U.S. Department of Energy IRM Strategic Plan 

Office of the Chief Information Officer FY 2008 - 2010 

DOE IRM Strategic Plan 

i
U.S. Department of Energy IRM Strategic Plan 

Office of the Chief Information Officer FY 2008 - 2010 

DOE IRM Strategic Plan 

i

TABLE OF CONTENTS 

 MESSAGE FROM THE CHIEF INFORMATION OFFICER ..................................................................3

1.0 INTRODUCTION ..........................................................................................................................................4

2.0 IT STRATEGY OVERVIEW........................................................................................................................4

2.1 DEPARTMENT OF ENERGY MISSION..........................................................................................4

2.2 DEPARTMENT OF ENERGY INFORMATION TECHNOLOGY VISION ........................................5

2.3 STRATEGIC GOALS OVERVIEW...................................................................................................5

2.4 STRATEGIC IT PRIORITIES......................................................................................................................7

3.0 IRM OUTLOOK ............................................................................................................................................7

3.1 IDENTIFY TARGET OPPORTUNITIES...........................................................................................7

3.2 IT INVESTMENT PORTFOLIO........................................................................................................7

3.3 ORGANIZATION OF THE DEPARTMENT......................................................................................8

4.0 IRM STRATEGIC GOALS..........................................................................................................................9

4.1 GOAL 1: REVITALIZE CYBER SECURITY ACROSS THE DEPARTMENT OF ENERGY............9

Objective 1: Develop Cyber Security Technical Management Requirements for Departmental 

Elements that set a baseline for securing the Department’s systems and data.........9

Objective 2: Improve Compliance with FISMA ..............................................................................10

Objective 3: Deploy a Corporate Asset Management system to identify and mitigate vulnerability 

in information systems, and maintain an up to date inventory of IT assets..............10

4.2 GOAL 2: USE INFORMATION TECHNOLOGY TO IMPROVE DOE MISSION 

ACCOMPLISHMENT, AT LOWEST COST..............................................................11

Objective 1: Create an environment that enables the Department to use technology to 

continuously improve its process..............................................................................11

Objective 2: Support the President’s E-Gov initiatives .................................................................12

Objective 3: Implement the Most Efficient Organization and create Enterprise Licensing 

Agreements to consolidate services and save the Department and taxpayer money

..................................................................................................................................12

Objective 4: Develop and maintain an Enterprise Architecture and Capital Planning process that 

allows the Department’s Senior Leaders to make informed decisions when 

managing Information Technology ...........................................................................13

Objective 5: Recruit, develop and retain the best and brightest people for the Department’s 

Information Technology workforce while ensuring effective management of IT 

Projects to successfully maximize the government’s investment.............................15

APPENDIX A: STRATEGIC IT INITIATIVES......................................................................................................17

APPENDIX B: DOE E-GOVERNMENT PARTICIPATION ................................................................................19

APPENDIX C: LIST OF ACRONYMS...................................................................................................................21
U.S. Department of Energy IRM Strategic Plan 

Office of the Chief Information Officer FY 2008 - 2010 

DOE IRM Strategic Plan 

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MESSAGE FROM THE CHIEF INFORMATION OFFICER 

I am pleased to present the Department’s FY 2008 - 2010 Information Resources Management (IRM) 

Strategic Plan. This plan represents a vision for utilizing information management resources to effectively 

meet the Nation’s Energy and National Security challenges. 

One of the greatest IRM challenges over the near-term strategic horizon is the rapidly evolving threats to the 

Department’s computing and information resources. In order to meet this challenge, agencies must establish 

and maintain robust yet flexible cyber security that identifies and adapts rapidly to ever changing threats. 

Cyber security priorities include certification and accreditation of information technology (IT) systems, 

enterprise-wide Defense-in-Depth strategies, asset inventory and management, appropriate network 

segmentation, and enhanced cyber security awareness by all employees. These essential elements have 

been captured and given focus in the DOE Cyber Security Revitalization Plan established in FY 2006. This 

Revitalization Plan is designed to position the Department of Energy (DOE) to meet both current and future 

threats to the security of our critical information assets. 

This IRM Strategic Plan outlines IT strategic goals, outcomes, priorities, and the means for accomplishing 

these goals over the next three years. Through employing the Cyber Security Revitalization Plan, ebusiness technologies, enterprise architecture principles, effective portfolio management, and strategic 

human capital practices, the Department is better positioned to implement effective information resources 

management processes and address future IT challenges. The IRM Strategic Plan communicates the 

linkage of IT strategies to the overall Departmental Strategic Plan and, thereby, ensures proper guidance 

and technological support to accomplish DOE’s critical-mission requirements. This IRM Strategic Plan also 

continues efforts on the Department’s Strategic Priorities for Cyber Security, DOE OCIO IT Most Efficient 

Organization (MEO), IT Functional Accountability, Enterprise Licensing Agreement Programs, Homeland 

Security Presidential Directives 12 (HSPD-12), E-Government and DOE IT Capital Investment Control 

Process. 

