Department of Homeland Security 

Office of Inspector General 

DHS Needs to Address Challenges to Its 


Financial Systems Consolidation 


Initiative 


OIG-10-95 (revised) July 2010 
 

Office of Inspector General 

U.S. Department of Homeland Security

Washington, DC 20528 

 July 8, 2010

Preface 

The Department of Homeland Security (DHS) Office of Inspector General (OIG) was 

established by the Homeland Security Act of 2002 (Public Law 107-296) by amendment 

to the Inspector General Act of 1978. This is one of a series of audit, inspection, and 

special reports prepared as part of our oversight responsibilities to promote economy, 

efficiency, and effectiveness within the department. 

This report addresses the strengths and weaknesses of the Office of the Chief Financial 

Officer’s efforts to implement DHS’ consolidated financial systems under the 

Transformation and Systems Consolidation Project. It is based on interviews with 

employees and officials of relevant agencies and institutions, direct observations, and a 

review of applicable documents. 

The recommendations herein have been developed to the best knowledge available to our 

office, and have been discussed in draft with those responsible for implementation. We 

trust this report will result in more effective, efficient, and economical operations. We 

express our appreciation to all of those who contributed to the preparation of this report. 

Richard L. Skinner 


Inspector General 

 

 

 

Table of Contents/Abbreviations 

Executive Summary.............................................................................................................1
 

Background..........................................................................................................................2
 

Results of Audit ...................................................................................................................3 


DHS Is Taking Steps Toward Developing and Implementing TASC ................................3 


Challenges to TASC Initiative Implementation...................................................................3 


Key Planning Documents Need to Be Completed.........................................................4 


Life Cycle Cost Estimate ..............................................................................................5 


Staffing Plan ..................................................................................................................6
 

Independent Verification and Validation Contractor ....................................................7 


OCIO Involvement in the TASC Initiative ...................................................................7 


Recommendations................................................................................................................8
 

Management Comments and OIG Analysis......................................................9 

Appendices 

Appendix A: Purpose, Scope, and Methodology.......................................................12 


Appendix B: Management Comments to the Draft Report.......................................13 


Appendix C: Key Planning Documents Required by MD 102-01............................18 


Appendix D: Major Contributors to This Report ......................................................19 


Appendix E: Report Distribution ..............................................................................20 


Abbreviations

 AD Acquisition Directive 


 APB Acquisition Program Baseline 


APMD Acquisition Program Management Division 


CAD Cost Accounting Division 


CONOPS Concept of Operations 


 CFO Chief Financial Officer 


 CIO Chief Information Officer 


DHS Department of Homeland Security 


Exhibit 300 Capital Asset Plan and Business Case Summary 


IT information technology 


IV&V independent verification and validation 

 LCCE Life Cycle Cost Estimate 

MD Management Directive 

MNS Mission Needs Statement 

OCFO Office of the Chief Financial Officer 

OCIO Office of the Chief Information Officer 

OIG Office of Inspector General 

OMB Office of Management and Budget 

PM Program Manager 

PMO Program Management Office 

PMP Project Management Plan 

RFP Request for Proposal 

RMTO Resource Management Transformation Office 

TASC Transformation and Systems Consolidation 

USM Under Secretary for Management 
OIG
 

Department of Homeland Security 

Office of Inspector General 

Executive Summary 

We reviewed the Department of Homeland Security’s (DHS) 

efforts to consolidate its component financial systems. Our 

objectives were to determine the progress DHS is making towards 

consolidating its systems and identify any challenges it faces to 

achieve its consolidation objectives. 

DHS is taking steps toward developing and implementing its 

systems consolidation program. In May 2008, the DHS Chief 

Financial Officer (CFO) revised the Transformation and Systems 

Consolidation (TASC) initiative to acquire an integrated financial, 

acquisition, and asset management solution for DHS. In January 

2009, the TASC program issued a Request for Proposal (RFP) for 

a vendor to develop and implement an integrated acquisition and 

asset management solution for DHS. 

