The document discusses several topics: 1) Algoriddim was named App Creator of the Year at Microsoft Build 2017 for their DJ app djay Pro. The app leverages the latest Windows 10 features to provide an immersive DJ experience. 2) BDPA's action items to increase African American representation in IT include developing an executive leadership track, growing their pipeline of students through partnerships and outreach programs, and establishing partnerships with Silicon Valley tech firms. 3) A story about students competing in the World Series of Entrepreneurship pitching their business ideas. Washington D.C. was a host city for one of the regional competitions.

1. Legislative Conference Edition
April 2017
Volume XLI Issue 9
FY18 Federal IT
Outlook Edition
May 2017
Volume XLII Issue 5
Inside bdpatoday
”Algoriddim named
“App Creator of the Year”
at Microsoft Build 2017
Cover Story on Page 10

2. Forces. Joined.

4. NATIONAL BDPA CO-FOUNDER
Earl A. Pace, Jr.
NATIONAL PRESIDENT
Michael A. Williams
NATIONAL BDPA VICE PRESIDENT
Pamela Matthews
NBDPA VICE PRESIDENT FOR FINANCE
Monique Berry
NBDPA VICE PRESIDENT
NORTH REGION
Curtis Jenkins
NBDPA VICE PRESIDENT
SOUTH REGION
Felicia Jones Francis
NBDPA VICE PRESIDENT
MIDWEST REGION
Michael Wulf
NBDPA VICE PRESIDENT
WEST REGION
John Malonson III
BDPA EDUCATION & TECHNOLOGY FOUNDATION (BETF)
R. Wayne Hicks
Executive Director
FOUNDING PUBLISHER
MANAGING EDITOR
Perry Carter
PHOTOGRAPHERS/SOCIAL MEDIA
Charlie Perkiins
Lynn Dunigan
Kyle Carter
Catherine Williamson
bdpatoday ISSN 1946-1429 Volume XLII
A B O U T U S
BDPA, formerly known as Black Data Processing
Associates, was founded in 1975 to promote professional
growth and technical development to those in or entering
information and communications technology (ICT) career
fields and related industries. Now in its 42nd year (Volume XLII)
National BDPA (NBDPA) and participating local BDPA Chapters
publish quarterly or monthly newsletters. For newsletter or
web portal advertising rates, publication schedules, online
calendars, and newsletters, contact regional or local BDPA
Chapters by visiting bdpa.org or by calling 301.584.3135.
bdpatoday (ISSN 1946-1429) is published by participating
Local Chapters of NBDPA with their respective chapter
Communications Committees, mailed to BDPA members,
BDPA corporate sponsors and electronically delivered to BDPA
Chapters and Chapter Interest Groups (CIGs) as a benefit of
membership. First Class and Periodicals postage paid at
Washington, D.C. and additional regional mailing offices.
Unless otherwise noted by own copyright, art and graphics
©National BDPA, ©BDPA-DC, ©Corbis, ©Getty Images,
©ITSMF and ©JupiterImages. NBDPA Conference photos
©National BDPA, credits: Charlie Perkins, Lynn Dunigan;
BDPA-DC photos: Lynn Dunigan, Kyle Carter, and Catherine
Williamson.Cover graphicsandphotos:Algoriddim and Microsoft;
PTTVgraphics,photosandlogos:©BDPA-DCand ©bdpatoday.
Chapter publications, such as bdpatoday, are available for
online publishing of ICT industry, chapter news, and community IT,
Cyber, and STEM events. Forward advertisements, articles,
calendar of events, or images with captions and credits to:
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visit www.bdpatoday.com. Advertisements, articles,
announcements, OP-EDs, tweets, re-tweets, or following
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endorsement. Contributor opinions are not necessarily those of
National BDPA, local BDPA Chapters, nor bdpatoday.
ITSMF 2nd Quarter 2017 Symposium & Management Academy Graduation
05.18.17—05.20.17 | Atlanta, GA
ITSMF’s mission is to increase the level of African-American representation at senior-levels of IT
through executive leadership development programs, networking initiatives, formal mentoring
and strategic partnerships.
According to their Vision Statement, ITSMF intends to graduate 500 professionals by 2020
through a series of rich, developmental, and career-advancing programs, and do so by being a
second family to its members and partners.
Technical professionals are encouraged to continue and accelerate their journey to the C-Suite
while exploring timely and relevant topics critical to professional development. Throughout the
year members and corporate partners gather at symposia, professional networking events, and
conferences to build rewarding professional and personal relationships. Learn, share and network
with other Technology executives in an atmosphere of trust, camaraderie and openness. bt
P.04 bdpatoday.com May 2017
Tech & Media 10th Anniversary VIP Reception
BDPA Washington, D.C. and Prospanica DC
June 22, 2017 SiriusXM Studios Washington

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to advance careers from the classroom
to the boardroom.

