Research Paper on "Financial Acts and Cios"

Research Paper 8 pages (2236 words) Sources: 6 Style: MLA

[EXCERPT] . . . .

The experience of the private sector and international organizations is also taken into account while making an assessment about how to best manage IT (Schick, 2001). Management of the quality of IT and d resource management through adequate training of staff, managing procuring policies and comparing how agencies use IT are among the other aspect of management responsibilities as corded by the Clinger-Cohen Act.

Procurement and Contracting

The Clinger-Cohen Act allows for a significant degree of management and control of the procurement and contracting of federal agencies' IT requirements through the power vested with the director of OMB. Since the director and the CIOs of federal agencies are entrusted with the responsibility to promote and improve the acquisition, the use, and the disposal of information technology with the aim of improving the productivity, effectiveness, and efficiency of various Federal programs, the control over the budget to do so is important. And this very specific power and responsibility have been granted to the OMB under the law.

All the major capital investments in the field of IT for federal agencies would be assessed for risks and results by the OMB director. This executive of the federal government is also entrusted with the power to develop the budget process and analyze and track the major capital investments. The exclusive criteria for analysis of the projected and the actual expenses that are incurred during the life of each system are the responsibility of the director of OMB. The benefits that are derived from the capital investments are the associated risks are also to be ascertained by Director OMB (Bloem, Doorn, & Mittal, 2005).

Since all of the above-mentioned responsibilities include procurement of the hardware and software, assessment and ascertaining the terms of contracting, therefore the process of procurement and contracting are also with the jurisdiction of the director of OMB according to ot the Act.

The director of OMB is also answerable to the Congress and has to submit to the Congress reports on the net program performance benefits that are achieved for the major capital investments that are made by executive agencies in the field of information systems. Such report also has to relate the achieved benefits to the achieving of the set goals of the executive agencies (Bloem, Doorn, & Mittal, 2005).

Conclusion

The Clinger-Cohen Act was a huge step toward efficient management of IT and information available with the federal government of the United States. The Act essentially supplemented the Information Technology Management Reform Act and the Federal Acquisition Reform Act and shifted focus from management of IT to the management of resources of getting information. The act also encouraged results-based and performance-based IT resources management of the federal agencies.

The OMB was given the sole responsibility to formulate, coordinate and assess the development of IT and information analysis for the Federal government and all the agencies of the federal government. The act also allowed for the naming of a CIO for every federal agency who reported to the agency head and advises on a matter related to IT resources and management. The director of OMB reports directly to the President and is often instrumental in gathering information and managing government IT to ensure the success of federal programs.

The OMB has been granted extensive powers under the Clinger-Cohen Act to effectively and efficiently manage various aspects of federal IT systems and strategies that range from management of staff to budgeting and assessment of risks and benefits of major capital expenditures in IT in federal agencies.

References

Agresti, W. (2006). CIOs Discuss the Role of IT in Organizational Change. IT Professional, 8(3), 64-64. http://dx.doi.org/10.1109/mitp.2006.60

Bloem, J., Doorn, M., & Mittal, P. (2005). Making IT governance work in a Sarbanes-Oxley world. Hoboken, N.J.: Wiley.

Gillam, M. Exploring the Impact of the Clinger-Cohen Act on Information TechnologyGovernance: A Phenomenological Study.

Information technology. (2002). [Washington, D.C.].

McKinnon, B. (2001). Role of the chief information officer. Carlisle Barracks, PA: U.S. Army War College.

Oversight of the implementation of the Clinger-Cohen Act.

Schick, A. (2001). The Changing Role of the Central Budget Office. OECD Journal On Budgeting,1(1), 9-26. http://dx.doi.org/10.1787/budget-v1-art3-en

Tollefson, J. (2011). U.S. federal agency loosens peer-review rules. Nature. http://dx.doi.org/10.1038/news.2011.441 READ MORE

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