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IT Support in the Judicial Chain
The Swedish National Audit Office has examined how well agencies in the judicial chain have handled known flaws in their IT support and whether the Government’s control mechanisms have provided ... the agencies with sufficient prerequisites to expand and improve IT support. ... ... Needed: good conditions by government, better steering and control by authorities ... Despite many years’ of work to modernize the IT support within the judiciary, there are still many deficiencies. The Government has not given the authorities good conditions enough to lead the work ... . The authorities, in their turn, need to improve their steering and control, as well as interact to a much higher degree.
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The Swedish National Audit Office has examined how well agencies in the judicial chain have handled known flaws in their IT support and whether the Government’s control mechanisms have provided ... the agencies with sufficient prerequisites to expand and improve IT support. ... ... Needed: good conditions by government, better steering and control by authorities ... Despite many years’ of work to modernize the IT support within the judiciary, there are still many deficiencies. The Government has not given the authorities good conditions enough to lead the work ... . The authorities, in their turn, need to improve their steering and control, as well as interact to a much higher degree.
Full description
Swedish National Audit Office
, issued in 2011
Risk cases: 3
The National Offender Management Information System (NOMIS)
This report examines the reasons for the delays and cost increases to the original integrated information system and, since the moratorium imposed by the Minister of State in order to seek options ... for project’s cost reduction, the aims of the revised National Offender Management Service (NOMS) and the progress made, the impact of the delays and rescoping on the costs and benefits achieved, and NOMS ... ’ fitness to deliver. The aim of one integrated information system (C-NOMIS i.e. National Offender Management Information System) was to improve information sharing about offenders; address the lack ... Rescoping necessary, but not fully successful ... An initiative to build a single offender management IT system for the prison and probation services has not delivered value for money. The NAO investigation found the project had been hampered ... by poor management leading to a three-year delay, a doubling in project costs and reductions in scope and benefits.
Full description
This report examines the reasons for the delays and cost increases to the original integrated information system and, since the moratorium imposed by the Minister of State in order to seek options ... for project’s cost reduction, the aims of the revised National Offender Management Service (NOMS) and the progress made, the impact of the delays and rescoping on the costs and benefits achieved, and NOMS ... ’ fitness to deliver. The aim of one integrated information system (C-NOMIS i.e. National Offender Management Information System) was to improve information sharing about offenders; address the lack ... Rescoping necessary, but not fully successful ... An initiative to build a single offender management IT system for the prison and probation services has not delivered value for money. The NAO investigation found the project had been hampered ... by poor management leading to a three-year delay, a doubling in project costs and reductions in scope and benefits.
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National Audit Office
, issued in 2009
Risk cases: 4
Products sold on the European market: unravelling the system of CE marking
Problems with general picture The Netherlands National Court of Audit was interested in finding out whether anyone keeps track of all the actors involved in the process of system of European Union product markings. The interest was aroused by an observation that the vast majority of the questions raised about the system were prompted by incidents and that the questioners did not generally appear to be interested in the operation of the system as a whole...
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Problems with general picture The Netherlands National Court of Audit was interested in finding out whether anyone keeps track of all the actors involved in the process of system of European Union product markings. The interest was aroused by an observation that the vast majority of the questions raised about the system were prompted by incidents and that the questioners did not generally appear to be interested in the operation of the system as a whole...
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The Netherlands Court of Audit
, issued in 2017
Risk cases: 5
OMB and Agencies Need to Focus Continued Attention on Implementing Reform Law
How to invest efficiently in IT IT investments are large and growing position in annual budgets. Historically, they have frequently failed, incurred cost overruns and schedule slippages, or contributed little to mission-related outcomes. GAO recommendations focus on the oversight and execution of the data center consolidation initiative, the accuracy and reliability of the IT Dashboard, and incremental development policies.
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How to invest efficiently in IT IT investments are large and growing position in annual budgets. Historically, they have frequently failed, incurred cost overruns and schedule slippages, or contributed little to mission-related outcomes. GAO recommendations focus on the oversight and execution of the data center consolidation initiative, the accuracy and reliability of the IT Dashboard, and incremental development policies.
