Information Technology: Ins Needs to Strengthen Its Investment Management Capability
This report addresses the Immigration and Naturalization Service's (INS) management of information technology (IT) investments. Each year INS invests hundreds of millions of dollars on IT systems and activities. We found that INS has established some important capabilities for managing these investments, but it has considerable work ahead to fully implement mature and effective processes. We are making recommendations to strengthen INS' investment management capabilities.
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According to lNS adequate resources agency assess benefit Build IT Investment CBSR Clinger-Cohen Act Complete Portfolio cost and schedule Critical Process Key defined develop and implement effective investment management effective IT investment ensure enterprise architecture executed lNS indicated executed The lRB funding GAO's Immigration and Naturalization investment control investment management activities investment management capabilities Investment Management Maturity investment management policy investment management process Justice CIO Justice's Key practice Rating Lacks Foundation Capabilities lT asset inventory lT investment board lT portfolio selection lT project lT proposals maturity stages monitor Naturalization Service ongoing organization has written overseeing policies and procedures policy and guidance portfolio categories portfolio managers portfolio selection criteria practice Rating Summary priorities Process Key practice project management plans Ranking Minority Member Ratings and Evidence recommendation requirements management process resources are provided risk data SDLC self-assessment specific findings supporting structured process Summary of evidence Summary of Ratings written policies
Page 9 - Clinger-Cohen, agencies must design and implement a process for maximizing the value and assessing and managing the risks of information technology acquisitions.
Page 24 - Several recent management reforms — including the revision to the Paperwork Reduction Act and the passage of the Clinger-Cohen Act of 1996, the Government Performance and Results Act of 1993, and the Chief Financial Officers Act of 1990...
Page 9 - Act is that agencies should have processes and information in place to help ensure that IT projects are being implemented at acceptable costs, within reasonable and expected time frames, and are contributing to tangible, observable improvements in mission performance.
Page 35 - Activities 1 . Each investment board is created and defined with board membership integrating both lT and business knowledge.
Page 24 - Budget (OMB) guidance 11 emphasize the need to have investment management processes and information to help ensure that IT projects are being implemented at acceptable costs and within reasonable and expected time frames and that they are contributing to tangible, observable improvements in mission performance (ie, that projects are meeting the cost, schedule, and performance commitments upon which their approval was justified).
Page 8 - Service's (INS) mission involves carrying out two primary functions. One is an enforcement function that involves preventing aliens from entering the United States illegally and removing aliens who succeed in doing so. The other is a service function that involves providing services or benefits to facilitate entry, residence, employment, and naturalization of legal immigrants. Several critics have concluded that mission overload...
Page 8 - Executive Guide: Improving Mission Performance Through Strategic Information Management and Technology (GAO/AIMD-94-115, May 1994...
Page 25 - ITIM's five maturity stages represent steps toward achieving stable and mature processes for managing IT investments. Each stage builds on the lower stages; the successful attainment of each stage leads to improvement in the organization's ability to manage its investments. With the exception of the first stage, each maturity stage is composed of "critical processes" that must be implemented and institutionalized in order for the organization to achieve that stage.
Page 24 - Federal Agencies' IT Investment Decision-making, incorporates our analysis of the management practices of leading private and public sector organizations as well as the provisions of major federal legislation (eg, Clinger-Cohen Act) and executive branch guidance that address investment decision-making.8 The guide provides a method for determining how well a federal agency is selecting and managing its IT resources and identifies specific areas where improvements can be made. To enhance this guidance,...