DOD business systems modernization : Navy implementing a number of key management controls on Enterprise Resource Planning system, but improvements still needed : report to congressional requesters.

Format:

Book

Government document

Author/Creator:

United States. Government Accountability Office

Language:

English

Subjects (All):

United States. Department of Defense--Procurement--Evaluation.

United States.

United States. Navy--Information technology--Management.

United States. Department of Defense.

United States. Navy.

Information storage and retrieval systems--Business--Management.

Information storage and retrieval systems.

Armed Forces--Procurement--Evaluation.

Physical Description:

1 online resource (ii, 30 pages) : illustrations

Other Title:

Department of Defense business systems modernization : Navy implementing a number of key management controls on Enterprise Resource Planning system, but improvements still needed

Implementing a number of key management controls on Enterprise Resource Planning system, but improvements still needed

Place of Publication:

[Washington, D.C.] : U.S. Govt. Accountability Office, [2009]

Summary:

The Department of Defense (DOD) has long been challenged in effectively implementing key acquisition management controls on its thousands of business system investments. For this and other reasons, GAO has designated DOD's business systems modernization efforts as high-risk since 1995. One major business system investment is the Navy's Enterprise Resource Planning (ERP) system. Initiated in 2003, it is to standardize the Navy's business processes, such as acquisition and financial management. It is being delivered in increments, the first of which is to cost about $2.4 billion over its 20-year useful life and be fully deployed by fiscal year 2013. To date, the program has experienced about $570 million in cost overruns and a 2-year schedule delay. GAO was asked to determine whether (1) system testing is being effectively managed, (2) system changes are being effectively controlled, and (3) independent verification and validation (IV & V) activities are being effectively managed. To do this, GAO analyzed relevant program documentation, traced random samples of test defects and change requests, and interviewed cognizant officials.

Notes:

Title from PDF title screen (GAO, viewed Nov. 30, 2009).

"September 2009."

Congressional rept.

Includes bibliographical references.

"GAO-09-841."

OCLC:

495784269

Access Restriction:

APPROVED FOR PUBLIC RELEASE.