8. CBC TECH 2020 African American Inclusion Plan — National BDPA
Overview
In May 2015, the Congressional Black Caucus (CBC) launched CBC TECH 2020 to bring together the
best minds in the tech, non-profit, education and public sectors to chart a path forward to increase African
American inclusion at all levels of the technology industry. The lack of African American representation in
the technology industry means that many of our best and brightest – the problem solvers, critical thinkers,
and those that challenge conventional thinking – are not included, and America’s global competitiveness
suffers as a result. By adopting a CBC TECH African American Inclusion Plan, organizations are expressing
their commitment to use their unique capabilities and networks to contribute to increasing diversity in the
technology industry.
BDPA Mission
Black Data Processing Associates (BDPA) is a global member technology organization that delivers
programs and services for the professional well-being of stakeholders. Founded in 1975, BDPA is a
non-profit organization of professionals working in or having an interest in the Computer Science and
Information Technology fields. BDPA has a diverse representation of information technology professionals.
Included amongst the organization’s members are programmers, analysts, engineers, managers, instructors,
entrepreneurs, and students, to name a few.
BDPA Motto: “Advancing Careers from the Classroom to the Boardroom.”
BDPA Action Items
Outcome: Increase the number of IT professionals ready to lead at all levels within industry.
Importance: Diversity, especially African American, is needed across organizations to encourage, inspire
and demonstrate that better decisions and business growth are achieved when there is equal representation
at the table.
Action Steps:
Develop and implement a Senior Leadership/Executive Track curriculum at the 2016 BDPA Conference
for senior level staffers aspiring to acquire skills that enable them to grow and be considered for Director
and above roles;
Identify opportunities to partner with ITSMF and others to create mentorships and training opportunities
that assess and prepare our membership for senior leadership and/or executive level roles; and
Assess and create a BDPA program for senior leadership and/or executive level members that enable them
to enhance, strengthen and grow their skills in preparation for new, current or future leadership roles.

9. CBC TECH 2020 African American Inclusion Plan — NBDPA continued
Outcome: Grow the pipeline of future IT, Computer Science and S.T.E.M. talent through BDPA
Connect (College Outreach) and Student Information Technology Education and Scholarship (S.I.T.E.S.)
program. The S.I.T.E.S. program encompasses the High School Computer Competition Program, IT
Showcase and Mobile Application Showcase.
Importance: To cultivate the next generation of talent and enable sustained presence in industry.
Action Steps:
Launch BDPA Connect and our updated High School Computer Competition (HSCC) program across
our 35+ chapters;
Conduct quarterly webinars with College students to increase awareness of our new program, training/
education, technology trends, internship and employment opportunities; and
Expand the participation, quality and sponsor engagement of the Mobile Application Showcase.
Outcome: Establish and formalize partnerships with at least three (3) Silicon Valley technology firms to
facilitate a pipeline of internships, as well as entry-level and experienced-hire talent. These partnerships
may include the following: financial commitment, in-kind donations, recruitment opportunities,
scholarships, internship, strategic and executive support.
Importance: These partnerships become a catalyst and enabler of increased workforce diversity and
membership growth, initially in the Bay Area (California) and nationally thereafter.
Action Steps:
Create targeted list of top 10 Silicon Valley tech companies;
Generate and send exploratory “partnership” inquiries to top 10 list, soliciting feedback to determine
willingness to partner with BDPA; and Create and execute MOUs based on partnership, mutual
agreement and benefit.
Partnerships:
Information Technology Senior Management Forum (ITSMF), CompTIA, Coalition of Hispanic,
African and Native Americans for the Next Generation of Engineers and Scientists (CHANGES),
DiversityComm, and Diversity In Action.
Learn More: National BDPA — http://www.bdpa.org
Government Affairs Host Chapter: BDPA-DC — http://www.bdpadc.org
CBC TECH 2020: — http://cbc.house.gov/tech/
#CBCTECH2020 #BDPA #BDPADC

