How the US Government is Modernizing Business Approval Processes

Technology is meant to make our lives easier. So you know something is amiss when nearly a third of federal government acquisition specialists polled believe their agency's acquisition technology makes their job more difficult. functionality, a dependency on manual activities, and the requirement for emails outside the system were just a few of the issues raised. Many respondents found their system's user interface clunky or insufficient, and others compared the experience to using DOS, an operating system popular in the 1980s. Clearly, many federal agencies' purchasing systems require significant upgrading. The Federal News Network article provides federal acquisition community insights on government procurement and contracting tools. Because acquisitions affect every element of the public sector, the demand for new procedures becomes even more pressing. Procurement teams encounter a number of issues due to outmoded acquisition technologies and workflows:

Wasted resources occur when they are unable to accurately plan, track, or manage awards for the goods and services they require.

Delivery delays are the result of an inefficient acquisition cycle. Manual acquisition management processes are inefficient, time consuming, and expensive. Communication issues between contracting organizations and government consumers. A tried-and-true strategy for modernizing the federal purchase process. Making crucial decisions with outmoded systems sets the procurement process back from the start. Even though many agencies wish to modernize their acquisition technology, the majority of them cannot simply replace old systems with new ones to handle these data integration difficulties. Process automation has proven critical in improving efficiencies in government procedures. According to a federal assessment, RPA projects alone have freed up than 1.5 million hours of capacity. However, as Gartner maintains, more is required: organizations must go beyond walled options like RPA and automate all business operations that can or should be automated. You can trust the federal acquisition process tools. Leading defense and civilian agencies rely on the Appian Government Acquisition Management suite of technologies to automate, modernize, and accelerate the procurement process. Appian's acquisition solutions use automation technology, such as AI, robotic process automation (RPA), and intelligent document processing (IDP), to reduce errors and manual work while saving time.DOD has addressed our previous recommendations. To accomplish this, we used our November 2005 report as a baseline for comparison, concentrating on the efforts the department has made to address the noncompliance issues identified in that report. In July 2001, the department launched a business management modernization effort to, among other things, create a business enterprise architecture and construct the investment controls required to successfully implement it.

The solutions can be utilized separately or as part of an integrated solution suite to ensure a smooth and effective acquisition process.


The FedRAMP-certified and IL4/IL5-compliant Appian solutions connect current systems via a secure data fabric, providing access to all records, tasks, documents, and data in one location. No more swiveling between siloed systems to locate the necessary data and documents. Furthermore, Appian's flexible, drag-and-drop capabilities enable you to easily modify workflows to your regulations and requirements, allowing you to respond swiftly to changing needs. Appian's prebuilt solutions target certain parts of the acquisition process, including requirements management, award administration, source selection, clause automation, vendor management, and contract drafting. Read the eBook to learn more about the present status of government acquisition technology, its implications for government organizations, and the advantages of a modern acquisition system. For decades, the Department of Defense (DOD) has failed to upgrade its outdated corporate systems and procedures. We categorized DOD's business systems modernization as "high risk" in 1995 and continue to do so now. As our research on successful public and private sector organizations has shown, attempting a large-scale systems modernization program in a large organization such as DOD without, among other things, a well-defined enterprise architecture and the associated investment management controls for implementing it frequently results in systems that are duplicative, stovepiped, non-integrated, and overly expensive to manage, maintain, and operate. In May 2001, we made recommendations to the Secretary of Defense outlining how to effectively develop and implement an enterprise architecture while limiting system investments until the department had a well-defined architecture and a corporate approach to investment control and decision making.

This project was launched as part of the Secretary of Defense's larger initiative to "transform the way the department works and what it works on."

Between 2001 and 2005, we assessed that the department's business management modernization effort was not being managed properly, concluding in 2005 that hundreds of millions of dollars had been spent on design and investment management structures that were rarely used. To help DOD address these modernization management challenges, Congress included provisions in the Ronald W. Reagan National Defense Authorization Act for Fiscal Year 2005 (the Act) that aligned with our recommendations for developing a business enterprise architecture and associated enterprise transition plan, as well as establishing and implementing effective information technology business system investment management structures and processes. More specifically, the Act required the department to, among other things, develop a business enterprise architecture, develop a transition plan to implement the architecture, include systems information in its annual budget submission, establish a system investment approval and accountability structure, establish an investment review process, and approve and certify system modernizations exceeding $1 million. The Act also requires the Secretary of Defense to submit an annual report to congressional defense committees on compliance with certain Act requirements no later than March 15 of each year from 2005 to 2009. Furthermore, the Act requires us to disclose to congressional defense committees within 60 days after DOD's report submission an assessment of DOD's activities taken to comply with these obligations. Our review's objectives were to analyze DOD's actions to comply with the requirements of Section 2222 of Title 10, U.S. Code, and identify the extent to which

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