Lessons learned from government ICT-projects
to request this audit. The audit has been performed in only 5 months time and consisted of the re-use of earlier performed audits. We have 'recycled' earlier findings about ICT-projects. ... This audit has been performed on request of the Dutch parliament. Some newspapers mentioned government losses of four to five billion euro's on a yearly bases. These news items caused the parliament ... 'Expensive' does not always mean 'High Quality', so... do not feed the spiral ... Excellent analysis of systemic errors commited when designing Government IT projects. The report aims at the essence of problems which are encountered far from information technologies - in: politics ... , business, psychology... Do not be mislead by date of report, it is evergreen for all who really want to know why IT projects fail.
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Audit of the key ICT project federal GEVER programme Federal Chancellery
procurement project). CHF 1.6 million was spent on these. The departments and Federal Chancellery (departments/FCh) had to choose one of the two products within three months of the contract being awarded. ... During the first stage, two new GEVER (electronic records and process management) products were procured in an open WTO tender within the framework of the two-product strategy (federal GEVER WTO ... ... Advanced process management system's cost-effectiveness and deadlines at risk ... in order to ensure the successful creation and introduction of GEVER. Previous efforts did not have any widespread success and led to a diverse GEVER landscape. The federal GEVER project has now laid ... Ever since 1990, sequential controls and file management have been part of the Federal Administration's IT landscape (GEVER business administration). Significant obstacles have to be overcome ... the foundations for simplification and centralisation.
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Results of the development of the state’s information systems
, several measures have been implemented in the state to organise the development better and to guarantee that the systems are compatible. This audit gives an opinion of the results of development project ... The National Audit Office has repeatedly audited the management and development of the state’s information technology (IT) area in the last ten years. The last audit was performed in 2005. After that ... management and the state’s coordination mechanism in this process. ... ... Success and failure depend on preparation ... Conclusions of performance IT audit based on a sample of government projects: business portal, land register, e-police, fire safety monitoring system, childcare information system and the document ... management system of the Defence Forces. Key problems and discussion with auditees are presented.
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Use of European Union funds in promoting information society
business as well as citizens. The National Audit Office sees a situation as transparent if all applicants can obtain the reassurance that preferring certain projects to others was justified. The National ... Development Plan, and not paid enough attention on improving the competitiveness of companies and supporting the IT development projects that are aimed at the third sector. Also, the selection of IT projects ... has not been transparent and the state’s supervision of the implementation of the projects has been regarded as a formality. ... Riigikontroll auditeeris Euroopa Liidu struktuurifondidest ehk tõukefondidest eraldatud toetuste (edaspidi ELi toetusraha) kasutamist riigi infotehnoloogia (IT) valdkonnas. Uuriti, kas raha jagamine ... infoühiskonna arendamise eesmärgil on olnud tasakaalustatud ja läbipaistev ning kas toetuste jagamise üle tehakse piisavat järelevalvet. Riigikontrolli hinnangul on riik infoühiskonna arengukava rakendamiseks ... toetuste jagamisel keskendunud liiga riigile suunatud IT-arenduste rahastamisele ning jätnud tagaplaanile ettevõtete konkurentsivõime parandamisele ja kolmandale sektorile suunatud IT arendusprojektide ... Balance needed for success of Information Society Development Plan ... 50% of aid has been granted primarily for the development of information systems of state agencies, i.e. as much as the other two target groups - business and citizens - put together. Information ... , true suppervision and measurement of progress are listed by the Estonian SAI as next key elements necessary to keep balanced development of strategy for Information Society.
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Does the Admin PKI correspond to the original objectives and the needs of the Federal Administration and the Cantons?
The SFAO has audited the Admin PKI, the basic infrastructure and offering for the issuing of digital certificates within the Federal Office of Information Technology, Systems and Telecommunication ... (FOITT). The examination concentrated on assessing the development and current operation as well as future prospects. Admin PKI refers to all processes and the hardware and software needed for issuing ... certificates of different grades. ... Internal coordination can be more difficult than the external one ... A successful project of digital certificates distribution had difficult time when main Government players disagreed.
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Digital transformation in government
Support exemplars, provide consistent guidance... and do not lose focus As the NAO states: Government faces significant challenges in providing public services. While many government services are now available online, public administration is struggling to manage more complicated programmes and to improve the complex systems and processes that support public services.
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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.
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