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Title page

Contents

Highlights 2

Letter 8

Background 11

Managing IT Acquisitions and Operations Included on GAO's High-Risk List Since 2015 14

Nine Critical Actions Needed to Address Major IT Acquisition and Management Challenges 16

Strengthening Oversight and Management of IT Portfolios 18

What actions should agencies take to improve the effectiveness of key IT leadership positions, including the Federal CIO, agency CIOs, and agency chief... 20

What actions should agencies take to enhance efforts to strategically plan for and manage portfolios of IT systems, applications, and software licenses,... 23

What actions should agencies take to improve the monitoring of, and transparency into, the performance of IT investments? 35

What actions should agencies take to strengthen planning and budgeting for the acquisition of IT systems and services? 38

What ongoing work is GAO doing related to this challenge area? 41

Implementing Mature IT Acquisition and Development Practices 43

What actions should agencies take to improve implementation of leading IT acquisition and development practices to effectively plan and manage IT project costs,... 44

What actions should agencies take to strengthen planning and management of cloud services, supply chains, and telecommunications services? 57

What ongoing work is GAO doing related to this challenge area? 62

Building Federal IT Capacity and Capabilities 65

What actions should agencies take to address workforce management challenges for the technically-capable workforce? 66

What actions should agencies take to improve federal customer experience for digital services? 68

What actions should agencies take to ensure effective management of emerging technologies? 72

What ongoing work is GAO doing related to this challenge area? 75

Continued Implementation of Our Recommendations Is Needed to Address IT Acquisition and Management Weaknesses 76

Appendix I: Prior GAO Work on IT Acquisitions and Management 77

Tables

Table 1. GAO's Ongoing Work Related to the Strengthening Oversight and Management of IT Portfolios Challenge Area (as of December 2024) 42

Table 2. GAO's Ongoing Work Related to the Implementing Mature IT Acquisition and Development Practices Challenge Area (as of December 2024) 63

Table 3. GAO's Ongoing Work Related to the Building Federal IT Capacity and Capabilities Challenge Area (as of December 2024) 75

Figures

Figure 1. Ratings for Improving the Management of IT Acquisitions and Operations, as of April 2023 16

Figure 2. Nine Critical Actions Needed to Address Three Major IT Acquisition and Management Challenges 17

Figure 3. Extent to Which 24 Agencies' Policies Addressed the Role of Their Chief Information Officers (CIO), Presented from Most Addressed to Least Addressed... 21

Figure 4. Extent of Sharing of IT Management Area Responsibilities Reported by 71 Private Sector Chief Information Officer (CIO) Respondents (as of September 2022) 22

Figure 5. Extent to Which the Office of Management and Budget (OMB) Followed Statutory Requirements (as of November 2024) 24

Figure 6. Assessment of Whether Agencies Fully Met Practices for Establishing Complete Software Application Inventories (as of September 2016) 26

Figure 7. CIO Council's Six-step Application Rationalization Process Outlined in The Application Rationalization Playbook: An Agency Guide to Portfolio Management 27

Figure 8. Number of Department of Health and Human Services Systems Supporting Pandemic Public Health Preparedness and Response, per component... 28

Figure 9. Software Vendors with the Highest Amounts Paid Reported by Agencies for Fiscal Year 2021 30

Figure 10. Extent to Which the Office of Management and Budget's (OMB) Plans Addressed Elements of the Technology Business Management Taxonomy... 32

Figure 11. Department of Defense Air Force Strategic Automated Command and Control System 33

Figure 12. GAO Assessment of the Internal Revenue Service's (IRS) Modernization Plans (as of August 2022) 34

Figure 13. Results of GAO Survey on Satisfaction with Digital Services Projects (as of August 2016) 35

Figure 14. Inflation Reduction Act Strategic Operating Plan Transformation Objectives (as of April 2023) 36

Figure 15. Unemployment Insurance System Modernization Timeline for Selected States (as of February 2023) 37

Figure 16. Evaluation of Selected Departments' Policies and Procedures for Key IT Budgeting Requirements (as of November 2018) 39

Figure 17. The Department of Veterans Affairs' Documented Chief Information Officer Approvals for Selected Fiscal Year 2021 IT Contract Actions (as of March 2023) 41

Figure 18. Extent to Which the Small Business Administration (SBA) Met Selected IT Management Areas for the Unified Certification Platform Modernization... 44

Figure 19. Examples of Technical Issues Affecting the Rollout of the Free Application for Federal Student Aid (FAFSA) (as of December 2024) 46

Figure 20. Decline in Free Application for Federal Student Aid (FAFSA) Submissions, Current Application Cycle Compared to Prior Year 46

Figure 21. Total Number of Calls to Education's Call Center, from January 1, 2024, to May 31, 2024 47

Figure 22. Expected Modernization Completion Dates for 10 of the Most Critical and At-Risk Federal Aviation Administration (FAA) Air Traffic Control Systems... 49

Figure 23. Extent to Which the Federal Aviation Administration (FAA) Followed Leading Program Management Practices in Managing the Next Generation... 51

Figure 24. Examples of the Issues Encountered by Thrift Savings Plan (TSP) Participants After System Deployment in 2022 52

Figure 25. Timeline of Homeland Advanced Recognition Technology (HART) Acquisition Program Baselines and Breaches (as of November 2024) 53

Figure 26. Status of Required Governance Reviews and Key Documentation for the Farm Production and Conservation's Farmers.gov program (as of April 2021) 55

Figure 27. Comparison of Agile and Waterfall Methods for Developing Software 56

Figure 28. Extent to Which Federal Agencies' Guidance Addressed the Five Procurement-Related Cloud Computing Requirements (as of July 2024) 58

Figure 29. Extent to Which the 23 Civilian Chief Financial Officers Act Agencies Implemented Information and Communications Technology (ICT)... 60

Figure 30. Extent to Which 10 Selected Agencies Fully Implemented 16 Telecommunications Transition Planning Practice Activities 62

Figure 31. Agencies' Overall Implementation of the Key IT Workforce Planning Activities (as of May 2019) 66

Figure 32. National Institutes of Health's (NIH) Implementation of Key Activities for Data Science Workforce Planning (as of June 2023) 68

Figure 33. Extent to Which 24 Agencies' Submitted Reports in 2022 and 2023 Addressed the Eight Modernization Requirements from the 21st Century... 69

Figure 34. Demographics of Direct File Taxpayers During the 2024 Filing Season 71

Figure 35. Artificial Intelligence (AI) Use Case Application Areas (as of December 2023) 72

Figure 36. Assessment of the Extent to Which the Federal Government's Quantum Cybersecurity Strategy Documents Addressed GAO's Desirable Characteristics... 74

초록보기

Federal agencies rely on IT to carry out operations and fulfill their missions. Each year, the government invests more than $100 billion on IT. But for several decades, federal IT investments have often failed or cost more and taken longer to implement. Because of this, the federal government's IT management has been on our High Risk List since 2015.

This report identifies 3 major challenges and 9 critical actions the government urgently needs to take—such as improving IT project management.

Since 2010, we've made over 1,800 recommendations to agencies aimed at improving their management of IT. 463 haven't been implemented as of January 2025.

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