[gregd]

So reading these findings is kind of enlightening. As a former Manager with the State of Oregon, the lines about competing priorities really resonates with me. DAS (Dept. of Administrative Services) was tasked at one point with unifying IT and related services throughout the state, which basically forced them to look at the state as one entire enterprise. Good in theory, not so good in practice. I think what has proven to be true, is that each Agency has very different needs and wants with regards to IT and projects that fall into that realm.

The report goes on to mention that "the project seemed to lack a consistent, cohesive enterprise approach to managing the project." This sounds like DAS wrote this. It goes on to say, "The focus was on establishing an enterprise solution for the exchange and for the DHS Modernization project.". Again it sounds like DAS wrote this.

A key component (I think) that screwed the process was not keying vendor payment to deliverables, well and paying time & materials only. Fucking unbelievable. If I had been involved in this project, I would have gone on record in the beginning as against this setup and I would have considered it doomed to fail.

It's interesting that they put together an RFP for a Systems Integrator and during the open question process "Carolyn Lawson said that she called potential system integrators and was told that they were not interested in bidding due to the lack of clear requirements and the limited budget (the state requested $96M, but was only funded $48)" So no potential bidders would bid on this fiasco.