Exploring Critical Success Factors for Managing Complex Information Technology Projects in Federal Agencies

The problem addressed in this study was the lack of understanding about failures of government leadership in accomplishing complex information technology (IT) projects and the ways such failures can negatively affect organizational performance. The purpose was to query subject matter experts and leaders with the intent to identify methods to reduce complex IT project failure rates in government organizations. This qualitative study drew on the technology acceptance model and the capability maturity model integration framework to evaluate organizations\u27 abilities to manage complex IT projects. The research questions focused on exploring senior managers\u27 experiences, the tacit knowledge of project management methodologies, and IT governance frameworks. The Delphi method was suitable for collecting and analyzing opinions of subject matter experts to help reach group consensus. Qualitative data analysis was used to identify themes, categories, and subcategories for thematic analysis. The result of the study was the identification of critical success factors and leadership attributes to increase the success rate of complex IT projects in federal agencies. This research may be beneficial to federal government program leaders who, as the result of increased insights and knowledge, can more effectively provide online government services using technology-enabled end-users\u27 computing devices in a cost-effective and secure method

Information Technology: FBI Is Building Management Capabilities Essential to Successful System Deployments, but Challenges Remain

Testimony issued by the Government Accountability Office with an abstract that begins "The Federal Bureau of Investigation (FBI) is in the process of modernizing its information technology (IT) systems. Replacing much of its 1980s-based technology with modern system applications and supporting technical infrastructure, this modernization is intended to enable the FBI to take an integrated, agencywide approach to performing its critical missions, such as federal crime investigation and terrorism prevention. At the request of the Congress, GAO has conducted a series of reviews of the FBI's modernization management. GAO was requested to testify on the bureau's progress to date in several areas of IT management. In addition, GAO discusses the importance of these areas for maximizing the prospects for success of the bureau's ongoing and future IT system investments, including the FBI's flagship Sentinel program; this program replaces the bureau's failed Virtual Case File project and aims to acquire and deploy a modern investigative case management system. In this testimony, GAO relied extensively on its previous work on the FBI's management of its IT processes, human capital, and tools, and it obtained updates on these efforts through reviews of documentation and interviews with responsible FBI officials, including the Chief Information Officer (CIO).

Information Technology: FBI Has Largely Staffed Key Modernization Program, but Strategic Approach to Managing Program's Human Capital Is Needed

A letter report issued by the Government Accountability Office with an abstract that begins "The Federal Bureau of Investigation (FBI) recently began a 6-year, $425 million program called Sentinel to replace and expand on both its failed Virtual Case File (VCF) project and its antiquated, paper-based, legacy system for supporting mission-critical intelligence analysis and investigative case management activities. Because of the FBI's experience with VCF and the importance of Sentinel, GAO was requested to address a number of program management issues associated with acquiring Sentinel via a prime development contractor. This report focuses on one of these issues: whether the FBI is adequately providing for the program's human capital needs. The findings are based on GAO's review of relevant program documentation, interviews with program officials, and human capital management guidance.

Architect of the Capitol: Management and Accountability Framework Needed to Lead and Execute Change

A statement of record issued by the General Accounting Office with an abstract that begins "This testimony discusses management shortcomings at the Architect of the Capitol (AOC) in such areas as strategic planning, organizational alignment, strategic human capital, financial management, and information technology. AOC has demonstrated a commitment to change through ongoing management improvements. It is also revisiting its strategic planning efforts, working with a consultant to implement best practices, and implementing a new financial management system. AOC recognizes that change will not come quickly or easily. AOC must ensure that it has the policies, procedures, and people in place to effectively implement the needed changes. GAO believes that AOC must ensure top leadership commitment to change; identify long-term, mission-critical goals through a re-invigorated strategic planning process tied to serving the Congress; develop annual goals and a system for measuring progress; and establish individual accountability and commensurate authority for achieving results.