In addition to supporting DOE’s immediate IT needs, the IRM Strategic Plan also establishes the strategy for 

supporting government-wide initiatives documented in the President’s Management Agenda, E-Government 

Strategies, and Homeland Security Strategies. By working collaboratively, the Department can both meet its 

internal program needs and support government-wide goals for IT service to the citizens. 

I believe the vision, goals, priorities, and strategies documented in this IRM Strategic Plan will define the path 

forward for the IT community to support program customers and make significant contributions to the 

accomplishment of DOE missions. 
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1.0 INTRODUCTION 

The Chief Information Officer (CIO) at DOE has primary responsibility to ensure that IT is acquired and 

information resources are managed in a manner consistent with statutory, regulatory, and Departmental 

requirements and priorities. With this responsibility, the CIO provides information resources management 

advice and assistance to the Secretary of Energy and to other senior managers. The CIO also coordinates 

and articulates a shared vision and corporate perspective among the Department’s information activities, 

which permits the CIO to champion Departmental initiatives that effectively manage information and provide 

for value-added corporate systems. It is in this capacity that the CIO has prepared and now presents the 

Department’s IRM Strategic Plan for FY 2008 - 2010. 

Strategic planning is the process by which the Department and the Office of the Chief Information Officer 

(OCIO) determine its future direction, identifies the resources and transformational agenda needed to meet 

that direction and establishes an accountability system by which to manage progress towards that direction. 

The goal of the IRM Strategic Plan is to improve the operation of the Department’s missions and programs. 

The Department’s IRM Strategic Plan will shape the redesign of work processes and guide the development 

and maintenance of the Department’s Enterprise Architecture and capital planning and investment control 

processes. In this regard, the IRM Strategic Plan builds on operational and tactical plans of each OCIO 

element ranging from IT human resources to E-Government. The IRM Strategic Plan describes what will be 

done over the next three years, while the tactical and operational plans execute the strategy and describe 

how these goals will be accomplished. Together, the OCIO can use these plans to ensure that Departmental 

efforts are meeting the strategic goals, objectives, and outcomes, necessary to support the DOE mission and 

functions. 

 

In addition to this internal focus, DOE recognizes the need to integrate external policy directions as defined 

by Congress and the Administration into its IT initiatives. The DOE IRM Strategic Plan responds to the 

Government Performance Results Act of 1993, the Clinger-Cohen Act of 1996, the Government Paperwork 

Elimination Act (GPEA) of 1998, the E-Government Act of 2002, the Federal Information Security 

Management Act (FISMA) of 2002, the President’s Management Agenda (PMA) of 2002, the Office of 

Management and Budget (OMB) Circular A-130, and the Federal Enterprise Architecture. 

The scope of the IRM Strategic Plan addresses information resource functions to include, but not limited to: 

Business and Information Management, IT Human Resource Management, Enterprise Architecture (EA), 

Capital Planning and Investment Control (CPIC), Cyber Security, IT Support Services and E-Government. 

The scope also includes all DOE locations: Federal sites, laboratories, and management and operational 

facilities. 

The OCIO recognizes that the success of an organization goes beyond just identifying an IT strategy. The 

strategy must be envisioned, accepted, aligned, communicated and governed in such a manner that it 

supports the mission and strategic themes of the Department. A strategy-focused organization links IT 

strategy to the overall Department of Energy strategic themes and internal processes delivering value to the 

organization. The following sections of this Strategic Plan identify the primary IT strategic goals and 

objectives for the Department and the means for achieving these goals. 

2.0 IT STRATEGY OVERVIEW 

2.1 Department of Energy Mission 

The Department of Energy's overarching mission is “Discovering the solutions to power and secure 

America’s future.” The Department has five strategic themes which serve as a roadmap to help achieve its 

mission: 

• Energy Security: Promoting America’s energy security through reliable, clean, and affordable energy 

• Nuclear Security: Ensuring America’s nuclear security 
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• Scientific Discovery and Innovation: Strengthening U.S. scientific discovery, economic 

competitiveness, and improving quality of life through innovations in science and technology 

• Environmental Responsibility: Protecting the environment by providing a responsible resolution to 

the environmental legacy of nuclear weapons production 

• Management Excellence: Enabling the mission through sound management 

2.2 Department of Energy Information Technology Vision 

• DOE’s IT Vision is to enable improved DOE mission accomplishment through effective use of 

information technology, at lowest cost, while strengthening the protection of systems and data. 

