[Analytical Perspectives]
[Information Technology Investments]
[22. Program Performance Benefits from Major Information Technology
Investments]
[From the U.S. Government Publishing Office, www.gpo.gov]
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INFORMATION TECHNOLOGY INVESTMENTS
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22. PROGRAM PERFORMANCE BENEFITS FROM MAJOR INFORMATION TECHNOLOGY
INVESTMENTS
The federal government's investment in information technology (IT) is
estimated to be $50 billion for 2003. This investment makes the federal
government the largest buyer of information technology (IT) in the
world. Indeed, the federal government is likely one of the few
organizations planning double-digit percentage IT spending increases in
the next year. In addition to improving the government's overall
performance within and across agencies in the federal government, the
additional investment will support the three key priorities in the
President's Budget: homeland security, the war on terrorism, and
facilitating economic growth.
More specifically, to improve the results from federal IT spending,
the President has made ``Expanding Electronic Government'' one of five
management priorities. IT spending should focus on efforts that make the
federal government citizen-centered and results-oriented, so that
citizens can rapidly get service and decisions in minutes or hours
instead of the current standard of weeks or months. Over the next two
years, the Administration is deploying 24 high payoff E-Government
initiatives that improve government productivity at multiple departments
and agencies, while eliminating redundant systems and significantly
improve government's quality of service for citizens and businesses.
Overall, the President's E-government initiative will focus federal
investments in technology to free-up billions of dollars of wasteful
federal spending, reduce government's burden on citizens and businesses,
and improve government operations.
A key principle of the Administration's approach is to simplify
government processes and unify hundreds of redundant government computer
systems across agencies that act as ``islands of automation.'' Indeed,
the complicated processes and redundant operations represent a legacy of
operations that have held back necessary productivity gains. The United
States can no longer afford to be the world's number one superpower yet
run the risk of being second-rate as a federal government in providing
services to its citizens. The Internet has placed government IT
investments at a crossroads, and the President has chosen to invest in
modernization that delivers results for the citizen rather than spend
increasing amounts to maintain legacy systems without improving
government's performance.
Achieving the President's vision requires effective IT management
practices. The federal government is spending $45 billion on IT in 2002,
and this Budget estimates an increase to $50 billion in 2003. But
federal IT investments have not produced improvements in productivity
and quality in service delivery that are commensurate with those of
commercial firms. Expanding E-government is critical for the federal
government to achieve the tremendous improvements in efficiency and
customer service that the Internet has spawned throughout society. As
the detail in the table that follows (and related documents identified
below) demonstrates, the 2003 Budget represents a stark contrast to past
approaches for federal IT investment. Under the Administration's IT
management reforms, federal agencies will no longer pursue the costly
strategy of automating paper intensive procedures that have long
outlived their worth. Instead, the 2003 Budget focuses on using
information technology to:
Simplify and integrate processes across redundant or
duplicative programs, so as to make it easy for citizens to
get service,
Directly improve the management of programs, so as to
achieve better program outcomes,
Ensure sound security of government information systems,
Eliminate redundant or non-productive IT investments, and
Bring successful e-business practices to government
administrative operations, such as effective procurement and
human capital management strategies.
As will be outlined below, the 2003 IT investment decisions have been
made on the basis of business cases that review the costs, benefits, and
risks. In executing these business plans, federal agencies will use
information technology to improve their effectiveness through improving
performance in individual agencies, and more importantly improving the
way agencies work together to serve citizens. Expanding E-Government and
improving IT management will both result in improved program performance
and are inextricably linked.
Background
The Clinger-Cohen Act of 1996 (CCA) requires that, in conjunction with
the President's budget submission, the Director submit a report to
Congress on the results of federal IT spending. The Act requires that
the report identify ``net program performance benefits achieved as a
result of major capital investments made by executive agencies in
information systems and how the benefits relate to the accomplishments
of the goals of the executive agencies.'' The Act requires that computer
security be considered in IT investment decisions. In addition, the
Clinger-Cohen Act and the Federal Acquisition Streamlining Act of 1994
contain IT management reform activities that must be documented in the
President's budget submission to Congress:
The Clinger-Cohen Act requires the Director to develop, as
part of the budget process, a procedure for ``analyzing,
tracking, and evaluating the risks
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and results of all major capital investments made by an
executive agency for information systems.''
The Federal Acquisition Streamlining Act, Title V, (FASA V)
requires that agencies review for termination any major
projects significantly exceeding cost, schedule, and
performance goals, so that an agency's average cost overruns,
performance shortfalls, and schedule delays do not exceed 10%.
This Budget fulfills the statutory requirements through two
components: Table 22-1 and the Agency IT Investments Portfolios (Exhibit
53 as required by OMB Circular A-11). Table 22-1 summarizes the results
of IT management processes at major agencies. The table documents how
agency actions are improving the program results from IT investments,
fulfilling the requirements of the Clinger Cohen Act.
The Agency IT Investment Portfolios (available in the Exhibit 53 on
the Internet at http://www.whitehouse.gov/OMB) provide details for the
2003 IT investments, including:
Agency summaries of major projects and many significant
projects,
Current and anticipated funding,
Strategic goals, and
Performance goals and measures.
Related documents on IT security and E-government are discussed below,
and will also be available at http://www.whitehouse.gov/OMB.
Improving the Management of Government IT
Federal IT spending has risen from $32.9 billion in 1999 to an
estimated $50 billion in 2003. However, government productivity has not
noticeably improved. Achieving productivity growth requires executive
focus on E-Government and IT management reform. Consequently, the Office
of Management and Budget has implemented IT decisionmaking practices
that review IT investments across agencies to resolve six issues that
have previously limited productivity improvements:
1. Automation of existing outdated processes, instead of fixing
underlying management problems or simplifying agency
procedures to take advantage of new e-business and E-
Government capabilities. This issue must be addressed for
agencies to reduce burden and improve service to citizens,
other government entities, and businesses that interact with
the federal government. Rather than putting paper processes
online, new federal IT systems reflect improvements in agency
operations that are being tailored to better address to these
customers' needs.
2. Duplicative IT investments. Multiple departments and
agencies buy the same IT items, resulting in redundant
investments and operations that make it difficult and time
consuming for citizens to interact with the federal
government. The President's management agenda requires
agencies to work as a team across agency silos to create
single points or websites where citizens and businesses can
obtain service. Prior to the 2003 Budget, IT investment
decisions often led to purchase of separate systems performing
much the same functions (that is, stove-piped operations) at
different agencies. With the 2003 Budget, operations and IT
investments are being integrated into efficient, responsive
operations, especially for citizen centered service delivery
or information security investments.
3. Few IT investments have significantly improved mission
performance. Although agencies have made progress in
implementing capital planning and investment control, agency
budget decisions and management practices rarely linked IT
investments to program performance improvement. For example,
agencies often evaluated IT investments by the percentage of
time the computers work rather than the performance gain they
deliver to the programs supported. Setting departmental
priorities among competing project proposals has been
exception, not the rule. For the 2003 Budget, IT investments
are not being made without a valid business case.
4. Few agencies have plans demonstrating and documenting the
linkage between IT capabilities and the business needs of the
agency. Lack of such ``enterprise architecture'' plans can
lead to IT investments that cannot work together, which
further retards information flows across agencies and across
the government. As a result, citizens and businesses supply
the same information repeatedly because agencies cannot share
information across systems. For the same reason, agencies make
unnecessary investments in infrastructure because individual
programs cannot ensure that their infrastructure requirements
will be met collaboratively. Additionally, without such an
architecture, agencies cannot easily analyze information
security risks and determine investment needs. Virtually every
agency is considering or investing in enterprise resource
management (ERP) software to improve management of finances
and human capital. Building on the lessons learned from
similar private sector efforts, 2003 ERP investment decisions
were made contingent on an enterprise architecture that
documents how improved results will be obtained.
