MCC IT Strategic Plan.pdf

MCC IT Strategic Plan

FY08-FY10

1. IT Vision Statement

To deliver a secure information technology platform and high performing corporate systems that will enable the MCC to reduce poverty through growth.

2. Overview

MCC has evolved over the last three years in the development of its business processes and will continue to change as we adjust to our new organizational structure that consolidates resources focused on compact implementation. Until the present time, the Office of the Chief Information Officer (OCIO) has provided basic

IT infrastructure and customer support as a utility service to our mission. The development of MCC’s Enterprise Architecture marked the beginning of a more strategic approach to align IT investments with MCC business needs. However much more needs to be done to ensure that these investments are properly managed. Our challenges going forward include redefining our business processes in light of our new organization and filling gaps in understanding of our needs. For example, there is a critical need to define MCC requirements for reporting the progress and success of our compacts to Congress and other stakeholders.

The OCIO will evolve a much more strategic approach in support to the agency through this period of transformation and realignment of the Agency by establishing a

Governance Structure (EA) Steering Committee. This approach will help ensure successful implementation of our EA and stabilize, secure and optimize our IT infrastructure. As part of this process, the OCIO will work with MCC managers in

DC and our mission offices as a strategic partner in defining solutions to the implementation of our business processes and the configuration of our major systems

(BIDS, IFMS, and MS Enterprise Platform) to address the needs of our HQ staff, field missions and the MCAs. The OCIO will participate in interactions with external customers, particularly the MCAs, in understanding their technology capability and needs and address gaps in our business systems. A key objective is to leverage our existing Microsoft investments to achieve our vision of “empowering the organization with the tools and information it needs” to ensure accountability for results and lead to transformational development.

This strategic approach represents a fundamental change in values and behavior for the OCIO as it realigns its functions to move from being reactive to being a proactive

“problem solver” that improves the agency’s business processes for delivering development assistance. This Information Technology (IT) Strategic Plan is focused on realigning its performance goals and resources to support a business centric, portfolio management approach that is inclusive, and anchored in corporate business processes and fact-based investment decisions. Further, future IT investments will reflect technical solutions that meet the operational needs defined by MCC managers and staff. As such, the plan will focus on the following goals:

Achieving Stable, Secure and Optimized IT Infrastructure

Aligning Strategic Solutions to Evolving Business Needs

Developing Systems and Services that Empower the Organization

Customer Support that Enables Transformation of the Workforce

Goal (Infrastructure)

Achieving Stable, Secure and Optimized

IT Infrastructure

Goal ( Strategy)

Aligning Strategic

Solutions to Evolving

Business Needs

Goal (Systems)

Develop Systems &

Services that Empower

Organization

Goal (Capacity )

Customer Support &

Enable Transformation of

Workforce

Sub-Goals

Maintain FISMA Compl

Refresh Equipment

Standardize Infrastructure for HQ/ Missions & Guide./

Standards for MCAs

Maintain Change/

Configuration Control

Achieve High Customer

Satisfaction

Sub-Goals

Manage Portfolio

Maintain Governance

Develop and Maintain EA

Strategy for Mission

Infrastructure Develop.

Develop Acquisition

Strategy

Achieve High Customer

Satisfaction

Sub-Goals

Integrated Plan/Schedule for Sys. Development

Integrated Plan/Schedule for Missions Sys.Devel.

Systems and Data integration

Projects On-Schedule &

On-Budget

Achieve High Customer

Satisfaction

Sub-Goals

Systems Training Program

In-Place Enables Business

Training through Broader

HR Initiative

MCC Mission Training &

Guides/Standards for MCAs

Integrated Training Plan includes EA Contractors

Achieve High Customer

Satisfaction

Performance

Objectives

Close Audit & Establish

Quarterly Risk Assess.

Establish Refresh Policy

& Plan

Develop Infra Standards for HQ/Missions/MCAs

Establish CCB

Meet Service Levels

Performance

Objectives

PM Process Defined and

Repeatable

Establish EA Steering Bd

Develop Conceptual

Framework of Solutions

Strategy for Missions Infra.

