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Software management assessment in local governments and local government educational institutions
Objective of the audit was to verify compliance of software recording and management with regulatory enactments, as well as to assess the effectiveness of software management in local governments ... and local government educational institutions. ... ... Software management assessment in local governments and local government educational institutions ... Manage your software! Local governments and local government education institution neglect basic safety procedures, use outdated or illegal kinds of software, use two and more different software ... for the same function.
Full description
Objective of the audit was to verify compliance of software recording and management with regulatory enactments, as well as to assess the effectiveness of software management in local governments ... and local government educational institutions. ... ... Software management assessment in local governments and local government educational institutions ... Manage your software! Local governments and local government education institution neglect basic safety procedures, use outdated or illegal kinds of software, use two and more different software ... for the same function.
Full description
State Audit Office of the Republic of Latvia
, issued in 2013
Risk cases: 4
Management of Information Resources of the Ministry of Agriculture
The Ministry of Agriculture of the Republic of Lithuania has managed 32 information systems and registers. Of these, 24 ones are managed, developed and upgraded by a state enterprise subordinate ... to the Ministry of Agriculture, the Agricultural Information and Rural Business Centre. The annual amount allocated by the Ministry for the maintenance of the Centre totals LTL 17.5 million on average ... . The objective of the audit was to assess the general and development controls of the information resources of the Ministry of Agriculture. The audit was conducted at the Ministry of Agriculture and the state ... ... Without appropiate IT management it is hard to achieve reliable, consistent and secure systems for agriculture ... Since 1996 the Ministry has been using information systems of varying complexity for collecting and processing data, including personal data. The Ministry of Agriculture of the Republic of Lithuania ... has managed 32 information systems and registers. SAI of Lithuania revealed that systems were not well mantained what affected use of funds devoted to the systemsand also their legality and security.
Full description
The Ministry of Agriculture of the Republic of Lithuania has managed 32 information systems and registers. Of these, 24 ones are managed, developed and upgraded by a state enterprise subordinate ... to the Ministry of Agriculture, the Agricultural Information and Rural Business Centre. The annual amount allocated by the Ministry for the maintenance of the Centre totals LTL 17.5 million on average ... . The objective of the audit was to assess the general and development controls of the information resources of the Ministry of Agriculture. The audit was conducted at the Ministry of Agriculture and the state ... ... Without appropiate IT management it is hard to achieve reliable, consistent and secure systems for agriculture ... Since 1996 the Ministry has been using information systems of varying complexity for collecting and processing data, including personal data. The Ministry of Agriculture of the Republic of Lithuania ... has managed 32 information systems and registers. SAI of Lithuania revealed that systems were not well mantained what affected use of funds devoted to the systemsand also their legality and security.
Full description
National Audit Office of the Republic of Lithuania
, issued in 2013
Risk cases: 2
Management of Police Information Resources
Police tasks of the necessary data are processed departmental registers, information systems, automated data processing systems and networks where information is stored, processed and transferred ... to the classified information. The police department has all of these information resources, so the audit focused on the activities and actions of the Department to ensure planning and organizing of the recourses ... , monitoring, evaluation and coordination and other aspects of registers and IS strategic management. The audited period was 2012-2014. For the analysis, there were used previous data and data of 2015 ... ... Fundamentals of IT organisation ... Review by SAI Lithuania makes readers aware that nowadays it is difficult to develop a larger IT system without whole conceptual infrastracture: planning composed into strategy of the organisation ... and well understood architecture of information. Well functioning IT management structures, which on the other hand may sound trivial, were proved here as the key to success.
Full description
Police tasks of the necessary data are processed departmental registers, information systems, automated data processing systems and networks where information is stored, processed and transferred ... to the classified information. The police department has all of these information resources, so the audit focused on the activities and actions of the Department to ensure planning and organizing of the recourses ... , monitoring, evaluation and coordination and other aspects of registers and IS strategic management. The audited period was 2012-2014. For the analysis, there were used previous data and data of 2015 ... ... Fundamentals of IT organisation ... Review by SAI Lithuania makes readers aware that nowadays it is difficult to develop a larger IT system without whole conceptual infrastracture: planning composed into strategy of the organisation ... and well understood architecture of information. Well functioning IT management structures, which on the other hand may sound trivial, were proved here as the key to success.
