Review of a New Data Management System for the Social Security Administration (1978) / Chapter Skim
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7. Management Considerations
7. Management Considerations
Pages 58-63
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From page 58... ...
However, the panel realizes that this is not likely to happen because of the amount of technical expertise required in the proposed system, the salary requirements of those capable of filling some of the more specialized positions, the length of time required to build up a staff under Civil Service, and other administrative constraints. The panel recommends that the project manager should come from within the SSA, and not be supplied by a vendor.
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From page 59... ...
User Particication The panel is unanimous in its opinion that the ultimate user personnel in the district offices and the program service centers need to play an active and positive role in the planning and implementation of the future SSA system. A design review group (DRG)
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From page 60... ...
Such reviews, held no less than quarterly, should give each individual with responsibility for a major portion of the project an opportunity to discuss the progress and problems with management and to show management that each area of responsibility is on schedule. The panel recommends that the project manager's responsibilities include the maintenance of PERT-type schedules, the details of the review process, and the general administration of the phasing of the many interrelated parts of the total project.
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From page 61... ...
In view of this, the SSA might well consider assigning responsibility for this part of the design to a deputy project manager or similar official. It is important that the design phase be scheduled in a realistic manner.
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From page 62... ...
In consideration of the large amount of public money involved, and because of the stringent requirements for privacy and security, the panel recommends that the future social security system have the capability to provide detailed auditable records of its usage. The audit trails must provide a record of all data accesses, and the initiator of all data changes, in addition to normal accounting controls.
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From page 63... ...
When such an organizational structure is suddenly thrust into a complicated new project, the organization typically fails to see the effort as an engineering development job that must be dealt with quite differently from its accustomed style. Commonly, the internal managers are not properly experienced nor adequately trained for the new tasks.
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