The TVA OIG is releasing its Spring 2015 Semiannual Report to Congress – a report required by law twice a year. This edition’s theme, “Building a Better TVA…Together,” focuses on the OIG’s commitment to provide an independent view of the effectiveness of TVA operations and challenges ahead as well as the importance of working collaboratively with TVA management to identify the best solutions to address those challenges. In the feature article of this report, the OIG provides an overview of TVA’s strategic initiatives and actions being undertaken to address TVA’s challenges. The OIG also discusses the challenges it sees ahead for TVA and how its work can help TVA navigate challenges in the areas of sustaining efforts to improve organizational health; maintaining assets while controlling organizational spending; ensuring cyber-security on critical assets; and improving overall major project execution. In this semiannual period covering October 1, 2014 through March 31, 2015, the OIG’s audit, evaluation, and investigative activities identified nearly $11 million in funds that could be put to better use, questioned costs, recoveries, savings and penalties as well as opportunities for TVA to improve its programs and operations. Click here to read this report…
The OIG performed this audit to determine Enterprise Architecture and Planning's (EAP) current effectiveness and actions completed in the implementation of management action plans in response to a previous audit, and TVA IT's 1,000 Days to Success initiative (IT1K). The TVA OIG also assessed the design of the management action plans and IT1K program as well as identified gaps related to any outcomes not met.
We found while EAP's operational maturity has improved, actual IT project delivery has been inconsistent. A review of a judgmentally selected sample of recently completed and ongoing projects identified various possible causes for this inconsistency, including:
1. IT resource engagement, including level of involvement and resource availability.
2. Level of IT senior leadership team's project engagement.
3. Project Manager (PM) effectiveness, including the level of authority to acquire resources and the impact of PM turnover on projects.
4. Inconsistent business engagement in IT projects.
5. Inconsistent project processes, including the identification, documentation, testing, and tracking of business and functional requirements.
Click here to read this report…
The TVA Office of Inspector General performs a crucial mission by providing independent and objective reporting to the TVA board, the Congress, and other stakeholders. The OIG does this through its audit, evaluation and investigative activities. By statute it is charged with promoting economy and efficiency throughout TVA while preventing and detecting fraud, waste, and abuse affecting TVA. TVA employees, contractors, and the public can help the TVA OIG fulfill its mission and make a difference at TVA by reporting any suspicions about fraud, waste and abuse to the OIG hotline system, known as Empowerline.