPO 2010-08-12 2011-03-24 GAOREPORTS-T-AIMD-96-46 machine generated eng fdlp REPORT GAOREPORTS-T-AIMD-96-46 T-AIMD-96-46 Information resources management Quality control Computerized information systems Management information systems Strategic information systems planning Reengineering (management) Accountability Systems design Cost effectiveness analysis Information Technology Management Reform Act of 1995 IRS TeleFile Program FTS 2000 Federal Telecommunications System 2000 GSA Time Out Program OMB High Risk List FAA Air Traffic Control Modernization Program FAA Advanced Automation System TSM IRS Tax System Modernization Program DOD Corporate Information Management Initiative CIM NWS Modernization Program USDA Info Share Program HCFA Medicare Transaction System Testimony AIMD This testimony discusses how best practices applied by leading organizations can help improve information management technology in the federal government. GAO focuses on four key lessons learned from its ongoing evaluation of strategic information management issues in federal agencies. First, better data are needed on the government's information technology investments. Although federal information technology obligations now total at least $25 billion annually, what the government is getting in return for these expenditures is unclear. Second, information technology is characterized by high risk and high return. Real opportunities exist to boost organizational performance, but the risk of failure is ever present and must be vigorously managed to ensure success. Third, repeatable success requires sound management processes that are applied with relentless discipline. Sustainable and effective management practices are crucial to successful information technology projects. Fourth, the challenge is implementation. Most leading organizations have taken three to five years to fully integrate the practices into improved management processes. A consensus has emerged among federal government officials on what the problems are and what can be done to solve them. Now agency heads must implement more-effective information technology management processes and reinforce accountability to produce tangible results. https://www.govinfo.gov/content/pkg/GAOREPORTS-T-AIMD-96-46/html/GAOREPORTS-T-AIMD-96-46.htm https://www.govinfo.gov/content/pkg/GAOREPORTS-T-AIMD-96-46/pdf/GAOREPORTS-T-AIMD-96-46.pdf GAO/T-AIMD-96-46 https://www.govinfo.gov/app/details/GAOREPORTS-T-AIMD-96-46 Testimony GAO/T-AIMD-96-46; Information Technology: Best Practices Can Improve Performance and Produce Results; Information resources management Quality control Computerized information systems Management information systems Strategic information systems planning Reengineering (management) Accountability Systems design Cost effectiveness analysis Information Technology Management Reform Act of 1995 IRS TeleFile Program FTS 2000 Federal Telecommunications System 2000 GSA Time Out Program OMB High Risk List FAA Air Traffic Control Modernization Program FAA Advanced Automation System TSM IRS Tax System Modernization Program DOD Corporate Information Management Initiative CIM NWS Modernization Program USDA Info Share Program HCFA Medicare Transaction System Public Law 104-106