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March 2010: FedSources HUD CIO Jerry Williams
March 2010: FedSources HUD CIO Jerry Williams
March 2010: FedSources HUD CIO Jerry Williams
March 2010: FedSources HUD CIO Jerry Williams
March 2010: FedSources HUD CIO Jerry Williams
March 2010: FedSources HUD CIO Jerry Williams
March 2010: FedSources HUD CIO Jerry Williams
March 2010: FedSources HUD CIO Jerry Williams
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March 2010: FedSources HUD CIO Jerry Williams

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March 2010: FedSources executive breakfast with HUD CIO Jerry Williams and HUD Deputy CIO Chris Niedermayer …

March 2010: FedSources executive breakfast with HUD CIO Jerry Williams and HUD Deputy CIO Chris Niedermayer

http://www.fedsources.com/services/events/brk_williamsniedermayer.aspx

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    • 1. Overview of HUD Information Technology Transformation<br />Jerry E. Williams, Chief Information Officer<br />March 31, 2010<br />
    • 2. TI/IT Overview<br />2010 Appropriations Act passed 12/13/09<br />Funded $80-$180M of IT projects to support business transformation initiatives<br />Funds available until 9/30/12<br />30 IT projects down-selected from many requests <br />March 8, 2010<br />2<br />
    • 3. Requirements for TI/IT Projects<br />HUD spending plans must:<br />Identify for each modernization project: <br />the functional and performance capabilities to be delivered and the mission benefits to be realized, <br />the estimated lifecycle cost, and <br />key milestones to be met. <br />Demonstrate that each modernization project is: <br />compliant with the department’s enterprise architecture, <br />being managed in accordance with applicable lifecycle management policies and guidance,<br />subject to the department’s capital planning and investment control requirements, and<br />supported by an adequately staffed project office.<br />HUD must submit project documentation to the Government Accountability Office for review. CIO has interacted with GAO to match expectations.<br />3<br />March 19, 2010<br />
    • 4. Consistent Approach Being Implemented to Meet Requirements<br />Created a streamlined investment management governance structure to raise decision making to senior levels<br />Established integrated project teams (IPT) to lead projects<br />Developed a standard project planning life cycle and template<br />Integrating planning, systems development methodology, and investment management processes<br />Funding being allocated by the CIO incrementally as projects evolve through the process<br />Transparency of IPT progress to become available to stakeholders using common processes and tools<br />March 19, 2010<br />4<br />
    • 5. Restructured CIO Organization<br />March 19, 2010<br />5<br />
    • 6. CIO Organizations Structured Around Federal CIO Competencies vs. Serving the Customer<br />6<br /><ul><li>Federal mandates have led to siloed and hard to navigate OCIO service offerings
    • 7. Lack of single point of contact for the business community puts the burden on the business owner and creates a risk of performance and compliance gaps
    • 8. Heavy reliance on implementation project managers to help navigate OCIO</li></ul>EA<br /><ul><li> Clinger-Cohen Act
    • 9. OMB Circular A-130</li></ul>Mission Owner<br />CPIC<br /><ul><li>Federal Information Security Management Act</li></ul>Information Assurance<br />Mission Owner<br />Infrastructure<br />Mission Owner<br />Solution Lifecycle<br /><ul><li> Clinger-Cohen Act
    • 10. OMB Circular A-11</li></ul>Acquisition<br /><ul><li>Federal Acquisition Regulations</li></li></ul><li>New Paradigm for Coordinating with Stakeholders to Improve Customer Satisfaction<br />Office of Strategic Planning<br />Service Planning<br />CIO & Deputy CIO<br />Report results of IRM performance analyses to the Office of Strategic Planning<br /><ul><li>Ensure compliance with regulations and leverage existing resources
    • 11. Collect performance data</li></ul>Report performance measures to senior leadership<br />Governance Groups<br />Report results of IRM performance analyses to relevant governance groups<br />Office of Customer Relationship, Performance & Vendor Management<br />CXOs/Partners/Vendors<br />Service Delivery<br /><ul><li>Establish and maintain resource partnerships and communications
    • 12. Measure and report on partner performance metrics</li></ul>Ensure staff have needed support for job functions<br /><ul><li>Ensure final delivery meets mission customers’ business requirements
    • 13. Collect performance data
    • 14. Ensure compliance with regulations and leverage existing resources
    • 15. Collect performance data</li></ul>Customer<br />OCIO Staff<br />Guide customers from concept through solution retirement<br />Stakeholders External to OCIO<br />Stakeholders Internal to OCIO<br />
    • 16. Questions & Answers (Q&A)<br />March 19, 2010<br />8<br />

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