10. djPro — Lead story from Cover Page
Algoriddim as a winner of the
MUNICH, Germany–Algoriddim, creators of the world’s best selling
DJ app with over 30 million downloads, won the 2017 Windows
apps that have been
published in the Windows
Store over the past year and
leverage the latest Windows
2017 App Creator
of the Year
“We are extremely honored
Creator of the Year by
Morsy, CEO of Algoriddim.
“With every release of
djay Pro, our mission is to
push the boundaries of
technology and empower
state-of-the-art tools. djay
Pro fully leverages Windows
With Surface Dial users can browse their music library, scratch, scrub,
an immersive experience with low-latency audio, smooth graphics,
and plug-and-play hardware support.
Over the past 10 years, Algoriddim established itself as a leading
Editors’ChoiceawardfromGoogle,andnowtheWindowsDeveloper
millions of users around the globe. djay Pro opens a new chapter for
Pricing
djay Pro for Windows is available now for $49.99 (US) from the
Windows Store.
Requirements
10 Desktop Version 1607 or later.
djay users.
About djay
djay, downloaded by
over 20 million users
on the App Store, is the
world’s best selling DJ
app and winner of two
Apple Design Awards.
Available for desktop
and mobile devices, it
is used by millions of
music enthusiasts and
professional DJs and
VJs around the globe.
Seamlesslyintegratedwith
gives users access to mix
millions of songs instantly.
djay also provides a rich
hardware ecosystem from
industry-leading partners
enabling users to connect
professional DJ gear to
the app.
About Algoriddim
Algoriddim, founded in 2006, creates world-class music and video
eliminate the boundaries between consumer and professional-level
bring their digital media to life. bt –Source and photos: Algoriddim
May 2017 bdpatoday.com P.10

12. WASHINGTON, D.C.—
ecosystems.
(upperphoto),TheWorldSeriesofEntrepreneurship™
aimed at giving students an extracurricular outlet to
and learn along a fun, empowering journey. Their
mission is to encourage high school students to take
students get to come up with their own businesses
or product ideas, make it come to life with guidance
FemiAdebogun,ZackTasker,DruveshPatel, andParas
built around their MindMap app. For Adebogun
(middle photo), the WSE2017 regional high school
the United States and Canada on several occasions.
Nonetheless, regardless of what they have achieved
and earn more.
students from Washington, D.C. (BDPA-DC) also
leader Ms. Indigo Emanuel (lower photo)
introduced her team and launched their
pitch to VCs and investors during the
event.
Philadelphia, PA and the District of
Columbia served as WSE2017 host
Incubator [In3] hosted one of the regional
— Sources and photos:
May 2017 bdpatoday.com P.12

14. CSPI | COLLEGE STUDENT PRECOMMISSIONING INITIATIVE
individuals who demonstrate a high caliber of academic and leadership
excellence and who desire to serve their country in the United States
Coast Guard. Students currently enrolled, accepted for enrollment
desire to complete college and receive a guaranteed commission as an
that a student currently pursuing an AA/AS degree at a junior college or
be eligible for CSPI if they are accepted for enrollment at a qualifying
college.
Students who are accepted into this scholarship program will be enlisted
into the United States Coast Guard, complete basic training during the
summer, and receive full funding for up to two years of college. Funding
uniform once a week while on campus and during their 4 weekly hours of
and exposure to Coast Guard missions and units where they learn about
week leadership training course in New London, CT during the summer;
HBCUs and MSIs
Sophomores or junior undergraduate students enrolled, accepted
program at an accredited college or university designated as a Minority
(MSI) or HBCU are eligible for CSPI.
CSPI Terms of Service and Appointment Grade
• While in college, selectees enlist in the CG in pay grade E-3 with
members are discharged from their enlisted status and commissioned as
.
—Source: U.S. Coast Guard
May 2017 bdpatoday.com P.14

15. followingthe136thCoastGuardAcademycommencementinNewLondon,
@USCGAcademy
May 2017 bdpatoday.com P.15