Still, DHS faces numerous challenges in implementing the TASC 

initiative. Specifically, DHS does not have the necessary planning 

documents in place and approved for this effort; total life cycle 

cost estimates are not inclusive of all project costs; and, staffing 

projections have not been finalized. Additionally, DHS’ Office of 

the Chief Information Officer (OCIO) has had limited involvement 

with the overall initiative, which increases the risk that the DHS 

Enterprise Architecture and security requirements may not be 

incorporated into the new system. 

We are making five recommendations to improve the TASC 

program. The Deputy CFO agrees with these recommendations 

and is taking steps to address them. We are closing one 

recommendation and the remaining recommendations are 

considered resolved and will remain open until DHS provides 

documentation to support that all planned corrective actions are 

completed. 

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Background 

In an effort to reduce redundancy, weaknesses, and vulnerabilities 

in its financial systems, DHS initiated the creation of a 

consolidated financial management system. The program office, 

Resource Management Transformation Office (RMTO), was 

chosen to consolidate financial management operations and to 

ensure that management control systems were comprehensively 

designed to achieve the mission and execute the strategy of the 

department. Within the RMTO organization, the TASC program 

office is tasked with the day-to-day management of DHS’s 

financial systems consolidation effort. 

DHS has made several attempts to consolidate its financial systems 

within the last seven years. The first attempt, known as the 

Electronically Managing Enterprise Resources for Government 

Effectiveness and Efficiency project, was canceled in December 

2005, due to technical challenges in the integration efforts. The 

second attempt, a task order issued in August 2007, for a solution 

architect to develop and implement a new system under the 

Enterprise Acquisition Gateway for Leading Edge Solutions 

contract ended when no bids were received. The third attempt, 

called TASC Baseline, focused on moving DHS components to 

one of two financial systems platforms: SAP or Oracle. On 

March 17, 2008, the TASC baseline approach ended when a 

federal court ruled against DHS in the court case of Savantage 

Financial Services, Inc. vs. United States. The court ruled that 

DHS’ decision to use Oracle and SAP financial software systems 

via “Brand Name Justification” was an improper sole source 

procurement in violation of the Competition in Contracting Act. 

In May 2008, the TASC initiative was revised to acquire an 

integrated financial, acquisition, and asset management solution 

for DHS. This approach is a larger effort than DHS had attempted 

in previous efforts because it attempts to not only consolidate 

component financial systems but also to implement DHS-wide 

asset management and procurement systems. TASC is a 

department-wide effort co-sponsored by the DHS Under Secretary 

of Management and the CFO. RMTO serves as the TASC Program 

Management Office (PMO), providing day-to-day program 

management and communications with DHS stakeholders. 

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Results of Audit 

DHS Is Taking Steps Toward Developing and Implementing TASC 

DHS is taking steps toward developing and implementing its financial 

systems consolidation initiative. RMTO, the program office, has developed 

draft planning documents outlining the project’s objectives and processes for 

implementing the TASC initiative. In January 2009, the TASC program 

issued a RFP for a vendor to integrate, test, deploy, manage, operate, and 

maintain the transformed business processes and services of an integrated 

financial acquisition and asset management solution for DHS. The 

selected vendor will develop an integrated financial solution and transition 

DHS components from their current financial systems to the new 

integrated solution and business processes. The program office has 

received several proposals for this initiative and is currently performing 

source selection activities. 

The TASC initiative will have a 5-year base period with five 1-year 

options, at an anticipated contract ceiling of $450 million. Contract award 

is scheduled for the second quarter of fiscal year 2010. 

Challenges to TASC Initiative Implementation 

Although DHS has made progress toward implementing the TASC 

initiative, DHS still faces numerous challenges in the successful 

implementation of TASC. Specifically: 

Key planning documents have not been completed and approved. 

