# Presentation: 576576

## Integrated IT Governance Process

**May 2007**

**Notes:**
Resources are scarce.  Each organization must fully justify their rationale for each investment through each governmental layer.  All agencies are being encouraged by the Architecture and Infrastructure Committee (AIC) of the Federal Chief Information Officers Council (CIO) to use the “Architecture Principles for the Federal Government” dated June 23, 2006to guide their transformation efforts.  The intent is to establish “clear, well-understood and sanctioned principles, combined with an executive commitment to enforce them, help drive change across disparate departments and programs, as well as within agencies”.  The principles are:

The federal government focuses on citizens (simpler, faster, better, cheaper)
The federal government is a single, unified enterprise
Federal agencies collaborate with other governments and people
The federal architecture is mission-driven
The federal architecture simplifies government operations
Security, privacy, and protecting information are core government needs
Information is a National Asset

## Defining Integrated IT Governance

**...the set of responsibilities and practices exercised by senior management of the enterprise designed to establish and communicate strategic direction, ensure realization of goals and objectives, mitigate risk, and verify that assigned resources are used in an effective and efficient manner. **
- --- IT Governance Institute (ITGI),  2003

- ITGI is a research think tank that exists to be the leading reference on IT-enabled business systems governance for the global business community. ITGI publishes and maintains COBIT (Control Objectives for Information and related Technology). Versions 1, 2, and 3 of COBIT were published in 1996, 1998, and 2000 respectively.

## “Companies with effective IT governance have profits that are 20% higher than other companies pursuing similar strategies.”
Weill and Ross

- Weill and Ross

**Would you like a 20% increase on your ROI?**

## IGP Goals

- Transparent and timely decisions
- Leverage cross agency opportunities for improved citizen services and cost savings
- Increase information security and stakeholder privacy
- High fiscal accountability; budget request supported by project planning
- Implement a consistent USDA IT infrastructure
- Measurable returns from our IT investments
- Compliance with federal and presidential mandates

## You are already doing much of IGP

- You already are:
- Planning your investments (major and non-major)
- Requesting acquisition approvals
- Managing your projects

## IGP simply pulls these threads together

**IGP simply pulls these threads together**

**Planning**

**Acquisition**
**Approval**

**Managing Projects**

## USDA already is required to approve any IT acquisition over $25K.

**Is it...**
**Part of an approved investment? **
**In line with USDA architecture?**

- Acquisition
- Request

- Planning

- Procurement & Implementation

- Approved
- Acquisition Request

- Detailed investment  information allows us to answer these questions.

- Acquisition
- Approval
- Process

**USDA already is required to approve any IT acquisition over $25K.**

## IGP simply frontloads the information collection 

**Is it...**
**Part of an approved investment? **
**In line with USDA architecture?**

- Acquisition
- Request

- If we collect the information _*when we know it*_, the whole process will be easier, more efficient.

- Planning

- Procurement & Implementation

**IGP simply frontloads the information collection **

- Approved
- Acquisition Request

- Acquisition
- Approval
- Process

## When do we know the information?

**When do we know the information?**

- Planning

- Strategic approach
- Business case
- Alternatives analysis
- Expected benefits
- Project schedule
- Acquisition plan
- Project costs

- On well-planned projects, these get increasingly detailed and accurate as the project progresses.

- Acquisition

- Contract type
- Specific product & version
- Vendor

- These need to be specific by the time of the AAR

- Implementation

- Cost variance
- Schedule variance
- Estimated cost to complete

- These monitor the implementation of each specific acquisition (contract) as well as the overall project.

## Providing the IGP information is easy

- Simply complete the applicable systems tab with the few applicable categories

- Yes, there are 155 potential categories per system

**But** we expect that the average system will _only_ have 12 – 15 applicable categories

## Providing the IGP information is easy

- Yes, there are 155 potential categories per system

**But** we expect that the average system will _only_ have 12 – 15 applicable categories

- And the Investment tab is automatically populated.

**Providing the IGP information is easy**

## eAuthentication Example

| EXAMPLE |  |
| --- | --- |
| Investment Name | USDA eAuthentication Service |
| Number of Applicable Systems | 1 |
| FY07 Investment Budget | $5.78 million |
| Applicable LCC categories (out of 70+) | 8 |
| Level of Effort to Complete LCCs | 15 Minutes |

## To Accomplish This, the IGP Team Will:

- Use portfolio analysis (at both agency and USDA levels) to identify new IT investment opportunities)
- Evaluate new IT requirements in light of
- USDA’s current infrastructure and target architecture—including standards for technology, privacy, security, etc.
- What each agency’s mission requires.
- Provide agency Heads, CIOs and CFOs with line of sight on IT investments from planning, through acquisition and implementation, and to ROI.
- Make consistent use of IT rules, plans, standards, etc., easier