J7 - Selected Library of Congress Regulations.pdf

J7 - Selected Library of Congress Regulations LCR 5-130 - Information Technology Investment Governance and Management I LC Rules and Regulations

LCR 5-130

Information Technology Investment Management

1. Purgose, Background, and Scoge

2. AuthoritY.

3. Definitions

4. Policv.

5. Information Technolog_v. Investment Governance and Management Framework

6. Resgonsibilities

Notes

1. Purpose, Background, and Scope

This regulation provides the framework for information technology investment governance and management at the Library. It supports LCR 5-110 , "Information Technology Resource Management," which provides the foundation for an overall approach to information technology (IT) resource management at the Library.

Implementing an IT investment governance and management framework provides a common structure for the Library to:

A. Align technology requests to identifiable business needs, B. Understand the Library's technology needs, C. Estimate the direct and indirect costs of technology requirements, D. Justify the Library's current and future IT expenditures, E. Avoid duplication of technologies by assessing technology requirements as a whole, F. Set strategic priorities for the use of IT resources, and

G. Implement long-term planning to address technology investments.

The Executive Branch of the federal government employs the Capital Planning and Investment Control

(CPIC) methodology to select, control, and evaluate the performance of IT investments. The Library recognizes that implementing the CPIC framework principles is critical to the achievement of its mission.

At its core, the IT investment governance and management framework ensures that IT investments support the Library's mission, align with its strategic priorities, and support its business needs. The framework further supports full life-cycle management of IT investments including planning, resource management, acquisitions, delivery, and program oversight.

Library of Congress Directive (LCD) 5-130.1, "IT Investment Governance and Management (ITIM)

Processes," provides further details.

2. Authority

2 U.S.C. 136 authorizes the Librarian to make rules and regulations for the governance of the Library.

LCR 1-220, "Office of the Chief Information Officer," delegates to the Chief Information Officer (CIO) final

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J7 - Selected Library of Congress Regulations LCR 5-130 - Information Technology Investment Governance and Management I LC Rules and Regulations authority over all technology matters for the Library.

LCR 5-110, "Information Technology Resource Management," makes the CIO responsible for developing, implementing, and enforcing Library IT policies and procedures.

3. Definitions

In addition to definitions in LCR 5-110, "Information Technology Resource Management," the following apply to this LCR.

"IT investment governance and management framework" means the Library's methodology to select, control, and evaluate the performance of IT investments.

4. Policy

The Office of the Chief Information Officer (OCIO) manages the Library's IT investment process to ensure agency IT resources are expended in an economical and efficient manner, consistent with other agency policies, and driven by sound business needs and requirements. It is an iterative process that uses a cycle of IT investment planning, prioritization, monitoring, and evaluation to maximize the

Library's desired business outcomes.

5. Information Technology Investment Governance and Management Framework

The IT investment governance and management framework consists of three phases: planning, monitoring, and assessment. This framework supports the Library's efforts to:

A. Document, prioritize, and evaluate all Library IT spending and activities, regardless of funding source, as reflected in a multi-year, agency-wide IT Investment Portfolio.

B. Create, assess, and modify the Library's IT Investment Portfolio to align with the Library's strategic plan.

C. Capture new and expanded program requests associated with IT investments that require increases to the Library's appropriations. These requests are considered in advance of the Financial Services

Directorate's (FSD's) call for Congressional Budget Justification input.

D. Routinely assess the actual versus expected business value of Library IT investments.

E. Continually recognize and explore IT investment opportunities to increase business value and outcomes at the Library.

F. Empower Library service units to document, manage, and monitor the performance of the service unit's IT investments and to recommend modifications to the Library's IT Investment Portfolio based upon lessons learned within the service unit.

6. Responsibilities

A. Librarian of Congress

The Librarian approves the multi-year IT Investment Portfolio and the annual IT Finance Plan and ensures all service units follow the IT investment governance and management framework.

B. Chief Information Officer

The CIO oversees and approves IT governance, management policy, and procedures and ensures IT investments are reflected in a multi-year IT Investment Portfolio, which includes resource (pay and non pay) estimates for each investment. As co-chair of the Technology Strategy Board (TSB), the CIO approves all IT investments and ensures appropriate monitoring of investments.

