Assessing risks and returns: a guide for evaluating federal agencies' IT
investment
decision-making. GAO\AIMD-10-1.13. Washington: General Accounting Office,
1997. 109 pp. (Shelved at JK468.A8A474.
http://www.gao.gov/policy/itguide/index.htm).
Despite huge federal investments in information technology, many government programs are still
hampered by inaccurate data and inadequate systems. Although federal IT projects have cost too
much, produced too little, and failed to significantly boost performance, there is general
agreement that government can improve its performance through the integration of IT into basic
business and mission needs. This guide will help evaluate how well federal agencies select and
manage their IT resources and identify areas in need of improvement. The guide assesses
organizations from three levels: the process that an organization uses to select, manage, and
evaluate its IT investments; the data that are being used to make IT decisions; and the IT
decisions that are being made using the defined processes and data.
Balough, Ann. Cost of information management.Records &
Retrieval Report 13, no.10 (December 1997): 1-16.
Bearman, David. Impact of information format on management & policy. In
Gateways to comprehensive state information policy. edited by James
A. Nelson , 23-26. Lexington, KY: Council of State Governments, 1990.
This is a discussion of the integration of information resources in support of organizational goals
at different levels.
Bergeron, Pierrette. Information resources management. In
Annual Review of Information Science and Technology. edited by
Martha E. Williams , 263+. Medford, NJ: Information Today for ASIS, 1996. Vol. 31.
In this bibliographic review of IRM literature, the author notes that two views of IRM emerge
from the writings of the last ten years: 1) the technological perspective, and 2) the integrative one.
The review focuses on the integrative perspective considering IRM as a management approach
that applies to organizations rather than to society in general or individuals within the society. The
review has sections on: the concept of IRM; the information technology perspective; the
integrative perspective; IRM practices; IRM in the public sector; IRM in the private sector;
factors limiting IRM implementation; and a conclusion calling for the need to verify prescriptive
models and proposed beliefs.
Boar, Bernard H. The role of commitment in information technology strategy.Journal of Strategic Performance Measurement 1, no.6 (December
1997): 5-13.
1/98 version: A successful information technology strategy requires the ability to constantly
refresh the technology and shift direction when necessary. This constant shifting requires a strong
commitment to the strategy from employees, and to get that strong commitment a well
thought-out and proactive commitment strategy is needed. Three types of commitment are needed
to make the information technology strategy work: intellectual commitment, emotional
commitment, and political commitment. The eight-step commitment strategy outlined in this
article will help management find out where commitment problems exist and take action to
resolve those problems (Executive summary
Caudle, Sharon L. Federal Information Resources Management: bridging
vision and action. Washington: The George Washington University, 1987. 227 pp.
(Shelved at T58.64.C38 1987).
This study concerns how IRM managers in federal cabinet-level departments think of IRM. The
author discovered that IRM was not implemented throughout departments and that information
was not considered a resource by management.
Chan, Yolande and Heather Smith. Practitioner's guide to IS performance
measurement. Chicago: Society for Information Management, 1995.
This guide examines performance measures and discusses issues related to efficiency,
effectiveness, and productivity of information systems. Six measurement categories are given for
assessing an information system's impact on the organization: system quality (reliability, response
time), information quality (accuracy and relevance), frequency of use, user satisfaction, individual
impact, and organizational impact.
Clark, Charles E., Nancy C. Cavanaugh, Carol V. Brown and V. Sambamuthry.
Building a change-ready IS organization at Bell Atlantic. 1996.
(BPR205).