5. Many major IT projects do not meet cost, schedule, and
performance goals. Under the Federal Acquisition Streamlining
Act (FASA), agencies must report and track progress against
cost, schedule and performance goals for IT and other capital
projects, which is implemented through Administration budget
guidance. There is wide variation in the performance of
agencies against these benchmarks. The President's management
agenda requires that IT investment performance be tracked and
reported quarterly, with agencies identifying any needed
corrective actions and the Chief Information Officers (CIO)
Council
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developing tools and best practices in support of achieving
the FASA requirements.
6. Major gaps exist in agency and government-wide computer-
related security. Under the Government Information Security
Reform Act, agencies submitted reports to OMB based on annual
assessments by CIOs and Inspectors General. The assessments
show gaps both within and across agencies, which suggest that
federal agency missions may be put at risk by a broad range of
security problems. OMB guidance directs agencies to identify,
prioritize, and resolve these problems to eliminate such gaps.
The 2003 Budget reflects IT investment decisions made to
address security gaps, through which IT investments have
incorporated security or were terminated for lack of security.
The Administration's actions taken to address these are described in
the key areas discussed in Table 22-1. An agency's IT management and
governance process must contain three ``legs''--capital planning and
investment control (CPIC), enterprise architecture (EA), and IT
performance management. Agencies over the last few years have focused
primarily on the CPIC process, without sufficient focus on enterprise
architecture and IT performance management. Also, as discussed below,
security is a critically important element in IT management that has now
been incorporated in agency IT investment and management decisions.
Development of Agency Capital Planning Processes. To manage
investments in IT and as required by Clinger-Cohen, most agencies have a
capital planning and investment control process in place. Capital
Planning and Investment Control (CPIC) is a collective decision-making
process for ensuring that IT investments integrate strategic planning,
budgeting, procurement, and the management of IT in support of agency
missions and business needs. Agencies have made mixed progress over the
last few years in terms of capital planning. As agencies continue to
improve these processes, they are integrating planned cost, schedule,
and performance information as elements of the processes, thereby
ensuring the only projects selected for funding are those that identify
and capture the benefits to the agency's programs and business lines. As
reflected in Table 22-1, agencies continue to fall into several
categories in terms of the effectiveness of their CPIC process.
Development of Agency Enterprise Architectures. Enterprise
Architecture (EA) is a tool required under the Clinger-Cohen Act and OMB
policy to ensure agency management is kept effective and modern. The EA
establishes an Agency-wide roadmap to achieve an Agency's mission by
improving its core business processes and effectively using information
technology (IT). Simply stated, Enterprise Architectures are
``blueprints'' for systematically and completely defining an
organization's current (baseline) or desired (target) environment.
Enterprise Architectures are essential for evolving information systems
and developing new systems that optimize their value to the agency
missions. EAs also allow an agency to continually identify redundant
organizations, processes, and projects in order to unify and simplify
their business lines, identify opportunities for cross-agency
applications, and identify process and projects that could be better
performed in the private sector. An EA also identifies an agency's
capabilities in terms of delivering projects and investments, and the
absence of an EA can be the sole reason for failure of a project. As
expected, Table 22-1 shows that agencies have made mixed progress in
terms of enterprise architecture.
Development of IT Performance Measures. The 2003 IT Budget information
and the Administration's focus on E-Gov is leading to improvement on
performance measurement for IT. As an example, 2002 budget reviews
indicated less than 20 percent of the IT investments identified any
performance goals and measures. The 2003 information detailed in the
Agency IT Investment Portfolios (Exhibit 53) reveal a significant
improvement in the performance metrics with a large number of the
projects including performance information in three areas:
Government Performance and Results Act and Agency
performance goals;
Contracts that are performance based with measures; and
IT project goals in terms of increasing customer service,
reducing process time, and reducing burden on the citizen by
standardizing data and reusing it to address multiple business
processes.
The Administration's increased emphasis on the business cases that are
used to justify IT investments is also creating a mandate that agencies
identify these performance measures in order to support the proposed or
ongoing IT investment. Still, much work remains to ensure that when
agencies request funding for investments, they can identify how much
funding is needed, the agency's process goals and measures, the IT
project and acquisition goals, and what the federal government will
accrue in terms of benefit by investing in the project. The progress
that agencies have made on identifying performance measures suggests
that with continued significant, sustained attention by the
Administration and at senior levels in the agencies, similar progress
can be made on capital planning and enterprise architecture.
IT Security. The President has given a high priority to the security
of government assets, including government information systems and the
protection of our Nation's critical information assets from cyber
threats and physical attacks to our cyber assets. To adequately protect
the information and information systems that the federal government
depends upon, agencies must identify and resolve current security
weaknesses and risks as well as protect against future vulnerabilities
and threats. Implementing sound security is a critically important
enabler to the success of the E-government strategy outlined below, and
is a key part of the agenda that this Budget outlines for Homeland
Security.
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OMB's review of 2001 agency security reports has identified six common
government-wide security weaknesses. To appropriately address these
weaknesses, federal agencies need to:
Greatly increase the degree of senior management attention.
Senior leaders must consistently establish and maintain
control over the security of the operations and assets for
which they are responsible.
Establish measures of performance to ensure senior agency
management can evaluate the performance of officials charged
with securing agency operations and assets.
Improve security education and awareness. Ensure that
general users, IT professionals, and security professionals
have the knowledge to do their jobs effectively.
Fully integrate security into capital planning and
investment control. Security must be built into and funded
within each system and program through effective capital
planning and investment control.
Ensure contractor services are adequately secure as most
federal IT projects are developed and ultimately operated
through outsourcing.
Improve their ability to detect, report, and share
information on vulnerabilities.
To address these weaknesses and others, agencies are responsible for
developing corrective action plans. These plans will assist agencies in
identifying, assessing, prioritizing, allocating resources, and
monitoring the progress of corrective efforts for their security
weaknesses. They are important because they bring a discipline to the
process, make tracking progress much easier for all involved, and are a
valuable management and oversight tool.
For additional information on agency security programs, please see the
2001 OMB Summary Report on Government Information Security Reform, which
will be available at www.whitehouse.gov/omb/inforeg/infopoltech/
FY01SecurityActReport.
Improving Performance and Citizen Service Across the Government: The E-
Gov Strategy
The President's Expanding E-Government initiative requires that
agencies leverage technology to better serve citizens. While the
government will not become a ``dotcom,'' the U.S. government will mix
its use of Internet and physical assets to become a ``click and mortar''
enterprise where organizations that serve citizens, businesses, internal
federal government functions, and inter-governmental needs become more
accessible, effective and efficient. In adopting a ``click and mortar''
model, the federal government will use the best practices of industry.
The Administration's goal is that services and information will rarely
be more than 3 clicks away.
Indeed, Electronic Government is one of the five key elements in the
President's Management Agenda. Detailed elsewhere in the Budget, the
President's vision for government reform under the Management Agenda is
guided by three principles, that the government should be:
Citizen-centered, not bureaucracy-centered;
Results-oriented; and
Market-based, actively promoting rather than stifling
innovation through competition.