C. Enterprise Architecture Program Office The Enterprise Architecture Program Office (EAPO) administers the IT investment planning process. The EAPO provides standardization and guidance

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J7 - Selected Library of Congress Regulations LCR 5-130- Information Technology Investment Governance and Management I LC Rules and Regulations to service units in the preparation, maintenance and review of IT investments. The EAPO is responsible for:

1. Developing and providing templates and guidance, that incorporate federal best practices, for service unit management of IT investments;

2. Collaborating with the Technology Strategy Board (TSB) to develop appropriate processes for

IT planning and evaluation;

3. Coordinating the Product Governance Board's (PGB) activities in support of the TSB and the IT investment process, and the Technology Architecture Board (TAB) to align with appropriate technology solutions; and

4. Coordinating with the Project Management Office (PMO) throughout the planning and monitoring process to ensure clear linkages between IT investments and IT projects.

D. Technology Strategy Board

The Technology Strategy Board (TSB) recommends strategic priorities for the development and use of IT investments at the Library based on the Library's Strategic Plan and Digital Strategy. The TSB ensures that Library IT investments are fully transparent and properly aligned with strategic objectives and business needs.

TSB members are responsible for:

1. Ensuring IT activities requested are included in business proposals that clearly demonstrate alignment with the Library's strategic plan and the service unit's performance goals;

2. Planning and monitoring implementation of IT investments in collaboration with OCIO;

3. Completing annual IT investment that document reported status, if necessary;

4. Ensuring all underlying IT projects, operations, and management of approved IT investments are consistent with the Library's standards, processes, strategic plan and EA;

5. Recommending the disinvestment or downsizing of an active investment shown to be at substantial risk of failure;

6. Conducting post-implementation reviews of all IT investments, and

7. Developing a long-term IT investment assessment program to document how the Library's IT investments address the following:

a. Delivery of strategic capability, goals, and performance related to the Library's mission;

b. Development of credible performance baselines for IT investments;

c. Optimization of IT governance and investment decision-making;

d. Measurements to reduce IT costs, reduce duplication, and increase IT efficiencies; and

e. Risk reduction through active investment risk management.

H. IT Product Governance Board

The Product Governance Board (PGB) is responsible for:

1. Reviewing all IT business proposals to ensure the proposed investment aligns with the Library's strategic plan as defined by the Librarian and the TSB;

2. Identifying potentially duplicative or overlapping IT activities and investments and revising or consolidating IT business proposals to reduce such duplication and/or improve use of IT resources;

and

3. Supporting the TSB in prioritization of business proposals

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D. Technology Architecture Board

The Technology Architect Board (TAB) is responsible for:

1. Ensuring EA alignment in pre-implementation reviews;

2. Reviewing solutions in response to business proposals; and

3. Recommending to the TSB the inclusion of new technologies, services, and standards into the current and future EA based on the results of pre and post-implementation reviews.

Notes

• Volume: 5 - Information Resource Management; Chapter: 100 - Information Technology Planning

• Responsible Office: Office of the Chief Information Officer

• Statutory Authority: 2 U.S.C. 136

• Other References:

o Technology: Strateg_v. Board Charter o IT Product Governance Board Charter o Technology: Architecture Board Charter o LCR 5-110, Information Technology Resource Management o LCR 5-210, Enterprise Architecture o Government Accountability Office Report GAO-04-394G, A Framework for Assessing and

Improving Process Maturity, (Mar. 1, 2004) o 0MB Circular A-130 o Federal Accounting Standards Advisory Board Statement of Federal Financial Accounting

Standards No. 10: Accounting for Internal Use Software

• Last Revised: Febuary 9, 2022

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LCD 5-130.1

IT Investment Governance and Management Processes

1. Purgose and Scoge

2. IT Investment Governance and Management Process Overview

3. IT Investment Planning_

4. IT Investment Monitoring_

5. IT Investment Process Continuous Imgrovement

Notes

1. Purpose and Scope

As described in LCR 5-110. "Information Resource Management," and LCR 5-130, "Information

Technolog_'{. Investment Governance and Management", it is the policy of the Library to interconnect strategic and business planning, Enterprise Architecture (EA), Information Technology (IT) investment governance and management activities, and IT project management activities to design and leverage

Library IT resources to meet future Congressional and public expectations and current Library operational requirements.