In anticipation of the industry paradigm shift brought about by landmark 1996 federal legislation
deregulating the telecommuniciations industry, Bell Atlantic had initiated changes to meet the
challenge of moving employees from an entitlement mindset to an entrepreneurial workforce
primed for change. IS objectives were: 1) to delight customers by delivering high quality products
and services fully responsive to customers' needs; 2) to establish a leadership information
technology talent base to meet the systems requirements of a dynamic business environment while
absorbing and leveraging a constant influx of new technologies; and 3) to achieve low-cost
performance in delivering new solutions to customers via software reuse practices. To meet these
objectives and launch a cultural change, a Centers of Excellence approach was adopted. In order
to create a change-ready organization design, it was decided to create bite-size development
projects, delivered on-time with high quality, and to make sure the staff continuously learns. This
publication was the winner of the Society for Information Management's 1996 International Paper
Award.
The connection: linking IRM and mission performance.
Washington:
Association for Federal Information Resources Management, 1995.
The management of information resources is looked at in the context of GPRA; a framework is
provided for establishing a link between IRM and mission performance and identifing
implementation issues including IRM acquisition, unintended consequences, and time lag, always
highlighting the efforts of federal government oversight organizations.
Currid, Cheryl. Reengineering toolkit: 15 tools and technologies for
reengineering your organization. Rocklin, CA: Prima Publishing, 1994. 293
pp.
A hands-on guide to information techniques and technologies capable of revolutionizing the way
companies manage information.
Davenport, Thomas H. Saving IT's soul: human-centered information
management.Harvard Business Review (March-April 1994):
119-131.
A new approach to information promises business benefits that few managers could conceive of
when focusing strictly on technology. By paying attention to how people share information,
management can use technology to its fullest potential. The author speaks of integrating human
behavior into information systems and, at the same time, changing employee behavior to meet
technology halfway.
Donovan, John J. Business reengineering with information technology:
sustaining your business advantage. Englewood Cliffs, NJ: Prentice Hall, 1994. xix,
189 pp.
Written for top-level managers who want to accomplish a strategic goal of modern information
systems, this work explains highly technical material clearly and provides an action plan for
implementation.
Evaluating information technology investments: a practical guide.
Washington: Office of Management and Budget, 1995. 15 pp. (Shelved at PrEx 2.6/2:Ev
1).
This guide presents the three-phased investment process for information technology: selection,
control, evaluation. The selection phase compares IT project investments against a standard set of
criteria, emphasizing mission performance. The control phase involves continuous review of new
and ongoing projects, including operational systems. The evaluation phase involves assessment of
completed projects, determination of whether to continue or replace the system and feeding
lessons learned back into the selection and control processes. The report outlines the actions in
each step and also discusses the critical success elements of an IT investment process: senior
management attention, overall mission focus, and comprehensive approach to IT
investment.
Hernon, Peter. Information life-cycle: its place in the management of U.S.
government information resources.Government Information
Quarterly 11, no.2 (1994): 143-170.
This article offers a policy analysis of federal information resources management
(IRM)
High-risk series: information management and technology.
GAO\HR-97-9. Washington: General Accounting Office, 1997. 69 pp. (Shelved at JK404.A35
no.97-9. Also available at
http://www.gao.gov/AIndexFY97/abstracts/hr97009.htm).
This report discusses information security and Year 2000 issues in addition to concerns about the
soundness of federal investment in information technology.
High-risk series: IRS management. GAO\HR-97-8. Washington:
General Accounting Office, 1997. 44 pp. (Shelved at JK404.A35 no.97-8. Also available at
http://www.gao.gov/AIndexFY97/abstracts/hr97008.htm).
For years, IRS has struggled to collect tax revenue using outdated processes and technology. As a
high-risk area, IRS lacks an overall implementation strategy to improve its efficiency and
effectiveness.
Information management reform: effective implementation is essential for
improving
federal performance. GAO\T-AIMD-96-132. Washington: General Accounting
Office, 1996. 13 pp. (Shelved at HD30.2.H63 1996. Also available at
http://www.gao.gov/AIndexFY96/abstracts/ai96132t.htm).
In his testimony, Christopher Hoenig discusses issues surrounding the implementation of the
Information Technology Management Reform Act (ITMRA) of 1996, requiring significant
changes to the way government agencies manage and acquire IT. He provides a snapshot of
where IT management stands today compared with the ITMRA standards for determining success
in the future, cites progress made in implementation activities and offers ideas about what Congress
can do to move ITMRA forward in a constructive manner.
