Systems Modernization and the Strategic Plans of the Social Security Administration (1990) / Chapter Skim
Currently Skimming:
2. Systems Modernization Just Past
2. Systems Modernization Just Past
Pages 13-24
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From page 13... ...
These aggressive moves aimed at expanding and improving service to the SSA's clients require equally aggressive technology investments in data processing capacity and communications in order to ensure performance and maintain the stability of those systems. THE SYSTEMS MODERNIZATION PLAN The original plan, as conceived in 1982, consisted of three phases: survival, transition, and state of the art.
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From page 14... ...
establish a data communications network, (4) increase data processing capacity, (5)
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From page 15... ...
Equipment Upgrade and Local Intelligence Installed Data Communieations Utility Implemented 1 Advanced System Architecture Installed 24 Months / \ \ FIGURE 2.! Technical approach to modernization.
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From page 16... ...
While the regional workload increased 12.4 percent over the period, the agency was able to reduce the labor input by 20 percent, resulting in a 40 percent overall productivity improvement in regional operations. At the same time the automation investments have resulted in savings to the agency because of increased payment accuracy that reduces overpayments and underpayments.
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From page 17... ...
Now, the agency must manage its next major transition from strictly paper-based processes at the district offices and batch computer operations to the use of on-line terminals -- a significantly greater challenge. The Transition to On-line Services The transition phase was entered operationally with the introduction of the 1987 SMP (U.S Department of Health and Human Services, 1986~.
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From page 18... ...
Status of the Systems Modernization Plan Since the SMP was initiated, the SSA has replaced an obsolete computer architecture, expanded its computer capacity eightfold, substituted on-line storage for magnetic tape, established a disciplined approach to software development and project management, centralized its master files and implemented database management, installed 25,500 computer terminals, acquired a data communications network, and modernized its claims processing system. We conclude that the major goals of the System Modernization Plan have been successfully achieved.
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From page 19... ...
Quality assurance, program management, and configuration management elements must report above or separately from the organization responsible for software development, testing, and operation. In the following sections we address each of the five key aspects of an effective software engineering infrastructure from the perspective of the SSA's status and accomplishments to date.
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From page 20... ...
Given that the present form of SET methodology has been in place for about 3 years, there is a definite need for the SSA to initiate a formal "metrics program" to collect productivity data on all system and software development projects. This will permit ongoing assessment of the effectiveness of new methodologies and tools as they are introduced; but even more importantly, it will provide the quantitative basis for making more accurate schedule and resource estimates of future development efforts.
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From page 21... ...
Finally' in the area of methodology we suggest that the SSA monitor the activities of the Software Engineering Institute at Carnegie Mellon University. Even though the focus of the institute is on assessing and improving software development practices for the U.S.
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From page 22... ...
Since each task is usually composed of many dozens or even hundreds of subtasks, there is little visibility of the current status of the project at the lower subtask levels at the PMO level that depends on the line managers and supervisors to stay on top of the many tasks to be performed for their projects and the other projects competing for the same resources. However, line managers and supervisors have no formal task breakdown and tracking system at the detailed levels.
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From page 23... ...
Hanco, ~ appears that the projec1 ls completed before thc [ull cost ls vlslblc to declslon mskcr~ We recogolzc thst the precise cost cannot be known untH projec1 complctlon but sugg@st 1hat llfc-cycle cost estlmstes tha1 arc updated tbrougbout thc dcvolopecat process wlu sllow bcticr managomcat vlslblUty and control ^n cvaluatlon Of "fc-cyclc cost and sssoclstcd bcnoflts should bc the basis on ~blcb to autborlze, 1rack, and msnegc osch project Updstos to such cost-bcneflt analyses producod a1 1he end of cscb stago sad anslysls of varlanccs from tbe orlgloa1 assessmen1 sbould bc 1he basis of dcclsions 10 prococd to thc oc~t sto~c or to modify tbe plan. Even 1n tbe case ~bore s developmen1 ls ncccssltatod by lcglslated sctlon, cos1-offcctlvaness analyses can be belpful to select ~ good sltcrnatlve dpproacb and 10 casure 1ba1 requlrcments growtb does not peter tbc development pr~cs~ Ov"1~y Ass"~"ace "nd Co~figur"1~on hlen.gemen1 Ibc ~fc-cyclc development matbodology ceployed by tbe SSA descclbes 37 dlffercat products tbat arc producod by various organlzatlons durlug tbe development proces~ Ibese products consist of plans, analyses, requlrement~ speclflcatlons, report~ scbedules, sad otber defined document~ For this process tbe qual~y assurance (QA)
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From page 24... ...
This capability will help the SSA assess the effects of a change to its systems and should also help ensure that software changes are appropriately documented. The SSA should also place its test files, test databases, test scripts, and test results under change control and configuration management with the eventual objective of possibly automating the testing process.
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