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VA IT Management: Organization Is Largely Centralized; Additional Actions Could Improve Human Capital Practices and Systems Development Processes

GAO-16-403 Published: Aug 17, 2016. Publicly Released: Sep 16, 2016.
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Highlights

What GAO Found

The Department of Veterans Affairs (VA) performs key information technology (IT)-related functions, such as leadership, strategic planning, systems development and acquisition, and systems operations and maintenance, largely through its centralized Office of Information & Technology (OI&T), led by the Chief Information Officer (CIO). VA's two IT governance boards are intended to play a role in other key functions, such as investment management. Nevertheless, the department faced challenges in effectively managing IT, including (1) preventing IT activities from occurring outside the control of OI&T, (2) maintaining collaboration between OI&T and business units, and (3) delivering efficient and cost-effective IT capabilities. In response to these and other challenges, the CIO initiated an effort in January 2016 to transform OI&T into a more veteran-focused organization that emphasized transparency, accountability, innovation, and teamwork. The transformation strategy calls for OI&T to stabilize and streamline core processes and platforms, mitigate weaknesses from information security and GAO assessments, and improve outcomes by institutionalizing a new set of IT management capabilities. The CIO intends to complete the transformation by the first quarter of 2017.

Key to an agency's success in effectively managing its IT systems is sustaining a workforce with the necessary knowledge, skills, and abilities to execute a range of management functions that support its mission and goals. VA took steps to implement effective IT human capital practices by documenting an IT human capital strategic plan and initiating an update based on changed priorities, analyzing workforce data, identifying skill gaps for the current year, and implementing an IT training program. However, OI&T had not consistently implemented all of these practices. Specifically, the office had not (1) tracked and reviewed historical and projected leadership retirements and (2) identified skills and competencies needed beyond the current year. Without annually tracking and reviewing data related to leadership retirements or identifying skills needed in future years, OI&T faces a risk of being unprepared to effectively respond to vacancies in key positions and not having the capabilities to deliver IT support that can contribute to improved services for veterans.

Key to successful development and acquisition of IT services is establishing documented processes that reflect best practices. Although there were gaps in some areas, VA's processes generally included best practices for project validation, project planning, requirements management, risk management, project monitoring and control, and process and product quality assurance. In addition, processes for developing and maintaining a project schedule had not fully addressed the majority of the associated best practices. Ensuring that these processes address all key practices will assist the department in effectively managing its IT system development and acquisitions.

Why GAO Did This Study

VA relies extensively on IT to deliver services to millions of our nation's veterans. VA reported spending approximately $3.9 billion in 2015 and received appropriations of approximately $4.1 billion in 2016 to improve and maintain its IT resources. Even as the department has engaged in various attempts to improve its IT management capabilities, GAO has issued numerous reports that highlighted challenges in its efforts.

This study was to determine (1) how VA is organized to manage and perform key IT-related functions and the extent to which it has centralized the management of IT resources, (2) the extent to which VA has implemented effective IT human capital management, and (3) the extent to which VA has established key processes to effectively manage major system development and acquisition efforts. To conduct its study, GAO reviewed VA policies, procedures, and other documentation and compared the department's processes to best practices for human capital management and IT systems development and acquisition. GAO also interviewed VA officials.

Recommendations

GAO is recommending that VA take two actions to assist the department in sustaining a workforce with the necessary knowledge, skills, and abilities to execute its mission and goals, as well as six actions to assist the department in developing comprehensive processes that reflect systems development best practices. VA generally agreed with GAO's conclusions and concurred with GAO's eight recommendations.