Information Resources Management Plan of the Federal
Government.
Washington: Government Printing Office, 1996. (Shelved at PrEx 2.2:In 3/2/996).
This book discusses the Paperwork Reduction Act of 1995 (PRA) and the implications on
management within the government. This publication has many purposes; one purpose is to
encourage federal agencies to adopt plans and policies that meet the goal of the PRA. The book
also calls for an accounting of the agency paperwork reduction. Finally, the publication looks to
implement some of the practices of BPR to provide more effective and efficient
service.
Information technology investment: agencies can improve performance, reduce
costs, and minimize risks. GAO\AIMD-96-64. Washington: General Accounting
Office, 1996. 75 pp. (Shelved at JK468.A8U54 1996b. Also available at
http://www.gao.gov/AIndexFY96/abstracts/ai96064.htm).
This book reports findings that agencies prioritize IT projects in alignment with key strategic
mission goals and attempt to integrate IT funding decisions with overall strategic business
planning and direction. Appendix III, "Description of an information technology investment
process approach", is a compilation of material on how federal agencies should manage
information systems using an investment process based upon analysis of the IT management best
practices found in leading private and public sector organizations.
Laurent, Anne. Get wired.Government Executive
28, no.9 (September 1996): 16-23.
The Information Technology Management Reform Act calls for rating technical equipment and
systems according to performance with each IT investment checked out by oversight agencies.
This article relates the need for managers to know their business systematically in order to model
data and processes for automation. Systematic knowledge means that the manager determines the
true costs of core business processes through performance measurement before choosing from the
technology available.
Markus, M. Lynne and Daniel Robey. Business process reengineering and the role of
the information systems professional. In Business process change:
reengineering concepts, methods and technologies. edited by e Varun Grover and
William J. Kettinger , 591-611. Harrisburg, PA: Idea Group Publishing, 1995. (Shelved at
HD58.8.G77 1995).
Although most definitions of business process reengineering accord a prominent role to
information systems and technology, information professionals are often left out in the early
stages of reengineering projects. They are often perceived as resisting and making necessary
changes in their own work practices. The authors, calling for a new spirit of partnership, address
the role of the information systems specialist as a consultant and partner to managers (version of
article abstract).
McKenna, Regis. Real time: preparing for the age of the never satisfied
customer. Boston: Harvard Business School Press, 1997. 224 pp. (Shelved at
HF5548.M365 1997).
The idea of eliminating hierarchical organizations and long-term planning and developing "real
time" management emphasizing results and customer needs is discussed in this article. Networking
makes it possible for organizations to be distributed and connected at the same time -- to live in a
boundaryless world.
Moriarty, Terry and Vernon Thompson. Business analysis techniques: two IRM
strategies for securing quality data.Database Programming &
Design (August 1996): 57-60. (BPR180).
The authors stress the importance of setting up information resource management (IRM)
techniques in order to use each member involved in BPR to the fullest. The authors discuss two
methods for implementing an IRM scheme.
Performance-based management: eight steps to develop and use information
technology performance measures effectively. Washington: GSA, 1996. v, 106 pp.
(Shelved at JK468.A8P47 1996).
The Clinger-Cohen Act requires federal agencies to establish a process of selecting, managing and
evaluating the results of their IT investments and report annually to Congress on progress made
toward agency goals, noting links between IT performance measures and agency programs. This
publication cites the following steps to develop and use IT performance measures effectively: 1)
link IT projects to agency goals and objectives at the beginning planning stage by using a
framework known as the "Balanced Scorecard" providing financial, customer, internal business,
and innovation/learning perspectives; 2) develop performance measures by selecting a limited
number of meaningful measures with a mix of short- and long-term goals which include outcomes,
as well as cost, timeliness and quality and a strong customer focus; 3) establish baselines to
compare future performance in order to determine performance improvement as a result of an IT
investment; 4) select IT projects with the greatest value based on the estimated economic return
of an IT investment plus its estimated contribution to an organization's business priorities; 5)
collect data needed for the chosen indicators; 6) analyze results by conducting measurement
reviews to determine if the project met the objectives and whether the indicators adequately
measured results; 7) integrate with existing management processes so that the results will be used;
8) communicate results to improve coordination and increase the focus of workers and
managers.
