"The measure required significant changes in the way government agencies managed and acquired information technology. Its emphasis on senior executive involvement in information management decisions, the establishment of Chief Information Officers as members of executive management teams, investment control and capital planning, process re-engineering and the use of performance measures to ensure accountability for IT spending results were much-needed management reforms."
"In addition, ITMRA made important changes designed to streamline the IT acquisition process, such as eliminating the General Services Administration's central acquisition authority, placing it directly with federal agencies and encouraging the adoption of more manageable IT acquisition projects. Congress cited twelve "findings" that served as the underlying motivation for ITMRA. These included the observation that, while the government had become increasingly reliant on IT, it failed to take advantage of advances in the fast-changing global IT industry."
The 1996 Information Technology Management Reform Act required agencies to change IT management and acquisition. It elevated senior executive involvement and established Chief Information Officers as executive team members. It introduced investment control, capital planning, process re-engineering, and performance measures to ensure accountability for IT spending. It streamlined acquisition by removing central GSA authority and placing acquisition with agencies, encouraging smaller, manageable projects. Congress identified findings such as increasing reliance on IT, failure to modernize creating technical debt, poor planning and program management, and inadequate attention to business process improvement and performance measurement.
#itmra-clinger-cohen-act #chief-information-officers #federal-it-acquisition-reform #it-modernization
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