“ The Head of each executive agency shall design and implement in the executive agency a process for maximizing the value and assessing and managing the risk of the information technology acquisitions of the executive agency.”
OMB A-11 – Provide a full and accurate accounting of Major and Non-major IT investments
OMB A-130 – Use Capital Planning and Investment Control process
GAO IT Investment Management Framework
375 DM 6, Information Resources Life Cycle Management, 1989
375 DM 7, Benefit/Cost Analysis in Support of IRM Decision making, 1993
376 DM 4, Information Technology Investments, 1996
DOI Capital Planning and Investment Control Guide, February 2005
GAO IT Investment Management Stages Stage 1 Creating an Investment Awareness Stage 4 Improving the Investment Process Stage 5 Leveraging IT for Strategic Outcomes Stage 3 Developing a Complete Investment Portfolio Stage 2 Building the Investment Foundation
Investment Review Board (IRB): The governing and approval body responsible for ensuring that proposed investments meet DOI strategic, business, and technical objectives, and manages the overall IT portfolio. The IRB reviews, recommends decisions, and issues guidance, on the implementation of recommendations contained in Modernization Blueprints for information technology (IT) lines of business.
From the IRB Charter
Purpose: The purpose is to establish the Board as the forum for collaborative governance of E-Government and IT within the Department, bringing together business and IT executives from Interior’s E-Government Team and Information Technology Management Council.
Reviews Bureau IRB decisions and considers the impact those decisions have to the overall DOI IT portfolio.
To review and approve/disapprove all Departmental or bureau cross-cutting system IT investment proposals greater than $5 Million total life cycle; all sensitive systems, and all multi-bureau/agency systems.
To assure bureaus/offices have an IT investment review process for bureau/office specific IT investments.
To adopt common approaches throughout the DOI in responding to E-Government and IT-related issues or requirements.
To influence the development of Departmental budget requirements involving activities fulfilling the requirements of the Clinger-Cohen Act of 1996 (Public Law 104-106) .
To assure “best practices” are identified and implemented within the Department.
To review and approve the Department and bureau or office requests for funding that involve data collection in accordance with the requirement to adhere to established standards.
To serve as an arbitrator among members regarding IT investments should the need arise.
Governance Meeting Schedule Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sept Identify Gaps and Redundancies Determine and prioritize E - Gov opportunities Prepare Pre - Select Business Cases Prioritize Pre - Select Business Cases Prepare and Refine Select Bus. Cases Prioritize Select Business Cases and Recommend to MIT/ MEC Conduct Quarterly Review of Ongoing Projects Review Federal E - Gov Initiatives Updates and Coordinate other enterprise - wide efforts Review IBAT Updates Review Web Resources Council Updates E - Gov Team Project Mgrs IRB IRB Project Mgrs IRB IRB IRB IRB IRB IRB IRB IRB IRB IRB E - Gov Team E - Gov Team E - Gov Team E - Gov Team E - Gov Team E - Gov Team E - Gov Team E - Gov Team E - Gov Team E - Gov Team E - Gov Team E - Gov Team E - Gov Team E - Gov Team E - Gov Team E - Gov Team Respond to OMB Passback IRB IRB IRB
Major IT Investments: (meet at least one of the following criteria)
Any investment previously reported to OMB
$5M annual cost or > $35M lifecycle cost
Importance to the mission or its significant role in administration of programs, finances, property, or other resources
Is an integral part of the Department’s modernization blueprint (EA)
Mandated by legislation or executive order, or identified by the Secretary as critical
All financial systems with an annual cost greater than $500,000.
High risk as determined by OMB, GAO, Congress and or the CIO.
Directly Supports the President’s Management Agenda Items of “high executive visibility”
E-Government, Departmental, cross-cutting (across more than one office or Bureau)
Links to the first two layers of the FEA. (This is meant to imply the first two layers of the BRM: Services to Citizens and Mode of Delivery
CPIC Process Entry/Exit Criteria Entry Criteria: Concept Exit Criteria: Mission Needs Statement, Concept, Exhibit 300-1 Entry Criteria: Exit Criteria: IRB Approved MNS Charter 300-1 Full Exhibit 300 Project Plan Entry Criteria: IRB Approved 300 IRB Approved Project Plan Supporting Project Documents Exit Criteria: Updated 300 Updated Project Plan Control Documents Quarterly Reports PIR Schedule Entry Criteria: Implementation complete DOI IRB approval Exit Criteria: Updated 300 Completed PIR O&M Review Schedule Entry Criteria: DOI IRB approval to enter Steady State Exit Criteria: Updated 300 Yearly Operational Analysis