Tax System Modernization: Management Mistakes Caused Delays in Automated Underreporter System
IMTEC-90-51
Published: Jul 10, 1990. Publicly Released: Aug 08, 1990.
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Highlights
Pursuant to a congressional request, GAO reviewed the Internal Revenue Service's (IRS) Automated Underreporter System.
Recommendations
Recommendations for Executive Action
| Agency Affected | Recommendation | Status |
|---|---|---|
| Internal Revenue Service | To address the problems experienced by IRS in developing the Automated Underreporter System, the Commissioner of Internal Revenue should immediately direct the Chief Information Officer to assess the option to save development costs by using the interim system as the starting point for completing the Automated Underreporter System. |
IRS has compared development documents of the interim system to AUR and will salvage as much of the software code as possible. Common functional modules are being identified by IRS and the AUR software developer for transferability from the interim system.
|
| Internal Revenue Service | To address the problems experienced by IRS in developing the Automated Underreporter System, the Commissioner of Internal Revenue should immediately direct the Chief Information Officer to establish realistic milestones on which both the users and Congress can rely. |
Milestones have been established and IRS is satisfied that all can be met on schedule.
|
| Internal Revenue Service | To address the problems experienced by IRS in developing the Automated Underreporter System, the Commissioner of Internal Revenue should immediately direct the Chief Information Officer to verify that staffing needs have been properly addressed. |
IRS has expanded--by a factor of six--the staff and expertise in-house augmented with a large vendor contingent.
|
| Internal Revenue Service | In light of the broader IRS need for enhanced technical expertise and experience for its overall modernization efforts, IRS should assign experienced technical, procurement, and managerial staff to key positions for system development projects at the outset. Such staff should have demonstrated capabilities in all phases of the system development life cycle and have demonstrated successful delivery of systems. |
IRS has expanded--by a factor of six--the staff and expertise in-house augmented with a larger vendor contingent.
|
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Cost effectiveness analysisData transmissionInformation systemsIT acquisitionsSoftwareStaff utilizationSystems conversionsSystems designTax administration systemsTax return audits