DOE continues to promote effective Departmental operations by encouraging performance-based 

management and where appropriate, facilitates the restructuring of mission and business related processes 

before making significant IT investments to improve the performance and cost-effectiveness of the 

Department's information management activities. In addition, the CIO’s Office of Cyber Security is 

implementing and maintaining a comprehensive cyber security program that is effective across its diverse 

missions and large array of interdependent networks and information systems. 

2.3 Strategic Goals Overview 

DOE views Information Resource Management as a critical component in achieving the Department’s 

Mission, Strategic Themes, the PMA initiatives, E-Government strategies, and Homeland Security strategies. 

The OCIO has carefully selected IRM Strategic Goals and Objectives that drive achievement in these areas. 

Figure 1 — Information Resources Management Strategic Goals 

Strategic Goal 1: Revitalize Cyber Security across the Department of Energy

Objective 1: Develop Cyber Security Technical Management Requirements for Departmental Elements that 

set a baseline for securing the Department’s systems and data 

Objective 2: Improve Compliance with FISMA

Objective 3: Deploy a Corporate Asset Management system to identify and mitigate vulnerability in 

information systems, and maintain an up to date inventory of IT assets

Strategic Goal 2: Use Information Technology to improve mission accomplishment, at lowest cost. 

Objective 1: Create an environment that enables the Department to use technology to continuously 

improve its processes 

Objective 2: Support the President’s E-Government initiatives 

Objective 3: Implement the Most Efficient Organization and create Enterprise Licensing Agreements to 

consolidate services and save the Department and taxpayer money

Objective 4: Develop and maintain an Enterprise Architecture and Capital Planning process that allows the 

Department’s Senior Leaders to make informed decisions when managing Information 

Technology 

Objective 5: Recruit, develop, and retain the best and brightest people for the Department’s Information 

Technology workforce while ensuring effective management of IT Projects to successfully 

maximize the government’s investment. 

In accordance with OMB Circular A-130, DOE’s IRM Strategic Plan supports the Department’s strategic 

goals and direction. The Information Resources Management activities enable the Department’s mission 

and ensure that IRM decisions are integrated with organizational planning, budget, procurement, financial 

management, human resources management, and program management. 
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Information technology is key to the Department's success in meeting these strategic goals. It is a vital 

organizational asset that must be strategically deployed and utilized and an integral part of mission 

accomplishment. 

In FY 2007, the Department developed a new Strategic Plan to meet the Nation’s Energy and National 

Security challenges into the future. The DOE Strategic Plan provides direction for the next 25 years by 

“discovering the solutions to power and secure America’s future.” The Department has further integrated the 

Strategic Plan’s long-term and intermediate goals into the annual performance budget. This performance 

structure establishes a concrete link between the Strategic Plan’s themes and the Department’s annual 

budget, performance metrics, and performance reporting. Table 1 below illustrates the strategic themes for 

each of the five business lines to which the performance structure ultimately aligns. 

Table 1 — Alignment of DOE Business Lines and Strategic Goals

DOE Business Lines DOE Strategic Themes 

Energy Security Promoting America's energy security through reliable, clean, and 

affordable energy 

Nuclear Security Ensuring America's nuclear security 

Scientific Discovery and 

Innovation 

Strengthening U.S. scientific discovery, economic competitiveness, and 

improving quality of life through innovations in science and technology 

Environmental Responsibility Protecting the environment by providing a responsible resolution to the 

environmental legacy of nuclear weapons production 

Management Excellence Enabling the mission through sound management 

Table 2 below displays the alignment of the IRM Strategic goals to the Departments five strategic themes. 

The IRM goals are either directly or indirectly aligned to each strategic theme. A direct alignment is based 

on a clear linkage between the contribution of IRM goals to the accomplishment of a mission, and an indirect 

alignment (noted as crosscutting) reflects linkages where IRM goals create the technological or information 

sharing environment within which a strategic mission or goal is accomplished. 

Table 2 — DOE IRM Strategic Goals to DOE's Strategic Themes

DOE Business Line Strategic Themes 

IRM Strategic Goal Energy 

Security 

Nuclear 

Security 

Scientific 

Discovery and 

Innovation 

Environmental 

Responsibility 

Management 

Excellence 

Revitalize Cyber Security 

across the Department of 

Energy 

Direct Direct Direct Direct Direct 

Use Information 

Technology to improve 

DOE mission 

accomplishment, at lowest 

cost 

Direct/ 

Crosscutting 

Direct/ 

Crosscutting 

Direct/ 

Crosscutting 

Direct/ 

Crosscutting Direct 
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2.4 Strategic IT Priorities 

This section provides a detailed list of the OCIO’s Strategic Priorities implemented during FY2007 that 

improve IT management and serve as a sound basis to build upon while aligning with the overall mission, 

strategies and goals. 