Full description
National Audit Office of the Republic of Lithuania
, issued in 2015
Risk cases: 4
Identifying and meeting central government's skills requirements
Start with well managed responsibilities UK Departments have invested heavily in skills development. Government estimates that expenditure on formal training, including salary costs of departmental learning and development staff, was £275 million in 2009-10. NAO identified weaknesses of the system which start with devolved responsibilities, lead to: weak data, mis-profiled trainings, doubtful personal decisions, lack of well-targeted evaluation - and finish at more expensive buying-in and retaining key skills...
Full description
Start with well managed responsibilities UK Departments have invested heavily in skills development. Government estimates that expenditure on formal training, including salary costs of departmental learning and development staff, was £275 million in 2009-10. NAO identified weaknesses of the system which start with devolved responsibilities, lead to: weak data, mis-profiled trainings, doubtful personal decisions, lack of well-targeted evaluation - and finish at more expensive buying-in and retaining key skills...
Full description
National Audit Office
, issued in 2011
Risk cases: 6
Coordinated Audit on Information Technology Governance
IT governance needs awareness and SAIs' support The OLACEFS auditors found that the greatest challenge for the SAIs is to raise the awareness of the audit institutions about the importance of IT governance and the benefits that could be obtained by improving its degree of maturity. The audit was conducted by 11 SAIs and coordinated by TCU of Brasil. They concluded: 'It is important, even urgent, to invest resources to implement or enhance: the IT committees; the IT planning process; strategic IT planning; monitoring the IT contracting process; the business continuity plan; the designation of a responsible person or unit to manage security information; a risk management process; an asset inventory process; an information security committee; and a policy for access control.'
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IT governance needs awareness and SAIs' support The OLACEFS auditors found that the greatest challenge for the SAIs is to raise the awareness of the audit institutions about the importance of IT governance and the benefits that could be obtained by improving its degree of maturity. The audit was conducted by 11 SAIs and coordinated by TCU of Brasil. They concluded: 'It is important, even urgent, to invest resources to implement or enhance: the IT committees; the IT planning process; strategic IT planning; monitoring the IT contracting process; the business continuity plan; the designation of a responsible person or unit to manage security information; a risk management process; an asset inventory process; an information security committee; and a policy for access control.'
Full description
Risk cases: 5
Does the Public Investment in Internet Access Reach the Population?
Middle mile network is not enough Latvia is known for its high-speed Internet provided to individuaals and business. Auditors verified results of the Government's effort to strengthen national infrastructure in this regard. They ponted at issues in: planning, risk analysis, information flow, quality and impact.
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Middle mile network is not enough Latvia is known for its high-speed Internet provided to individuaals and business. Auditors verified results of the Government's effort to strengthen national infrastructure in this regard. They ponted at issues in: planning, risk analysis, information flow, quality and impact.
Full description
State Audit Office of the Republic of Latvia
, issued in 2020
Risk cases: 6
VA ACQUISITION MANAGEMENT: Supply Chain Management and COVID-19 Response
Pandemic points up weaknesses of procurement solutions US Department of Veterans Affairs acquires hundreds of millions of dollars-worth of medical supplies each year. The Medical-Surgical Prime Vendor-Next Generation (MSPV-NG) is one of its key initiatives to modrnize its processes. GAO auditor pointed in their previous audits that the approach lacked an effective medical supply procurement strategy, clinician involvement, and reliable data systems. In time of the pandemic, the problem seems even more difficult to deal with.
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Pandemic points up weaknesses of procurement solutions US Department of Veterans Affairs acquires hundreds of millions of dollars-worth of medical supplies each year. The Medical-Surgical Prime Vendor-Next Generation (MSPV-NG) is one of its key initiatives to modrnize its processes. GAO auditor pointed in their previous audits that the approach lacked an effective medical supply procurement strategy, clinician involvement, and reliable data systems. In time of the pandemic, the problem seems even more difficult to deal with.