Acquisition Strat. In-Place

Positive Feedback on EA

Progress

Performance

Objectives

Requirements & Data

Architecture Defined

Mission Require/Data

Architecture Defined

Establish IPTs to Guide

Development

Manage 90 Day

Increments/Milestones

Pos. Feed. on Progress

Performance

Objectives

Training Program Approved by HR and Businesses

EA Contractors Support the

Training Program

Mission Training Plan/

Guides & Stds for MCAs

Provide Continued Staff

Support with assistance of

Infrastructure Help Desk

IT Enterprise Planning/

Action Lifecycle

IT Vision

(2)Enterprise

Architecture (1)

IT

Strategic

Plan (3)

IT Action Plan (4)

IT Performance

Plan and

Reporting (5)

IT Strategic Plan

Risk Assessment

R is k A s s e s s m e n t

MCC Strategic

Plan

Risk Assessment

Guides the Process

There are two sub-goals that are common to each of these goals that the OCIO considers critical to success. They include (1) achieving high customer satisfaction, a key indicator that IT investments and their implementation are aligned with our business needs, and (2) the development and implementation of solutions to specific needs of our field missions that where the development of their IT Infrastructure has lagged that of MCC HQ. The latter includes providing guidance and standards to the MCA to reduce the burden on them in their interface with MCC.

3. Strategic Goals

3.1 Achieving Stable, Secure and Optimized IT Infrastructure

(Infrastructure)

The OCIO number one priority is to stabilize, secure and optimize the current IT infrastructure and support services. The OCIO has resolved many of the issues regarding the staff’s ability to rely on our current infrastructure and will procure new

IT and Telecom services that will standardize our infrastructure and refresh equipment on a regular basis to significantly improve both the security and reliability of our network, systems and customer support services. Once implemented, our new outsourced acquisition approach will free up staff resources to focus on our business and other customer needs as we implement our new business systems and its supporting network infrastructure.

Our new outsourced services model will address the needs of our new organization and our mission offices to support the MCC RCDs in implementing their new roles and responsibilities. Requirements for external users including MCAs and other stakeholders will also be addressed as additional requirements for network support are defined, for example, as part of the BIDS development process. The OCIO will be responsible for monitoring contractor performance, the development of task orders for additional services, and the administration of our service contracts.

A priority in implementing our new services contracts is to ensure change control i.e.

changes to the service defined by our contracts. A Change Control Board (CCB) will be established that includes representation of our business unit stakeholders as part of our partnership efforts going forward.

Another priority is ensuring compliance with FISMA, OMB and other federal requirements. The Agency has lagged in compliance and it is our priority to establish a process to get ahead of the curve and to maintain compliance going forward.

Although our service providers will maintain our systems in compliance with federal requirements, MCC will still need to validate and certify that we are in compliance.

ACTION PLAN for GOAL - Stabilize, Secure and Optimize Infrastructure

S u b -G o a ls a n d

A c ti o s

SUB-GOAl & ACTION ITEM

ASSIGNED

TO

MILESTONE

DUE

DATE

SUCCESS

CRITERIA

Maintain FISMA Compliance

Dev. FISMA Comp Monitoring Plan Close Existing Audit

Establish Quarterly Risk Assess

Establish Contractor Reporting Require. Verify Contractor Compliance

Implement Plan for MCC Systems No Deficiencies Identified by IG

Develop Quarterly Risk Assess Plan

Quarterly Risk Assessment Comp.

Take Actions to Address Risks IG Agrees Plan to Address Risks

Refresh Infrastrucure Infra. Inventory/Metadata Baseline

Inventory/Ownership/Age/Cond Complete

Establish Refresh Plan

Workstations Identify Equipment for refresh

Desktops Printers Approve Replacement Models

Network Infrastructure Replacement Complete

Phones and Mobile Phones Replacement Complete

Standardize Infrastructure Standarize Network Access/ Control

Define what needs to be standardize

Develop Standards

Standardize Computer Image Establish Desired Admin Control

Standardize Business Applications Develop &Implement Com. Plan

Standardize SOPs for Systems Use Implement Standards

Maintain Change/Config Control

Develop CCB Charter Establish CCB Membership Establish Change Control Board

Develop SOPs SOPs In-Place

Conduct Weekly Meetings Record Minutes of Meetings

Communicate Approved Changes E-mail Notifications

Implement Approved Changes Notification Changes Complete

Achieve High Customer Satisfaction

Develop Surveillance Plan Approve Contractor QA/QC Plan Meet Service Levels Assess Customer Satisfaction Review Contractor Perf. Rep.