LCR 5-130 provides an overview of the IT Investment Governance and Management framework. This directive provides a detailed description of the IT investment planning, monitoring, and assessment process.

Per LCR 1-220, "Office of the Chief Information Officer," the Chief Information Officer (CIO) has final authority over all technology matters for the agency, as delegated by the Librarian of Congress, and may grant exceptions to the process described below.

2. IT Investment Governance and Management Process Overview

2.1. The IT investment process consists of three phases:

2.1.1. investment planning,

2.1.2. investment monitoring, and

2.1.3. investment assessment.

2.2. The phases correspond to the Government AccountabilitY. Office's (GAO) "select - control -evaluate" model. The Library has developed templates and guidance using the Office of

Management and Budget (0MB) Capital Planning and Investment Control (CPIC) structures as best practice guides. This includes basing information requests on OMB's Agency IT Investment Portfolio

Summary (formerly Exhibit 53) and Major IT Business Case (formerly Exhibit 300) and using

Technology Business Management (TBM) data to inform the investment process.

3. IT Investment Planning

3.1. The CIO will issue an annual call for future fiscal year business proposals. In addition to the

Technology Strategy Board (TSB) and IT Product Governance Board (PGB) reviews, the TSB may also use business proposals to identify new, IT-related congressional appropriation requests. The

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Financial Services Directorate (FSD) will review cost estimates developed by the OCIO in consultation with the service units for reasonableness and may also determine that a proposal constitutes an activity that requires capitalization. The IT investment planning process applies to both the annual IT investment process and any out-of-cycle investments that may be developed during the fiscal year. The process workflow for IT investment planning can be found at httRs://staff.loc.gov/wikis/disRlav./EA/IT +Planning+and+Delive[Y..

3.2. Major IT Investments.

A "major IT investment" means an investment that:

• requires additional management attention because of its importance to the mission or function of the agency;

• has significant program or policy implications;

• has high executive visibility;

• has high development, operating, or maintenance costs;

• has an unusual funding mechanism; or,

• is defined as major by the agency's capital planning and investment control process.

The TSB approves the Library's major IT investments. Most of the major IT investments have individual governance boards, co-chaired by the CIO and the service unit head who is sponsoring the investment. The list of major IT investments can be found at: httRs://staff.loc.gov/sites/ocio/it

.gov /it-g overna nee-boa rds/1 i bra cv.-of-cong ress-major-it-i nvestments/.

3.3. Service Unit Business Proposal Preparation

3.3.1. Service units will prepare business RrOROSals for new activities requiring IT resources.

Business proposals are not required for operations and maintenance of IT systems that do not deliver new functionality. As the Library continues to develop its Enterprise Architecture in coordination with the Library's Strategic Plan, business proposals may be derived from transition plans to implement the Library's migration to the future architecture and linked to

Strategic Plan elements.

3.3.2. Business proposals must include:

■ Service unit priority,

■ The business need,

■ Intended mission value and business outcomes,

■ Solution alternatives, if any,

■ Linkage to service unit Directional Plan,

■ Alignment to Digital Strategy,

■ Risks, if not fulfilled, and

■ Measurements of success.

3.4. IT Product Governance Board Review

3.4.1. The PGB reviews business proposals for alignment with the Library's strategic priorities, benefits to the institution, service unit priority, external and internal mandates, and other evaluation factors determined by the PGB prior to the review period. The PGB will also identify logical groupings that cut across service units (as appropriate for type of business

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J7 - Selected Library of Congress Regulations LCD 5-130.1 - IT Investment Governance and Management Processes I LC Rules and Regulations need). Prioritization may be agnostic as to resource requirements to fulfill the need or may take resources into account.

3.4.2. The PGB will determine the relevant elements in prioritizing business proposals and may consider the following:

■ Service unit self-identified priority level,

■ Mandates identified and supported in business proposal or at Congressional direction,

■ Consistency with Library and program mission,

■ Consistency with available EA elements,

■ Estimated scope of effort,

■ Investment risks and risk mitigation plans, and

■ Decision milestones reflecting major decision points.

3.4.3. The PGB chair will submit proposed prioritization of business proposals, via the EA Program

Office (EAPO), to the TSB with associated comments.

