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Standards in Government IT Management Process Improvement Road Map to IT Success

Standards in Government IT Management Process Improvement Road Map to IT Success Presented by Stephen Hyland and Steven Tauber. Agency is Responsible for Meeting Legislative and Regulatory Mandates. Government Performance and Results Act of 1993 (GPRA)

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Standards in Government IT Management Process Improvement Road Map to IT Success

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  1. Standards in Government IT Management Process Improvement Road Map to IT Success Presented by Stephen Hyland and Steven Tauber

  2. Agency is Responsible for Meeting Legislative and Regulatory Mandates • Government Performance and Results Act of 1993 (GPRA) • Is the primary legislative framework through which agencies are required to set strategic goals, measure performance, and report on the degree to which goals were met.  It requires each federal agency to develop strategic plans that cover a period of at least 5 years and include the agency's mission statement; identify the agency's long-term strategic goals, and describe how the agency intends to achieve those goals through its activities and through its human capital, information, and other resources. • Information Technology Management Reform Act of 1996 (Clinger-Cohen Act) • Link IT investments to agency accomplishments and establish and measure processes for selecting, managing, and controlling IT investments

  3. Agency is Responsible for Meeting Legislative and Regulatory Mandates (cont’d) • OMB Circular A-130: Management of Federal Information Resources • Monitor and evaluate the performance of information resource investments through a capital planning and investment control process, and provide advice on whether to continue, modify, or terminate a program or project • Advise the agency head on budgetary implications of information resource decisions • Be an active participant throughout the annual agency budget process in establishing investment priorities for agency information resources • E-Government Act of 2002 (FISMA) • To enhance the management and promotion of electronic Government services and processes, and by establishing a broad framework of measures that require using Internet-based information technology to enhance citizen access to Government information and services.

  4. OMB’s Circular A-11 Requires the Annual Filing of Information • Exhibit 300 -- Planning, Budgeting, Acquisition and Management of Capital Assets • used toreport Major System Acquisitions • Is the basis for OMB approved funding • Exhibit 53 – Information Technology and E-Government • OMB IT budget approval is based on this report. • Is one of the reports OMB uses to ensure that Capital projects are in compliance with the Capital Planning and Investment Control requirements.

  5. GAO Established an Approach for Life Cycle Management of IT Investments ? How do you know you have selected the best projects? Select Phase • Screen • Rank • Select Evaluate Phase • Conduct reviews • Make adjustments • Apply lessons learned ? How are you ensuring that projects deliver benefits? Control Phase • Monitor progress • Take corrective actions ? Are the systems delivering what you expected?

  6. GAO’s ITIM Vision: Framework for Organizational Improvement • Improve the likelihood that IT investments will be completed on time and on budget • Promote a better understanding and management of IT-related risks • Ensure that IT investments are selected based on their merits by a well-informed decision-making body • Implement process management improvement ideas and innovations • Increase the business value and mission performance improvements of IT investments

  7. Stage 5 Leveraging IT for Strategic Outcomes Stage 4 Improving the Investment Process Stage 3 Developing a Complete Investment Portfolio Stage 2 Building the Investment Foundation Stage 1 Creating Investment Awareness GAO’s ITIM Vision: Framework for Organizational Improvement Investment benchmarking and IT-enabled change management techniques are deployed to strategically share business outcomes. Enterprise and Strategic Focus Process evaluation techniques focus on improving the performance and management of the organization's IT investment portfolio. Comprehensive IT investment portfolio selection and control techniques are in place that incorporate benefit and risk criteria linked to mission goals and strategies. Repeatable investment control techniques are in place and the key foundation capabilities have been implemented. There is little awareness of investment management techniques. IT management processes are ad hoc, project-centric, and have widely variable outcomes. Project-Centric

  8. What ITIM Means to the Gov’t CIO • Enterprise-wide focus on IT investment management • Evaluates all areas of CIO activities • Rigorous, standardized tools for evaluations of an IT investment management strategy • Identifies policy deficiencies and efficient corrective actions • Simplifies the completion of required filings for funding of IT investments: OMB Exhibit 300B • Consistent and understandable mechanism for reporting results to agency executives, Congress, GAO, and other interested parties

  9. What is an ITIM Assessment? • Objectively evaluates the existing information technology investment maturity • Produces a road map for prioritizing and meeting legislative and regulatory mandates (GAO and OMB) and meeting mission goals • Establishes strategies for effectively managing information resources across the enterprise and identifies areas with maximum ROI • Fosters collaboration through the adoption of standards that bridge functional and organizational boundaries

  10. Enterprise Architecture Information Security Budget and Planning Hardware, Software & Services Acquisition Software Development IT Investment Management Human Capital Operations and Maintenance Data Management Records Management Holistic Approach to ITIM Maturity Assessment

  11. Evaluate Progress Plan Project Execute Plan Assess Current State Plan Implementation Envision Future State Approach Provides a Framework forContinuous Process Improvement