Develop Task Orders for Add Services

Regularly Survey Customer Satisf

Oversee Delivery of Add Service Develop Task Orders to Add/Change Services

Provide Input to Award Fee Determinations

3.2 Aligning Strategic Solutions to Evolving Business Needs

(Strategic Planning)

MCC business processes are evolving rapidly as the agency moves forward under its new organization to address its needs in compact implementation. Therefore, for the next few years, it will be imperative that the OCIO work in partnership with the senior management team to anticipate its future needs. A key role of the OCIO will be to work with the business units in the application of our new technology and the design and automation of our new evolving business processes and enhancements to our network infrastructure to support them.

There is a significant amount of capability within the current MCC Enterprise

Architecture (EA) framework that can be configured to meet those needs. New systems coming on line such as Business Intelligence and Data Store (BIDS) will be implemented in phases to address many of those evolving needs as they can be defined. In some cases new and additional systems may be required. The OCIO will be proactive in anticipating those future needs so that integrated solutions may be developed that fit within our EA framework. This includes conducting regular surveys of customer needs not currently serviced that may be addressed strategically as part of our EA.

There are a number of alternative strategies for improving our business model that will need to be evaluated. For example, the agency could implement a bottom-up approach to developing an interface with the MCAs where MCC can access and view

MCA performance data real time or MCC could implement a top down approach where the MCA’s simply input data to MCC’s system.

The IT Strategic Plan will include establishing governance to prioritize investments, manage change, and communicate to the business units and other stakeholders the progress of implementation of our EA and enhancements based on collaborative efforts with the business units and input from the EA Steering Group.

As part of our strategic approach, the OCIO will strengthen MCC’s ability to manage our IT investment portfolio. This includes capturing key investment candidates and providing a means to identify, categorizes, and prioritize needs identified by staff, presenting them to the governing Board, and then budgeting and executing projects that are approved. The process that will be used to capture, evaluate, and prioritize investments opportunities is described below in Section 4.0 Portfolio Management.

ACTION PLAN for GOAL- Align Strategic Solutions to Evolving Business Needs

S u b -G o a ls a n d A c ti o

SUB-GOALS & ACTION

ITEMS

ASSIGNED

TO

MILESTONE

DUE

DATE

Manage Portfolio

Develop Process Process Flow and Description Porfolio Mgm't Process

Capture/Track IT Invest Needs Develop System to Capture Input

Defined/Repeatable

Categorize IT Investment Needs Categorizatio/ Ranking of Invest.

Assess Value and Costs Rank Alt by Value and Costs

Evaluate Risks vs Value Develop Risk vs Value Chart

Develop Budget for Invest. Governance Board Approves

Manage Implementation Procure System or Services

Maintain Governance

Establish EA Steering Board Reg Meeting with EA Steering BD

Establish EA Steering Board

Map New Businesses Processes Visio Diagrams Key Processes

Identify Strategic Issues and Options White Papers Issues & Options

Review with EA Steering Board EA Board Approval

Develop & Maintain EA

Define EA and System Baselines EA Reference Dwgss & Descript

Develop Conceptual Framework

New Requirements Defined Identify Technology/Application Requirements of Solutions

Develop Conceptual Solutions Visio Diag Detailing Concept Solns

Update Enterprise Architecture Describe System Integration w/EA

Develop Deployment Plan Strategy for Implementation

Develop Acquistion Strategy

Define Approach to Implement. Develop Statements of Work Acquistion Strategy In-Place