FBI Transformation: FBI Continues to Make Progress in Its Efforts to Transform and Address Priorities

Testimony issued by the General Accounting Office with an abstract that begins "The September 11, 2001, terrorist attacks precipitated a shift in how the FBI uses its investigative resources to prevent future terrorist incidents. The attacks led to the FBI's commitment to reorganize and transform itself. Today's testimony discusses the FBI's progress in carrying out its transformation process. Specifically, it addresses FBI's (1) progress in developing a comprehensive transformation plan; (2) efforts to update its strategic plan; (3) development of a strategic human capital plan; (4) information technology management leadership and practices; and (5) realignment of staff resources to priority areas and the impact of the realignments on the FBI's drug and other criminal investigation programs.

Management and Telework

This chapter discusses telework as a desirable option for workers and a valuable tool for employers to attract and retain employees. Telework\u27s many benefits are appealing to technologically competent and confident workers. Managers may be concerned with employee accessibility, productivity and possible loss of management roles (Arnold, 2006). When Yahoo CEO Marissa Meyer banned working from home, it was described as a step backward that countered studies of increased productivity, retention and job satisfaction that could demoralize the workers (Cohan, 2013; Gaudreau, 2013). An overview of benefits, incentives, organizational examples as well as possible deterrents and management resistance are identified

Automating Land Management: An Analysis of Information Technology Management Challenges at the Bureau og Land Management

Given society’s massive investment in information technology and the potentially catastrophic consequences of information technology (IT) failures, understanding how IT management policies influence IT management practice and, ultimately, organizational success in implementing and employing information technology is becoming increasingly crucial. This paper describes a study that took place in a large government agency and sheds some light on the interaction of IT policy, practice and success (or, in this case, failure). Following an exploratory case-study research design, the study employed both interpretivist- and positivist-oriented perspectives to develop a descriptive model that identifies significant factors influencing levels of policy compliance. The model describes the central roles that organizational culture and knowledge play in mediating the effects of information technology, organizational resources and IT management policies on IT policy compliance, implementation and use. The model reflects study participants\u27 common-sense understanding of how IT policies work and why they sometimes fail to work. While the factors identified in the model may not be surprising, the manner in which they interact provides provocative insights into why organizations often fail to achieve desired levels of policy compliance and how focusing on policy compliance might lead to unanticipated consequences

Information Technology: Foundational Steps Being Taken to Make Needed FBI Systems Modernization Management Improvements

A letter report issued by the Government Accountability Office with an abstract that begins "The Federal Bureau of Investigation (FBI) is investing more than a billion dollars over 3 years to modernize its information technology (IT) systems. The modernization is central to the bureau's ongoing efforts to transform the organization. GAO was asked to determine whether the FBI has (1) an integrated plan for modernizing its IT systems and (2) effective policies and procedures governing management of IT human capital, systems acquisition, and investment selection and control.

Critical Infrastructures: Background, Policy, and Implementation

The nation’s health, wealth, and security rely on the production and distribution of certain goods and services. The array of physical assets, processes and organizations across which these goods and services move are called critical infrastructures (e.g. electricity, the power plants that generate it, and the electric grid upon which it is distributed). Computers and communications, themselves critical infrastructures, are increasingly tying these infrastructures together. This report aims to address the concern that this reliance on computers and computer networks raises the vulnerability of the nation’s critical infrastructures to “cyber” attacks

Tech-Savvy on Board: Investigating the Impact of Board of Directors’ IT Professional Experiences on Firms’ IT Investment and Performance

Our study investigates whether having directors with IT professional experiences on board impacts a firm’s IT investment growth and financial performance. We gather data from BoardEx, Compustat, and Harte-Hanks databases for S&P 1500 firms between 2011 and 2017. We include a rich set of controls and fixed effects in the analysis. We also employ a novel strategy to adjust for the remaining selection on unobservables. Our analysis shows that firms with tech-savvy directors have higher investment growth in different categories of IT including software, hardware, communication, and services. We also find these firms experience better performance measured by Tobin’s Q. The findings highlight the importance of board of directors in driving IT investment growth and firm performance