16. About the 2018 Budget of the
United States Government
WASHINGTON,D.C.—IssuedbytheOfficeofManagementand
Budget (OMB), the Budget of the United States Government is a
collectionofdocumentsthatcontainsthebudgetmessageofthe
President, information about the President’s budget proposals
for a given fiscal year, and other budgetary publications that
have been issued throughout the fiscal year.
Other related and supporting budget publications are included,
which may vary from year to year.
Analytical perspectives contain analyses that are designed to
highlight specified subject areas or provide other significant
presentations of budget data that place the budget in
perspective. This volume includes economic and accounting
analyses; information on Federal receipts and collections;
analysesofFederalspending;informationonFederalborrowing
and debt; baseline or current services estimates; and other
technical presentations. The Analytical Perspectives volume
also contains supplemental material with several detailed
tables, including tables showing the budget by agency and
account and by function, subfunction, and program, that also
is available on the Internet and as a CD-ROM in the final printed
document.
The Appendix contains detailed information on the various
appropriations and funds that constitute the budget and is
designedprimarilyfortheuseoftheAppropriationsCommittees.
The Appendix contains more detailed financial information on
individual programs and appropriation accounts than any of
the other budget documents. It includes for each agency: the
proposed text of appropriations language; budget schedules
for each account; legislative proposals; explanations of the
work to be performed and the funds needed; and proposed
general provisions applicable to the appropriations of entire
agencies or group of agencies. Information is also provided on
certain activities whose transactions are not part of the budget
totals.
FY18 Federal IT analytical perspective and budget summary.
• Trends in Federal IT Spending
• IT Portfolio Summary
• Number of Investments by Percentage of IT Spending, 2018
• CIO Risk Ratings for Investments
• IT Spending by Category
• Digital Projects in Production to Which Digital Experts have Contributed
P.16 bdpatoday.com May 2017

17. Analytical Perspectives
BUDGET OF THE U. S. GOVERNMENT
Fiscal Year 2018

18. INFORMATION TECHNOLOGY
Every day, millions of people interact with the Federal
Government. Americans expect and deserve these experi-
ences to be simple,fast,and helpful.The President proposes
to spend nearly $95.7 billion for Information Technology
to help make this expectation a reality. With this amount,
Departments and agencies will continue ongoing work to
significantly accelerate development and implementation
of modern digital services and technology throughout the
Federal Government.
FEDERAL INFORMATION TECHNOLOGY TODAY
Federal Spending on IT
As shown in Table 16-1, the Federal Government Budget
for IT is estimated to be $95.7 billion in FY 2018,an increase
of 1.7 percent from FY 2017.1 This figure is based on data
collected on 4,087 civilian IT investments at major Federal
agencies through the Capital Planning and Investment
Control (CPIC) process.Excluded from this total dollar figure
are small and independent agencies, national security sys-
tems,and all classified spending.The Department of Defense
accounts for 44.4 percent of Federal IT spending.
There is significant variation in spending on IT among
Executive branch Departments and agencies, as shown
in Table 16-2, which displays IT spending by agency. The
Department of Health and Human Services is the largest
civilian agency by IT spending, while the bottom sixteen
agencies only spend 10.7 percent.
IT Investments Overview
The FY 2018 President’s Budget includes funding for
4,087 IT investments.2 These investments support four
main functions: mission delivery; administrative services
and support systems; IT infrastructure, IT security, and
IT management; and grants and other transferred fund-
ing to non-Federal organizations for IT (see Chart 16-2).
As Chart 16-3 shows, IT investments can vary widely in
size and scope.As a result, the largest 100 IT investments
account for 57 percent of Federal IT spending.3
1Based on agencies represented on the IT Dashboard, located at
http://itdashboard.gov.
2 This figure excludes the Department of Defense.
3 This does not include the Department of State, Nuclear Regulatory
Commission, Department of Commerce, and the Department of Defense.
Table 16–1. FEDERAL IT SPENDING
(In millions of dollars)
2016 2017 2018
Department of Defense .............................................. 38,061 40,844 42,521
Non-Defense .............................................................. 52,219 53,250 53,168
Total ........................................................................ 90,280 94,094 95,688
Note: Defense IT spending includes estimates for IT investments for which details
are classified and not reflected on the IT Dashboard. All spending estimates reflect data
available as of May 8, 2017.
$45
$50
$56 $59 $61
$65 $67
$72
$78
$83
$89
$96
$102
$110
$117
$126
$135
$144
$53.16
$42.52
$95.69
0
20
40
60
80
100
120
140
160
2000 2002 2004 2006 2008 2010 2012 2014 2016 2018
Projection Based on 2001 - 2009 CAGR
Major Civilian Agencies
Department of Defense
Total for Major Agencies
Chart 16-1. Trends in Federal IT Spending
Billions of dollars
CAGR* 2001- 2009 7.1%
CAGR* 2009- 2017 2.4%
*Compound Annual Growth Rate.
Source: Total IT spending for agencies reporting to the IT Dashboard. Department
of Defense has provided estimates for classified IT investments not shown on the IT
Dashboard. Chart reflects data available as of May 9, 2017.