3.5. Technology Strategy Board Validation.

The TSB validates PGB recommendations for prioritization of business proposals and drafts a multi-year

IT Investment Portfolio, for the Librarian's final approval. Unfunded IT investments will be listed within the draft IT Investment Portfolio as backlogged items and prioritized for potential funding throughout the fiscal year.

3.6. Office of the Chief Information Officer (OCIO) and Service Unit Collaboration -

Integrated Planning Teams

3.6.1. After the TSB prioritizes business proposals, Integrated Planning Teams (IPTs), comprised of

OCIO and service unit representatives, will convene to identify specific technical and personnel resource requirements needed to satisfy the business proposal. This process ensures consistency in cost, resource and schedule estimation.

3.6.2. The Library uses the Technolog_v. Business Management (TBM) framework to organize, rationalize, and describe the value of its IT services. The TBM framework relies on "towers" to organize IT activities. IPT developed resources and estimates can be organized by TBM tower.

3.6.3. OCIO and service unit business proposal discussions must include service unit staffing needs and IT personnel resources. These requirements must be included in the final proposal solution for review and approval by OCIO management and resource allocation by service units.

3.6.3.1. The proposal solution will include cost and resource (i.e., budget) and time span estimates for delivering the business need and for supporting the solution after implementation.

3.6.3.2. Funding. If reliant on future funding, then the proposal solution will be submitted via FSD's new and expanded programming request (NEPR) process. If using existing funding, then

FSD will review the high-level resource estimates included in the proposal solution.

3.6.3.3. If the work includes software development, FSD must identify potential Internal Use

Software development costs representing cumulative project costs that should be transferred to Property, Plant, and Equipment as an asset when the software application is

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Statement of Federal Financial Accounting Standards No. 10: Accounting for Internal Use

Software.

3.7. IT Finance Working Group Resource Application

3. 7 .1. Under the CFO's leadership, the IT Finance Working Group (ITFWG), reviews the prioritized business proposal list and applies funding to deliver the proposal solutions.

3. 7 .2. In any given year, requests for technology solutions may exceed available IT staff resources as the majority of these staffing resources are devoted to operations and maintenance or

TSB-determined major IT investments. As resources become available or if the TSB elects to discontinue support for one activity in exchange for another higher-priority activity, OCIO may be able to assign staff time to new technology solutions.

3. 7 .3. The ITFWG will collaboratively review prioritized business proposal solutions, identify funding sources, and/or recommend a Library-wide resource reallocation to fund the activity.

3. 7.4. The ITFWG will draft the Annual Library IT Finance Plan by September of the fiscal year preceding the investment portfolio implementation and include all funded, Librarian approved IT investments planned in the following fiscal year.

3. 7 .5. Approval of the annual Library IT Finance Plan will be contingent upon Congressional appropriations that are consistent with the budget assumptions used to develop the plan. If

Congressional appropriations exceed the portfolio's budget assumption, the ITFWG will provide the TSB a prioritized list of activities to add to the IT Finance Plan. If Congressional appropriations fall short of the portfolio's budget assumptions, the TSB will re-prioritize resource allocations and the ITFWG will adjust the IT Finance Plan as necessary.

4. IT Investment Monitoring

4.1. The majority of the approved IT investments in the annual IT Finance Plan are executed via an IT project. The Library follows Project Management Life Cycle (PMLC) best practices (see LCD 5-310,.

IT Project Management Office), including frequent project health status updates. The IT project health status update is sent weekly to both the project sponsors and the TSB.

4.2. IT investment owners must produce an annual health report on the investment. This is usually accomplished via formal project reports, whether for a Major IT Investment or a chartered project.

The annual health report must include the following information:

• The status of risks and associated mitigation plans as identified in the business proposal, including any mitigation plans to be implemented during the quarter.

• The status of milestones identified in the business proposal. Milestone status health is determined by the variance from the original planned date to the actual date of execution.

• The status of non-personnel resources associated with the business proposal. Resource status health is determined by the difference between the projected annual obligations of the business proposal requirement in the IT tower investment compared to the updated projected annual obligations at the end of each quarter.

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4.3. The TSB will address issues of concern as early as possible during execution to ensure that an investment is fully resourced and supported or discontinued if not viable.

