Chương 2: Thiếu Kế hoạch và Quản lý Gãy làm suy yếu các nỗ lực thuế của Nhà nước Bộ sưu tập tài khoản cho các giờ IT của nhà cung cấp, trong đó đặt ra câu hỏi liệu người nộp thuế đã nhận được đầy đủ giá trị cho hàng triệu đã được chi cho các hợp đồng này. Cục thuế cũng bị quản lý xung đột và môi trường làm việc rối loạn chức năng đã làm trầm trọng thêm bởi một email xúc phạm từ nhà cung cấp CNTT của mình. . | Chapter 2 Lack of Planning and Fractured Management Undermine the State s Tax Collection Efforts DoTAX s poor IT project management enabled weak vendor accountability account for its IT vendor s hours which raises questions about whether taxpayers have received full value for the millions that have been spent on these contracts. The tax department also suffered from management conflicts and a dysfunctional work environment that was exacerbated by a derogatory email from its IT vendor. Those factors led to a six-month delay in the adoption of potential revenue-generating initiatives and helped spur a 2009 contract modification that was developed in secret eliminated previously required deliverables and reduced vendor accountability. We reviewed the department s IT contracts and found that the procurement and payment methods of the 1999 ITIM system contract were transparent. In contrast the 2008 contract was less transparent in both its procurement and payment methods. In fact the contract s payment mechanism is questionable. We found that within the executive branch there is very little guidance provided to staff to oversee and manage the tax department s multimillion dollar IT contracts. Instead the department relies upon its in-house expertise which we found to be lacking. Although DoTAX management could have relied upon project management provisions in its various IT contracts we found that follow-through on these provisions has been inadequate. In addition the department has failed to maintain an accurate accounting of the vendor s work hours resulting in weak vendor accountability. Lacking statewide and departmental IT project management guidance DoTAX leaders relied on inadequate in-house expertise The State does not provide project management guidance or oversight over IT contracts and provides only minimal contract management training to the executive branch departments. The Information and Communication Services Division ICSD is the lead agency for .