19. Of the 4,087 IT investments within civilian agencies,
758 are major IT investments. IT investments are de-
termined to be major if the associated investment has
significant program or policy implications; has high
executive visibility; has high development, operating,
or maintenance costs; or requires special management
attention because of its importance to the mission or
function of the agency. Agencies are required to submit
Business Cases for all major IT investments, which pro-
vide additional transparency into the cost, schedule, and
performance data related to its spending.
OMB requires that agency Chief Information Officers
(CIOs) provide risk ratings for all major IT investments
on the public IT Dashboard website on a continuous ba-
sis and assess how risks for major development efforts
are being addressed and mitigated. The Agency CIO rates
each investment based on his or her best judgment, using
a set of pre-established criteria. As a rule, the evaluation
should reflect the CIO’s assessment of the investment’s
ability to accomplish its goals. Chart 16-4 displays the
latest CIO risk ratings for all major IT investments
government-wide.
The IT Dashboard shows slight decreases in the gener-
al health of IT investments across government, as denoted
by the increased proportion of CIO-rated “Green” invest-
ments on the IT Dashboard, which comprised 63 percent
of all rated investments in March 2017 compared to 69
percent in 2012 (assessments based on total life cycle of
investments).
Legacy IT Spending
Federal IT spending is categorized as either Operations
& Maintenance (O&M) or Development, Modernization,
and Enhancement (DME). Of the $48.5 billion reported
to the IT Dashboard, 78.5 percent ($38.1 billion) is O&M
spending.4 Agencies are required to further break down
the proportion of O&M spending not dedicated to provi-
sioned services, such as cloud computing, as provisioned
4 This does not include the Department of State, Nuclear Regulatory
Commission, Department of Commerce, and the Department of Defense.
Table 16–2. FY 2018 IT SPENDING BY AGENCY
(In Millions of dollars)
Agency 2018
Percent of
Total
Department of Defense* .................................................................. 42,521 44.4%
Department of Health and Human Services .................................... 13,833 14.5%
Department of Homeland Security .................................................. 6,833 7.1%
Department of the Treasury ............................................................. 4,259 4.5%
Department of Veterans Affairs ........................................................ 4,151 4.3%
Department of Transportation .......................................................... 3,425 3.6%
Department of Agriculture ............................................................... 2,958 3.1%
Department of Justice ..................................................................... 2,852 3.0%
Department of Commerce ............................................................... 2,560 2.7%
Department of Energy ..................................................................... 2,023 2.1%
Department of State ........................................................................ 1,864 1.9%
Social Security Administration ......................................................... 1,651 1.7%
National Aeronautics and Space Administration ............................. 1,549 1.6%
Department of the Interior ............................................................... 1,185 1.2%
Department of Education ................................................................. 745 0.8%
Department of Labor ....................................................................... 703 0.7%
General Services Administration ..................................................... 691 0.7%
U.S. Army Corps of Engineers ......................................................... 451 0.5%
Department of Housing and Urban Development ............................ 351 0.4%
Environmental Protection Agency ................................................... 328 0.3%
Nuclear Regulatory Commission ..................................................... 159 0.2%
United States Agency for International Development ...................... 141 0.1%
Office of Personnel Management .................................................... 141 0.1%
National Science Foundation ........................................................... 115 0.1%
National Archives and Records Administration ................................ 101 0.1%
Small Business Administration ........................................................ 100 0.1%
Total ................................................................................................ 95,688.00 100.0%
*Represents the total (unclassified and classified) topline estimates as of May 8, 2017.
Chart 16-2. IT Portfolio Summary
33% 7% 42% 19%
0% 10% 20% 30% 40% 50% 60% 70% 80% 90% 100%
Mission Delivery
Administrative Services and Support Systems
IT Infrastructure, IT Security, and IT Management
Grants and Other Transferred Funding
Note: The following agencies submitted only topline estimates to OMB and were excluded from
this analysis: Department of Defense, Department of Commerce, Department of State, and Nuclear
Regulatory Commission.