Define Procurement Plan Identify Candidate Vendors

Procure Systems and/or Services RFP Review Complete

Select Vendor Proposal Review Complete

Develop Workplans MCC/Vendor Workplan Complete

Review Conceptual Solutions w/EA SC Presentations to EA Steering BD

Positive Feedback on EA Progress

Review Updates to EA w/ EA SC Presentations to EA Steering BD

Review Acquistion Plans w/ EA SC Presentations to EA Steering BD

3.3 Develop Systems and Services that Empower the Organization (Systems Development)

Our most significant challenge is to successfully implement all business systems and network services required to provide staff with the tools and information they need to achieve the agency’s mission. This will be accomplished incrementally over the next three years and our current EA provides the foundation to begin this process.

Our strategy is to demonstrate early successes to gain the confidence on MCC management and staff. The implementation of each of the systems that make up our

EA will be managed as projects. Although major integrating contractors will manage the day to day work, it is incumbent on the OCIO to ensure the contractors receive the input it requires from our business units so that these systems meet MCC needs. This may be difficult as many of our requirements are still undefined and evolving. In order to manage risks given these uncertainties, projects will be divided into manageable segments where the achievements of key milestones are monitored, for example in 90 day increments, to ensure projects remain on track. Included in Section

4.0 is a chart detailing quarterly goals for each of the major systems that comprise our current EA. Performance will be evaluated against these goals and adjustments will made based on priorities and available resources.

An EA Steering Board and Integrated Project Teams are being established to define our business requirements and provide input to the conceptual framework of our technology solutions. They also help fill gaps in understanding of our requirements and address policy and strategic issues to ensure systems that make up our EA are aligned with MCC business needs as they are developed and implemented.

A key responsibility of the OCIO is to provide the enterprise view of our EA that shows how all systems and data are integrated to provide the capability and functions required. A key objective of the OCIO is the development of our enterprise data architecture that maps how data is stored and retrieved to support the multiple applications that make up our EA. This has not been done to date and will be critical in guiding the development and integration of systems that make up our EA including new systems to support future needs. The OCIO will communicate information gaps that affect our EA and data structure and work with senior managers to resolve them where possible. It will also provide flexibility to address others at a later time when we better understand specific requirements.

Results of project development efforts will be communicated to the EA Steering

Board who will provide feedback to project managers based on input from their staff.

The OCIO will calibrate and communicate expectations for the achievement of key milestones such as the completion of Phase I of BIDS and having the ability to measure and report on compact results and financial performance in FY08 and beyond

ACTION PLAN for GOAL - Develop Systems & Services that Empower the Organization

A c ti o n s a n d

A c ti v it ie

ACTION ITEM

ASSIGNED

TO

MILESTONE

DUE

DATE

Integrated Plan for Systems Develop

Define Interface/Integration Require.

Assess/ Report Based on Current Projects

Define Requirements & Data

Develop Integrated Program Plan Flow Chart Illustrating Project Integration

Architecture

Define Integrated Data Architecture Data Logic Diagrams Complete

Develop Project Plans w Integ Require.

Define Performance Metrics for Project Integ.

Systems & Data Integration

Establish Integrated Project Teams(IPT)

Define Charter/ Members for Each Project IPT

Establish Integrated Project Teams to Guide Development

IPT Review and Approve Workplans

Team Input to Project Workplan Complete

DefineSystem Data Inputs and Outputs

Data Model for Systems Development Compl.

Define & Resolve Development Issues

White Paper on Issues & Recommendations

EA Steering Committee Review EA Steering Committee Appoval of Plans

Projects On-Shedule/On- Budget

(see attached)

Regular Reports on Project Status

IPT and PM Weekly Project Reports

Positive Feedback in Progress of Projects

Develop Communications Plan EA Steering Committee Feedback

Implement Actions to Maintain Plan

Actions Identified, Assigned, and Completed

3.4 Customer Support and Enabling Transformation of the Workforce (Capacity Building)

Providing superior customer support services will be critical to both stabilizing our current infrastructure and supporting staff in the use of the new tools that will make up our new technology platforms. Our new service contracts will significantly improve our current help desk capabilities to build staff confidence and provide the foundation for supporting staff in the use of our new enterprise tools. As new systems come on-line support personnel must be capable of assisting staff in the use of new tools as a complement to the roll-out and training programs. The OCIO will conduct regular surveys to assess customer satisfaction and needs for training and customer support.