E-Government is critical to implementing these principles across
agencies. The Administration is committed to advancing the E-Government
strategy by supporting broad-ranged projects that provide performance
gains and citizen services across agency boundaries. With that
objective, the Administration, through OMB, established a Task Force in
August 2001 to develop a roadmap for the implementation of E-Government
(E-Gov). The E-Gov Task Force's objectives were to:
Recommend highest-payoff-cross-agency initiatives that can
be rapidly developed;
Identify key barriers to becoming a citizen-centered E-
Government and actions needed to overcome these barriers; and
Develop an IT architecture that provides for the integration
of government services and information.
Pursuing a coherent electronic government vision can result in an
order-of-magnitude improvement in the federal government's value to the
citizen. E-government efforts are critical to our ability to effectively
and efficiently run the government, including achievement of the
following goals:
Simplified delivery of services to citizens;
Citizens, businesses, and other levels of governments find
it efficient and easy to access information and do business
with the federal government on-line;
Agencies' business processes are simplified and unified
through integration and elimination of multiple, redundant
(systems) operating elements; and
Government services are organized around customer groups.
In short, by using information technology strategically to simplify
business processes and unify information flows across government lines
of business, agencies will:
Provide high-quality customer service, regardless of whether
the citizen contacts the agency by phone, in person, or on the
Web;
Reduce the expense and difficulty of doing business with the
government;
cut government operating costs;
Provide citizens with readily available access to government
services;
Increase access for seniors and persons with disabilities to
electronic services; and
Make government more transparent and accountable.
Our E-Government strategy focuses initiatives on four citizen-centered
groups, each providing opportunities to transform delivery of services.
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Individuals: We are focused on building easy to find one-
stop-shops for citizens-creating single points of easy entry
to access high-quality government services. Citizens should be
able to find what they need quickly and easily and access
information in minutes or seconds, instead of days or hours.
Businesses: The federal government must reduce the burden on
businesses through the use of the Internet. This is not about
building government web sites, but rather about being able to
communicate with businesses in the language of E-business. The
Administration cannot continue to make businesses report the
same data to multiple agencies because government fails to
reuse the data appropriately or fails to take advantage of
commercial electronic transaction protocols. This can help
streamline myriad reporting requirements as well as facilitate
a more efficient means for business to do business with the
government. Businesses will be able to avoid significant cost
and effort while becoming more aware of compliance
requirements.
Intergovernmental: The federal government must make it
easier for states and localities to meet reporting
requirements, while enabling better performance measurement,
especially for grants. Other governments will see significant
administrative savings and will be able to improve program
delivery because of more accurate data is available in a
timely fashion. Moreover, improving the way that information
is shared among levels of government will improve the nation's
ability to provide for homeland security.
Internal Efficiency and Effectiveness: The federal
government must use modern technology to re-think internal
processes to reduce costs for federal government agency
administration by using industry best practices in areas such
as supply-chain management, financial management, and
knowledge management. Agencies will be able to improve
effectiveness and efficiency, eliminating delays in processing
and improving employee satisfaction and retention.
To better identify opportunities to simplify and unify work across
agencies, it was instructive to identify a clear organization of the
government's business architecture and develop a model. The outcome
indicated that there were 30 major business lines in the Executive
Branch of government. Each of these business lines is supported by
multiple IT systems. The E-Gov Task Force then reviewed the information
technology budgets of the agencies and found that on average among 30
major agencies, each line of business is being performed by 19 agencies
and that each agency is involved in 17 business lines.
In many cases, agencies buy redundant IT systems to support redundant
operations; this generally over-burdens and confuses the citizen,
business, or local government that must hire experts who convert simple
data into complex government filings four or five times over. Silos of
federal operations create an untenable situation for citizens seeking
service on-line. Today's federal government business architecture is
expensive to operate and not customer-centered.
The business architecture points to opportunities to unify operations
and simplify processes within lines of business. Basic management
principles tell us that government operating costs will go down and
effectiveness will go up if we make it simpler for citizens to get
service. E-Government provides the tool kit for accomplishing these
objectives. E-Government offers the opportunity to streamline this
hodgepodge of activities, so that different agencies can perform
different lines of business for the federal government as a whole,
allowing all agencies to focus on their core competencies and mission
requirements.
Part of the solution to unify islands of automation is to better use
authorities under the Budget process to promote cross-agency work that
serves citizens. Although agencies have made significant strides in
improving their business cases for IT projects in preparing this Budget,
many project plans remain non-compliant with the Clinger Cohen Act, FASA
V, and OMB policy (including security requirements). Agencies must
continue to revise IT business cases to make them compliant, and thus
demonstrate productivity improvements as a result of making or
continuing the investment. If an agency fails to demonstrate an
acceptable business case for an IT project, OMB will take appropriate
action, consistent with law and policy, to ensure either that an
acceptable business case is presented or that funds are re-allocated to
other high priority activities.
The result of all this work is detailed in the report of the E-Gov
Task Force, which will be available online at www.whitehouse.gov/OMB.
The report describes the 24 cross-cutting E-Gov initiatives that will
lead to significant improvements in the productivity of agencies working
across traditional boundaries to serve citizens. The 24 initiatives,
along with the agency ``managing partners'' who are leading the cross-
agency work that underlies each initiative, are:
Government to Citizen
Recreation One-Stop
Proposed Agency Managing Partner: Interior
This initiative will build upon ``Recreation.Gov'' and will provide a
one-stop, searchable database of recreation areas nationwide, featuring
on-line mapping and integrated transactions, including online campground
reservations and the purchase of recreational passes, maps, and other
products.
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Eligibility Assistance Online
Proposed Agency Managing Partner: Labor
Through a common Internet access point citizens will gain an on-line
tool for identifying federal government benefit programs for which they
may be eligible. The site will provide direct access to an integrated
array of services. This will enable individuals to easily learn about
assistance programs that may help them and to start the process of
gaining that assistance.
On-Line Access for Loans
Proposed Agency Managing Partner: Education
The On-line Access for Loans initiative will allow citizens and
businesses to find the loan programs that meet their needs and access
information for applying for loans. Citizens will have direct and faster
access to the loan process in agencies.
USA Service
Proposed Agency Managing Partner: General Services Administration
The USA Service initiative will use best practices in customer
relationship management to enable citizens to quickly obtain service on-
line, while improving the responsiveness and consistency across
government agencies. This would enable citizens to personalize the
combination of services they obtain across multiple programs and
agencies, in a privacy-protected environment.
EZ Tax Filing
Proposed Agency Managing Partner: Treasury/Internal Revenue Service
The initiative would make it easier for businesses and the public to
files taxes in a web-enabled environment.
Government to Business
On-Line Rulemaking Management
Proposed Agency Managing Partner: Transportation
This initiative would provide access to the rulemaking process for
citizens anytime, anywhere. An existing ``e-docket'' system would be
expanded and enhanced to serve as a government-wide system for agency
dockets. Other agency systems would use the system by creating
``storefronts,'' consistent with statutory requirements for each agency
under the Administrative Procedures Act. Comments would be organized
using knowledge management tools to improve the quality of rules.
Simplified and Unified Tax and Wage Reporting
Proposed Agency Managing Partner: Treasury /Internal Revenue Service
This initiative's goals include decreasing the number of tax-related
forms that an employer must file, providing timely and accurate tax
information to employers, increasing the availability of electronic tax
filing, and modeling simplified federal and state tax employment laws.
Federal Asset Sales
Proposed Agency Managing Partner: General Services Administration
Customers will be able to find assets that they are interested in
regardless of the agency that holds those assets. Customers will be able
to bid and/or make purchases electronically for financial, real, and
disposable assets.