The Life Cycle Cost Estimate (LCCE) does not include all 

potential project costs. 

The TASC initiative has not developed staffing plans. 

The independent verification and validation (IV&V) contractor is 

not independent. 

 More DHS OCIO involvement is needed in the TASC initiative 

Taken together, these challenges, if not addressed, increase the risk 

that the TASC initiative may not meet its stated objectives. 

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Key Planning Documents Need to Be Completed 

DHS has started but has not finalized several key planning 

documents for the TASC initiative. Specifically, prior to the 

issuance of the RFP, many of the solution engineering and 

planning documents required by DHS policy were not created, 

approved, and/or finalized. As of October 2009, 10 out of 13 key 

documents had not been completed.1 

For example, DHS has not prepared a Project Tailoring Plan that 

defines what stages, activities, and artifacts will be completed for 

the TASC project. Per DHS Acquisition Instruction/Guidebook 

102-01-001, Appendix B, Section 1.1, this plan should reflect the 

unique characteristics of the project, provide the best opportunity 

to deliver the system effectively, and be created and finalized in 

the initial planning phase of the life cycle. The TASC program 

office informed us that the Project Tailoring Plan will be 

developed prior to TASC contract award. 

Additionally, DHS has not prepared an Acquisition Program 

Baseline (APB) to formally document the program’s critical costs, 

schedule, and performance parameters, expressed in measurable, 

quantitative terms that must be met in order to accomplish the 

TASC program’s goals. Per DHS Acquisition 

Instruction/Guidebook 102-01-001, Appendix K, Section B, the 

program manager is responsible for developing and maintaining 

the APB and for executing the program to achieve this baseline. 

Without the tracking and measuring of actual program 

performance against this formal baseline, the program’s 

management may not be alerted to potential problems, such as cost 

growth or requirements creep. 

DHS has also started but has not finalized the Concept of 

Operations (CONOPS) document for its financial systems 

consolidation initiative. Per DHS Acquisition 

Instruction/Guidebook 102-01-001, Appendix B, Section 3.2, a 

CONOPS should be created and finalized during the solution 

engineering planning stage of a project. In addition, DHS 

Acquisition Instruction/Guidebook 102-01-001, Section II, 

indicates that the CONOPS should describe from a user’s 

perspective the current way of operating to execute the assigned 

mission and contrast this with future methods of operating under 

future conditions, using potential capability solutions. The 

1 Appendix C, Table of Key Planning Documents Required by DHS Acquisition Instruction/Guidebook 

102-01-001, Appendix B, Section 3.2 provides guidance and status on required planning documents. 

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CONOPS should document current deficiencies and how different 

solutions could meet future challenges and correct current 

shortfalls. The TASC RFP is requiring that the selected contractor 

complete and submit a final CONOPS after the contract has been 

awarded. 

Also, the TASC Project Management Plan (PMP) does not provide 

specific details on the TASC initiative. The TASC PMP provides 

very general information on how a program should be planned. 

Per the TASC PMP, a formal, documented, and approved PMP 

should be developed to define how systems migration projects are 

initiated, executed, monitored, and controlled for the program. 

Finally, TASC has not completed a procurement request for its 

pending contract. A procurement request is an internal contract 

document that describes the goods or services to be obtained and is 

the basis on which a procurement action is initiated. According to 

TASC officials, the procurement request will be prepared before 

the project is awarded in early 2010. 

The development and approval of key planning documents is 

essential to the success of a project of this size and complexity. 

Management should ensure that all planning documents are 

finalized and approved by Office of Chief Financial Officer 

(OCFO), OCIO, and DHS component representatives before 

continuing to contract award to ensure that the department’s needs 

are properly documented for the selected vendor. 

