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MARTIN: OK, which brings in Clay Johnson - without getting too technical about it, everybody - the Health and Human Services secretary, Kathleen Sebelius, the president himself - nobody is defending it. Is this as bad as people say?
JOHNSON: This is as bad as it gets. Although it's sort of predictably bad. You know, 94 percent of the time large federal IT projects fail and this is no exception. Usually, the successes are the exceptions and not the rule. It's...
MARTIN: Why is that?
JOHNSON: I think it's because of the way that we hire people on the inside of government to manage these projects. And the way that we hire contractors in order to implement the work. Look, from my experience, I like to say that a successful information technology project requires three things. It requires time, it requires money, and it requires talent. And the government had plenty of time and they had plenty of money, so it must've been talent that was missing.

In this case, we have about 1,800 pages worth of regulations that determines who can win contracts and who can't. And as a result, I think, in technology, some of the smaller, more innovative businesses are not getting selected for these contracts. And you have larger companies that have entrenched themselves and almost guaranteed themselves the business, winning these contracts, and therefore, not having to compete, not having to modernize themselves and continually failing at implementing stuff like this.


Can this methodology be fixed? I have my doubts.

Now that we have brought in so many experts, I have to wonder what really kept us from doing that before? What has changed that allowed us to do so now?
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