International Trade Process Streamlining
Proposed Agency Managing Partner: Commerce
The initiative would create a single customer-focused site, whereby
new or existing exporters could be facilitated through the entire export
process. The 20 current web sites would be organized and accessed
through a single entry point.
One-Stop Business Compliance Information
Proposed Agency Managing Partner: Small Business Administration
This initiative would provide information on laws and regulations,
help users understand this information, and offer wizards and tutorials
to help users determine if rules apply to them and how to proceed. To
the maximum extent possible permits would be completed, submitted, and
approved online.
Consolidated Health Informatics (business case only)
Proposed Agency Managing Partner: Health and Human Services
The initiative would provide a simplified and unified system for
sharing and reusing medical record information among government agencies
and their private healthcare providers and insurers. It would provide a
single mechanism for making those records accessible.
Government to Government
Geospatial Information One-Stop
Proposed Agency Managing Partner: Interior
The GIS One-Stop will provide access to the federal government's
spatial data assets in a single location. Agencies will coordinate their
planned future spatial data activities and make them available to state
and local governments in an effort to promote collaboration and reduce
duplicative efforts.
eGrants
Proposed Agency Managing Partner: Health and Human Services
This initiative will create an electronic grants portal for grant
recipients and grant-making agencies that will streamline, simplify and
provide an electronic option for grants management across the
government. This effort will include the 26 federal grant-making
agencies' work to implement P.L. 106-107.
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Disaster Assistance and Crisis Response
Proposed Agency Managing Partner: Federal Emergency Management Agency
This initiative involves a public one-stop portal containing
information from applicable public and private organizations involved in
areas including disaster preparedness, response and recovery.
Wireless Networks for Emergency Communications
Proposed Agency Managing Partner: Treasury
To be effective before, during, and after their response, public
safety officials throughout levels of government, must be able to
communicate with each other. This initiative would provide standards to
enable interoperability between federal, state, and local officials.
eVital
Proposed Agency Managing Partner: Social Security Administration
This initiative would expand the existing vital records on-line data
exchange efforts between federal agencies and state governments.
Internal Efficiency and Effectiveness
eTraining
Proposed Agency Managing Partner: Office of Personnel Management
The vision is to provide a repository of government-owned courseware
to be made available to all government (federal, state and local), to
provide high interest and government required training to government
employees at economies of scale pricing. In addition, this would foster
development of communities of practice. This initiative supports
achievement of the President's Human Capital initiative.
Recruiting One-Stop
Proposed Agency Managing Partner: Office of Personnel Management
The initiative will modify USAJOBS to create an automated resource for
federal government information and career opportunities. It would allow
for automated resume and assessment tools with the ability to route
resumes, assess candidates and streamline the federal hiring process, as
well as an up-to-the-minute application status for job seekers.
Enterprise HR
Proposed Agency Managing Partner: Office of Personnel Management
This initiative will eliminate the need for a paper employee records,
enable the electronic transfer of HR data throughout the federal sector,
better protect the rights and benefits of the federal workforce, and
streamline and improve government-wide reporting and data analyses. This
initiative will also reduce the time required to seek and access
employee and contractor security clearance information through
electronic application, shared clearance history and investigative data,
and reciprocity among government agencies.
eTravel
Proposed Agency Managing Partner: General Services Administration
Agencies will use a common travel management system throughout the
federal government. Existing travel management resources will be
consolidated and processes will be simplified for cheaper more efficient
operation.
Integrated Acquisition
Proposed Agency Managing Partner: General Services Administration
Agencies will begin sharing common data elements to enable other
agencies to make better-informed procurement, logistical, payment and
performance assessment decisions. It will also allow agencies to make
maximum use of e-markets approaches.
eRecords Management
Proposed Agency Managing Partner: National Archives and Record
Administration
This initiative will establish procedures, requirements and standards
for electronic record keeping by agencies, including a prototype for the
use of extensible markup language (XML).
ePayroll
Proposed Agency Managing Partner: Office of Personnel Management
The vision is to simplify and unify elements of the payroll process in
order to consolidate and integrate payroll systems across the government
with HR systems.
Initiatives that Address Barriers to E-Government Success
eAuthentication and digital signature
Proposed Agency Managing Partner: General Services Administration
(infrastructure)
e-Authentication is the enabler of trust in Government to Citizen,
Government to Business, and Government to Government transactions.
Without an appropriate level of identity proofing the promise of e-
Government will not reach its full potential.
Finally, underlying all of the previous initiatives is the necessity
to develop a Federal Enterprise Architecture. This activity, being led
by OMB, will map government processes by line of business. It will
develop information, data and application interface standards to unify
redundancies, yield improved operating efficiency and effectiveness.
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Table 22-1 that follows provides agency by agency summaries of
performance. For more detail on agency performance, see the Agency IT
Investment Portfolios (Exhibit 53) at www.whitehouse.gov/OMB; for more
detail on the E-Gov initiatives, see the Report of the E-Gov Task Force
which will be available at www.whitehouse.gov/OMB; for more detail on
security, see the FY 2001 OMB Summary Report on Government Information
Security Reform, which will be available at www.whitehouse.gov/omb/
inforeg/infopoltech/FY01SecurityActReport.
Table 22-1. EFFECTIVENESS OF AGENCY'S IT MANAGEMENT AND E-GOV PROCESSES
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Process
Capital Planning and Enterprise Business Cases for Improvement
Investment Control (CPIC) Architecture (EA) IT Projects E-Gov Progress Milestones for
Effectiveness Effectiveness Calendar Year 2002
----------------------------------------------------------------------------------------------------------------
Agriculture
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CPIC process is Agency has an EA Many, but not all, USDA is deploying Agency provided a
comprehensive, includes all framework and major USDA system Geospatial detailed project
parts of the Department and process in the investments have Information plan for EA on
is used to make decisions very early stages been adequately Systems and January 4, 2002.
about IT investments. and it is not yet justified and participates in OMB will work
used to make supported by well- Firstgov.gov. In with the agency
decisions about IT drawn business the first quarter as it moves
investments. cases. Many, but of FY 02, USDA forward on this
not all, of the defined its EA effort
projects are mission, vision, ensuring the EA
operating within goals addresses
90 percent of andobjectives and business, data,
cost, schedule, identified ``smart applications, and
and performance choices'' for its technology for
targets. For those leader projects, its current
projects not in addition to architecture and
making the participating in any modernization
business case, the 12 of the 23 Quick plans. During FY
CIO is actively Silver 2002, the
involved in initiatives. In Department needs
assisting the December 2001 most to assess how its
program areas to of the crop projects meet the
strengthen the insurance Administration's
business cases and providers began goals to unify
the management of providing services and simplify and
the project. electronically as reduce redundancy
required by the in IT systems
Freedom to E-File government-wide.
Act. By June 2002, This assessment
USDA Service should be
Center agencies completed by
will offer February 28, 2002
agricultural to allow for
producers and discussion during
customers involved OMB's review of
in USDA rural general IT issues
development next spring.
programs the
option of
electronically
submitting forms.
----------------------------------------------------------------------------------------------------------------
Commerce
----------------------------------------------------------------------------------------------------------------
The Department has a robust The EA in Commerce Commerce submitted Commerce bureaus Commerce will work
CPIC process in the agency addresses most sound business are using the to integrate its
and the process informs parts of the cases for nearly Internet to serve CPIC and EA
decisions about IT Department and the all major systems businesses processes and
Investments. Commerce is agency continues and continues to interested in will update OMB
working to strengthen the to work with the work to strengthen international on progress
CPIC process, integrate it bureaus to educate the remaining trade and minority periodically.
with their EA efforts and them about EA, the business cases. contracting Commerce will
create a comprehensive E- implications for opportunities. also continue to
Government governance Commerce, and for Census uses e- strengthen their
process for managing IT in the overall government for its management of IT
the Department. efforts of the economic surveys by making IT
Federal of firms, and will decisions based
government. use it more for upon sound
Commerce has the 2010 census of business cases
engaged OMB on population. and a portfolio
this improvement Commerce is also management
effort. the managing process of trade-
partner for the offs between
``International benefits and
Trade Process risks.