ACTION PLAN for GOAL- Develop Systems & Services that Empower the Organization

SUB-GOAL-Projects On- Schedule & On Budget

P ro je c ts

PROJECTS & ACTION

ITEM

ASSIGNED

TO

MILESTONE

DUE

DATE

Business Intelligence/DataStore

Define,Maintain Scope Phase 1 Complete Workplan for Phase 1

Manage 90 Day Increments

Develop Scope/Plan for Next 8 Quarters

Prep Annual Workplan/Update on Rolling Qtr.

Define Data Architecture BIDS Develop Data Logic Diagram

Develop Interface with Existing Fin.MS Establish Interface with NBC

Develop Interface with MCC SharePoint

Define Migration Plan to Production Environ.

Compliance with OMB & FISMA Risk Assess & OMB 300 Approved

Implement Phase 1 Services Complete BIDS Initial Service Agreement

Integrated Financial Mgm't System

Compliance with OMB & FISMA OMB 300s Complete and Approved

Manage 90 Day Increments

Define Scope of Work Performance Work Statement Complete

Develop Procurement Strategy &Plan

Issue RFP for Competive Sourcing

Implement IFMS Vendor Selected and Kickoff Complete

MS Enterprise Platform/ SharePoint

Upgrade to MS SharePoint 2007 SharePoint 2007Tested and Moved to Prod

Manage 90 Day Increments Implement K2 Technology for

Workflow Workplan & testing complete

Implement Digital Asset Management Workplan & testing complete

Implement Team Collaboration Tools Workplan & testing complete

Upgrade to MS Office 2007 Training Plan Complete

Supporting Technology

Stabilize, Secure &Optimize Infrastr. Procure New Services Contracts

Manage 90 Day Increments Impl MS Software Inven &

Distribution Implement - IT Services Contract

Impl Digital Signatures Implement - IT Services Contract

Web Content Filtering Implement - IT Services Contract

Internet Protocal v6 Implement t- IT Services Contract

Our goal is to transform the workforce so that they can effectively use their new capabilities. Our strategy is to implement new systems in a way that supports staff in its transition to MCC’s new organization. This will enhance the staff’s capacity to absorb changes they already need to deal with as part our restructuring. By automating business processes they can concentrate on their new roles and responsibilities. However the rollout of our new systems and the training of staff to use them must be scheduled and planned in an integrated and coordinated effort to ensure we do not overburden staff. The rollout and training plan must also be agreed to by all senior managers who will oversee and guide implementation of our new systems.

Part of the process of developing our staff skills will be to institutionalize and train staff on our policies and procedures for information security, and our plan for disaster recovery and Continuity of Operations (COOP) in response to a man-made or natural disaster.

ACTION PLAN for GOAL- Customer Support &Transforming the Workforce

S u b -G o a ls a n d A c ti o

SUB-GOALS & ACTION

ITEMs

ASSIGNED

TO

MILESTONE

DUE

DATE

SUCCESS

Systems Training Program In- Place

Business Training Needs Defined EA Steering Committee Define Training Needs

Training Program Approved by

HR

IT Training to Enable Sys Define Training Plan Mapped to Proj Sched and Businesses

Develop Training Plan HR and EA Steering Committ.ee Approve Plan

Implement Training HR and Businesses Support Implementation

Regional Training

Define MCC Mission Training Needs

EA Steering Committee Define Special Needs

Regional Training Plan

Develop Training Plan Training Plan Mapped to Projects Schedule

Implement Training HR and EA Steering Committee Approve Plan

Business/Field Office Support Implementation

Contractor Training Support

EA Contract. Define Syst.Train.Require.