• Improve DOE cyber security, including issuance of a new Departmental Order, a new Manual for 

Classified Cyber Security, new cyber security guidance/requirements documents covering at least 

ten technical areas, development of a new cyber security architecture, completing the cyber security 

inventory of DOE systems, improving the DOE-wide cyber incident handling process, and completing 

improvement of the quality of certification and accreditation processes DOE-wide 

• Implement the DOE IT MEO in a way that best supports its goals, e.g. reduce costs 

• Implement IT functional accountability in a way that makes sense 

• Fully implement the Department-wide software enterprise licensing agreement program 

• Move ahead with HSPD-12 implementation in a way that creates a solid basis for future benefits 

• Improve DOE E-Government management, moving ahead with DOE goals while being a 

government-wide team player 

• Further improve the DOE IT capital investment control process, including management of I-MANAGE 

and other large projects 

3.0 IRM OUTLOOK 

This section provides a detailed background on how DOE utilizes the IRM Strategic Plan to ensure its IRM 

decisions, management responsibilities, and accountability are positioned to meet the Department’s present 

and future needs. 

3.1 Identify Target Opportunities 

As a supplement to IRM strategic planning, DOE developed an Enterprise Architecture (EA) framework that 

identifies opportunities for management to leverage both strategic and operational IRM planning activities. 

Through utilization of its EA, DOE can identify and analyze “points of entry” (e.g., number of investments 

supporting a business line/sub function) that can result in recommendations for achieving long-term savings 

and increased efficiency. Moreover, the EA is aligned with the annual budget cycle and provides for updates 

to further define the baseline and target architectures based on decisions made in the IT investment portfolio 

selection process (part of IT CPIC). The framework operates to reduce performance gaps in the overall 

portfolio by retiring obsolete systems, developing E-Government solutions that incorporate greater quality 

and access, and supporting the development of reusable application components. 

The Department’s EA and IRM strategic planning guide operational activities and decision making through 

baseline and target oversight; performance measurement tracking; and the integration with other 

Departmental processes. As the section below illustrates, these parallel and integrated processes enable 

the Department to best select, align, and maximize its IT portfolio to fulfill its mission.

3.2 IT Investment Portfolio 

IRM strategic planning and the establishment of EA targets precedes the selection of IT investments to 

ensure that annual investments and operations fully support organizational goals and missions. The annual 

selection of IT investments is completed in coordination with the budget-formulation process under the 

direction of the CIO and the Chief Financial Officer (CFO) to ensure that IT investment needs and requests 

are fully integrated into DOE’s annual budget request. 

Each year, the Department selects IT investments that meet mission needs, close performance gaps, align 

with EA targets, and align with external drivers such as Government-wide E-Government initiatives. 

Figure 2 and Table 3 show the breakout of DOE’s BY 2009 IT portfolio based on DOE strategic goals. In 

addition, Appendix A highlights some specific CIO priorities and strategic initiatives. 
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Figure 2 — DOE’s BY 2009 IT Portfolio Breakout 

Nuclear, 6%

Energy, 2%

Scienti fic, 18%

Environmental,

8%

Management

Excellence, 66%

 

Table 3 — DOE Total IT Investments BY 2009 (in Millions) 

Total Portfolio Strategic Area Dollars Percentage 

Energy 47.0930 2

Nuclear 121.2229 6

Scientific 362.6222 18

Environmental 154.5155 8

Management Excellence 1337.4721 66

Total: 2022.9259 100

*Derived from the Department’s initial BY 2009 OMB Exhibit 53 submission, September 2007 

As indicated in Table 3, 100 percent of DOE’s BY 2009 total Portfolio can be directly attributed to the five 

strategic themes. The DOE IT Portfolio breakdown demonstrates the Agencies ability to meet the needs of 

individual strategic goals while leveraging opportunities across DOE to increase efficiency and lower costs. 

DOE’s IT Portfolio is characterized by a wide array of initiatives ranging in size and sophistication, all of 

which are aimed at improving public service, operational efficiency, and mission accomplishment. The 

success of an IT initiative and the Department’s portfolio depends on end-to-end management that ensures 

that DOE accomplishes its mission and goals while actively pursuing the Federal Government’s strategic 

agenda. 

3.3 Organization of the Department 

The mission of the Department is accomplished through 21 laboratories and technology centers, 4 Power 

Marketing Administrations, 8 Program Offices, 12 Staff Offices, operations and field organizations located in 

13 locations across the United States, the Energy Information Administration, and the National Nuclear 

Security Administration. Supporting these entities are over 100,000 federal and contractor employees.