Streamlining'' E-
Gov initiative of
the President's
Management Council.
----------------------------------------------------------------------------------------------------------------
[[Page 399]]
Department of Defense
----------------------------------------------------------------------------------------------------------------
DoD operates a lengthy budget The DoDC4ISR Global Clinger-Cohen and DoD is a leader in DoD will review
review process, the Information Grid DoD regulations some areas of e- its major
Planning, Programming and (GIG) Architecture require DoD to gov, such as on- projects to
Budgeting System (PPBS) is a well crafted justify major IT line education improve
which serves as the capital technical investments. DoD opportunities visibility of IT
planning and investment architecture. DoD has begun to through programs funds. In
control process for DoD. It should build on implement this like eArmyU. It addition, DoD
often fails, however, to this primarily requirement and has not, however, will continue to
closely link IT with the technical complete the made significant work on a
departments mission. It also architecture to necessary progress in financial
fails to consider a family create a analysis. However, creating one stop management
of systems approach to IT comprehensive EA DoD has failed to service centers, Enterprise
investment decisions. with fully submit complete implementing DoD- Architecture and
developed business business cases for wide business will expand this
and data layers. a number of its process enterprise effort to other
It should also major IT solutions, or areas. DoD will
include an investments. In developing also work to
operational view addition, many of electronic methods improve the
that describes the the cases that for data oversight of IT
plan for the were submitted submission and projects and the
future and the require collection. DoD capital planning
transitional plan. improvement to does not have an and investment
meet Clinger-Cohen department-wide e- control process,
standards. gov plan. in part by
including the
Office of Program
Analysis and
Evaluation in the
review of IT
business cases.
----------------------------------------------------------------------------------------------------------------
Education
----------------------------------------------------------------------------------------------------------------
The Department has developed The Department has Performance has Education has The agency is
a robust CPIC process but had two separate been mixed. success in using working to
still needs to fully EA issues ongoing Initial submission new technologies develop a single,
incorporate all business in the agency--one of student aid to simplify integrated and
units throughout the agency. for Student modernization students' access comprehensive EA.
Financial Aid and business cases to financial aid, OMB is in active
another for the were incomplete. such as using conversation with
remainder of the Work continues to: electronic the agency as to
agency. This non- 1) identify all signatures for aid the strategy and
integrated major projects applications and design of this
approach allows within the promissory notes. integrated EA. In
for possible Department's addition, the
duplication of Portfolio; 2) Department is
process, systems, demonstrate that undertaking a
and technology. the business cases major reform of
for all major the IT security
projects; and 3) and testing
strengthen the process and is
business cases for working to fully
some of the integrate all IT
projects. into a common
process for IT
management.
----------------------------------------------------------------------------------------------------------------
Energy
----------------------------------------------------------------------------------------------------------------
The Department does not have The Department has Initial submission DOE reports only Redefine its major
an integrated and an EA that of business cases 10% of its IT IT investments to
comprehensive CPIC process addresses only a were incomplete investments as include a
that includes all of the small portion of and work continues ``major'', which majority of the
program offices and does not the corporate to 1) identify all excludes too many $1 Billion in IT
use the tenets of CPIC to issues of the major projects relevant projects investments. DOE
make decisions about IT department. The EA within the from oversight and is to consolidate
investments. does not include Department's justification. DOE the IT portfolio
program offices Portfolio, 2) has not been and manage it at
and is not used to demonstrate the extensively a departmental
make or control business cases for involved in the level, and
decisions about IT all major QuickSilver provide strong
investments. projects, 3) and Initiatives of the leadership from
continue to President's the CIO in the
strengthen the Management Council areas of IT
business cases for (PMC). management and E-
the projects Gov as the agency
initially transforms and
submitted that modernizes.
were not compliant
with A-11.
----------------------------------------------------------------------------------------------------------------
[[Page 400]]
Health and Human Services
----------------------------------------------------------------------------------------------------------------
HHS must continue HHS needs better IT projects HHS leadership in HHS will develop
strengthening central IT enterprise justifications grants an improved EA
decision-making, and architecture have been streamlining/E- and its 5 year
identifying duplicative IT documentation, extensive, but Grants is its Strategic IT
systems across the most particularly need to better highest priority. Plan, with a
Department, in order to in the areas of inform budget GPEA plans are focus on E-Gov
consolidate and unify common- baseline and decisions, and the adjusting to focus and IT security.
purpose systems. This should target data quality of these on transactions HHS will also
create savings, and enhance architectures, justifications is with the greatest continue to
the setting of priorities business process uneven. HHS is impact on the assess internally
and coordination of data use descriptions, and working with OMB public. As a duplicative
across the agency. Security systems and to establish more partner in many E- systems,
planning in project plans application solid business Gov initiatives, consolidate IT
and justifications must be descriptions. cases for all HHS will advance resources
strengthened. Recently initiated major IT plans for commencing with
plans to unify development contributing infrastructure
financial and projects and technical support
human resource continuing legacy assistance, functions, and
systems across HHS systems. staffing and analyze overlaps
are a step funding resources. of HHS systems
forward, but will with the
be demanding in President's
execution. The Management
utility of Council's E-Gov
extensive health initiatives.
data resources
should be enhanced
through
architecture
planning.
----------------------------------------------------------------------------------------------------------------
Housing and Urban Development
----------------------------------------------------------------------------------------------------------------
CPIC process is EA is in the first All of HUD's major HUD is in the During 2002, HUD
comprehensive, includes all year of projects process of will continue to
parts of the Department and implementation and demonstrated updating its tool integrate its
is used to make decisions work continues to business cases. for EA, the CPIC and EA
about IT investments. populate the However, many of Enterprise process, will
business, data, HUD's projects Architecture continue with the
application, and start out Management System project
technology layers seemingly well (EAMS) to reflect management
of the EA. HUD planned but fail an E-Government education, and
should continue to deliver on the view and are will work to
working to improve planned benefits. assessing their IT fully integrate
the integration of Over the past efforts against security efforts
the CPIC and EA year, HUD the E-Gov into the EA and
processes creating initiated an initiatives of the CPIC.
an E-Government aggressive project President's
governance process management effort Management
for selecting, to correct this Council. One such
managing, and problem and effort has been
evaluating IT continues to work noted, and HUD is
investments. on improving integrating their
delivery of the Departmental
systems within Grants Management
planned costs, System (DGMS)
schedule, and effort into the E-
performance goals. Grants initiative.