Life Cycle Cost Estimate 

DHS has not completed a TASC Life Cycle Cost Estimate (LCCE) 

of all potential project costs for the TASC initiative. Per DHS 

Acquisition Instruction/Guidebook 102-01-001 projects are 

required to have an LCCE. An LCCE (1) provides a structured 

accounting of all resources and associated costs, (2) includes all past 

(or sunk), present, and future costs for every aspect of the program, 

regardless of funding source, (3) should be prepared in current year 

constant dollars, and (4) enhances decision making, especially in 

early planning and concept formulation of acquisitions. 

Instead of an approved LCCE, for the TASC initiative the project 

is currently using an outdated 2007 Independent Government 

Estimate to support projected funding figures for this project. 

The TASC initiative has provided an outline of anticipated project 

costs in the program’s Office of Management and Budget (OMB) 

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Capital Asset Plan and Business Case Summary (Exhibit 300). 

This document estimates that the TASC initiative costs will be 

approximately $450 million. However, this estimate appears to be 

low, in that the Exhibit 300 does not identify any cost estimates for 

the project’s hardware, software, and sunk costs. In testimony at a 

congressional hearing in October 2009, the DHS Acting CFO 

confirmed that the project’s cost estimates do not include all 

project costs. 

Per the Government Accountability Office’s Cost Assessment 

Guide, Best Practices for Developing and Managing Program 

Costs, the ability to generate reliable cost estimates is a critical 

function, necessary to support the OMB capital programming 

process. Without this ability, agencies are at risk of experiencing 

cost overruns, missed deadlines, and performance shortfalls, all 

recurring problems that OMB program assessments too often 

reveal. Furthermore, cost increases often mean that the 

government cannot fund as many programs as intended or deliver 

them when promised. 

Staffing Plan 

The TASC initiative has not developed a project staffing plan. A 

staffing plan should detail the TASC project’s process to plan, 

obtain, orient, assign, and release staff over the life of the project. 

Specifically, a staffing plan provides the various job classifications 

needed to perform project tasks, skill levels of each job 

classification, and the number of days or period of time (start and 

end dates) a person with that skill set is needed on the project. 

Without a detailed staffing plan, the program cannot determine the 

project’s staffing projections to insure that adequate staff would be 

in place to manage this project. 

In addition, per Exhibit 300, dated October 26, 2009, the TASC 

Program Manager is not Project Manager Certified and is not 

expected to be certified until September 30, 2010. Per Chief 

Information Officer (CIO) Council guidance, an Information 

Technology (IT) Project Manager should have a high proficiency 

in both program management and applicable IT program 

management competency skills. Also, the project manager should 

have 2 to 4 years of successful program management experience. 

Certification qualification for the Program Manager/Project 

Manager is also required by DHS Acquisition Directive 102-01 

guidance, Section VII, E.4. 

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Independent Verification and Validation Contractor 

The TASC project’s IV&V contractor is not independent of the 

TASC program management office. In large, complex projects 

like TASC, the project manager can become intimately involved in 

the day-to-day project details and may not be able to identify 

project issues in a timely manner. An IV&V is an independent 

entity that evaluates the work generated by the project team and 

can recognize warning signs and potential issues that a project may 

encounter in time for the issues to be addressed. The IV&V team 

monitors and evaluates every aspect of the project, from inception 

to completion. The IV&V team should have experience and 

expertise in areas including IT process and procedures audits, 

project management, and systems analysis and design in order to 

review all aspects of the project. 

The TASC program has an IV&V team in place; however, the 

TASC project’s IV&V function falls short of meeting the 

independence standard, for a number of reasons. Specifically, the 

TASC project director is the Contracting Officer’s Technical 

Representative for the IV&V, and thus by definition is not 

independent. In addition, under TASC program organization 

structure, the IV&V team reports to the TASC project director and 

thus cannot be deemed independent. Finally, the TASC program is 

financially responsible for paying the IV&V team invoices and 

thus is in a position to potentially exert influence on the program. 

According to DHS guidance, IV&V should be performed by an 

individual or organization that is technically, managerially, and 

financially independent of the project in order to provide insight 

over the particular project without conflict of interest. The TASC 

program’s IV&V should be transferred out of RMTO to ensure that 

the function is independent from the program office. 