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General Accountability Office
, issued in 2016
Risk cases: 3
Building and Implementing the Phoenix Pay System
Expensive IT project became a failure Phoenix project (development of states pay system) was an incomprehensible failure of project management and oversight. Phoenix executives prioritized certain aspects, such as schedule and budget, over other critical ones, such as functionality and security. Phoenix executives did not understand the importance of warnings that the Miramichi Pay Centre, departments and agencies, and the new system were not ready. They did not provide complete and accurate information to deputy ministers and associate deputy ministers of departments and agencies, including the Deputy Minister of Public Services and Procurement, when briefing them on Phoenix readiness for implementation.
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Expensive IT project became a failure Phoenix project (development of states pay system) was an incomprehensible failure of project management and oversight. Phoenix executives prioritized certain aspects, such as schedule and budget, over other critical ones, such as functionality and security. Phoenix executives did not understand the importance of warnings that the Miramichi Pay Centre, departments and agencies, and the new system were not ready. They did not provide complete and accurate information to deputy ministers and associate deputy ministers of departments and agencies, including the Deputy Minister of Public Services and Procurement, when briefing them on Phoenix readiness for implementation.
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Office of theAuditor Generalof Canada
, issued in 2018
Risk cases: 3
Use of consultants and temporary staff
New skills needed in a longer term UK NAO: Used well, consultants and temporary staff can be an important source of specialist skills and capabilities that are uneconomic for departments to maintain in their permanent staff. Since 2009-10, the government has used spending controls to reduce its use of consultants and temporary staff, and by 2014-15 spending had fallen by £1.5 billion. However, spending has increased by between £400 million and £600 million since 2011-12, suggesting that this was more of a short-term reduction than a sustainable strategy. In the longer term, departments will need to develop workforce, skills and capacity plans to reduce their dependence on external skills. They will need to improve their strategic workforce planning to determine where they can deploy existing staff, where they need to recruit, and where they need to engage temporary resources. Without this, departments cannot demonstrate that they are achieving value for money from the use of consultants and temporary staff.
Full description
New skills needed in a longer term UK NAO: Used well, consultants and temporary staff can be an important source of specialist skills and capabilities that are uneconomic for departments to maintain in their permanent staff. Since 2009-10, the government has used spending controls to reduce its use of consultants and temporary staff, and by 2014-15 spending had fallen by £1.5 billion. However, spending has increased by between £400 million and £600 million since 2011-12, suggesting that this was more of a short-term reduction than a sustainable strategy. In the longer term, departments will need to develop workforce, skills and capacity plans to reduce their dependence on external skills. They will need to improve their strategic workforce planning to determine where they can deploy existing staff, where they need to recruit, and where they need to engage temporary resources. Without this, departments cannot demonstrate that they are achieving value for money from the use of consultants and temporary staff.
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National Audit Office
, issued in 2016
Risk cases: 7
The effectiveness of Official Development Assistance expenditure
Need of more coordination and transparency The audit of the UK's Official Development Assistance revealed among others: fragmented responsibilities and difficulties in review and reporting. These led to difficulties in assessment of effectiveness of the assistance and of progress in implementing the UK Aid Strategy.
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Need of more coordination and transparency The audit of the UK's Official Development Assistance revealed among others: fragmented responsibilities and difficulties in review and reporting. These led to difficulties in assessment of effectiveness of the assistance and of progress in implementing the UK Aid Strategy.
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National Audit Office
, issued in 2019
Risk cases: 4
Federal Agencies Need to Address Aging Legacy Systems
Be aware of legacy IT risks The US government spends about 75 percent of the total amount budgeted for information technology on operations and maintenance. GAO reviewed Office of Management and Budget and 26 agencies, covering years 2010 through 2017 and recommends to develop a goal for spending measure and finalize guidance to identify and prioritize legacy IT needing to be modernized or replaced.
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Be aware of legacy IT risks The US government spends about 75 percent of the total amount budgeted for information technology on operations and maintenance. GAO reviewed Office of Management and Budget and 26 agencies, covering years 2010 through 2017 and recommends to develop a goal for spending measure and finalize guidance to identify and prioritize legacy IT needing to be modernized or replaced.
Full description
General Accountability Office
, issued in 2016
Risk cases: 3
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