Train Requirements Defined for Each System

EA

Contractors Clearly Defined Role

Training Mapped to Rollout Schedule

Train Plan Defined for Specific Systems

Plan Integrated Into Overall MCC Plan

Contractor Support for Training Clearly Defined and Responsibiliy in Training Program

Regular Surveys of Customer Needs Survey of Results of Training

Continued Staff Support with Assistance of Help Desk

Measure Enhanced Customer Capabil

Help Desk Support w Contractor SME's

Review Results with EA Steering Com.

EA Steering Committee Feedback/ Actions

4.0 Portfolio Management

4.1 Portfolio Management Process

The OCIO will develop a system to manage the portfolio of applications and other IT initiatives. The IT portfolio includes large strategic projects such as BIDS and IFS as well as small local applications such as Access databases. Each project is assigned values for Risk, Priority, Scope, Value, Return on Investment, and Life Cycle status.

Inclusion in the IT Porfolio does not imply that approval has been given to proceed.

The IT Portfolio is intended to capture and organize all IT initiatives and provide a snapshot of their status.

Our strategic plan is based on projections for the next three years to view the complete life cycle in the development and implementation of our major systems such as BIDS.

This allows IT to address the timing for the implementation of aspects of the MCC EA.

For example, MS Office 2007 is not required to implement Phase 1 of BIDS but will be critical in the development of our team collaboration capability in addressing compact development in Phase II.

The OCIO will develop a process to collect input on these investment opportunities.

We will then categorize and rank them as to their potential value to the organization, and assess the risk vs. cost to implement them. The EA Advisory Board will decide on priorities as representatives of MCC lines of business. This will ensure all IT investments are aligned with our business needs.

Portfolio Management (IT)

Inbound

Requests Tracking

(EASC – Decision)

High

Value

Low Risk

Low

Value

High

Risk

Output

Prioritization

BIDS

GSS IFMS

Future

HR

CUFF Records x xx xxx

Portfolio Tracking

S

C

O

P

E

R

O

M

V

A

L

U

E

R

I

S

K

P

R

I

O

R

I

T

Y

Resouce/

Budget

Project $$$ DD/MM/YY Status

BIDS

IFMS

GSS

Steering

Committee Senior Staff

Helpdesk

Mouse Elephant Elephant

Heard

Action

Memo

1 paragraph to 1 page

Scope

PID

3 page

Project Task

Identification and

Document

Need

OMB 300

Threshold $0 to $50K $51 to $499K Over $500K

CIO VP EASCDecision Maker

Our Portfolio Management System contains the following essential elements:

Process for the Collection of Requests o Requests can take the form of forms, emails, or verbal instructions from

Management.

o They are entry into our Portfolio Tracking system.

o Each request is given values for Risk, Priority, Scope, Value, Return on

Investment, and Life Cycle status by IT in consultation with the requestor.

Documentation and Evaluation o Each request must be supported by the appropriate supporting documentation.

o $0 to $150k : 1 paragraph to 1 page scope statement (Action Memo), decision to proceed made by CIO o $51k to $499k : 3 page project description, decision to to proceed made by VP o Over $499k : OMB 300 required, decision to proceed made by Steering

Committee

Prioritization o Project are evaluated according to value and risk as shown below.

Projects have the greatest value and least risk higher priority as shown in quadrant 1 may be ranked higher priority. However there may be project of high value but which are high risk that are important to the agency achieving its mission such as shown in quadrant II. They may also be high priority.

Budget o Each project is mapped to and supported by an IT budget line item.

Section 5 details budget elements for the next three years.

Decision Process o Some projects are a component of a larger enterprise effort. If so, the project is aligned and identified as such. For example the implementation of K2 technology to support workflow management is an add-on to our MS Enterprise platform. The EA Steering Board approves moving forward with any new component to our current EA

Projects o All other projects are also reviewed with the EA Steering Board.

Results of analyses are ranking are presented and a decision is made on their priority and to move forward based on funding available.

4.2 Project Management

The OCIO will manage our IT investment portfolio in 90 day or quarterly increments or milestones to ensure we stay of schedule and on budget and to ensure projects remained aligned with our business needs. The latter is especially important because many of MCC requirements are still not well defined and will be fleshed out during the development of our systems.