5. IT Investment Process Continuous Improvement

5.1. The TSB Secretariat will collect feedback from TSB members annually about the Library's IT investment planning process and survey current IT activities. Using information collected each year, the TSB Secretariat will use the collected information to lead efforts to mature the IT investment process. This continuous improvement process will measure how well the Library's IT investments address the following:

• Delivery of strategic capability, goals and performance related to the Library's mission;

• Development of credible performance baselines for IT investments;

• Optimization of IT governance and investment decision making;

• Methods to reduce IT costs and duplication and increase IT efficiencies; and

• Decreasing risk through active risk management.

5.2. The TSB will ensure non-viable IT investments that do not meet identified goals and outcomes are discontinued.

Notes

• Volume: 5 Information Resource Management

• Chapter: 100 Information Technology Planning

• Responsible Office: Office of the Chief Information Officer

• Authority: LCR 5-110, Information Resource Management; LCR 5-130, Information Technology

Investment Governance and Management

• Other Resources:

o LCR 1-220, Office of the Chief Information Officer o LCR 5-210, Enteq�rise Architecture o LCD 5-310, IT Project Management Office o Technology Business Management Council, TBM Taxonomy: TBM Taxonomy_{2020).

o Business Proposal Template and Guidance:

https: //staff. loc.gov /wikis/dispjgy/EA/Business+ Proposal+ Template+and +Guidance

• Effective Date:February 11, 2022

• Inquiries: IT Governance Directorate

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LCR 5-210

Enterprise Architecture

1. Purgose and Scoge

2. AuthoritY.

3. PoliCY.

4. Definitions

5. Resgonsibilities

Notes

1. Purpose and Scope

LCR 5-210 - Enterprise Architecture I LC Rules and Regulations

This regulation implements the Enterprise Architecture (EA) of the Library of Congress (Library), identifies organizational roles and entities responsible for making EA decisions, and develops processes for implementation of the Library's EA.

The EA provides a blueprint for the Library to follow in order to achieve the Library's mission through optimal performance of its core business processes within an efficient information technology (IT) environment. Implementation of the Library's EA ensures that IT and information management activities are conducted in a manner consistent with maximizing mission performance and outcomes. An effective

EA program, along with alignment to the Library's strategic plan, should support IT investment decision making and investment management.

2. Authority

2 U.S.C. 136 authorizes the Librarian to make rules and regulations for the governance of the Library.

3. Policy

A. It is the Library's policy to build a Library-wide EA to leverage IT to transform business and mission operations by guiding and constraining investments as part of modernizing and evolving IT environments. The Library-wide EA should enable improved mission and business outcomes.

B. It is the Library's policy to manage its information resources in a manner that provides for effective and transparent decision-making as related to the selection of IT investments and handling of IT resources.

4. Definitions

A. "Domain" means a grouping of related technology. Domains are technology-focused segments.

B. "Enterprise Architecture" (EA) means: (1) a strategic information asset base, which defines the mission; (2) the information and technologies necessary to perform the mission; and (3) the transitional processes for implementing new technologies in response to changing mission needs.

EA includes a current state architecture, a future state architecture, and a transition plan.

C. "EA Segment" means a section of enterprise architecture. A segment can be a business unit, a service area, related technology (domain) or anything that the Library has a need to develop future state planning.

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5. Responsibilities

A. Librarian of Congress. The Librarian is responsible for:

1. Making all final determinations regarding the linkages among the Library's strategic planning, IT strategic planning, EA and IT resource management; and

2. Conducting ongoing reviews of reports and recommendations from the Library's Technology

Strategy Board (TSB) related to EA policies and practices.

B. Chief Information Officer {CIO). The CIO, or designee, is responsible for:

1. Developing and implementing all policies related to the design, content, format, and use of the

Library's EA to support IT investment management and governance, including the collaborative building of Library-wide current state architectures, Library-wide future state architectures, and transition plans that address migration from current state architecture to future state architectures.

2. Presenting recommendations to revise or update EA policies and procedures to the Librarian.

3. Approving modifications to the EA.

4. Selecting the Chief Architect.

5. Overseeing and directing the work of the EA Program Office (EAPO).

C. Technology Strategy Board. The TSB is a cross-Library committee established to recommend strategic priorities for the development and use of information technology (IT) at the Library based on the Libra[Y. of Congress Strategic Plan and Libra[Y. of Congress Digital Strateg_Y., and ensures that

Library IT investments are fully transparent and properly aligned with the Library's strategic objectives and business needs. The TSB is responsible for:

1. Ensuring that all policies and practices are consistent with Federal best practices and designed to mature the EA program and content over time.