20. services are encouraged by OMB policies. This area of
spending is often referred to as “legacy” spending, given
that it is dedicated to maintaining agencies’ existing
physical IT investments. From FY 2015 through FY 2018,
government-wide legacy spending as a percentage of total
IT spending rose slightly from 68 percent to 70.3 percent.
Aging legacy systems may pose efficiency and mission
risk issues, such as ever-rising costs to maintain and an
inability to meet current or expected mission require-
ments. Legacy systems may also operate with known
security vulnerabilities that are either technically diffi-
cult or prohibitively expensive to address and thus may
hinder agencies’ ability to comply with critical statutory
and policy cybersecurity requirements.
Chart 16-5 displays the percent of the government-
wide IT funding going toward new capabilities (referred
to as non-provisioned Development, Modernization and
Enhancement or DME), O&M, and provisioned services.
MODERNIZING GOVERNMENT TECHNOLGOY
The Administration will work to modernize and im-
prove government operations and service delivery by
building modern citizen-facing digital services, buying
more like a business, improving cybersecurity, investing
in improved data analytics, and generating greater cost
efficiencies. Modernization, in this sense, is not simply
replacing individual outdated IT systems with newer
ones; rather, it is a holistic approach to Federal IT that
fundamentally transforms how agencies accomplish their
missions. This approach entails reengineering underlying
business processes and leveraging modern IT solutions,
0%
10%
20%
30%
40%
50%
60%
70%
80%
90%
100%
Number of Investments
1,000 2,000 3,000
Chart 16-3. Number of Investments by
Percentage of IT Spending, 2018
Note: The following agencies submitted only topline estimates to OMB and were
excluded from this analysis: Department of Defense, Department of Commerce,
Department of State, and Nuclear Regulatory Commission.
Chart 16-4. CIO Risk Ratings for Investments
0%
10%
20%
30%
40%
50%
60%
70%
Red Yellow Green
Note: Only 686 of the 719 business cases had CIO ratings associated with them as of
03/01/2017.The remaining business cases were associated with security investments and
did not necessarily need to report CIO Ratings. Furthermore, DOD is not represented in this
time period.

21. such as cloud and shared services that drive efficiency
and scale to address common business challenges across
the Federal Government.
Modern Citizen-Facing Services
Americans expect and deserve their interactions with
the Federal Government to be simple, fast, and helpful.
The FY 2018 President’s Budget provides funding for
Federal civilian agencies to spend on IT focused primarily
on providing services to the American public, including
systems that will ensure veterans can easily access the
benefits and services they have earned, students can re-
ceive financial aid, and small business owners can access
affordable financing to start or expand their businesses.
The Administration will leverage the country’s best
private sector ideas, services, and vendors to deliver
these projects efficiently and effectively. In addition, the
Administration will accelerate efforts to recruit some of
the country’s top technical talent to modernize key servic-
es via programs such as the U.S. Digital Service (USDS).
Buying as a Business
The Federal Government is the world’s largest buyer,
yet does not adequately leverage its buying power or price
information. Significant contract duplication means that
agencies award multiple contracts for similar goods and
services, and experience significant price variance for the
exact same item. At the same time, acquisition processes
remain slow and complicated, reflecting strategies that
were designed more than a half-century ago for a paper-
based world and fail to leverage modern private sector
practices.
In FY 2018, the Administration will drive adoption of
Category Management practices, which enable Federal
agencies to buy targeted categories of products and ser-
vices as a single enterprise using Best in Class solutions.
Close to 70 percent of FY 2016 spending for laptop and
desktop computers utilized these solutions, which re-
duced the number of standalone contracts by 5 percent.
In addition, 47 percent of spending in this area went to
small businesses, higher than the government-wide goal
of 23 percent. In FY 2018, the Administration will con-
tinue to drive spending through approved vehicles, reduce
the number of contracts, and meet small business goals.
Additional opportunities exist to modernize IT and
human capital used in shared administrative processes.
The Federal Government can modernize and share IT
and services for common administrative functions by:
(1) adopting government-wide standards; (2) using the
standards to reduce contract duplication for IT and pro-
fessional services; and (3) replacing legacy systems with
modern solutions and services.
Implementation of these strategies has the potential
to drive numerous benefits, including generating cost
savings, increasing the Federal Government’s ability to
rapidly deploy best-in-class industry solutions, and en-
hancing cybersecurity.
Cybersecurity
Strengthening the cybersecurity of Federal networks,
systems, and data is one of the most important challenges
we face as a nation. For the first time, this Budget includes
discrete cyber program investments that align budget
resources with the National Institute of Standards and
Technology (NIST) Cybersecurity Framework. This will
enable the alignment of budget, risk, and performance
data in a consistent way across all Federal agencies.
Cybersecurity Risk and National Institute of
Standards and Technology (NIST) Framework
The FY 2018 President’s Budget recognizes the in-
creasing interconnectedness of Federal information and
information systems and provides resources for agency
heads to manage the cybersecurity risk across their en-
terprise to ensure these risks do not impact the Federal
Government as a whole. In particular, agency heads are
required to manage risk commensurate with the magni-
20.8% 70.3% 8.9%
0% 20% 40% 60% 80% 100%
Percent
Non-provisioned DME Non-provisioned O&M Provisioned Services
Chart 16-5. IT Spending by Category
Note:The following agencies submitted only topline estimates to OMB and were
excluded from this analysis: Department of Defense, Department of Commerce,
Department of State, and Nuclear Regulatory Commission.