The figure below identifies quarterly milestones for each of our major EA projects for the next three years. This will be updated quarterly as we refine understanding of our needs.

Gantt charts that show the critical path activities and their relationship to other projects will be developed to manage the day to day project activities and input to MS Project.

Project Managers will report weekly to the CIO on the progress of their projects.

Integrated Project Teams (IPT) that include representation of the business owners and sponsors that will use the IT tools under development will be established for each major project to guide development efforts.

Complete Rebid of

Dyonyx Contract

Establish New Telecom

Contract

Establish Change

Control Board

Establish Refresh

Policy

Initial Refresh of

Equipment

FISMA Risk Assess

Managing Quarterly Progress of IT Portfolio Development

Provide Network/

Infra Support for

BIDS Phase 1

Implementation

Conduct Customer

Satisfaction Survey

Review Contractor

Performance

FISMA Audit and

Risk Assessment

Refresh Equipment

Transition to New

Contracts

Develop

Infrastructure Stds.

for HQ & Missions

Develop Plan for

Infra Support to MCC

Missions

Complete Phase 1

Refresh

FISMA Risk

Assessment

Execute 1 st option year of IT/Telecom

Services Contracts

Add Services

Required to Support

Implement. of BIDS/

IFMS/MS Enterprise

FISMA Risk

Assessment

FISMA Risk

Assessment

FISMA Risk

Assessment

Conduct Customer

Satisfaction Survey

Review Contractor

Performance

FISMA Audit and

Risk Assessment

Refresh Equipment

FISMA Audit and Risk

Assessment

Complete OMB 300s

Prepare Draft SOW/

RFP for Sourcing

Support Establish. Of

NBC Interface for

BIDS Phase 1

G e n e ra l S u p p o rt S e rv ic e s

IF

M S

Quarter

Jan-March

FISMA Audit and Risk

Assessment

Quarter

April-June

Quarter

July-Sept

Quarter

Oct-December

FY 2008

Issue RFP for

Competitive

Sourcing

Review Proposals

Demonstrations by

Shortlisted Vendors

Quarter

Jan-March

FY 2009

Quarter

April-June

Quarter

July-Sept

FISMA Audit and Risk

Assessment

FISMA Audit and Risk

Assessment

Quarter

July-Sept

Quarter

July-Sept

Quarter

July-Sept

Quarter

July-Sept

FY 2010

Make Award Based on Available Funding

Review and Approve

Workplan and

Schedule for IFMS

Implementation

Develop Transition

Plan

Establish IFMS

Development Test

Site

Develop Data

Structure

Test Functionality

Transition to IFMS

Production -Operate

& Test System in

Parallel to Current

Operation for Two

Consecutive

Quarters

(Quarter 1)

Transition to IFMS

Production-Operate

& Test System in

Parallel to Current

Operation for Two

Consecutive

Quarters

(Quarter 2)

Full Production with

New IFMS

Complete Service

Agreement for

Outsourced Services

Expand System for

Reporting on All

Countries in Comp.

Implement.

Complete Interface with NBC for Integ.

Financial & Compact

Perform. Report. &

Cost Acc’t

Define Project/ Plans for BIDS Develop.

Complete Initial Data

Capture Interface with MCAs

Demonstrate Phase 1

System for Report.

on the Progress of

Three Representative

Compacts

Develop Data

Architecture for

Complete BIDS Impl.

Develop Capability to

Conduct Std.

Analyses & Prepare

Std Reports to

Support All MCC

Reporting Require.

Phase 1 BIDS

Complete

Finalize Plan for

BIDS to Support

Compact Develop.

Develop Interface for

Integration with New

IFMS

Establish Budget

Planning and

Management System

Demonstrate BIDS for Three Rep.

Compact Develop.

Efforts.

Upgrade to MS

SharePoint 2007 in

Production

Environment

Train Staff in

Transition to New

Platform

Develop Plan to

Implement Workflow and Digital Asset

Management Cap.