Recommendations for Executive Action

Agency Affected Recommendation Status
Department of Veterans Affairs To assist VA in sustaining an IT workforce with the necessary knowledge, skills, and abilities to execute its mission and goals, the Secretary of Veterans Affairs should direct the Chief Information Officer to track and review OI&T historical workforce data and projections related to leadership retirements.
Closed – Implemented
VA concurred with our recommendation and reported that OI&T's Human Capital Management Office had completed a succession planning project that encompassed all senior leadership and included data review and risk assessment for each position. VA also stated that OI&T tracks the gains and losses associated with its leadership positions and provided this information for fiscal year 2016. According to VA, OI&T continues to track, on a recurring basis, gains, losses, and retirement eligibility. VA also stated that data analysis can be conducted to determine the dates when OI&T employees will reach retirement eligibility and provided the number of its employees who hold leadership positions and...
Department of Veterans Affairs To assist VA in sustaining an IT workforce with the necessary knowledge, skills, and abilities to execute its mission and goals, the Secretary of Veterans Affairs should direct the Chief Information Officer to identify IT skills needed beyond the current fiscal year to assist in identifying future skills gaps.
Closed – Implemented
VA concurred with our recommendation and reported that the Information Technology Workforce Development (ITWD) office will produce reports that identify skill gaps and will contain long-term recommendations that show the types of IT skills each organization needs to increase and which proficiency level targets need the most emphasis. In July 2017, VA stated that ITWD reviewed, and updated where needed, the fiscal year 2017 competencies within each OI&T competency model role in order to align the models to the OI&T Transformation initiative. According to the department, the resulting updates support learning solutions that sustain and accelerate OI&T's transformation. Additionally, VA...
Department of Veterans Affairs To assist VA in establishing comprehensive and documented processes that reflect system development and acquisition best practices, the Secretary of Veterans Affairs should direct the Chief Information Officer to revise OI&T's documented processes related to project planning, to include (1) estimating the level of effort that will need to be expended for work products and tasks, and (2) making adjustments to the project plan to reconcile differences between estimated and available resources.
Closed – Implemented
VA concurred with our recommendation and stated that OI&T was documenting changes to processes related to project planning as it transitioned to the Veteran-Focused Integration Process (VIP). The department stated that as of October 1, 2016, all projects had transitioned to VIP. In the department's April 2018 VIP Guide, the lifecycle project planning phase calls for project and program managers to maintain an audit file that supports how costs and budget information were derived for individual builds and total lifecycle product costs. Among other things, the capital costs can include government labor costs, contracted labor costs for planning, development, acquisition, system...
Department of Veterans Affairs To assist VA in establishing comprehensive and documented processes that reflect system development and acquisition best practices, the Secretary of Veterans Affairs should direct the Chief Information Officer to revise OI&T's documented processes related to requirements management, to include identifying changes to be made to plans and work products as a result of requirements baseline changes.
Closed – Implemented
VA concurred with our recommendation and reported that OI&T is revising its documentation related to requirements management as part of the transition to the Veteran-Focused Integration Process (VIP). According to VA, as of October 1, 2016, all projects had been transitioned to VIP. The department's VIP Guide requires project teams to use the IBM Rational Tool Suite to manage project requirements; configurations and changes; and source code and baselines. According to the department, requirements are tracked using the this tool suite, which provides a snapshot of the original baseline and an audit trail that captures the history of requirement changes. By documenting this practice,...
Department of Veterans Affairs To assist VA in establishing comprehensive and documented processes that reflect system development and acquisition best practices, the Secretary of Veterans Affairs should direct the Chief Information Officer to revise OI&T's documented processes related to risk management, to include (1) determining costs and benefits of implementing the risk mitigation plan for each risk and (2) collecting performance measures on risk handling activities.
Closed – Implemented
VA concurred with our recommendation and according to the department's VIP Guide, project teams are required to use the IBM Rational Tools Suite to manage risks. According to VA officials, by recording project risks, as well as effective responses that have been implemented to mitigate them, teams can track and report steps taken to mitigate risks and an audit trail will show the history of changes made to each risk. The department's Risk Management Framework states that the prioritization approach should consider the cost and expected return on investment of risk mitigation strategies. Additionally, according to VA, this framework allows OI&T to manage risks in an effective and...
Department of Veterans Affairs To assist VA in establishing comprehensive and documented processes that reflect system development and acquisition best practices, the Secretary of Veterans Affairs should direct the Chief Information Officer to revise OI&T's documented processes related to project monitoring and control, to include the 10 best practices that were missing from the guidance.
Closed – Implemented
VA concurred with our recommendation and stated that implementation of the Veteran-Focused Integration Process (VIP) and Agile processes would address the best practices related to project monitoring and control that were missing from its guidance. (1) VA stated that project costs are monitored throughout the life-cycle of a project within the VIP Dashboard and expended effort is reflected in the Burn Down chart. According to the VIP Guide, the VIP Dashboard will include a project's planned, projected, and actual costs and a Burn Down chart is used to monitor work progress. (2) Regarding monitoring resources provided and used, VA stated that Primavera is the system used to track VA...
Department of Veterans Affairs To assist VA in establishing comprehensive and documented processes that reflect system development and acquisition best practices, the Secretary of Veterans Affairs should direct the Chief Information Officer to revise OI&T's documented processes related to process and product quality assurance, to include (1) documenting a description of the quality assurance reporting chain and defining how objectivity will be ensured, and (2) periodically reviewing open noncompliance issues and trends with management that is designated to receive and act on them.
Closed – Implemented
VA concurred with our recommendation and reported that the implementation of the Veteran-Focused Integration Process (VIP), Agile processes, and the Rational Toolset within OI&T would address process and product quality assurance. According to VA, as a part of its VIP process, the product owner is engaged from intake through project completion, which will ensure that the quality of the product is maintained throughout the life cycle. Additionally, VA stated that a release agent is assigned to each project. According to the department's VIP Guide, the primary role of the release agent is to monitor, audit, and report on the completeness, integrity, and traceability of the project data...
Department of Veterans Affairs To assist VA in establishing comprehensive and documented processes that reflect system development and acquisition best practices, the Secretary of Veterans Affairs should direct the Chief Information Officer to revise OI&T's documented processes related to project scheduling, to include the 9 best practices that were missing from the guidance and revise the documented processes where the guidance was contrary to best practices.
Closed – Implemented
VA concurred with our recommendation and reported that the implementation of VIP and Agile processes within OI&T would address the nine best practices related to project scheduling that are missing from its guidance. According to the department's VIP Guide, all VA OI&T projects must implement the Agile Methodology in which requirements are structured in the form of epics, sub-epics, and user stories. Through the VIP process, project teams are also required to make timely updates to the VIP Dashboard regarding schedule and that the Rational Tools Suite will be used to manage and administer source control and baselines; manage risks and issues; and manage scheduled product sprints and...

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Topics

Best practicesHuman capital ITHuman capital managementIT investment managementInformation managementInformation resources managementInformation technologyLabor forceSystems acquisitionSystems development life cycleSystems managementIT managementInformation systemsIT human capital