22. tude of the harm that would result from unauthorized
access, use, disclosure, disruption, modification, or de-
struction of information or information systems.
An effective enterprise risk management program
promotes a common language to recognize and describe
potential risks that can impact the agencies’ missions and
services to the public, including cybersecurity risk. The
Federal Government leverages the NIST Cybersecurity
Framework, which provides a standard for managing and
reducing cybersecurity risks, and organizes capabilities
around the five function areas: Identify, Protect, Detect,
Respond, and Recover.
Accordingly, OMB and DHS continue to work with
CIOs and Inspectors General (IG) across the Federal
Government to align Federal Information Security
Management Act (FISMA) metrics to the Framework.
OMB also worked with agencies to align the FY 2018
Information Technology Capital Planning and Investment
Control (CPIC) Guidance with the Framework to provide
agencies with a tool to budget for cybersecurity capabili-
ties that effectively manage risk. Comprehensive adoption
of the NIST Framework will provide agencies with a com-
mon view and understanding of cybersecurity risk with
other agencies, suppliers and vendors, and broader indus-
try. This shared language around cybersecurity risk can
lead to more sharing of best practices, common language
for requirements and capabilities, and more joint efforts
between public and private sectors to improve cybersecu-
rity risk.
Continuous Diagnostics and Mitigation (CDM)
Additionally, the FY 2018 President’s Budget continues
to invest in the CDM Program. This program, managed
by DHS and implemented across Federal agencies, is
intended to create a common baseline of cybersecurity ca-
pability and protection across the Federal Government.
The program provides Federal Departments and agencies
with CDM-certified capabilities and tools that identify
and prioritize cybersecurity risks on an ongoing basis and
enable cybersecurity personnel to mitigate the most sig-
nificant problems first. CDM tools also allow departments
and agencies to better manage their IT assets, helping to
reduce the risk to agencies’ perimeters while providing
near real-time awareness of agency networks and envi-
ronments that can be aggregated into one enterprise-level
dashboard.
Improving Data Analytics and
IT Portfolio Management
Good decision-making requires useful data. Consistent,
mission-oriented metrics create meaningful data for
agencies to evaluate and enhance their performance. On
the other hand, inconsistent metrics, unclear definitions,
or metrics that do not align to agencies’ missions create a
compliance culture that ultimately inhibits performance.
Currently, many reporting requirements are viewed as
mere compliance exercises that are not consistently used
to improve IT management and oversight. Thus, in FY
2018, the Administration will drive transformation of the
Capital Planning and Investment Control (CPIC) process.
This effort will increase the strategic value of IT and em-
power CIOs to better support agency missions through
more effective IT management. The CPIC process is being
redesigned as a strategic tool for agencies to implement
the requirements set forth in the Federal Information
Technology Acquisition Reform Act (FITARA).
To better utilize Federal IT spending data, the Federal
Government must integrate data collection efforts, stan-
dardize reporting data, and find new opportunities to
simplify, automate, and consolidate reporting. Such ef-
forts can build on existing Federal initiatives such as the
Digital Accountability and Transparency (DATA) Act of
2014 (Public Law 113–101), which improves government-
wide financial reporting and data standards. Moreover,
the Federal adoption of industry standards for tracking
IT spending will improve the consistency, granularity, and
quality of Federal IT spending information and thus drive
more meaningful analysis, benchmarking, and planning.
Improving data quality and usability is the first step
towards a more data-driven, responsive, and accountable
Government.
0
10
20
30
40
50
60
70
80
90
Q1 FY15 Q2 FY15 Q3 FY15 Q4 FY15 Q1 FY16 Q2 FY16 Q3 FY16 Q4 FY16
Chart 16-6. Digital Projects in Production to Which
Digital Experts have Contributed