OCIO Involvement in the TASC Initiative 

OCIO participation in TASC was limited to an oversight role until 

July 2009. The TASC program office restricted OCIO reviews of 

the TASC program due to concerns regarding ongoing litigation 

against the TASC program. Specifically, the TASC program has 

faced several court protests that have not yet been resolved. 

However, despite the restrictions placed on the OCIO by the 

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program office, the OCIO has reviewed the TASC initiative’s 

Exhibit 300 for Fiscal Year 2010. The TASC initiative scored 26 

out of a possible 50 points using an OCIO scoring methodology for 

IT projects. The OCIO considers a score of 25 or less out of 50 

failing. This score reflects vulnerabilities for the TASC initiative 

in the areas of security, enterprise architecture, analysis of 

alternatives, and risk management. 

Per DHS MD 0007.1, Information Technology Integration and 

Management, the DHS CIO is responsible for coordinating and 

implementing an acquisition strategy for delivering and 

maintaining enterprise IT solutions and services. The CIO reviews 

all IT projects and coordinates the development and review of the 

DHS IT portfolio. The CIO also reviews and approves any IT 

acquisition in excess of $2.5 million. As part of this process, the 

CIO should partner with the CFO to ensure that IT infrastructure, 

systems and design, enterprise architecture, and security are 

properly included in the TASC initiative. The CIO’s involvement 

throughout a project can help reduce duplicate systems and 

platforms and enable the department to more effectively allocate 

resources to provide the greatest benefit to the enterprise. 

Recommendations 

We recommend that the Deputy Chief Financial Officer: 

1.	 Finalize all planning documents for the TASC initiative 

in accordance with DHS Acquisition Directive 102-01 

and Acquisition Instruction / Guidebook 102-01-001. 

2.	 Develop an LCCE that includes all project costs. 

3.	 Develop a staffing plan for the TASC initiative that 

includes certifications, qualifications, and work 

experience levels of all program staff required to 

manage a project of this size and complexity. 

4.	 Establish an IV&V function that is independent of the 

TASC program office. 

5. 	 Ensure that the OCIO has sufficient involvement in the 

TASC initiative to fulfill its oversight role under DHS 

MD 0007.1. 

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Management Comments and OIG Analysis 

We obtained written comments on a draft of this report from the 

Office of the CFO. The Deputy CFO agreed with our 

recommendations and provided additional information on how 

they addressed them. We evaluated the written comments received 

from the Deputy CFO and have made changes to the report where 

deemed appropriate. A copy of the response is included as 

Appendix B. 

Recommendation #1: DHS concurs with this recommendation. 

In her response the Deputy CFO states that the TASC Project 

Tailoring Plan is being finalized and the project team is seeking 

approval for all TASC planning documents in accordance with 

DHS SELC guidance, AD 102-01 and the Acquisition 

Instruction/Guidebook 102-01-001. The TASC project team is 

working with the DHS CIO and the OCPO’s Acquisition Program 

Management Division (APMD) to finalize several of these key 

documents. These documents will be finalized and signed after 

they are reviewed by the Acquisition Review Board. Additionally, 

the TASC project Acquisition Program Baseline, Tailoring Plan 

and CONOPS documents have been finalized since the end of our 

field work. 

We agree that the steps DHS is taking, and plans to take, begin to 

satisfy this recommendation. We consider this recommendation 

resolved and it will remain open until DHS provides 

documentation to support that all planned corrective actions are 

completed. 