----------------------------------------------------------------------------------------------------------------
[[Page 401]]
Interior
----------------------------------------------------------------------------------------------------------------
Departmental CPIC process is Agency does not Historically, DOI has taken a Interior is
designed and implemented in have an integrated Interior has made government-wide committed to
a decentralized manner. Some and comprehensive major information leadership role as improving its
bureaus have comprehensive EA. Like the CPIC technology (IT) managing partner review and
CPIC process for their process, investments for an approval of IT
individual bureau portfolios individual bureaus without thorough intergovernmental investments
but there is not a have EA efforts analysis of Recreation One- centrally, and
comprehensive priority for their IT realistic cost, Stop project and a has already hired
setting process at the investments but schedule, and similar One-Stop a contractor to
Departmental Enterprise there is no performance goals project for survey Interior's
level. Therefore, there enterprise view of for new geospatial IT environment
remains duplicative process these investments acquisitions. As a information. In and make
and systems within the at the result, Interior addition recommendations,
Department's IT portfolio. Departmental level. puts large sums of Interior's Budget due in June 2002,
public funds at includes the that will guide
high risk for initiation of an E- future investment
failure and does Gov Transformation decisions. DOI's
not comply with project that will Inspector General
either the transform the is reviewing the
Paperwork Outer Continental Department's IT
Reduction Act or Shelf oil and gas investment
the Clinger-Cohen business processes process as well.
Act. Initial to increase Further, Interior
submission of efficiency and has agreed to
business cases responsiveness to create an
were incomplete customers--states integrated and
and work continues and federal comprehensive
to 1) identify all agencies, departmental EA
major projects industry, and that supports and
within the citizens. coordinates the
Department's work of the
Portfolio, 2) bureaus in the
demonstrate the area of EA. The
business cases for Department is
all major actively working
projects, and 3) to improve this
continue to situation and
strengthen the will have the
business cases for first four phases
the projects of the EA
initially completed in May
submitted that 2002. The
were not compliant Department plans
with A-11. to have the last
four phases of
the EA completed
by December 2002.
----------------------------------------------------------------------------------------------------------------
Justice
----------------------------------------------------------------------------------------------------------------
In spite of recent progress, EA is in the very Many, but not all, DOJ is ..................
significant work remains to early stages and major projects collaborating in a
fully carry out a capital was redirected have been number of E-Gov
planning process. The CPIC during this past adequately initiatives, and
process exists on paper but year to better justified and are in the process
is not fully implemented accommodate the supported by well- of assessing the
throughout the agency though bureaus needs as drawn business impact and
much progress was made in well as those of cases. Many, but collaboration
this area over the last the Department. not all, of the opportunities
reporting cycle. Justice's Agency provided a projects are against the other
timetable calls for all detailed EA operating within E-Gov initiatives
bureaus to have completed a project plan with 90 percent of and their related
plan by the end of 2002. the initial budget cost, schedule, DOJ Projects. DOJ
submission. To and performance investments tied
ensure system targets. The to the PMC E-Gov
compatibility and agency continues initiatives are
improve to strengthen the being asked to
information business cases for assess their
sharing, Justice's those not project vis-a-vis
enterprise initially A-11 the federal
architecture compliant. initiative.
efforts must be a Discussions
high priority continue with OMB
throughout the on these efforts.
Department.
----------------------------------------------------------------------------------------------------------------
[[Page 402]]
Labor
----------------------------------------------------------------------------------------------------------------
CPIC process is EA is in the first All of the DOL's information The Department
comprehensive, includes all full year of Department's major technology (IT) is will work further
parts of the Department and implementation and projects provided built on a strong to complete the
is used to make sound is used to make business cases for enterprise business and
decisions about IT decisions about IT IT projects. There architecture and other portions of
investments. investments. Labor were a number of planning process. its EA, which
is currently projects DOL is the only will help enhance
updating its EA to identified as federal agency its E-Gov focus
reflect the E-Gov ``significant'' with Department- and strategy. The
Strategy of the that may meet the wide IT financing agency will
Department and criteria for to ensure that its continue updating
continues to work ``major''. The investments are the EA
to complete the agency is updating cost effective and information in
business, data, its CPIC process serve the entire the Enterprise
application, and to include E-Gov organization Architecture
technology type criteria and mission. DOL has Management System
portions of the will submit let IT serve (EAMS).
EA. Completing the business cases for citizens better.
EA helps to ensure all of the For example, OSHA
that planned ``significant'' accepts health and
investments in IT projects that are safety complaints
accrue savings or upgraded to the over the Internet;
enhance business ``major'' category. individuals can
operations, or use the Internet
both. to discover lost
pensions; and a
pilot project
allows people to
calculate
approximate
retirement
benefits on-line.
Labor is also the
managing partner
for the
``Eligibility
Assistance On-
line'' E-Gov
initiative of the
President's
Management Council.
----------------------------------------------------------------------------------------------------------------
State
----------------------------------------------------------------------------------------------------------------
The CPIC process does not The Department has Initial submission Department of State Working with OMB,
routinely scrutinize a large not completed an of business cases is collaborating the department
portion of IT investments. enterprise were incomplete on a number of the plans an
For example, FY 2003 300s, architecture to and work continues E-Gov initiatives aggressive effort
only 49 percent of planned guide IT to 1) identify all of the President's to improve their
major project spending, investments major projects Management Council business cases
totaling $329 million has although it plans within the (PMC). The and make them A-
been reviewed and approved to do so in 2002. Department's Department will 11 compliant by
by the CPIC. Portfolio, 2) assess how its August of 2002.
demonstrate the projects meet the Also, the
business cases for Administration's Department will
all major goals to unify, increase the
projects, 3) and simplify, and central review of
continue to reduce redundancy projects to at
strengthen the in IT systems. least 70 percent
business cases for of total spending
the projects and all of the
initially planned major
submitted that project spending.
were not compliant
with A-11.
----------------------------------------------------------------------------------------------------------------
[[Page 403]]
Transportation
----------------------------------------------------------------------------------------------------------------
Transportation's CPIC process DOT is continuing DOT is working to DOT is implementing Transportation
is currently being its work to strengthen its e-business process will implement a
documented and vetted and is develop an IT EA. business cases for initiatives that comprehensive
expected to be in place The Department's major Information will improve CPIC process by
throughout the department EA is being Technology agency operations, the end of FY
during FY2002. developed by an projects. In as part of their 2002, and will
intermodal group addition, cost, GPEA complete EA
representing all schedule, and implementation. business analyses
DOT components. performance The Department has for five
The DOT EA will be milestones for committed to an e- Operating
completed by early some major government Administrations.
FY2003. projects, leadership role
particularly those for on-line
within the Federal rulemaking
Aviation management.
Administration,
will be monitored
to ensure that
potential problems
are addressed in a
timely fashion.
----------------------------------------------------------------------------------------------------------------
Treasury
----------------------------------------------------------------------------------------------------------------
Treasury has made progress in The Treasury Initial submission Treasury has made Department: Expand
recent years in improving Enterprise of business cases progress in improved IT
its technology investment Architecture were incomplete implementing planning and
planning and execution Framework needs to and work continues electronic investment
(i.e., using business cases be strengthened. to 1) identify all government options control processes
and monitoring progress The CIO shop major projects for citizens at the bureaus
against performance should exert more within the (e.g., electronic and the
targets). However, leadership and Department's tax filing and Department. IRS:
improvements are still provide more Portfolio, 2) benefits Demonstrate
needed to ensure that all guidance to the demonstrate the payments). The improved
investments are managed bureaus. Bureaus' business cases for Budget proposes to management
carefully to achieve maximum architectures have all major further expand process controls
benefits.The Department surpassed the projects, 3) and electronic for the Business
needs to exert more control Department's in continue to government Systems
over and provide more levels of planning strengthen the including new tax Modernization
guidance to the bureaus. and further business cases for payer services and program at the
Capital planning needs to independent the projects expanding the IRS before
include ongoing projects as development at the initially Treasury's Pay.gov submission of the
well as proposed bureaus introduces submitted that on-line payment next spending
initiatives. the risk that they were not compliant system. plan. Extend
ultimately will be with A-11. disciplined
incompatible. controls to
investments
funded by the
Information
Systems account.
