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IT investments in the Norwegian Armed Forces – the case of GOLF

IT investments in the Norwegian Armed Forces – the case of GOLF. Presentation at the 6th Performance auditing Seminar in Beijing, 12-13 April 2010. Outline. Background The IT projects Methodological challenges Performance indicators and audit conditions Main findings Lessons to be learned.

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IT investments in the Norwegian Armed Forces – the case of GOLF

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  1. IT investments in the Norwegian Armed Forces – the case of GOLF Presentation at the 6th Performance auditing Seminar in Beijing, 12-13 April 2010

  2. Outline • Background • The IT projects • Methodological challenges • Performance indicators and audit conditions • Main findings • Lessons to be learned

  3. Background • Performance Audit • Document no 3:7 (2002-2003) The Office of the Auditor General's investigation into the efficiency in planning and management of joint management and control systems in the Norwegian Armed Forces • The main objectives of the IT investment • Underpin the restructuring of the Armed Forces • A new management concept oriented towards outcomes and efficiency through better public budget management • Requirements in the New Financial Management Regulations • Improving the administrative management of the Armed Forces

  4. The projects • The early projects (1996 - 2000) • The accounting and procurement information system project • The salary information system project • The salary and accounting information system project • Project GOLF (2000 - 2001) • Program GOLF (2001 - ?)

  5. Methodological challenges • The complexity of the projects under audit • Auditing ongoing projects • Applying IT auditing tools to a performance audit

  6. IT investment performance indicators • The Norwegian Armed Forces' directive for the administration and development of joint project management systems (PRINSIX) • COBIT framework • Val IT (Value from IT investments)

  7. Audit conditions / critical factors • Responsibility and roles • Organisational and management foundation • Coordination of IT projects • Measures to prevent overspending and delays • Competence

  8. Main findings – the early projects • Weak overall control of the projects • Internal opposition • Repeated discussions about the scope of the projects • Unclear division of roles • Disagreements concerning the project organisation • Decision-making authority was not delegated • IT activities: lack of coordination • Delays • Uncertainty as to whether the new information system was technically possible

  9. Findings – Project / Program GOLF • Lack of realism in project planning • Poor risk management • Lack of sufficient expertise in project management • 2002: costs had reached EUR 35 million

  10. Audit conditions / critical factors • Responsibility and roles • Organisational and management foundation • Coordination of IT projects • Measures to prevent overspending and delays • Competence

  11. Lessons to be learned? • IT investments are often challenging and complex and thus dependent on certain critical factors in order to succeed • Methodological frameworks that normally applies to IT auditing can also prove fruitful in performance auditing

  12. Later developments • 2010: the objectives set forth in Program GOLF have yet to be attained • Joint performance and financial audit on GOLF (now Project LOS)

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