DOE’s organizational structure is decentralized and aligned with its multiple missions. Department senior 

management provides strategic plans, IRM strategic plans, EA targets, and standards to Program Offices to 

guide program planning, decision making, and investing. Program Officials are responsible for acquiring and 

implementing approved programs and investments to achieve performance goals. In this way, the 

Department ensures that within the decentralized organizational structure, all decisions and activities 

continue to support the overall strategic goals of the organization. 
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The CIO’s role is to provide advice and assistance to the Secretary of Energy and other senior managers to 

ensure that IT is acquired and information resources are managed in a manner that implements the policies 

and procedures of relevant legislation. Within the structure, the Department has established a strategic plan 

which guides program, mission and activities. The CIO has established this companion document, the IRM 

Strategic Plan, to guide IT acquisition, operations and management. As a result, IT is fully aligned to support 

program, missions, and activities. 

The IRM Strategic Plan also details a vision of how DOE will use IT to ensure the effective management and 

delivery of high-quality information to be used and shared in a secure and cost-effective manner. The 

strategy includes goals, objectives, and outcomes to support mission accomplishment, close performance 

gaps, and establish a solid infrastructure foundation for the Department. The following sections detail the 

IRM strategy for the Department. 

4.0 IRM STRATEGIC GOALS 

4.1 Goal 1: Revitalize Cyber Security across the Department of Energy 

The Department has taken significant steps to improve the current state of Cyber Security within the 

enterprise. The first step in this effort involved developing a plan for the revitalization of the Department’s 

cyber security program. This plan was signed by the Deputy Secretary on February, 2006, and establishes a 

federated approach to implementing cyber security where the Department’s Under Secretaries are 

responsible for the implementation of cyber security in their organizations under the leadership of the 

Department Chief Information Officer. The plan defines a comprehensive cyber security program to address 

long-standing, systemic weaknesses in protecting our information and information systems.

Objective 1: Develop Cyber Security Technical Management Requirements for Departmental Elements that 

set a baseline for securing the Department’s systems and data 

DOE continues to implement the Department’s plan for the revitalization of cyber security. DOE is focusing 

on high-priority activities that will have a significant impact over the next fiscal year such as certification and 

accreditation. 

Outcomes: 

• Improved continuity/contingency planning, testing and remediation 

• Continuous compliance reviews and testing of system security controls 

• A common approach to operating system and application software configuration controls through an 

integrated asset management program 

• Standards for cyber security enterprise architecture 

• Cyber security early warning and incident response, recovery and reconstitution of services support 

• Improved identification, categorization and prioritization of critical infrastructure assets and other 

responsibilities assigned by Homeland Security Presidential Directive (HSPD) 7 

• Implementation and validation of interconnection agreements 

• Built-in security and privacy in 100% of IT investments 

• Certification and Accreditation (C&A) of all operational systems 

o Continue, as well as improve, the monitoring of all C&A processes to ensure full compliance 

that systems are evaluated and meet the minimal security-control requirements for their 

established level of sensitivity and risk 

Performance Measures: 

• Develop and issue guidance based on National Institute of Standards and Technology (NIST) 

Special Publications, including Minimum Security Controls, Certification and Accreditation, Risk 

Management, Vulnerability Management, Interconnection Agreements, Plan of Actions and 

Milestones (POA&M), Contingency Planning, Configuration Management, Clearing and Sanitization, 

Password Management, Wireless Devices and Information Systems, Voice Over Internet Protocol, 
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Peer-to-Peer, Remote Access to DOE Information Systems, Awareness and Training, Identification 

and Authentication, Audit and Accountability, and System Security Testing 

• Develop and implement a concept of operation for conducting cyber security compliance reviews 

• Conduct Compliance Reviews of all Under Secretary cyber security programs to validate proper 

implementation of DOE cyber security policies and guidance 

Objective 2: Improve Compliance with FISMA 

The OCIO will continue to provide Department-wide cyber security guidance and outreach to promote a 

higher level understanding and acceptance of requirements and to assist Senior DOE Management in 

program implementation. 

Outcomes: 

• Provide a comprehensive set of cyber security performance metrics across the Department 

• Enable Program Offices and contractor-run facilities to improve their FISMA annual grades 

o Increased oversight and monitoring of FISMA compliance requirements within DOE 

• Standardized cyber security performance requirements that incorporate government requirements 

and industry best practices 

o Institute a review cycle for statutory and regulatory requirements for new polices and guidance to 

ensure continual update to address changing requirements. 

• Identify and proliferate common cyber security controls and measures 

o Rules of behavior 

o Awareness and Training program 

o Risk-management-based certification and accreditation 

o Contingency planning, testing, and updates 

o System categorization (sensitivity and criticality) 

Performance Measures: 

• Develop and issue Departmental Threat Statement and Risk Assessment as the foundations for the 

Department’s cyber security program 

• Expanded and improved formal Awareness and Training program to create higher level end-user 

awareness across the broader DOE community. The program will include measures for verifying the 

effectiveness of education related to social engineering and common threats targeted at DOE 

personnel 

Objective 3: Deploy a Corporate Asset Management system to identify and mitigate vulnerability in 

information systems, and maintain an up to date inventory of IT assets 

DOE continues to improve its situational awareness through continuous monitoring and incident 

management. CAM will provide near-real time inventory, identification of minimum configurations and system 

interconnection and boundaries. 

