The National Aeronautics and Space Administration (NASA) spends 90 percent-$13 billion-of its budget on contractors. Yet since 1990, GAO has designated NASA's contract management as a high-risk area-in part because the agency failed to implement a financial management system to provide information needed to make key program decisions. In April 2000, NASA initiated its most recent effort to implement an effective financial management system-the Integrated Financial Management Program (IFMP). Three years into the program, GAO found NASA risks building a system that will cost more and do less than planned. As a result, the Congress requested reviews of NASA's IFMP enterprise architecture and financial reporting and program cost and schedule controls.
Business Modernization: NASA's Challenges in Managing Its Integrated Financial Management Program
2003
22 pages
Report
No indication
English
Banking & Finance , Public Administration & Government , Management Practice , Financial management , Contract management , Controls , Implementation , Compliance , Federal government , Financial reports , Costs , Recommendations , Accountability , Integration , Consistency , Procedures , Contract administration , Program management , Processes , Financial modules , Modernization , National Aeronautics and Space Administration(NASA) , Integrated Financial Management program(IFMP) , Enterprise architecture , Functionality
NASA's Integrated Risk Management Program
British Library Conference Proceedings | 2008
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