信息技術的投資管理(英文版)(pdf 172頁)

If managed wisely, investments in information technology (IT) can enrich people’s lives and improve organizational performance. For example, during the last decade the Internet has matured from being a technical novelty to a national resource wherecitizens can visit the Library of Congress or file their tax returns. Some organizations have realized substantial improvements in processing data and information by swITching from centralized mainframe computing to decentralized personal computers linked by local area networks. The ability of software applications to locate and correlate relevant data in a data warehouse permITs organizations to discover unknown fiscal or physical resource relationships and thus provide appropriate assistance where there had been none.
However, along with the potential to improve lives and organizations,ITprojects can become risky, costly, unproductive mistakes. As we have described in numerous reports and testimonIEs, federalITprojects too frEQuently incur cost overruns and schedule slippages while contributing lITtle to mission-related outcomes.
The Clinger-Cohen Act of 19961 was enacted to address many of the problems related to federal IT management.ITrEQuires federal agencies to focus more on the results achIEved tHRoughITinvestments while concurrently strEAMlining the IT acquisITion process. This act also introduced more rigor and structure into how agencies select and manageITprojects. Among other things, the head of each agency is rEQuired to implement a process for maximizing the value of the agency’s IT investments and assessing and managing the risks of its IT acquisITions.

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