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1/14/10 1 From the Strategy to the 300: Building and Managing ...



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  • the details are at
  • Reference Chris at event – If he’s there, he can tell the story
  • 3 processes Revise Internal Operations – Underlying processes: 1. Capture, order, fulfillment; 2. Command and control Simplify a process or Unify around a line of business Info Value Chain,


  • 1. From the Strategy to the 300: Building and Managing E-Government Dan Chenok Branch Chief for Information Policy and Technology Office of Management and Budget Executive Office of the President
  • 2.
    • Strategic Management of Human Capital
      • Adopt IT to capture employees’ knowledge and skills
      • Acquire and develop talent and leadership
    • Competitive Sourcing
      • Improve procedures to evaluate public and private sources
      • Better publicize activities subject to competition
    • Improved Financial Performance
      • Baseline erroneous payments and establish goals for reduction
      • Ensure financial systems produce accurate and timely information
    • Expanded Electronic Government
      • Simplify and unify around citizen needs
      • Support projects that performance across agency boundaries
      • Maximize interoperability and minimize redundancy
    • Budget and Performance Integration
      • Use performance information to make budget decisions
      • Link performance and cost in a performance budget
    The President’s Management Agenda sets forth a strategy to ensure that the Federal Government is well-run and results-oriented Page
  • 3. The Expanding E-Government Strategy
    • The Vision: an order of magnitude improvement in the federal government’s value to the citizen; with decisions in minutes or hours, not weeks or months. E-Government Definition : the use of digital technologies to transform government operations in order to improve effectiveness, efficiency, and service delivery.
    • The Principles:
    • Citizen-Centered, Results-Oriented, Market-based
    • Integral component of President’s Management Agenda
    • Simplify and Unify
    • “ Government likes to begin things - to declare grand new programs and causes. But good beginnings are not the measure of success. What matters in the end is completion. Performance. Results. Not just making promises, but making good on promises." President George W. Bush
  • 4. Government to Citizen Government to Government Internal Effectiveness and Efficiency 1. USA Service 2. Free File 3. Online Access for Loans 4. Recreation One Stop 5. Eligibility Assistance Online 1. e-Vital 2. e-Grants 3. Disaster Management 4. Geospatial Information One Stop 5. Project SAFECOM 1. e-Training 2. Recruitment One Stop 3. Enterprise HR Integration (includes e-Clearance) 4. e-Travel 5. Integrated Acquisition 6. e-Records Management 7. Payroll Processing Lesson Learned: Citizen-centered Initiatives can work, but No Magic Formula Exists Managing Partner OPM OPM OPM GSA GSA NARA OPM Managing Partner SSA HHS FEMA DOI FEMA Managing Partner GSA TREAS DoEd DOI Labor Government to Business 1. Federal Asset Sales 2. Online Rulemaking Management 3. Expanded Electronic Tax Products 4. Consolidated Health Informatics 5. Business Compliance One Stop 6. International Trade Process Streamlining Managing Partner GSA EPA Treas HHS SBA DOC E-Authentication
  • 5. The Statutory Framework
    • PRA: Sets overall framework for OMB oversight of IP and IT
    • GPEA: Make all transactions electronic, when practicable, by October 2003.
      • -- Along with the Electronic Signatures in Global and National Commerce Act, creates legal framework for online commerce
    • Clinger Cohen: Requires sound investment through Capital Planning that is tied to Agency missions and strategic goals
    • Federal Information Security Management Act: Attention to security in all agency applications, accountability to OMB and Congress
    • Privacy Act: Continues to be the foundation of Federal policy for protecting and sharing personal information
    • Section 508: Ensure accessiblity for all
  • 6.
    • Signed December 2002, Effective April 2003
    • Codifies OMB’s role: E-Gov Administrator and Office of E-Government
    • Codifies CIO Council
    • Agencies develop citizen and productivity-related performance measures to support agency objectives, strategic goals, and mandates.