Reaching public goals: managing government for results.
Washington:
National Performance Review, 1996. 79 pp. (Shelved at JK421.N34 1996c).
This NPR resource guide is a review of best practices in federal, state, and local agencies
managing for results. The introduction gives a succinct description of the four major federal
statutes designed to improve accountability for results: the Government Performance and Results
Act of 1993, the Chief Financial Officers Act of 1990, the Government Management Reform Act
of 1994, and the Information Technology Management Reform Act of 1996. The guide is
designed to point the reader in the right direction for obtaining how-to guides, step-by-step
instructions, lessons learned, and helpful tips from other public managers.
Scott, Gary J. Expanding the role of the project director as the CIO in the
information technology industry.Project Management Journal
27, no.3 (September 1996): 5-15.
This article reports on the growing importance of information technology in managing projects.
As a result, project directors play a wider role, akin to that of a chief information officer (CIO).
Project directors assemble teams with expertise, define solutions, processes, and risks, and control
the means of delivering solutions. As projects become more complex and risky, the role of the
project manager expands.
Stenzel, Catherine and Joe Stenzel. Implementing IT performance measurement: an
interview with Dr. Bruce Kavan.Journal of Strategic Performance
Measurement 1, no.6 (December 1997): 14-21.
1/98 version: Information technology is not unique in the realm of performance measurement
when compared to other functions in the organization. There are three levels of performance to be
measured in information systems: 1)strategic level, 2)applications development level, and
3)operational level. Throughout the entire process, there must be an ongoing dialogue between
the service provider and the service user (Executive summary)
Stenzel, Catherine and Joe Stenzel. Re-visioning the organization: silence and song of
her majesty.Journal of Strategic Performance Measurement 1,
no.6 (December, 1997): 43-46.
1/98 version: This column, fourth in a series, explores the critical elements in establishing an
organizational framework of strategically aligned performance measurement. The first three
columns stressed 1)laying the foundation of strategic vision; 2)constructing a robust set of
measures, and 3)ensuring consistent leadership and management presence. This column spotlights
the importance of efficient and effective information systems to facilitate communication,
understanding, and organizational intelligence, which create a sense of organizational
community.
Venkatraman, N. Beyond outsourcing: managing IT resources as a value
center.Sloan Management Review 38, no.3 (Spring 1997):
51-64.
While outsourcing might be attractive for some parts of a value center, it is not a substitute for
crafting a strategy to leverage IT resources for business success. An effective strategy framework
recognizes four interdependent sources of value from IT resources and the approaches for
managing each source (article summary).
Wang, Shouhong. Impact of information technology on organizations.Human Systems Management 16, no.2 (1997): 83+.
This article, on the effect of IT on organizations, presents a three-stage migration model of
organizations in response to challenges presented by IT.
Zmud, Robert W. and V. Sambamurthy. Justifying visionary uses of information
technology.Journal of Strategic Performance Measurement 1,
no.6 (December 1997): 30-42.
1/98 version: Visionary IT projects originate from the insights of senior business and IT
executives regarding the use of IT to transform their companies' business processes and market
relationships. The very nature of such projects, however, creates severe barriers in mobilizing
managerial attention and support. Based on a study of seven different companies, this article
shows how to implement successful visionary projects by explaining the roles needed for the ad
hoc implementation team, the stages of project implementation, and simple guidelines that should
be followed in any project implementation. While such high-risk, leading-edge endeavors might
not be appropriate for all companies, all companies have the potential to pursue such
transformational paths (Executive summary)