Provide improved
business cases in
support of IS
investments.Custo
ms: Improve
investment
decision making
and management
process controls.
----------------------------------------------------------------------------------------------------------------
[[Page 404]]
Veterans Affairs
----------------------------------------------------------------------------------------------------------------
The Department needs to exert The Department has Initial submission VA is currently In early 2002, VA
more control over and just begun an of business cases reviewing its IT provide a
provide more guidance about integrated were incomplete projects against detailed project
project life cycle comprehensive EA and work continues the E-Gov plan for their EA
management to the and submitted a to 1) identify all initiatives of the efforts and are
Administrations. Capital detailed project major projects President's working with OMB
planning needs to be plan for within the Management Council to provide
strengthened for ongoing implementation Department's (PMC) for Business Cases
projects as well as proposed with the initial portfolio, 2) opportunities to for IT projects
initiatives. Budget Submission. demonstrate the participate and for all IT
It is too early to business cases for collaborate. One investments by
determine whether all major project has March 2002. VA
this EA will be projects, and 3) already been will also report
effective in continue to redirected through to OMB
managing and strengthen the this review periodically on
controlling IT business cases for process. Further, status of the
investments in the the projects VA is committed to improvement
Department. The EA initially the OMB efforts in the
does integrate submitted that recommendation area of E-Gov and
CPIC and EA which were not compliant that it partner IT management.
as is required by with A-11. with DOD to
OMB guidance; an develop an
application to integrated
automate the EA/ enrollment system
CPIC interface is as well as a joint
under development. patient record
system.
----------------------------------------------------------------------------------------------------------------
Environmental Protection Agency
----------------------------------------------------------------------------------------------------------------
Most of EPA's capital asset EPA has the On average, major EPA plans to make The agency aims to
planning for information fundamental IT projects regulatory integrate
technology acquisitions is elements of an EA operate near cost, information more enterprise
well done although not fully documented. schedule, and readily available architecture and
documented. performance through a its capital
targets. consolidated planning process;
docket. EPA also implement a broad
plans to based network for
participate in efficient
several other e- electronic
gov initiatives. sharing of
environmental
information; and
promote e-gov
through a central
data exchange.
----------------------------------------------------------------------------------------------------------------
Federal Emergency Management Agency
----------------------------------------------------------------------------------------------------------------
FEMA's CPIC process is FEMA's EA effort is Many of FEMA's FEMA is involved During 2002, FEMA
comprehensive, includes all comprehensive and revised business with a number of e- will work to
parts of the agency and is addresses the cases demonstrated gov initiatives integrate its
used to make decisions about business, data, improvement. including lead on CPIC and EA
IT investments. application and However, work the disaster process, will
technology layers remains for a assistance and address all A-11
of the agency. OMB number of FEMA's crisis response requirements when
recommends that IT investments initiative. developing their
FEMA continue to that failed to business cases
update its EA make the business and submit the
efforts with case, particularly business cases in
knowledge they in regards to a timely manner,
gain via their performance goals. and will work to
role in the E-gov Additionally, the fully integrate
initiatives, and agency failed to security efforts
create an EA submit their into the EA and
repository so that initial business CPIC. Two recent
managing change cases on time. initiatives --
becomes easier. the establishment
of an Office of
Cyber Security
reporting
directly to the
CIO and the
revision of
FEMA's CPIC --
should
significantly
advance the
Agency's efforts
in these regards.
----------------------------------------------------------------------------------------------------------------
[[Page 405]]
General Services Administration
----------------------------------------------------------------------------------------------------------------
GSA's documented CPIC process GSA provided draft Initial submission GSA plays a major GSA will continue
appears to be very EA documents and of business cases role in the area during 2002 to
comprehensive and complies OMB cannot were incomplete of E-gov. They are educate the
with OMB guidance. The officially assess and work continues the managers of agency on CPIC
resulting business cases or comment on the to demonstrate and the Federal and further
from this process draft until it is strengthen Government's integrate the
demonstrate that the signed and business cases for portal (firstGov), processes into
processes is not fully executive buy-in all major projects. and is the decision-making
integrated into agency from the agency managing partner for IT
decision-making. GSA is demonstrated. for 4 of the investments
working to better educate However, OMB does President's within the
the agency on the tenets of note that if the Management Council agency. GSA will
CPIC and integrating CPIC work continues as (PMC) E-Gov also continue
with their EA efforts. is defined in the initiatives: 1) integrating CPIC
draft, the agency USA Service, 2) and EA with an
will be well on Federal Asset emphasis on E-Gov
their way to Sales, 3) E- within their IT
addressing EA and Authentication, governance
the principles of and 4) E-Travel. structure at GSA.
OMB guidance. GSA should also
update its agency
EA efforts with
knowledge learned
from managing the
E-Gov initiatives
of the PMC.
----------------------------------------------------------------------------------------------------------------
Agency for International Development
----------------------------------------------------------------------------------------------------------------
Not integrated with overall Not integrated with None of the The agency has a USAID is
IT management processes. overall IT Agency's IT comprehensive plan undertaking a
USAID is undertaking a study management projects could to go online and study to address
to re-engineer Agency processes. USAID make the business implement the how it can make
business practices, improve is undertaking a case. Revised Government more effective
capital planning and study to re- business cases Paperwork use of capital
integrate enterprise engineer Agency will submitted. Elimination Act. planning,
architecture. business enterprise
practices, improve architecture, and
capital planning modern business
and integrate concepts. The FY
enterprise 2003 budget
architecture. includes a
capital
investment
account to
segregate and
better manage IT
funding.
----------------------------------------------------------------------------------------------------------------
National Aeronautics and Space Administration
----------------------------------------------------------------------------------------------------------------
NASA is working with OMB to NASA has made NASA has 5 major NASA has been a During 2002, NASA
develop a more complete, progress in the projects that strong leader in e- will continue to
agency-level framework for area of EA and demonstrated government. NASA integrate its
managing all of its IT continues to business cases for should continue to CPIC and EA
investments. populate the IT projects. NASA assess its IT process. NASA
business, data, is in the process investments will continue
application, and of developing against the 23 work to fully
technology layers other business major e-government integrate OMB
of the EA. NASA cases for major initiatives of the Circular A-11
should continue projects for President's requirements into
working to improve submission to OMB Management Council its internal
the integration of in February. NASA to identify reviews for FY
the CPIC and EA is directed to opportunities to 2004.
processes creating continue work on collaborate and
an E-Government the remaining FY participate.
governance process 2003 major
for selecting, projects
managing, and identified in
evaluating IT their Exhibit 53.
investments.
----------------------------------------------------------------------------------------------------------------
[[Page 406]]
National Science Foundation
----------------------------------------------------------------------------------------------------------------
The Foundation has a strong NSF has the tenets NSF provided NSF was the first Initiate Strategic
CPIC process in place in the of a good EA business cases for agency to perform Business Analysis
agency that drives decision working. The IT IT projects for all of its and Business Case
making about IT investments. Architecture is all of their major critical for Next
being updated to projects. interactions with Generation
reflect a more E- its proposal eGovernment
Government focus. applicants through capability and
the web. Over 99 supporting
percent of the Enterprise
proposals the Architecture
agency receives (June 02)
are submitted
electronically.