    • Endorses and requires agencies to support cross agency e-gov initiatives
    • Furthers many of the 24 Presidential E-Gov initiatives
    E-Gov Act
  • 7. Current IT Spending Decisions Reflect A Structured Federal IT Capital Planning Process June: A-11 Guidance published; business cases must address project value, program plan, cost/schedule, risk management, and leverage partnering around E-Gov projects and the FEA BRM Lines of Business May-August: OMB memoranda identified potential opportunities for leveraging cross agency partnering. September: Agencies submitted business cases and IT portfolios in September, with ongoing updates; data arrived via Extensible Markup Language (XML) and were made available for on-line analysis within OMB. Autumn: OMB reviewed and scored business cases based on A-11 Criteria–Agencies were provided scores and resubmitted improved business cases. OMB identified opportunities for consolidation. Investment increases were directed to priority areas such as Homeland Security, the war on terrorism and modernization. Now: Agencies continue to improve business cases and revise IT Budgets to reflect decisions.
  • 8. Federal IT Investment Portfolio for 2004: Requested at $59 Billion (dollars in billions) $52.6 $52.6 $52.6 $1.6 $1.6 $5.1 $48.0 $50.0 $52.0 $54.0 $56.0 $58.0 $60.0 2003 Base 2003 Updated 2004 Request Base Better Reporting Homeland Security, War on Terrorism, and Other Modernization Increase $3.9
  • 9. Visibility Leads to Smarter Decision-Making $34.6B $18B $24.3B $35B Most agencies reported more business cases for 2004. Several agencies grew significantly – 14 business cases from 2003 to over 100 in 2004, 26 business cases in 2003 to over 100 in 2004, etc.
  • 10. 2004 Budget Federal IT Investment Portfolio (dollars in billions) $4.7 (IT Security is included in the Mission Area and Office Auto/Infrastructure) $37 $21 $1 Mission Area Projects Office Automation /Infrastructure Enterprise Architecture IT Security
    • 300+ projects ($8 Bn) have good business cases; over 750 projects ($21 Bn) “At-risk” requiring business case enhancements
    • Better project management
    • Integration with the Modernization Blueprint
    • Satisfy the security criterion
    • Link the investment to agency strategic goals and provide performance objectives
    • Adequately address the risks
  • 11. Business Cases Drive Performance Improvement Agency’s IT Budget Submission Business Cases Clear Performance Gap IT will address? Should the Federal Government perform this function? Support the PMA and is it collaborative? Part of the Modernization Blueprint? Clear performance goals and measures tied to the business? 3 Viable Alternatives for closing the performance gap? Performance Based Acquisition and Contracts? Yes Yes Yes Yes Yes Yes Strong Risk Management Plan? Project Management Plan with milestones? Addresses Security and Privacy? Life-Cycle Costs are well planned and appropriate? Yes Yes Yes Yes Yes $
  • 12. Budget Implementation
    • OMB Circular A-11, Preparation and Submission of Budget Estimates
      • Budget Requests
        • Budget Exhibit 53 , Agency IT Investment Portfolio
      • Strategic Plans & Annual Performance Plans
      • Planning, Budgeting & Acquisition of Capital Assets
        • Budget Exhibit 300 , Capital Asset Plan & Justification (Business Case)
  • 13. OMB Circulars A-11 and A-130 Pulling it all together. . .
    • IRM Strategic Plan (Paperwork Reduction Act)
    • Enterprise Architecture (Clinger-Cohen Act)
    • Documented CPIC Process (Clinger-Cohen Act)
    • Agency Capital Plan (Circulars A-11 and A-130)
      • CAPs, Agency IT Portfolio, Report of Financial Management Activities and attendant documents, Transforming the Agency discussion, and CPIC Control (all IT Investments).
      • All Section 53, and 300 documents updated to reflect President’s Decisions and resubmitted.
