SOARing Along With the D.C. Government

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SOARing Along With the D.C. Government

Craig Prindle and Stephen Wagner

October 6, 2000





On September 15, 1997, the District of Columbia embarked on an ambitious project to replace its outdated financial management system (FMS) and to re-engineer its financial management business processes. Faced with the looming year-2000 deadline, the project’s aggressive implementation schedule necessitated that the core accounting system and re-engineered business processes be operational by October 1, 1998, the beginning of the District’s FY99. Other system functionality, such as the Executive Information System, Fixed Assets and Inventory, and Budget Preparation System, would be completed by the following spring. Compounding this deadline were other ambitious information system initiatives. The District was concurrently implementing three major IT projects, a new payroll and personnel system, a new contracting and procurement system and an integrated tax system, all vying for the same resources needed for the implementation of the new FMS. Additional pressures from outside the District government, such as Congressional oversight, increased public awareness and national media attention, resulted in a heightened assessment of risk.



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