Outcomes: 

• Establish and implement minimum baseline security configuration standards 

o Develop platform-specific security configuration standards to ensure implementation of 

appropriate security controls prior to systems being placed in production 

o Ensure implementation of security controls to protect DOE information commensurate with the 

risk and magnitude of loss from unauthorized activities 

• Perform periodic vulnerability assessments to continuously monitor production environments 

o Establish a vulnerability assessment program to effectively monitor DOE information technology 

systems to detect known, unpatched vulnerabilities 

o Measure effectiveness of the vulnerability remediation activities through ongoing analysis of 

vulnerability metrics, including the ratio of vulnerabilities to the number of systems scanned 
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• Formulate vulnerability remediation and tracking efforts to ensure mitigation of identified 

vulnerabilities 

o Institute mandates for remediation of identified vulnerabilities within specified timeframes, 

dependent upon the risk and magnitude of harm from compromise 

o Track remediation of vulnerabilities, and take appropriate action for systems found to be out of 

compliance with remediation requirements 

Performance Measures: 

The Department will implement the second phase of the CAMS initiative for identifying and monitoring 

information system assets and network boundaries to ensure the agency has a demonstrable process for 

maintaining a 100 percent information systems inventory. 

4.2 Goal 2: Use Information Technology to improve DOE mission accomplishment, at lowest 

cost. 

The overarching mission of DOE is “discovering the solutions to power and secure America’s future.” Within 

this context this IRM strategic goal becomes an enabler to achieving DOE’s mission. The Department will 

successfully realize this goal primarily through leveraging E-Government opportunities and by development 

of the Department E-Government Strategy. 

DOE’s E-Government Strategy directly supports the PMA, the Federal Lines of Business initiative, and the 

Department’s core mission requirements by evaluating and applying new information technologies and 

simplifying access to energy-related Government information and services. The goal is to adhere to the three 

basic principles established by the PMA: 

1. To be Citizen-centered, not bureaucracy or Agency-centered 

2. To be Results-oriented, producing measurable improvements for citizens 

3. To be Market-based, actively promoting innovation 

Information Technology is also a key supporting element in accomplishing DOE goals. As such, it must be 

acquired, managed, and used in a way that maximizes its efficiency and effectiveness in supporting 

missions. To achieve this, the OCIO has established an IT governance structure and process that enables 

improved mission accomplishment at lowest cost, through the use of Information Technology. This 

governance structure includes a Departmental IT capital planning and investment control process, EA 

program, IT project and asset management processes, and IT acquisition framework to achieve efficiency. 

Descriptions of objectives, strategies, and outcomes for the IT governance program are described below. 

Objective 1: Create an environment that enables the Department to use technology to continuously improve 

its process 

DOE strives to use information technology as a key enabling mission service for clear and consistent 

information describing Department-wide IT policy objectives and cross-Departmental initiatives, such as 

mission program focus, E-Government and Line of Business (LoB) initiatives. 

Outcomes:

• Provide support for Department-wide integration initiatives 

o Improve cross-collaboration among Department integration efforts including the Office of 

Science, NNSA, and other Program/Staff Offices 

o Improve business performance from integrating with cross-Department efforts, such as 

Functional Accountability and Cyber Security Revitalization 

o Improve decision-making by providing comprehensive view of current and future capabilities 
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Performance Measures:

• Information products and services are in line with the core mission priorities through the strategic 

portfolio review process 

• Department-wide collaboration initiatives are linked to the DOE transition plan using the DOE EA 

Framework 

Objective 2: Support the President’s E-Gov initiatives 

DOE continues to support the President’s E-Government Initiatives. DOE is an active participant in 19 of 24 

of these initiatives and is involved in the nine Federal Lines of Business initiatives. DOE is developing an 

enterprise IT acquisition framework that will govern Department IT acquisitions in accordance with the 

government-wide SmartBUY program. DOE recognizes that active partnership in these important 

government-wide initiatives will result in government cost reductions, improved services to citizens, 

business-process and technology standardization, and elimination of duplicative systems. 

Through the LoB initiatives, partner agencies will use EA based principles and best practices, proven through 

the E-Government initiatives and Federal Enterprise Architecture (FEA), to implement common solutions. 

The standardization and consolidation of each agency’s systems will decrease redundancy while driving cost 

savings through reduced full-time equivalent (FTE) requirements, system development and operation cost 

reductions, and process standardization. The end result of the LoB efforts will be to save taxpayer dollars, 

reduce administrative burdens, and significantly improve information management services across the 

government. 