Full description
US Government Accountability Office
, issued in 2019
Risk cases: 4
Homeland Security. Oversight of Neglected Human Resources Information Technology Investment Is Needed
Human resources IT investments get stuck in management's lack of interest Although the Human Resources Information Technology (HRIT) investment was initiated about 12 years ago with the intent to consolidate, integrate, and modernize the department's human resources IT infrastructure, the Department of Homeland Security (DHS) has made very limited progress in achieving these goals. HRIT's minimally involved executive steering committee during a time when significant problems were occurring was a key factor in the lack of progress. This is particularly problematic given that the department's ability to efficiently and effectively carry out its mission is significantly hampered by its fragmented human resources. DHS's ineffective management of HRIT, such as the lack of an updated schedule and a life-cycle cost estimate, also contributed to the neglect this investment has experienced. DHS will be limited in efficiently tracking and reporting accurate, comprehensive performance and learning management data across the organization, and could risk further implementation delays.
Full description
Human resources IT investments get stuck in management's lack of interest Although the Human Resources Information Technology (HRIT) investment was initiated about 12 years ago with the intent to consolidate, integrate, and modernize the department's human resources IT infrastructure, the Department of Homeland Security (DHS) has made very limited progress in achieving these goals. HRIT's minimally involved executive steering committee during a time when significant problems were occurring was a key factor in the lack of progress. This is particularly problematic given that the department's ability to efficiently and effectively carry out its mission is significantly hampered by its fragmented human resources. DHS's ineffective management of HRIT, such as the lack of an updated schedule and a life-cycle cost estimate, also contributed to the neglect this investment has experienced. DHS will be limited in efficiently tracking and reporting accurate, comprehensive performance and learning management data across the organization, and could risk further implementation delays.
Full description
US Government Accountability Office
, issued in 2016
Risk cases: 1
The Shared Services Centre
The necessary environment for the efficient management of the Shared Service Center is lacking The department's administration of the Shared Services Centre (SSC) has been effective for sharing resources between the departments and delivering selected back-office services to a small client base. However, the governance arrangements established to oversight the SSC have not positioned it well for the future and the departments have not yet determined if the arrangement is efficient and resulting in savings. ANAO found instances where the advisory board of SSC was not consulted or involved in decisions relating to the strategic direction, financial arrangements and expenditure priorities. Information reported to the board did not focus on areas of strategic importance and the quality and completeness of this information could be improved. The mechanisms established for setting out responsibilities and obligations and ensuring transparency for services delivered by the SSC was weak. Service standards and levels were not fixed and can change. The delineation of responsibilities between the SSC and its clients was not clear and there was no commitment by the SSC to certify the quality of its control framework.
Full description
The necessary environment for the efficient management of the Shared Service Center is lacking The department's administration of the Shared Services Centre (SSC) has been effective for sharing resources between the departments and delivering selected back-office services to a small client base. However, the governance arrangements established to oversight the SSC have not positioned it well for the future and the departments have not yet determined if the arrangement is efficient and resulting in savings. ANAO found instances where the advisory board of SSC was not consulted or involved in decisions relating to the strategic direction, financial arrangements and expenditure priorities. Information reported to the board did not focus on areas of strategic importance and the quality and completeness of this information could be improved. The mechanisms established for setting out responsibilities and obligations and ensuring transparency for services delivered by the SSC was weak. Service standards and levels were not fixed and can change. The delineation of responsibilities between the SSC and its clients was not clear and there was no commitment by the SSC to certify the quality of its control framework.
Full description
The Australian National Audit Office
, issued in 2016
Risk cases: 2
ACQUISITION REFORM: DOD Should Streamline Its Decision-Making Process for Weapon Systems to Reduce Inefficiencies
Refinement of decision-making processes The US Department of Defense (DOD) has long sought to improve the efficiency of its weapon system acquisition process, including the time and effort needed to complete the milestone decision process. Good practices of some DOD programs and five commercial firms were used by GAO to look for new momentum in refining the process.
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Refinement of decision-making processes The US Department of Defense (DOD) has long sought to improve the efficiency of its weapon system acquisition process, including the time and effort needed to complete the milestone decision process. Good practices of some DOD programs and five commercial firms were used by GAO to look for new momentum in refining the process.
Full description
US Government Accountability Office
, issued in 2015
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