Recommendation #2: DHS concurs with this recommendation. In 

her response the Deputy CFO states that the TASC PMO 

developed the TASC LCCE in October 2009 and included all 

project costs per the Acquisition Instruction/Guidebook 102-01­

001. This LCCE incorporated the hardware, software, operations 

and staffing costs for managing the program. Since October 2009, 

the TASC PMO has worked with the DHS OCPO’s Cost 

Accounting Division (CAD) to refine the LCCE methodology and 

add cost such as legacy system disposition costs. In accordance 

with AD 102-01 and the OCPO’s CAD, the LCCE is a living 

document that is updated by the PMO and then reviewed by the 

CAD at each stage of the DHS SELC. The TASC project team 

will update the LCCE upon contract award and then will review 

the LCCE and update it with each Task Order award. 

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We agree that the steps DHS is taking, and plans to take, begin to 

satisfy this recommendation. Since DHS made updates to this 

documentation after the end of our fieldwork, we consider this 

recommendation resolved and it will remain open until DHS 

provides documentation to support that all planned corrective 

actions are completed. 

Recommendation #3: DHS partially concurs with this 

recommendation. In her response, the DHS Deputy CFO states 

that the TASC PMO continues to develop program management 

planning documents, processes, and plans in accordance with AD 

102-01. She also indicates that the TASC PMO is currently 

refining its staffing plan to address future requirements for the 

system solution. Additionally, the TASC project team includes 

staff who have experience as project management, Certified 

Contracting Technical Representatives, Certified Public 

Accountants, and DHS Level I and II Program Managers. 

We agree that the steps DHS is taking, and plans to take, begin to 

satisfy this recommendation. We consider this recommendation 

resolved and it will remain open until DHS provides 

documentation to support that all planned corrective actions are 

completed. 

Recommendation #4: DHS concurs with this recommendation. 

DHS moved the Independent Verification and Validation team to 

the OCIO in October 2009. 

We agree with the steps DHS has taken to satisfy this 

recommendation. We consider this recommendation resolved and 

closed. 

Recommendation #5: DHS concurs with this recommendation. 

In her response the Deputy CFO agrees that partnering with the 

OCIO can help reduce risk associated with enterprise architecture 

and system security issues. She states that the OCFO and OCIO 

have worked together on the TASC enterprise architecture, system 

security, hosting at the DHS data center, the TASC Integrated 

Project Team and vendor meetings during the TASC Request for 

Information process. Additionally, OCIO subject matter experts 

have fully participated in the review of the TASC Request for 

Proposal and its supporting documents prior to its release. Finally, 

the TASC PM held a TASC Information Technology Program 

Review with the CIO in October 2009 and a follow-up in 

December 2009. 

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We agree that the steps DHS is taking, and plans to take, begin to 

satisfy this recommendation. We consider this recommendation 

resolved and it will remain open until DHS provides 

documentation to support that all planned corrective actions are 

completed. 

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Appendix A 

Purpose, Scope, and Methodology 

The objective of this audit was to determine whether DHS is 

making progress in developing and implementing its financial 

systems consolidation initiative. 

We reviewed DHS policies, procedures, and documentation, and 

prior audit reports. We interviewed key government and 

contractor personnel, and reviewed government-wide rules and 

regulations that were relevant to this audit. We performed 

fieldwork at DHS facilities in the Washington, DC, area. 

We conducted this review between April and October 2009. We 

provided OCFO, Office of Procurement Operations, and OCIO 

with briefings concerning the results of fieldwork and the 

information summarized in this report. 

We conducted this performance audit in accordance with generally 

accepted government auditing standards. Those standards require 

that we plan and perform the audit to obtain sufficient, appropriate 

evidence to provide a reasonable basis for our findings and 

conclusions based on our audit objectives. We believe that the 

evidence obtained provides a reasonable basis for our findings and 

conclusions based on our audit objectives. 

We appreciate the efforts by DHS management and staff to provide 

the information and access necessary to accomplish this review. 