Outcomes: 

• Reduced cost of government operations 

o Continue active partnership in the E-Government, Line of Business, and SmartBUY initiatives in 

order to effectuate cost reductions across the government 

o Identify existing DOE investments that align to government-wide initiatives and implement 

migration and alignment plans 

• Streamlined delivery of services and products to the customer 

o Work with customers and federal agency partners to identify ways to more efficiently provide 

services and information 

• Standardized business processes across Agencies 

o Collaborate with similar mission agencies to develop joint efforts and promote best practices 

across the Federal Government 

o Continue to transition to Internet Protocol Version 6 (IPv6) capable technology 

Performance Measures:

• Deliver effective project management and cost saving controls for DOE E-Government initiatives 

Objective 3: Implement the Most Efficient Organization and create Enterprise Licensing Agreements to 

consolidate services and save the Department and taxpayer money 

DOE continues to experience significant success with its internal E-Government initiatives. In a continual 

effort to become more effective and efficient, the Department has integrated E-Government efforts with the 

Department’s EA effort. The EA program will institutionalize semi-annual strategic portfolio reviews to 

ensure that the Department’s information technology investments are in line with its strategic goals and 

missions. 

As part of an overall IT acquisition framework, DOE seeks to leverage cost efficiencies achievable through 

consolidation of like requirements and by leveraging economies of scale from enterprise-wide licensing 

agreements. Department-wide acquisition for widely used commercial software across the enterprise, 
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otherwise known as enterprise licensing, consolidates IT Commercial Off the Shelf (COTS) software 

contracts. Integrating and building on existing capabilities within the Department, the Enterprise License 

Agreement (ELA) program will allow the Department to develop and enforce policies and procedures 

supporting the identification, acquisition, oversight and compliance of enterprise software agreements. The 

ELA program supports and complies with the Energy-Wide Strategic Sourcing (EWSS) program, Federal 

SmartBUY initiative, Clinger-Cohen, PMA, and other legislative and DOE policies. 

DOE achieves contract administration efficiencies by reducing multiple contracts to one. DOE negotiates a 

better price by leveraging the Department's total buying power thereby reducing total cost of ownership and 

cost for each individual user. By implementing these buying practices, acquisitions and support costs will be 

reduced, leading to the increase use of standards-compliant software.

Outcomes:

• Realize the operational efficiencies and process improvements by leveraging new technologies 

• Maximize buying power and reduce total cost of IT ownership by attaining optimal pricing through the 

aggregation of software requirements 

• Streamline Acquisition to increase IT contract administration efficiencies through consolidation 

opportunities of legacy IT contracts into enterprise license agreements and single contract vehicles 

Performance Measures: 

• Establish a Change Control function to provide the catalyst for E-Government change reviews and 

configuration changes 

• Comply with the Government Paperwork Elimination Act (GPEA) by making data collections and 

disseminations enabled electronically 

• Develop policy and guidance defining an enterprise license inventory process enabling DOE to track 

software licenses and optimize license utilization across the enterprise 

• Develop and implement a formal policy through the Integrated Project Team (IPT) to ensure that 

software purchases are coordinated between Headquarters and field sites, to include SmartBuy and 

enterprise license agreements with vendors 

• Establishment of a central source of information to allow sites and programs to identify the best 

available contracts or agreements 

• Establish an ELA IPT that includes members of the program offices, the Integrated Contractor 

Purchasing Team (ICPT) and members of other groups (e.g., IT Council) 

Objective 4: Develop and maintain an integrated Enterprise Architecture and Capital Planning process that 

allows the Department’s Senior Leaders to make informed decisions when managing Information 

Technology 

The Department views CPIC and IT portfolio management as a key tool in ensuring IT funding has the 

maximum impact on DOE mission accomplishment. Implementing a comprehensive CPIC process ensures 

that the Department’s portfolio of IT investments fully address DOE's business needs and strategies. A 

strong portfolio management will also allow DOE to achieve the expected benefits in accordance with 

accurate and complete cost, schedule, technical, and performance baselines. Ensuring that DOE has the 

right mix of IT investments that those investments are delivering real results for mission support, and that the 

portfolio is regularly reviewed for currency will enable the OCIO to deliver maximum value to the DOE 

mission. Monitoring operational investment performance is as important to ensure success as selecting the 

right portfolio of projects or investments. Investments are monitored over time and resources are shifted to 

investments that perform best, keeping in mind the established investment rules and parameters with regard 

to risks and returns. DOE recognizes that effective IT portfolio-management practices result in significant 

savings of Departmental annual IT budgets, enhanced efficiency, and increased mission alignment. 

