Continued Review of the Tax Systems Modernization of the Internal Revenue Service Final Report (1996) / Chapter Skim
Currently Skimming:
Summary and Major Recommendations
Summary and Major Recommendations
Pages 1-12
The Chapter Skim interface presents what we've algorithmically identified as the most significant single chunk of text within every page in the chapter.
Select key terms on the right to highlight them within pages of the chapter.
From page 1... ...
Modern business practices, such as telephone processing centers and on-line data access, must be integrated with time-testecl tax processing capabilities to yield an effective overall system.
|
From page 2... ...
Significant accomplishments, responsive to previous Computer Science and Telecommunications Board committee recommendations, include the following: Distribution of a concise business vision document; ~ A business vision defines the overall goals of an organization {i.e., how the organization will conduct its business)
|
From page 3... ...
Although the IRS has gained some hands-on experience in the development of large systems, it has shown reluctance to adopt fully across the entire development organization industry and government standard practices and approaches that would reduce the risks associated with TSM. Specifically, the IRS has failed to create a concise overall TSM architecture plan that would allow it to establish specific performance goals or metrics against which progress could be measured and reported.
|
From page 4... ...
and its Associate Commissioner for Modernization in the last 6 months.2 A nationwide search is under way for a C10. The committee congratulates the IRS for this approach and strongly urges that special steps be taken to develop a compensation package or contract sufficient to attract a high-caliber, trained, experienced manager of large systems from the private sector, who would be interested in the challenges provided by TSM.3 - The Chief Information Officer and Associate Commissioner define the top of the technical and operational TSM hierarchies, respectively.
|
From page 5... ...
Specifically, require mature software and systems development processes across the entire development organization within 2 years, reaching maturity level 2 on the Software Engineering Institute Capability Maturity Model for Software (CMM) 5 and maturity 4 An example is the meeting between the Architecture/Software Subcommittee and the IRS on June 27, 1 995, in Dallas, Texas.
|
From page 6... ...
project, applying the best talent within the IRS, to demonstrate a mature development ability, to develop processes and procedures for all IRS projects, and to determine the long-term needs of the re-engineered IRS.7 Furthermore, TSM funding for projects that do not support the focus project directly should be reduced until definite improvement is shown. If these recommendations are not followed, the committee believes that the TSM effort will fail to realize most of the goals defined by the IRS business vision.
|
From page 7... ...
The IRS has a proud tradition of developing its own business leaders, but it cannot develop the level of technical expertise required by TSM without hiring and contracting experienced technical leaders from outside the organization. Recommendation 2: Develop a Proper Set of Performance Goals and Metrics The C10, working with the Associate Commissioner and all of the technical managers, must set up a planning system with clear performance metrics for TSM.
|
From page 8... ...
A comprehensive system model for TSM would allow the type of scientific analysis that is needed to answer key technical questions, before a heavy investment is made in a particular approach. There is no substitute for an adequate architectural definition and system moclel.
|
From page 9... ...
Recommendation 5: Implement an Overall Process Improvement Plan The IRS needs to prepare an overall process improvement plan covering all systems and software development, both internal and external. The term "process improvement" describes a set of actions taken to improve the skills and knowledge of workers, as well as the quality of the tools, equipment, and methods used by those workers.
|
From page 10... ...
Furthermore, the IRS's efforts to improve its system development capability may not be able to keep up with changes in the field or the projected pace of TSM development. The fRS's top managers appear to recognize this problem, but they need to prepare an overall process improvement plan that is closely coordinated with TSM schedules and contracts.
|
From page 11... ...
Doing so will improve its development capability substantially. Furthermore, TSM funding for projects that do not support the focus project directly should be reduced unfit definite improvement is shown.
|
From page 12... ...
SOURCE: "Treasury/IRS Modernization Management Partnership," an internal use memorandum dated April SO, 1995, to the Deputy Secretary of the Treasury from the Assistant Secretary (Management) of Treasury and Chief Financial Officer.
|
Key Terms
This material may be derived from roughly machine-read images, and so is provided only to facilitate research.
More
information on Chapter Skim is available.