Showing posts with label Federal CIO Council. Show all posts
Showing posts with label Federal CIO Council. Show all posts

April 7, 2011

TechStat For Managing IT Investments


TechStat is a governance model to "turn around or terminate" underperforming projects in the IT portfolio.

This is one of the key tenets in the 25-Point Implementation Plan to Reform Federal IT.

The training video (above) is an introduction to the TechStat model.

The goal is improved IT investment management and accountability for IT programs.

More information on TechStat, and in particular the toolkit for implementation, is available at the Federal CIO website.

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December 10, 2010

Federal IT Management Reform

New IT management reform from the White House.

Very exciting development.

The plan is published at this link.

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September 11, 2010

Toward A Federal Enterprise Architecture Board


A Federal Enterprise Architecture Board (FEAB) would provide “teeth” to further implementing enterprise architecture across government.

We have a Federal Enterprise Architecture (FEA) that provides a government wide framework for architecture strategy and planning, but we do not have a FEA Board to govern the subsequent IT investments through capital planning and investment control (CPIC). CPIC is the governance process whereby we select, control, and evaluate new IT investments.

Interestingly, The Federal CIO Council’s Architecture Alignment and Assessment Guide (October 2000) specifically calls for complementary EA and CPIC functions (see graphics).

In this paradigm, the enterprise architecture (EA) informs, guides, drives the CPIC, and in turn the decisions from the CPIC governance process updates the EA planning, so that the EA and CPIC processes are seen as mutually supportive.

In the federal government, we have departmental and agency architectures and boards that serve to plan and govern IT investments at their respective levels. However, as we seek to build greater standardization, interoperability, and reuse across government with IT initiatives that cut across traditional government boundaries driven and guided by the Federal CIO and Federal CIO Council, there is a need for a FEAB to review new and major changes to IT investments.

There would be many purposes for the FEAB.

  • Strategic alignment: One would be to ensure strategic alignment not to any single department or agency mission, but rather to the greater federal government strategy and policy. Some examples of this would be data center consolidation, green IT, open government, and more.
  • Streamlining of investments: Additionally, the FEAB would assess IT investments to ensure that there is no overlap or opportunities for consolidation of initiatives. OMB performs some of this function today, but a FEAB would augment their capability with IT subject matter experts from across the government.
  • Other key benefits: Of course, the FEAB would also look at things like return on investment measures, risk mitigation plans, technical compliance to federal architecture standards and mandates (security, privacy, records, FOIA, Section 508, etc.).

The FEAB would not be a substitute for the EA Boards that provide oversight functions at the department and agency levels, but would provide governance for the largest and riskiest IT initiatives and those that cut across different agencies.

While the OMB currently assesses IT investments using Exhibits 300s and 53s, which include EA assessment questions, the FEAB would provide a governance board made up of cross-cutting governmental IT subject matter experts to vet these business cases from an EA perspective thoroughly and provide recommendations to the Federal CIO Council and the OMB on approval or denial. Therefore, and not unimportantly, the stand-up of a FEAB would add an important human factor to the Federal Enterprise Architecture and make it “real.”

Of course, with a portfolio of some 10,000 IT systems, the FEAB would not be able to govern every new Federal IT investment. Therefore, it would be critical to establish thresholds that would be practical for implementation.

I would envision the FEAB being chaired by the Federal Architect and the board being a recommendation body to the Federal CIO Council and the Office of Management and Budget, Executive Office of the President.

Critical initiatives by Federal CIO Vivek Kundra to effectively manage (i.e. CPIC control phase) IT investments through the Federal IT Dashboard and TechStat sessions would be augmented by the FEAB work to carefully recommend for selection (i.e. CPIC select phase) new federal IT investments.

Together, I see the federal select and control mechanisms of CPIC functioning in harmony to enhance governments IT planning, investment decision-making, and execution. Essentially, the FEA (architecture) and FEAB (governance) on the “front-end” will guide new IT investments, and the IT Dashboard and TechStat sessions on the “back-end” will ensure IT investments are properly progressing for the taxpayer based on cost, schedule, and performance measures.

In summary, the Federal Enterprise Architecture Board would be the governance arm of the Federal Enterprise Architecture, and serve as a support to the IT leadership of the Federal CIO, the Federal CIO Council, and the IT budgetary functions performed by the Office of Management and Budget.

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August 30, 2008

A Federal CIO / CTO

Should the U.S. federal government have a Chief Information Officer (CIO) and/or a Chief Technology Officer?

“The chief information officer (CIO) is a job title for the board level head of information technology within an organization. The CIO typically reports to the chief executive officer.”

“A chief technology officer (CTO) is an executive position whose holder is focused on scientific and technical issues within an organization.”

“In some companies, the CTO is just like a CIO. In still others, the CIO reports to the CTO. And there are also CTOs who work in IT departments and report to the CIO. In such a situation where CTO reports to the CIO, the CTO often handles the most technical details of the IT products and their implementation. Despite the diversity of approaches to the CTO role, this IT department executive is increasingly becoming the organization’s senior technologist, responsible for overseeing current technology assets, and more important, for developing a technology vision for the business.” (Wikipedia)

For the purpose of this blog, I will use the terms synonymously.

In the federal government today, we do not actually have a federal CIO or CTO. The closest thing we do have to it is the Administrator for the Office of E-Government and Information Technology in the Office of Management and Budget (OMB). Within that office, we also have a chief architect.

MIT Technology Review, September/October 2008 has an interview by Kate Greene with Mitch Kapor, the founder of Lotus, founding chair of Mozilla, and a board member of Linden Research who advocates for a federal CTO.

Here’s why Kapor thinks we need a federal CTO:

The government needs cohesive technology practices and policies…tech is intertwined with virtually everything. You can’t talk about homeland security or education or energy without it being in large part a conversation about technology. The president will be well served if policy making is done in a more technologically sophisticated way.”

What are some policies the federal CTO would champion?

  • Ubiquitous and affordable broadband deployment
  • Tech policies that stimulate innovation in the economy are very important, because innovation is the engine of growth.”
  • Net neutrality is also a huge issue in ensuring the Internet isn’t controlled by the people who own the wires, because that us just going to impede innovation.”

While I believe that this is a good start, there are so many other areas that could benefit, such as—

  • Information sharing and data quality
  • Interoperability and component reuse
  • Standardization and simplification of our infrastructure
  • Beefing up our IT security
  • linking resources to results (i.e. driving performance outcomes and having our business and mission drive technology rather than doing technology for technology’s sake)
  • And of course, overall enterprise architecture planning and IT governance.

Overall, Kapor says “The advantage of a CTO is that there can be coordination. There’s a ton of work that goes on within different agencies: there needs to be someone to identify the best ways of doing things and some common practices.”

In the federal government, we do have the federal CIO Council to help coordinate and identify best practices, but the role that Kapor envisions is more of a visionary, leadership role that will truly drive the technology of our government and “lead by influence and not by command.”

As we enter the last few months before the presidential election of 2008, perhaps it is a good time to think not only about the next Commander In Chief, but also about the leadership role(s) of tomorrow—such as a federal CIO/CTO—that will be necessary for maintaining and solidifying our nation’s technological superiority for now and the future.


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