by clicking on the page. A slider will appear, allowing you to adjust your zoom level. Return to the original size by clicking on the page again.
the page around when zoomed in by dragging it.
the zoom using the slider on the top right.
by clicking on the zoomed-in page.
by entering text in the search field and click on "In This Issue" or "All Issues" to search the current issue or the archive of back issues respectively.
by clicking on thumbnails to select pages, and then press the print button.
this publication and page.
displays a table of sections with thumbnails and descriptions.
displays thumbnails of every page in the issue. Click on a page to jump.
allows you to browse through every available issue.
FCW : July 15, 2015
40 July 15, 2015 FCW.COM that our security efforts enable the rapid delivery of secure solutions rather than serving as yet another impediment to implementation. • IT acquisition reform. The survey results underscore the fact that many agencies don’t use exist- ing contracting flexibilities to help drive speed, innovation and adoption of best practices. There is so much we could do — right now — to help foster a culture of innovation. Our contracting practices should enforce the widespread use of state- ments of objectives rather than rigid statements of work, value alternative proposals from industry, and encour- age the adoption of best-value and performance-based contracting. We shouldn’t be surprised that the federal acquisition workforce ranks innova- tion and speed as low priorities, given the incentive structures currently in place for contracting offices. But that shouldn’t stop us from creating an envi- ronment in which the entire acquisition team has a shared performance goal of successful program delivery. We must also address the current perception-management issue around innovation. We are constraining innova- tion in government far more by how we ask for solutions rather than by whom we ask. There is great innovation in Silicon Valley, to be sure. But there is also great innovation in tech corri- dors all across this nation, including the Washington, D.C., region. There is room for established companies and new entrants of every size if we offer a competitive environment that encour- ages rather than stifles innovation. • FITARA. Twenty years after the Clinger-Cohen Act, we finally have some new IT reform legislation. And now that the Federal IT Acquisition Reform Act has been enacted, we must set our sights on the delivery of results. Although it always helps to have a seat at the table, it’s even more important to have a voice once seated there. The spotlight on CIOs continues to increase, and expectations are high. We must forgo the temptation to rely on lengthy reports to Congress and instead turn our attention to measur- ing agency progress against clearly stated outcomes. Also, although FITARA is a good step, a more substantive legislative overhaul is still required. Much has changed in 20 years, and buying and managing IT are radically different in this millennium. • IT modernization. Across govern- ment, the preponderance of IT funds are still being expended on legacy operations and sustainment. Although every legacy system doesn’t need to be retired, a focused effort on legacy rationalization is needed. We must free up cash to take advantage of new solu- tions and approaches. One of the val- ues of moving to a managed services approach is that operations and main- tenance funds can be repurposed to pay for consumption-based contracts rather than going through a protracted budget process to get new develop- ment and modernization funding. • Mobility. CIOs said that although they are making progress in imple- menting telework at their agencies, additional attention must be turned to the adoption and use of mobile devices and solutions. The future is a self-service, cloud-based, mobile- device world; our goal should be secure access from any computing device by any trusted user, any- where, anytime. We must capitalize on rather than avoid the power of smartphones, tablets, the Internet of Things and a Web-connected world. • Workforce. Attracting and retain- ing the workforce of the future is a crucial issue for industry and government. We must create an environment that will encourage the next generation of technology work- ers to come to government and stay long enough to deliver results. That means reconsidering the environment that we will provide for employees in terms of technology, work location, leadership opportunities, mentoring, continuous learning and performance management. A few years ago, the federal CIO Council released a “Net Generation” guide that offers important insights into younger employees’ expectations and recommendations on how to work within the federal human resource pro- cess to get better results. The report contains a number of actions that should still be considered. Times of change are times of oppor- tunity. Today, opportunities abound if we can remove some of the barriers that slow the adoption of new ideas and technologies. n David Wennergren is senior vice president of technology at the Profes- sional Services Council. The results of the CIO survey are available at PSCouncil.org. Cloud types in use 46% Private 39% Public 15% Hybrid DrillDown 0715fcw_024-040.indd 40 6/24/15 9:43 AM
June 30, 2015
July 30, 2015