2. Reviewing all recommendations from the Library's Technology Architecture Board (TAB) and

Product Governance Board (PGB) related to the collaborative development of up-to-date current state architecture, future state architecture, and transition plans addressing the

Library's migration from current state architecture to its future state architecture.

3. Ensuring EAPO, TAB, and PGB members have access to applicable and current business and technical strategic and policy documents.

D. Technology Architecture Board. The TAB is a board of Library technology subject matter experts in OCIO responsible for establishing enterprise architecture standards and ensuring Library technology and solutions align with the Library's enterprise architecture (EA). The TAB is also responsible for:

1. Overseeing implementation of the EA program and the Library's progress towards the future state architecture.

2. Ensuring that IT investments adhere to the EA guidance.

3. Establishing Integrated Planning Teams (IPTs) to focus on specific domain or architectural segments and recommending additional membership. IPTs include IT subject matter experts

(SMEs) and business SMEs. For complex, Library-wide planning efforts, the TAB may establish a working group that includes the business SMEs to coordinate service unit input to the IPT.

4. Reviewing and approving recommendations for EA content proposed by IPTs and reviewing and approving requests for updates to the EA content, including IT standards.

5. Coordinating with Library offices responsible for IT procurement to ensure compliance with federal acquisition regulations and competition requirements prior to adopting a Library IT

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LCR 5-210 - Enterprise Architecture I LC Rules and Regulations

6. Ensuring that the EA is updated according to changing business priorities and transition planning goals.

7. Making recommendations to the TSB regarding the inclusion of new technologies, services and standards into the Library's current and future state architecture based upon the recommendations of the IPTs

E. Chief Architect. The Chief Architect is responsible for:

1. Managing the EAPO and providing managerial support, coordination, and oversight of the

Library's EA Program;

2. Ensuring that the Library's EA program is developed and maintained in accordance with

Federal Enterprise Architecture, IT governance and TSB guidance and standards;

3. Establishing and communicating the process for developing EA products and standards for EA artifacts and coordinating content changes with the service unit-designated EA product owners, stakeholders or SMEs;

4. Ensuring the quality of information provided by the EAPO to Library service units;

5. Updating the EA repository to accommodate changes in the Library and IT environment or to accommodate future state information and transition plans submitted by IPTs;

6. Coordinating with the TAB for reviews of proposed and approved investments, and status reviews on architectural activities;

7. Promoting the use of the Library's EA to enhance IT investment management and governance activities;

8. Participating in business and IT planning to ensure business mission and architecture alignment with the EA;

9. Providing expert advice on architectural migration generally and on architecture, standards, and evolving technologies for inclusion in the EA;

10. Liaising with the appropriate stakeholders to ensure that guidance issued to Library service units is consistent with the EA; and

11. Providing outcomes that meet the requirements and expressed priorities of the Library by:

a. Collecting, validating, managing, and making available current state content driven by priorities from the Library to support IT governance and ITIM.

b. Collecting, validating, managing, and making available future state content driven by priorities from the Library to support IT governance and ITIM.

c. Collecting, managing, and making available transition plans from current state to future state, driven by priorities from the Library to support IT governance and ITIM.

d. Liaising with the appropriate stakeholders in building and validating linkages among EA business and technical data elements.

e. Periodically, and at the direction of the CIO, reviewing EA content for opportunities to drive IT investments based on strategic planning and IT governance priorities.

f. Ensuring that EA framework and content are managed and updated following Federal guidance and best practices.

g. Presenting recommendations to the TAB for IPT designations, and supporting the work of the IPTs.

h. Advising key stakeholders in business and IT planning by conducting awareness/education sessions that interpret and communicate architecture issues and

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F. IPTs:

1. Develop recommendations for future state architecture based on Library strategy and current state architecture; and

2. Develop recommendations for transition plans that realize future state architecture for submission to the EA Program Office (EAPO).

Notes

• Volume: 5 Information Resource Management

• Chapter: 200 Enterprise Architecture and Standards

• Responsible Office: Office of the Chief Information Officer

• Statutory Authority:

• Last Revised: December 23, 2020

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