Veterans Affairs: Health Information System Modernization Far from Complete; Improved Project Planning and Oversight Needed

VA concurred with the recommendation and took actions to address the issues that we identified. For example, in August and September 2009, VA held meetings with stakeholders to develop a new integrated master plan and integrated master schedule for HealtheVet. Additionally, the department provided evidence that it intended to use its newly implemented Project Management Accountability System as the basis for developing a complete HealtheVet project plan. However, VA changed its strategic direction and discontinued HealtheVet in August 2010. Although the department canceled the HealtheVet program, we consider the above actions to be responsive to our recommendation that it develop a project management plan for HealtheVet.

VA concurred with our recommendation and, in May 2008, tasked the Space and Naval Warfare Systems Center (SPAWAR) with conducting an independent validation of the 10-year life-cycle cost estimate for the HealtheVet suite of applications. In August 2009, VA provided briefing slides with the results of the independent validation, which showed that the SPAWAR cost estimate for HealtheVet was within 5 percent of the estimate developed by VA. Although VA changed its strategic direction and discontinued HealtheVet in August 2010, we consider the department's actions to be responsive to our recommendation.

VA concurred with the recommendation and filled the Assistant Deputy CIO for Program Management position in January 2009. However, in April 2010, we learned that this position was again vacant. In August 2011, VA provided information that this position (now called the Assistant Deputy CIO for Project Management) was filled in May 2011. Further, with regard to other critical positions, (1) the Assistant Deputy CIO of Software Development position was filled in October 2009, (2) the Assistant Deputy CIO for Software Engineering position was realigned to a non-SES product support role, and (3) the Deputy Director position for the Interagency Program Office was filled in January 2010. Although VA changed its strategic direction and discontinued HealtheVet in August 2010, we consider the department's actions to be responsive to our recommendation.

VA concurred with the recommendation and took steps to begin addressing the issues that we identified. For example, in August 2009, milestone review schedules for HealtheVet had been established as part of VA's newly implemented Project Management Accountability System (PMAS) oversight initiative. Further, the department reported that it had implemented software to help manage the PMAS reviews and related artifacts. Although VA changed its strategic direction and discontinued HealtheVet in August 2010, we consider the steps taken to be responsive to our recommendation to develop a schedule for and conduct milestone reviews of the HealtheVet projects.

VA concurred with the recommendation and took steps to address the issues that we identified. For example, in July 2009, VA approved a revised charter and governance plan for HealtheVet which reflected organizational changes to the department and its adoption of PMAS. Although VA changed its strategic direction and discontinued HealtheVet in August 2010, we consider the initial steps taken to be responsive to our recommendation to finalize and implement a governance structure for HealtheVet.