Develop Structure for

Digital Asset

Management System

Test Workflow and

Digital Asset

Management System

Capability

Integrate MS

Enterprise Platform with BIDS to Support

Workflow and Digital

Asset Management in Phase 1 Reporting on Compact

Implementation

B

ID

S M

S E n te rp ri s e

P la tf o rm

Digital Signatures

Complete

SMS System

Implemented Under

New Contract

Develop Task Orders for Service Contract

Support for

Implementation of

New MS Enterprise

Platform, BIDS and

IFMS.

E n a b li n g T e c h n o lo g y

Integrate MS

Enterprise Platform with BIDS to Support

Workflow and Digital

Asset Management in Phase 2 Reporting on Compact

Development Efforts

Develop Plan to

Implement BIDS

Across All Compact

Development Efforts

Integrate BIDS with

MS SharePoint to

Support Team

Collab., Workflow and Document

Management.

5. Budget

Our IT Portfolio is included in our IT Budget and Projections over the next three years. This is reviewed quarterly to ensue commitments are in line with budget line items. Adjustments may be made to reallocate with the current budget year based on the progress of projects and to maintain agency priorities. Out years are used to support the budget planning process.

IT Goals FY08 FY09 FY10

1. Infrastructure

Maintain FISMA Compliance------- $0.3M $0.3M $0.1M

Base IT & Telecom Services $3.8M $3.8M $3.8M

$4.1M $4.1M $3.9M

2. Strategic Planning

Consulting Support in Refining $0.2M

Business Processes and Reporting

Requirements via BIDS /Interface with NBC

Consulting Support in Refining $0.4M $0.3M

Business Processes, Reporting

Requirements and Interface with MCAs ______ _____ _____

$0.2M $0.4M $0.3M

3. Develop Systems

IFMS--------------------------------- $3.4M $3.0M $1.0M

BIDS Phase 1------------------------ $2.0M $2.0M $1.0M

MS Enterprise Platform------------ $0.8M $0.3M

Enabling/Supporting Technology-- $0.4M $0.1M

BIDS Phase 2 $3.0M

$6.6M $5.5M $5.0M

4. Customer Support

Rollout of SharePoint, Workflow, -- $0.6M $0.4M $0.2M

Digital Asset Management, and Team Collaboration

Contractor Support/Training-------- $0.4M $0.4M $0.4M

BIDS, IFMS, MS Enterprise Plat. $1.0M $0.8M $0.6M

Total $11.8M $10.9M $9.8M

5. Acquisition Strategy

The OCIO Acquisition Strategy is driven by our understanding of our business needs and EA.

MCC’s EA defines the capabilities required to support both the operation and management of our business enterprise.

General IT Support

Services BIDSMS Enterprise Platform IFMS

Enabling/Supporting

Technology

MCC Enterprise Architecture

MCCnet, MS Office

MCC Business Needs

Capability to Support Operations

Team Collaboration, Workflow Management, Digital Asset

Management

Capability to Support Management Reporting

Performance Reporting, Financial Management, and Project

Management

MS Live

Communications

MS Office 2007

SharePoint Service

K2 Technology

NBC/New Outsource Service

Provider

Acquisition Strategy

Our approach is to package support services that provide those capabilities so as to ensure proper integration of services and to minimize the number of vendors making it easier to manage.

The OCIO has two integrating contractors supporting the development and implementation of

BIDS and IFMS and will two more contracts in place in March 2008 providing general

IT/Telecom services. These contracts provide the base of support for General IT Services, Enabling Supporting Technology, MS Enterprise Platform, BIDS and IFMS.

The implementation of specific features or technologies that make up the EA under each of these major service areas such the implementation of MS SharePoint 2007 and K2 Technology to provide workflow management capability support to both Operations and BIDS development will be implemented via task orders and contract modifications to one or more of these existing contracts. Vendors such as K2 Technologies will be included in specific task orders.

Our contracts include considerable flexibility to add tasks and to modify scopes of work to accommodate implementation of additional requirements as they are defined through our

Portfolio Management Process. Given that many of our detailed requirements are not yet well defined it will be important that we manage enhancements and changes to our EA through our

CCB.