23. Facilitating Modernization Efforts
Federal agencies have a poor track record of ap-
propriately planning and budgeting for continuous
modernization of their legacy IT systems. Further, tran-
sition to provisioned services, such as cloud and shared
services, remains slow. The lack of proactive adoption of
cloud and shared services has resulted in agencies accu-
mulating billions of dollars in technical debt. To improve
the traditional budget process, the FY 2018 President’s
Budget requires agencies to identify and budget for the
modernization of specific high-risk legacy IT systems,
with a particular focus on transitioning these systems to
cloud and shared services.
Technology Modernization Fund
Beyond improvements to the traditional budget pro-
cess, the FY 2018 President’s Budget proposes placing a
portion of the Federal Government’s $95.7 billion in an-
nualITspendingintoacentralTechnologyModernization
Fund designed to improve the management and oversight
of Federal IT modernization projects. The Technology
Modernization Fund will be dedicated to transitioning
Federal agencies from IT infrastructure, systems, and
services that are not cost-effective or secure to more ef-
ficient and secure technologies.
The Technology Modernization Fund will improve the
success of the Federal Government’s efforts to modernize
its IT portfolio in multiple ways:
• First, an independent board of experts will evalu-
ate agency proposals to ensure the Federal Govern-
ment’s most inefficient, ineffective, and highest-risk
systems are targeted for modernization.
• Second, a repayment requirement will ensure the
Technology Modernization Fund is self-sustaining
and can continue to support modernization projects
well beyond the initial infusion of capital.
• Third, experts in IT acquisition and development
will provide integrated modernization expertise to
agenciesinimplementingtheirmodernizationplans.
Every project will benefit from centralized oversight
and expertise, increasing the probability of success.
• Fourth, funding for all projects will be tied to real-
world delivery of products. This approach ensures
that agencies employ agile development techniques
and prevents sunk costs.
Finally, by establishing a central fund that agen-
cies must apply to and compete for, the Technology
Modernization Fund will provide strong incentives for
agencies to develop comprehensive, high quality modern-
ization plans.
Cloud Adoption/Email Migration
Email and collaboration tools are essential to the day-
to-day operations of Federal agencies; yet too few Federal
agencies have basic collaboration tools such as real-time
document sharing or video conferencing. In many cases,
the tools being used by agencies are more than a decade
old and run on legacy systems with growing maintenance
costs. This situation is a hidden tax on productivity: it
wastes time, creates missed opportunities, and slows co-
ordination and creativity.
The majority of agencies who moved to cloud-based
collaboration solutions experienced cost savings after
just a few years of investment.These cost savings ranged
from $500,000 per year for smaller agencies to $10 mil-
lion per year for a larger agency such as the Department
of Justice. For example, the National Oceanic and
AtmosphericAdministration (NOAA) was able to migrate
to cloud-based email within six months and decommis-
sion its legacy servers over the next two years to achieve
a total of $3.1 million dollars of cost savings per year.
Migrating the remaining Federal agencies from agency
owned-and-operated email systems to cloud-based email
will result in significant cost savings, improved security,
and greater productivity.

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the Directors of the Federal OSDBU’s who
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Starting Something? Seeking federal contract or grant opportunities? Visit
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29. SC16 Salt Lake City, UtahSC16 Salt Lake City, Utah
Conference Dates:
Nov. 12 - 17, 2017
Exhibition Dates:
Nov. 13 - 16, 2017
SC17: HPC Connects
Unlike anytime in history, HPC is allow-
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long standing theories about our universe,
our climate, our health, and our interests
in many other research domains. Areas of
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Coastal cities are evacuated before hurri-
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techniques bring new hope to our families
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never before through these discoveries.
HPC brings together the computing sys-
tems and brilliant minds in this pursuit for
a better world and our place in the cosmos.
http://sc17.supercomputing.org/
The International Conference for High Performance Computing, Networking, Storage and Analysis

32. #BDPADC|10th Annual Regional Innovation Summit
June 24, 2017 Bowie State University BDPADC.org