1. No 1 2014-02-07 The Swedish National Audit Office RRV: why IT- projects fail. Intosai Motto: More time for discussion Starting with some comments on our survey of the 231 government IT-projects Then presenting the questions we found interesting

2. No 2 2014-02-07 The Swedish National Audit Office 231 projects It seems agencies have too many projects on hand. Even relatively small agencies have 3-4 projects to manage simultaneously …and it will get even worse beforen e- Goverment takes off

3. No 3 2014-02-07 The Swedish National Audit Office Implementation P(success) < 0.5 Recovery from serious problems is very uncertain. 56% of the projects had their schedules and budgets revised once. 36 % of them relapsed into problems It takes 6-7 months for problems to be clearly detectable

4. No 4 2014-02-07 The Swedish National Audit Office Why? Projects are too big and take too long – 2 yrs. Common wisdom says 6 months is right, but not much happens …. Projects more demanding now… Lead Paper tells it all and very well So does the OECD/PUMA brief So does Standish Group…

5. No 5 2014-02-07 The Swedish National Audit Office Standish Group: Private and Government projects

6. No 6 2014-02-07 The Swedish National Audit Office OECD: To get IT right - establish appropriate governance structures; - think small; - use known technologies; - identify and manage risk; - ensure compliance with best practices for project management; - hold business managers accountable; - recruit and retain talent;

7. No 7 2014-02-07 The Swedish National Audit Office OECD: To get IT right -prudently manage knowledge; - establish environments of trust with private vendors; and - involve end-users. Motto:governments must identify risk, determine which risks they are willing to take, and manage the relevant risk

8. No 8 2014-02-07 The Swedish National Audit Office Projects = Investments Business need and change has often been not a very clear objective: We need a system… The investment processes are often ill- designed and rely on Ad-hoc action = many projects should never have been initiated

9. No 9 2014-02-07 The Swedish National Audit Office Get it right before you start… The fast trigger – slow bullet syndrome Many/most agencies still don´t have a really supportive IT-strategy Practically none have an integrated development strategy, putting IT in it´s right perspectivem

10. No 10 2014-02-07 The Swedish National Audit Office What is behind? Management

11. No 11 2014-02-07 The Swedish National Audit Office KTH, Project Management Institute (Prof Selin)

12. No 12 2014-02-07 The Swedish National Audit Office Do managers learn? Probably, but slowly Projects become more difficult, faster? How do they learn? Processes for learning in place? Should SAI contribute and how?

13. No 13 2014-02-07 The Swedish National Audit Office Invest wisely… (J.D Rockefeller) Projects: The process of implementing the investment One view: don´t worry too much about implementation, look at least as much at decisions and processes behind the projects How should SAI audit them? What about ITIM (GAO)? Does it need supportive legislation like Clinger – Cohen to work?

14. No 14 2014-02-07 The Swedish National Audit Office Do SAIs invest wisely? With few exceptions IT-audit resources in the SAI are very scarce indeed. How should we use them? Foci? What intelligence activities and other measures does it take to put the SAI in a position to invest wisely in audit projects?