  • 14. Informing the CPIC Processes – Lessons Learned
    • Heightened focus on project management
    • Scrutiny of acquisition strategies (performance based)
    • More enterprise licenses and consolidated office automation and infrastructure buys
    • Continued focus on security and privacy
    • Integrated Business Case for infrastructure
    • Further integration with the budget process
    • Implementing Modernization Blueprints tied to the FEA
  • 15. Key Elements Of The FY03 and FY04 IT Agenda
    • Driving results & productivity growth: IT and management reform investments that create an order of magnitude improvement in value to the citizen, especially homeland security info sharing and knowledge flow
    • IT Cost Controls: Consolidation of redundant and overlapping investments, Enterprise Licensing, Fixing cost overruns, Competing away excess IT Services charges
    • E-Gov Act implementation: Government wide architecture governance, including web-based strategies for improving access to high quality information and services
    • Cyber Security: Desktop, data, applications, networks, threat and vulnerability focused, business continuity, privacy protection
    • IT workforce: Conduct training and recruitment to obtain project management skills, strategic CIO staff, and architects that have a Passion for Solutions
  • 16. The Federal Enterprise Architecture will drive consolidation and transformation Business Reference Model (BRM)
    • Lines of Business
    • Agencies, Customers, Partners
    Service Component Reference Model (SRM)
    • Capabilities and Functionality
    • Services and Access Channels
    Technical Reference Model (TRM)
    • IT Services
    • Standards
    Data Reference Model (DRM)
    • Business-focused data standardization
    • Cross-Agency Information exchanges
    Business-Driven Approach Performance Reference Model (PRM)
    • Government-wide Performance Measures & Outcomes
    • Line of Business-Specific Performance Measures & Outcomes
    Federal Enterprise Architecture (FEA) Component-Based Architecture
  • 17. What Will the FEA Reference Models Do?
    • Provide consistent definitions and constructs of the business, performance and technology of the Federal Government.
    • Serve as a foundation to leverage existing processes, capabilities, components and technologies to build target enterprise architectures.
    • Facilitate cross-agency analysis and the identification of duplicative investments, gaps, and opportunities for collaboration within and across Federal Agencies (e.g., 6 LOBs).
  • 18. Lessons Learned: Need to Simplify and Unify Business Lines On average 10 Cabinet Departments and agencies per Line of Business On average 21 Cabinet Departments and agencies per Line of Business All 24 Cabinet Departments and agencies per Line of Business Government- to-Citizen Access Channels Employee- to-Employee Access Channels Internal Operations / Infrastructure Human Resources, Financial Management Admin Supply Chain Management Human Resources, Financial Management Admin Supply Chain Management Inter-Agency Intra-Agency Support Delivery of Services Legislative Management Business Management of Information IT Management Planning and Resource Allocation Regulatory Management Controls and Oversight Public Affairs Internal Risk Management and Mitigation Federal Financial Assistance Web Services
    • Telephone
    • Voice
    • Interactive
    E-system to System Public/Private Partnerships Fax Face to Face Mail Program Admin Compliance Services to Citizens Public Asset Management Marketable Asset Management Defense & Nat’l Security Ops Diplomacy & Foreign Relations Disaster Management Domestic Economy Education Energy Management Insurance Public Health Recreation & National Resources Social Services R&D & Science Regulated Activity Approval Consumer Safety Environmental Management Law Enforcement Legal Revenue Collection Trade (Import/Export) Transportation Workforce Management Program Admin Compliance Services to Citizens Public Asset Management Marketable Asset Management Defense & Nat’l Security Ops Diplomacy & Foreign Relations Disaster Management Domestic Economy Education Energy Management Insurance Public Health Recreation & National Resources Social Services R&D & Science Regulated Activity Approval Consumer Safety Environmental Management Law Enforcement Legal Revenue Collection Trade (Import/Export) Transportation Workforce Management Internet/ Portal Intranet/ Portal
    • Telephone
    • Voice
    • Interactive
    E-system to System/ Web Services Public/ Private Partnerships Fax Kiosk Face to Face Mail
  • 19. What it takes to get to Green
    • Agency E-government Progress
      • Modernization Blueprint -- Enterprise Architecture
      • Business Cases -- Capital Planning and Investment Control
      • IT Program Management
      • IT Security
    • Agency is a Solution Partner in Multi-agency E-Government Initiatives (3 of 4 Citizen-centered groups)
  • 20. Overcoming Chronic Problems Requires a Passion for Solutions! Citizens Get Value & Agencies Get Green Federal IT Investment Portfolio Enterprise Architecture Authentication Security e-Gov Policy Privacy Capital Planning Teamwork Process Improvement LOB Ownership Cross- Information Sharing Strategic Alignment Data Standardization Joint Business Cases Project Management