  12. PHASE 1 PHASE 2 PHASE 3 PHASE 4 Plan Project Assess Current State Envision Future State Create Transition Strategy Execute Transition Strategy Monitor and Evaluate Progress Identify and Scope Processes to be Analyzed Define Standards and Establish Measurable Criteria Identify Best Practices Determine Transition Rate Constraints Educate/Train on Processes, Policies, Procedures & Tools Monitor Performance Define Policy/Process Requirements Obtain Executive Management Support Evaluate Current Policy/Processes and Documentation Institute and Execute Processes Define Organizational Requirements Confirm Strategic Objectives Develop Transition Strategy Identify Gaps and Key Improvement Opportunities Define Technology Requirements Institute and Execute Policies Evaluate Performance Select Project Team Define Benefits Identify Key Stakeholders Assess Organizational Change Readiness Institute and Execute Procedures Finalize Recommendations Develop Project Plan Manage Change Phases of ITIM Assessment Methodology

  13. Enterprise Architecture • Measure compliance with legislative and regulatory standards • Provide integration with Federal Government EA Frameworks • OMB’s FEA, Federal CIO Council’s FEAF, Treasury’s TEAF, and DoD’s C4ISR • E-Gov Common Reference Model • Establish a baseline for conducting future Enterprise Architecture self-assessments to measure progress • GAO’s A Framework for Assessing and Improving Enterprise Architecture Management, Version 1.1 • CIO Council’s Practical Guide to Federal Enterprise Architecture

  14. Information Security • Measure compliance with legislative and regulatory standards • Government Information Security Reform Act (GISRA) • Computer Security Act • Paperwork Reduction Act • Identify opportunities for effectively managing Information Security at an enterprise level • Establish a baseline for conducting future Information Security self-assessments to measure progress • CIO Council’s Federal Information Technology Security Assessment Framework • NIST Security Self-Assessment Guide for Information Technology Systems (NIST SP 800-26) • NIST Contingency Planning Guide for Information Technology Systems (NIST SP 800-34)

  15. Budget and Planning • Measure compliance with legislative and regulatory standards • OMB Circular A-11, Part 7: Planning, Budgeting, Acquisition and Management of Capital Assets • OMB Program Assessment Rating Tool (PART) • President’s Management Agenda: Agency Scorecards • Identify opportunities for effectively managing Budget and Planning across the enterprise • Establish a baseline for conducting future Budget and Planning self-assessments to measure progress

  16. IT Human Capital • Measure compliance with legislative and regulatory standards • Clinger-Cohen Act • OMB Circular A-130 • GAO IT Investment Management Framework • Identify opportunities for effectively managing Human Capital at an enterprise level • Establish a baseline for conducting future Human Capital self-assessments to measure progress • Office of Personnel Management Human Capital Framework • Software Engineering Institute’s People Capability Maturity Model

  17. Software Development • Measure compliance with legislative and regulatory standards • Clinger-Cohen Act • OMB Circular A-130 • GAO IT Investment Management Framework • Identify opportunities for effectively managing Software Development life cycle at an enterprise level • Establish a baseline for conducting future Software Development self-assessments to measure progress • Software Engineering Institute Capability Maturity Model (SEI CMM) • Software Engineering Institute Capability Maturity Model Integration (SEI CMMI) • ISO 9000

  18. IT Hardware, Software & Services Acquisition • Measure compliance with legislative and regulatory standards • Clinger-Cohen Act • OMB Circulars A-11, A-130, and A-109 • Federal Acquisition Streamlining Act (FASA) • Identify opportunities for effectively managing Hardware/Software Acquisition across the enterprise • Establish a baseline for conducting future HW/SW Acquisition self-assessments to measure progress • GAO IT Investment Management Framework • Software Engineering Institute Software Acquisition Capability Maturity Model (SEI SA-CMM)

  19. Records Management • Measure compliance with legislative and regulatory standards • Government Paperwork Elimination Act • 5 USC Sec. 522 - Freedom of Information Act • 40 CFR Part 16 - Privacy Act • Identify opportunities for effectively managing Records Management at an enterprise level • Establish a baseline for conducting future Records Management assessments to measure progress • NARA Records Management Self-Evaluation Guide

  20. Data Management • Measure compliance with legislative and regulatory standards • Section 515 of P.L. 106-554: Data Quality Act • Identify opportunities for effectively managing Data and Information at an enterprise level • Establish a baseline for conducting future Data Management self-assessments to measure progress • Michael Brackett’s Ten Best Practices for Effective Data Quality • Larry English’s Improving Data Warehouse and Business Information Quality

  21. Operations and Maintenance • Measure compliance with legislative and regulatory standards • Identify opportunities for effectively managing Operations and Maintenance activities at an enterprise level • Establish a baseline for conducting future Operations and Maintenance self-assessments to measure progress • IT Service Capability Maturity Model (ITS CMM) • Software Engineering Institute Software Engineering Capability Maturity Model (SEI SE-CMM)

  22. ITIM Process Improvement Methodology • Provides an adaptable methodology based on needs and objectives • Evaluate status against legislative and regulatory requirements • Define Evaluation Criteria/Standards • Perform Gap Analysis and produce detailed Recommendations • Provides roadmap for achieving your IT vision • Produce Transition Strategy, including Communications, Quality Assurance, and Risk Management Plans • Provide ROI basis for decisions • Execute Transition Strategy • Provide execution assistance, specifically in areas of business process re-engineering, and template and tool evaluation and selection • Metrics of success • Implement and Evaluate • Support planning and execution of ongoing monitoring strategies, processes, and tools (self-assessments or independent)

  23. Presenters • Stephen Hyland The Orkand Corporation Program Manager (703) 648-5938 shyland@orkand.com • Steven Tauber BearingPoint Manager, Federal eGovernment (703) 747-7131 stauber@bearingpoint.net

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