at hhs, cio authority is an issue gao reported on just last week. across 27 departments, about $40 billion are spent annually on these 700 investments. and public dissemination of each project status is intended to allow omb and the congress to hold agencies acountable tr 3er formans. surprisingly, they showed a green cio rating. but interestingly, the rating was red in march. both omb are important so executives are aware of project risks. we have issued reports on omb and agency tech stats and their excellent results. primarily, halting and scoping and redirecting troubled projects. we are not aware that healthcare.gov was subject to a tech stat review. for expertise, it is extremely important to project success for knowledge and skills. this applies to a number of programs including management, systems integration and testing. and fifth, program management. z several best practices increase the likelihood that it will be delivered on time, within budget and within the functionality promised. this starts with getting your requirements right and ha

lacks senior oversight from most senior technology officials including federal cio, federal cto, and hhs cio. mr. power, what should we take from this report? mr. powers? powner? >> clearly those are best practices. what we did, that was a report that we did. we always report on failures. so we actually went to ten agencies and we asked them for a success story. so there's seven success acquisitions in there and we asked why they were successful. none of that is a surprise. it's defining your projects right upfront, putting the right people in charge, good communications with contractors and managing best practices throughout the life cycle. so it's something everyone at this table knows needs to be done on successful acquisitions. and, you know, mr. chairman, i think fatar and where we look at the acquisition process, that's fine. that's going to be very helpful. but a lot of this just gets down to solid governance and good management. that's what the practices really highlight. >> thank you. mr. chairman, i'd like to yield the rest of my time to mr. meadows. >> thank you. >> i thank the ge

the hhs oh cio is responsible for policy framework for i.t.. including such areas as enterprise architecture, capital planning, records management, accessibility, and security and privacy. arenaample, the security has a healthy framework. it encompasses the federal formation security management act of 2002, omb directives, and the national guidance on security and privacy. all of which are embodied in the department security policies. our information technology portfolio is sizable. including support to a number of grant programs that provide i.t. resources, state am a local, and tribal governments. the department portfolio also supports everything from common and commodity i.t., things like human resources and e-mail, to the mission systems that enable research at the national institute of health, to the regulation of drugs and devices at the fda, and the treatment of patients at the indiana health services network of clinics. is a large apartment with a large set of missions. it includes the ministration for children and families, the ministr

the obama rollout apparently last senior oversight for most, , and hhs federal cto cio. take from this >> clearly, those were best practices. what we did, that was a report we did where we always report on failures. we went to 10 agencies and asked them for a success story. there are seven successful acquisitions in there and we asked why they are successful. none of that is a surprise. it is defining your projects right up front and putting the right people in charge. good communications with contractors and managing best practices throughout the lifecycle. it is something everyone at the table knows needs to be done on successful acquisitions. where weman, i think look at the acquisition process on the whole bit, that is fine and will be helpful. a lot of this just gets down to solid governance and good management and the right attention on these projects. that is what the practices really highlight. >> thank you. mr. chairman, i would like to yield the rest of my time to mr. meadows. thank you. >> recognize. >> i think the gentleman from michigan and i have a question