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HealthCare.gov diagnosis: Project governance severely lacking?

In the Searchlight: Federal health site woes stem from project governance deficiency, clamp-downs on data brokering and patent trolling, and more.

Does the Affordable Care Act cover vision? Because with all the finger pointing going on in Washington this week over the federal health site, someone is bound to lose an eye. If ever there were a "teachable moment" about the value of project governance, it's playing out on the biggest possible stage as we speak. The thing is, none of the players seem to be acknowledging its existence.

Karen GoulartKaren Goulart

On Thursday, the lead contractors were trotted out for Congressional admonishments. Congress pointed at them, they pointed at the administration, the administration pointed back. But as MIT Sloan School of Management's Center for Digital Business research fellow Michael Schrage laid out in this week's lead Searchlight item, everyone was pointing in the wrong direction. The real problem here wasn't shoddy coding or a poorly designed user interface (not to say it isn't there); it was the lack of project governance.

Of the many contractors working on the project, none was explicitly responsible for – or, it's been reported, even had the capability to conduct -- end-to-end testing. They were asked to implement functionality they knew wouldn't work properly and couldn't possibly be in good working order by the Oct. 1 deadline, but no one stopped them. No one suggested it might be wise to take a step back. No one owned the project.

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Are they for real? As Schrage wrote, "Successful IT systems demand serious IT governance. Where was it?"

If this sort of thing happened in a corporate setting, the CIO would be raked over the coals, then pitched into the fire for good measure. For a project of this magnitude -- financially, politically and heck, even historically speaking -- the absence of governance is mind-boggling. But then that does seem to be the zeitgeist in Washington.

It's often said of large IT projects that the technology isn't the problem -- it's the people. That change management is hard. But in this case, it's not the people using the new technology; it's the people responsible for the technology. In Schrage's words: "These are issues of character and culture, not technology and money."

  • Say it loud, say it proud: The HealthCare.gov glitches are not IT's fault.
  • A Congressional probe into data brokering intensifies when it's revealed an Experian subsidiary allegedly sold sensitive consumer data to an ID theft service in Vietnam. Yes, the Experian that's in charge of your credit score.
  • Good government news is so hard to come by these days, here's one more: A new bipartisan (!!) bill aimed at putting an end to patent trolling has a darn good chance of passing.
  • On the, uh, surface, the tablet wars seem a lot like the mobile phone wars -- all form versus function. But for Slate's Will Oremus, it's a little more complicated than that.
  • Facebook dives into the deep-learning game, doing really cool work with algorithms and natural language so that they may eventually, well, do a better job selling you stuff.
  • Wikipedia, the largest source of free information in the world, is on the decline -- and every IT leader who ever tried to keep people interested in a collaborative project nods knowingly.

Let us know what you think about the story; email Karen Goulart, senior features writer.

This was last published in October 2013

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Complexity of the IT system, changing functionality, globally distributed workforce, different back end systems managed by different vendors, the middle ware has another care taker, different components designed and developed by several teams with an equal number of QA teams. Then the language barriers and time zones impacting communication, leads trying to impress the customer leading to thousands of spreadsheets, power point presentations and hundreds of emails floating around chocking the mail boxes. To manage all this we have one CIO and his team of managers. . . . . . .NOT justified. Somewhere down the line everyone is confused - the goal becomes fuzzy. Demotivation, depression, leaves, absence, health issues, job cuts, salary cuts, no bonuses . . . . . . the list goes on. I see it everyday..........
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