It’s time to confront, not ignore, the changing expectations for CIOs.
Steve Kelman digs into the actual mechanics of a U.S. Digital Service team's partnership with a particular agency.
The Modernizing Government Technology Act can help bridge the budget gaps, but agencies need other funding sources to fully address decades of “technical debt.”
Public-private partnerships are a powerful tool for tackling large, multiyear modernization challenges.
If the Defense Department truly embraces agile, Steve Kelman argues, it would be a critical and much-needed tipping point for government innovation.
Clearing up some common misunderstandings about email authentication.
While the United States dominates many areas of IT, Steve Kelman notes that the hotspots for certain sectors are clearly clustered elsewhere.
Infosec and privacy concerns are going unaddressed in the internet of things ecosystem, and some government agency has to take the lead.
When two critical components of an enterprise don’t talk to each other, the enterprise can collapse.
Three ways federal IT program managers can proactively adapt to change.
Here's how federal IT teams can better prioritize cyber threats, shift their approach to spending and improve cyber defense.
An experience with online forms drives one of government's most ardent advocates to complain.
Prime contractors on the government's Continuous Diagnostics and Mitigation program need the ability to respond with agility to changing threats.
Steve Kelman shares some innovations that can be applied by contracting officers across government.
For government to take full advantage of the cloud, the Trusted Internet Connection program should be reimagined entirely.
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Students drawn to digital government are bringing desperately needed skills (and enthusiasm) to agencies that are willing to engage, Steve Kelman writes.
IT security and HR shops must align their policies and activities to tackle the threat of data exfiltration.
Modern use of BPR can create cost savings by focusing on problem definition and clarity of roles and responsibilities vs. people's individual performance -- not by targeting budget or staff cuts.
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