Case Study: Government Resource Planner (GRP)
Government IT projects frequently face systemic obstacles: legacy systems that lag behind modern demands, data trapped in silos, and a deep-seated reluctance to pursue transformative change. Yet, every so often, an initiative defies these constraints and redefines what’s possible. The Government Resource Planner (GRP) was one such endeavor—a lightweight, custom-built ERP system that emerged from a bold experiment and offered a new blueprint for federal technology innovation.
The Origin of GRP: Turning Frustration into Opportunity
My tenure at the U.S. General Services Administration (GSA) immersed me in an environment where inefficiencies were the norm. Agencies wrestled with disjointed tools that hindered collaboration and obscured critical insights, creating a cycle of stagnation. It was a challenge I couldn’t ignore. From this frustration, I conceived GRP: a flexible ERP designed to unify resource management and adapt to the diverse needs of federal agencies. What set this idea apart was its premise—I argued that the government should develop it in-house rather than procure a commercial off-the-shelf (COTS) solution.
This wasn’t a widely embraced view. The prevailing mindset favored outsourcing software to private vendors, leaving agencies to focus on governance rather than development. But I saw untapped potential. Having observed the government’s capacity to deliver complex physical infrastructure—bridges, highways, buildings—I questioned why software couldn’t follow suit. A custom-built system, I reasoned, could address the unique operational nuances that off-the-shelf products often overlooked.
Securing the Seed: A $150,000 Leap of Faith
With access to expiring funds and a clear vision, I secured $150,000 to build a mobile app prototype. I took the lead in drafting the Request for Proposal (RFP), rallying vendor interest, and navigating a rigorous approval process to adopt Google Flutter—a cross-platform framework I championed for its ability to deliver efficient, scalable solutions across iOS and Android. This initial investment sparked momentum. The prototype evolved into ACRE, a broader initiative inspired by Amazon’s one-pane strategy for seamless integration. Though its scope later broadened beyond my original intent, the seed I planted remained focused on a comprehensive ERP to overhaul government operations.
Build vs. Buy: A Strategic and Philosophical Commitment
The decision to build GRP rather than buy a COTS product was both strategic and philosophical. A bespoke system promised tailored functionality—think real-time resource tracking, cross-agency data sharing, and modular adaptability—while sidestepping the pitfalls of vendor lock-in. It also positioned agencies as architects of their own IT futures. Critics were quick to note the government’s limited track record in software development, and they weren’t wrong to highlight the risks. Yet I pressed forward, collaborating with the Google Flutter team for technical insights, securing GSA’s endorsement of the framework, and assembling a dedicated team of developers to bring the concept to fruition.
Measurable Impact: Efficiency, Control, and a New Benchmark
The results were compelling. GRP streamlined workflows by consolidating disparate processes into a unified platform, improved data integration for better decision-making, and empowered agencies to take ownership of their IT ecosystems. Beyond these gains, it set a precedent: the government could design and deliver software that rivaled private-sector solutions. GSA’s CIO took notice, recognizing GRP’s potential to reduce reliance on external vendors and amplify operational leverage—a powerful endorsement of the build-over-buy approach and its execution.
Looking Ahead: Scaling Innovation Through Shared Services
GRP was a proof of concept, but its implications reach further. I believe the government should double down on in-house software development, particularly for foundational functions like project management and resource allocation. Why not establish a Quality Service Management Office (QSMO) under the Office of Shared Solutions and Performance Improvement (OSSPI)? Such a hub could offer standardized tools—imagine a government-wide dashboard for project tracking or a shared repository of best practices—overcoming the fragmentation of agency-specific preferences. This isn’t about replacing every tool but about creating a cohesive backbone that enhances efficiency and accountability.
By embracing a build-versus-buy mindset and fostering a culture of innovation, the government can deliver services that are not only more efficient and effective but also more responsive to citizens’ needs. GRP illustrates what’s achievable when vision, strategy, and execution converge—and it signals a broader opportunity to rethink how federal IT evolves.
