Internal Revenue Service: Business Operations Need Continued Improvement : Report to Congressional RequestersThe Office, 1996 - 29 pages |
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Internal Revenue Service : Computer Readiness for 1988 Filing Season: Report ... United States. General Accounting Office Affichage du livre entier - 1988 |
Expressions et termes fréquents
1995 filing season 40 percent achieving IRS actions activities addition agencies assistors Associate Commissioner business operations business vision Capability Maturity Model CFO Act Chief Information Officer Comments configuration management Congress consolidating contractors correct customer service vision disciplined processes Dodaro ensure Examination of IRS file electronically Financial Audit financial management systems financial statements fiscal year 1995 fully implemented Gene L goal GPMO GPRA identified IDRS information systems information technology investments Information Technology Management integration Internal Revenue Service investment decisions IRS plans June June 30 level of access management and technical Management Reform Act million number of taxpayers ongoing organizational oversight Paperwork Reduction Act progress reach IRS recommendations reengineering efforts resolve service and compliance service centers service to taxpayers software configuration management software quality assurance strategic plans systems architecture Tax Systems Modernization taxpayer account technical weaknesses Technology Management Reform TeleFile Treasury TSM Program TSM projects volume of paper
Fréquemment cités
Page 20 - V of the Federal Acquisition Streamlining Act of 1994 requires agency heads to define costs, schedules, and performance goals for major acquisition programs, including information technology, and for monitoring the acquisitions and taking appropriate corrective actions when necessary. The Paperwork Reduction Act of...
Page 7 - IRS' paper-processing workload and operating costs if they were to file electronically and develop strategies that focus IRS resources on...
Page 17 - IRS' financial statements for any of the 4 fiscal years from 1992 through 1995. • We identified fundamental, persistent problems that remained uncorrected and, until they are resolved, will continue to prevent us from expressing an opinion on IRS1 financial statements in the future.
Page 4 - IRS' business vision of significantly reducing the volume of paper returns. IRS does not yet have a complete and repeatable process for selecting, controlling, and evaluating its technology investments. Implementing such a process is necessary to make sound investment decisions on planned and ongoing systems. The procedures for requirements management, quality assurance, configuration management, and project planning and tracking are being developed, but are still incomplete. Overcoming these weaknesses...
Page 13 - Clinger-Cohen, agencies must design and implement a process for maximizing the value and assessing and managing the risks of information technology acquisitions.
Page 13 - IRS' priorities and rationalization for TSM projects, we recommended that the ms Commissioner take immediate action to GAO/AIMD/GGD-96-162 IRS Operations implement a complete process for selecting, prioritizing, controlling, and evaluating the progress and performance of all major information systems investments, both new and ongoing, including explicit decision criteria, and using these criteria, to review all planned and ongoing systems investments by June 30, 1995.
Page 21 - ... the IRS to make the organization more efficient, productive, and customeroriented; (C) whether the IRS could be replaced with a quasigovernmental agency with tangible incentives and internally managing its programs and activities and for modernizing its activities, and (D) whether the IRS could perform other collection, information, and financial service functions of the Federal Government. (d) POWERS OF THE COMMISSION.— (1) IN GENERAL.— <A) The Commission or, on the authorization of the...
Page 14 - Repeatable: Basic project management processes are established to track cost, schedule, and functionality. The necessary process discipline is in place to repeat earlier successes on projects with similar applications.
Page 13 - ... weaknesses, such as inadequate data, an incomplete portfolio, and the lack of an effective investment evaluation review process. These concerns coincide with two central criticisms we have repeatedly made about TSM. Because of the sheer size, scope, and complexity of TSM, it is imperative that IR.S institutionalize a repeatable process for selecting, controlling, and evaluating its technology investments, and that it make informed investment decisions based on reliable qualitative and quantitative...
Page 5 - ... (4) involve deploying already developed systems that have been fully tested, are not premature given the lack of a complete systems architecture, and produce a proven, verifiable business value. The act providing IRS' fiscal year 1997 appropriations9 limited IRS' IT spending to efforts consistent with these categories.