What does it mean to say that something is “transparent”?
That’s easy; you can see through it, like a window let you see through a wall and into — or out of — a room.
What does it mean for a government program to be “transparent”?
What makes a government program “transparent”? I’ve been thinking about this while researching my framework for transparency program planning and assessment. Here are criteria to use when designing, modifying, or assessing a program’s “transparency”:
In Agile grows up and new challenges emerge author Rick Freedman points out what project managers, sooner or later, learn from the School of Hard Knocks: changing and improving project management practices to improve the likelihood of project success involves not just improved management methods but also cultural changes within the sponsoring organization.
Here’s some light reading: the US Dept. of Veterans Affairs’ Office of the Inspector General’s “Audit of the Project Management Accountability System Implementation.” Known as “PMAS,” the system was put in place in 2009 to provide better oversight of the VA’s troubled IT development projects. This was done in light of a history of cost overruns and failed IT projects at the VA.
IBM’s Luis Suarez’ blog post Social Media at Work presents basic arguments for why organizations, not just individuals, need to adopt social media as a normal part of their communication infrastructure. He suggests that organizations need to adopt social media because their employees and their customers are using social media.
The Executive Office of the President’s Council of Advisors on Science and Technology’s U.S. Preparations For the 2009-H1N1 Influenza is a long and sobering document. Dated August 7, 2009, the report discusses a long list of critical issues and recommendations that need to be addressed now.
That’s one of the reasons I’m concerned about how President Obama’s proposed changes to Federal procurement rules might tip the scales even more in favor of the issuance of fixed price contracts in situations where insufficient detail on requirements and available budget aren’t readily available to potential bidders.
In September 2006 I published The Justification of Enterprise Web 2.0 Project Expenditures. It examined differences between the cost justification of current information systems compared with cost justification of older systems. It discussed how some of the rules for calculating and thinking about technology related costs have changed.
The report Six Practical Steps to Improve Contracting by Dr. Allan V. Burman, Adjunct Professor, George Mason University, is based on a series of discussions co-sponsored by The IBM Center for the Business of Government and George Mason University concerning government procurement practices.
The American Recovery and Reinvestment Tax Act of 2009 (ARRA), passed by Congress and signed by the President, is now available online. The text below is an attempt to summarize sections of the law that do the following:
There’s a strong possibility that how the public sees and experiences the programs reported through Recovery.gov will have just as much potential for driving economic improvement as the programs themselves.
Chris Cizilla’s White House Cheat Sheet: Bypassing the Media Filter is an oversimplification of the shifting role of social media in politics. He makes the usual “Obama is using social media to bypass the mainstream media to go directly to voters” comment, which I think misses the point.