----------------------------------------------------------------------------------------------------------------
Office of Personnel Management
----------------------------------------------------------------------------------------------------------------
OPM's CPIC process is robust OPM's EA effort is OPM submitted fully OPM will lead 5 of OPM will continue
and informs decisions about comprehensive and compliant business the President's to integrate its
IT investments based on addresses the cases for all of Management Council CPIC and EA
trade-offs of benefits and business, data, their major (PMC) E-Gov processes to
risks. application and projects with the initiatives: 1) create an E-
technology layers initial budget Integrated HR, 2) Government
of the agency. OMB request. Recruitment One governance
recommends that Stop, 3) E- process for all
OPM continue to Clearance, 4) E- IT investments
update its EA Training, and 5) including the PMC
efforts with Payroll E-Gov
knowledge they Modernization. initiatives, pre-
gain via their existing IT
role in the E-gov initiatives
initiatives, to (e.g., Retirement
create an EA System
repository so that Modernization),
managing change and strategic
becomes easier. initiatives that
will unify and
simplify
personnel
processes across
government,
eliminating
duplicate systems
and reducing
costs.
----------------------------------------------------------------------------------------------------------------
Small Business Administration
----------------------------------------------------------------------------------------------------------------
The agency has a strong CPIC SBA has had an IT SBA has business SBA has been very Agency will
process in place in the Architecture for cases for all IT active in the continue working
agency and it is used to several years. It projects that were President's with OMB
make decisions about IT is not clear approved via the Management Council throughout 2002
investments. whether the ITA in budget process. (PMC) E-Gov to integrate its
the past was used efforts. SBA is CPIC and EA
to govern managing partner processes. SBA is
decisions about for the ``One Stop also reviewing
IT. The agency is Business its IT portfolio
in the process of Compliance to ensure that
updating the ITA Information'' E- 100 percent of
to an EA to Gov initiative. the IT
capture a more investments are
comprehensive view subject to the
of the agency and CPIC and EA
to integrate it processes and
with the CPIC ensuring IT
process. security is
planned and
demonstrated for
all IT projects.
----------------------------------------------------------------------------------------------------------------
[[Page 407]]
Social Security Administration
----------------------------------------------------------------------------------------------------------------
SSA's capital planning SSA has just begun All of SSA's major SSA has taken SSA will continue
process has improved an integrated projects constructive steps through 2002 to
markedly over the last two comprehensive EA demonstrated in the last two build upon the EA
years. However, SSA still and submitted a business cases for years by rapidly submitted to OMB
needs to improve its risk detailed project IT projects. SSA expanding online with the FY03
management assessment, set plan for continues to work customer service budget and will
performance goals associated implementation on improving options. These focus on the
with specific IT projects, with the initial delivery of the include retirement integration of
and develop a cost-tracking Budget Submission. systems within claims, Medicare the CPIC and EA
system that consolidates It is too early to planned costs, replacement cards, to create an E-
cost information for IT determine whether schedule, and online ``account'' Government
projects. this EA will be performance goals. status, access to governance
effective in OMB has asked the change one's process whereby
managing and agency to review address and all decisions for
controlling IT their telephone number, managing IT at
investments in the ``significant'' and direct SSA are made.
agency. projects against deposit. Despite
the criteria for these new
``major'' in an services, SSA
effort to increase remains a paper-
the visibility of driven agency that
the IT portfolio. still relies on
Negotiations moving claims
continue with the folders from one
agency in this site to the next
area. for processing.
SSA is also
managing partner
for the
President's
Management Council
(PMC) E-Gov
initiative ``E-
Vital''.
----------------------------------------------------------------------------------------------------------------
National Archives and Record Administration
----------------------------------------------------------------------------------------------------------------
NARA submitted a CPIC process NARA submitted an NARA is working to NARA is the During 2002, NARA
for the first time this EA for the first strengthen its managing partner will continue to
year. NARA should continue time this year. business cases for for the integrate its
to develop the CPIC , with NARA should IT and will ``Electronic CPIC and EA
an emphasis on developing an continue to periodically Records Management process. NARA
integrated framework for develop the EA and inform OMB of its (ERM)'' E- continues to work
managing all of its IT to improve the progress. government on the
investments across the integration of the initiative. This ``Electronic
agency. CPIC and EA initiative will Records Archive
processes. prototype the use (ERA). NARA will
of a markup also continue to
language based work on the ERM e-
approach in government
establishing initiative and to
uniform procedures coordinate with
and requirements the other partner
for the creation, agencies.
management, and
interagency
sharing of
electronic
records. NARA is
also a partner on
several other e-
government
initiatives,
including
Transportation's
``Online
Rulemaking
Management''
----------------------------------------------------------------------------------------------------------------
[[Page 408]]
Nuclear Regulatory Commission
----------------------------------------------------------------------------------------------------------------
The NRC CPIC process has been The NRC Enterprise NRC's major NRC has NRC will continue
in place for several years. Architecture (EA) projects are implemented working
NRC strives for continuous process is based supported by Electronic throughout 2002
improvements by on OMB's business cases. Information to improve the
incorporating best Memorandum M-97- NRC is also Exchange (EIE) CPIC and EA
practices. NRC has underway 16, ``Information continuing to 1) with its nuclear processes in
a major review and update of Technology include all major reactor licensees. consultation with
the CPIC to better integrate Architectures,'' projects within The agency has OMB. NRC will
the IT management processes and has been in the Department's initiated a also review the
within the agency and to place for several Portfolio, 2) rulemaking President's
promote a stronger business years. In response demonstrate the activity to open Management
case approach for IT to more recent business cases for the EIE program to Council (PMC) E-
investments. guidance, CIO all new major all licensees by Gov initiatives
Council's ``A projects, and 3) the end of FY 2002. for opportunities
Practical Guide to improve the to participate.
Federal Enterprise decision making
Architecture,'' processes for IT
NRC is in the investments.
process of
updating their EA
efforts,
integrating them
with the updated
CPIC processes and
creating an E-
Government
framework which
they will use to
manage IT
investments.
----------------------------------------------------------------------------------------------------------------
Corps of Engineers--Civil Works
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The Corps' CPIC process has The Corps' EA The Corps' initial It is difficult to The Corps will
been in place and not efforts were submission of assess the continue working
updated for several years. started prior to business cases agencies efforts throughout 2002
The Corps is reviewing and the issuance of were incomplete. and compliance is to improve the
updating the CPIC to better Clinger-Cohen. The The Corps engaged this area. The CPIC and EA
integrate a myriad of IT Corps' original OMB in efforts to Corps only processes in
management process within 1995 architecture demonstrate the provided detailed consultation with
the agency and a stronger had a heavy business cases and justification for OMB. It is
business case approach for preponderance in were successful in the three projects recognized that
IT investments. the areas of doing so for the it identified as the Corps is
technology and major projects ``major.'' which participating in
infrastructure identified. The is only 14 percent one of the 23
with no clear tie Corp is also of its IT multi-agency eGov
or mapping to the continuing to: 1) investments. The initiatives,
business and data identify all major agency is specifically,
layers as required projects within reassessing their ``Recreation One
in OMB guidance. the Department's entire IT Stop.'' However,
The Corps web- Portfolio; 2) portfolio to the Corps needs
based Enterprise demonstrate the provide greater to provide
Architecture business cases for visibility into increased
Framework (CEA)is all major their efforts. visibility to its
in place, but projects; and 3) internal e-Gov
needs to be fully improve the initiatives and
populated. decision -making also review the
processes for IT President's
investments. Management
Council (PMC) e-
Gov initiatives
for further
opportunities to
participate.
Also, The Corps
is in the process
of updating their
EA efforts,
integrating them
with an updated
CPIC processes
and creating an E-
Government
framework which
they will use to
manage IT
investments.
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