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Appendix B 

Management Comments to the Draft Report 

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Appendix B 

Management Comments to the Draft Report 

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Appendix B 

Management Comments to the Draft Report 

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Appendix B 

Management Comments to the Draft Report 

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Appendix B 

Management Comments to the Draft Report 

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Appendix C 

Key Planning Documents Required by DHS Instruction/Guidebook 102-01-001 

Life Cycle 

Required 

Document 

Purpose of the Document TASC 

Project 

Status 

Date of 

Document 

Acquisition 

Program 

Baseline 

Formally documents the program’s critical costs, schedule, and performance 

parameters. 

Document 

Not 

Provided 

N/A 

Concept of 

Operations 

Bridges the gap between the Mission Need Statement (MNS) and the Operational 

Requirements Document by identifying the capabilities needed to perform the 

missions and fill the gaps expressed in the MNS. 

Draft, No 

Signatures 10/13/09 

Operational 

Requirement 

Document 

Identifies and provides a number of performance parameters that need to be met 

by a program to provide useful capability to the user. 

Draft, No 

Signatures 10/2009 

Acquisition Plan Defines how all government human resources, contractor support services, support 

services, facilities, hardware, software, telecommunications, and others are 

acquired during the life of the program and project(s). 

Final, 

With 

Signatures 

9/22/08 

Alternatives of 

Analysis 

An analytical comparison of the operational effectiveness and other benefits, 

suitability, and risk of alternatives that satisfy established capability needs. 

Draft, No 

Signatures 10/2009 

Life Cycle Cost 

Estimate 

Estimates total cost of a system from initiation through disposal. Draft, No 

Signature 10/2009 

Project Tailoring 

Plan 

Defines what stages, activities, and artifacts will be completed for the project. Document 

Not 

Provided 

N/A 

MS2A 

Acquisition 

Decision Memo 

Determines approval of the threshold. Final, 

With 

Signatures 

12/2008 

Project 

Management 

Plan 

Provides the framework to define the activities/task, responsibilities, and the 

timing of events, and is the project manager’s blueprint for program management. 

Draft, No 

Signatures 10/9/09 

Capability 

Development 

Plan 

Serves as the agreement between the Component Head, the Program/Project 

Manager, and the Acquisition Decision Authority on the activities, cost, schedule, 

and performance boundaries of the work to be performed in the Analyze/Select 

phase leading up to Acquisition Decision Event 2A. 

Draft, No 

Signatures 

10/9/09 

Risk 

Management 

Plan 

Sets the requirements and establishes policies and procedures for the conduct of 

risk management planning and the preparation, review, and approval of a Risk 

Management Plan. 

Final, 

With 

Signatures 9/2008 

Quality 

Assurance Plan 

Ensures that delivered products satisfy contractual agreements, meet or exceed 

quality standards, and comply with approved system development life cycle 

processes. 

Draft, No 

Signatures N/A 

Training Plan Outlines the objectives, needs, strategy, and curriculum to be addressed when 

training users on the new or enhanced information system. 

Document 

Not 

Provided 

N/A 

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Appendix D 

Major Contributors to This Report 

Sharon Huiswoud, Director of Information Systems Division 

John McCoy, Director of Financial Management Division 

Beverly Dale, Senior Information Technology Auditor 

Fred Shappee, Program Analyst 

Sheila Cuevas, Management Analyst 

Aaron Zappone, Referencer 

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Appendix E 

Report Distribution 

Department of Homeland Security 

Secretary 

Deputy Secretary 

Chief of Staff 

Deputy Chiefs of Staff 

General Counsel 

Executive Secretariat 

Under Secretary of Management 

Chief Information Officer 

Director, RMTO 

Director, GAO/OIG Liaison Office 

Assistant Secretary for Office of Policy 

Assistant Secretary for Office of Public Affairs 

Assistant Secretary for Office of Legislative Affairs 

Respective Under Secretary 

DHS Component Liaison 

Office of Management and Budget 

Chief, Homeland Security Branch 

DHS OIG Budget Examiner 

Congress 

Congressional Oversight and Appropriations Committees, as 

appropriate 

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ADDITIONAL INFORMATION AND COPIES 

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