To date, the Department has made significant progress in enhancing the CPIC process through the use of 

scorecards at the investment portfolio level and at the Program level. In addition, improved linkages 
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between IT investments and the annual budget process have been implemented in partnership with the 

Office of the CFO. To further leverage these accomplishments; DOE is continuing to review its CPIC 

processes in an effort to identify additional opportunities for improvement. The Department envisions a CPIC 

process that provides decision-making bodies with the appropriate information to ensure that optimal 

decisions are made with regard to the selection and maintenance of the Department’s IT portfolio. 

The architecture has been developed in a manner that allows each completed piece to build momentum for 

successive efforts, heralding architecture as a business transformation and IT modernization tool to garner 

support for the EA practice. DOE continues to develop and mature its EA through an updated Target EA, 

Plan of Action & Milestones (POA&M), Enterprise Performance Model (EPM), and EA Transition Plan 

(EATP). Additionally, the DOE EA extends to the core mission program areas through the integration of 

Cross Cutting Segment Architectures. These efforts strive to add value to the core mission areas and 

accelerate adoption of cross agency initiatives for shared services across common mission functions, such 

as Geospatial, Cyber Security and Business Support Services. These EA products serve as a framework 

for managing investments and developing recommendations for improving DOE’s IT investment portfolio 

across the enterprise. 

 

The Chief Architect chairs a Department-wide Architecture Review Board (ARB) to facilitate collaboration 

across the Department and to collectively define and pursue an EA direction that provides value to all 

stakeholders at the Department of Energy. 

Outcomes: 

• Every major IT investment is delivering mission-support results by documenting closure of 

performance gaps facilitated by IT 

• DOE has the right mix of IT investments, with each major investment directly supporting one or more 

of the Department’s missions 

o Review IT portfolio against DOE strategic goals; analyze Business Reference Model (BRM) 

mappings against DOE strategic goals 

o Implement IRM Strategic Plan with “line-of-sight” linkages to DOE Strategic Plan 

o Ensure IT Investment funding is appropriately aligned to DOE strategic goals and priorities 

o Ensure that all major IT investments are reviewed and that data relevant to annual IT selection is 

provided to the Corporate Program Review (CPR) 

• The portfolio is regularly reviewed for opportunities to improve performance, reduce costs, eliminate 

redundancies, and/or enhance collaboration 

o Conduct operational analysis on all Operations and Maintenance (O&M) investments and 

Earned Value on Development Modernization and Enhancement 

o Analyze results against the current Modernization Blueprint 

o Work with the Program Offices and the CFO to identify opportunities to increase value and 

performance by retiring and replacing aging systems 

o Work in partnership with Program Offices and the CFO to identify, align, and redirect funding for 

investments targeted for migration to corporate or Government-wide E-Government initiatives 

• Support for Department-wide integration initiatives 

o Collaborate with the Cyber Security Revitalization efforts to ensure DOE security priorities are in 

sync with the architecture 

o Improve cross-collaboration among Department integration efforts including the Office of 

Science, National Nuclear Security Administration (NNSA), and other Program/Staff Offices 

o Improve business performance by integrating with cross-Department EA efforts 

o Demonstrate cost savings by eliminating or consolidating duplicative systems and reusing 

services 

• Enhance investment decision making 

o Utilize the Target Architecture and Transition Strategy to guide IT investments decision-making 

and develop recommendations for improving the IT investment portfolio for the Department 

o Improve the CPIC select, control and evaluate process with EA data (stakeholder information) 

o Enhance EA governance processes and improve EA integration with IT investment management 

o Accelerate the adoption to the target state of the enterprise 
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• Improve mission performance 

o Implement Department-wide EA framework to accelerate the adoption of cross agency initiatives 

o Improve performance of services to mission specific areas and those cross cutting the enterprise 

and the federal government 

o Align resources improving business performance and agency core mission achievement 

o Clearly define information items; their hierarchies and relationships, outputs, and technology 

inputs 

Performance Measures: 

• All major IT investments support a documented performance gap, and are set to deliver results 

towards closing that gap 

• Actual results are within 10 percent of planned improvement 

• Incorporate architecture-based decision making at the business-level to ensure that systems and 

infrastructure constantly evolve to exploit appropriate technology advances to best meet mission 

needs 

• Maintain a “GREEN” rating from OMB during the annual EA assessment 

• Support Investment Business cases through the EA and demonstrate its use in portfolio formulation 

and approval 

Objective 5: Recruit, develop and retain the best and brightest people for the Department’s Information 

Technology workforce while ensuring effective management of IT Projects to successfully maximize the 

government’s investment 

DOE recognizes the strategic management challenge required to hire and retain a highly skilled IT workforce 

and is working to address the criticality of strengthening human capital as a driver for organizational 

effectiveness. The PMA has identified a specific human-capital initiative that is directed toward aligning a 

professional workforce in support of a Department’s mission, goals, and strategies. DOE has developed 

recruitment requirements to focus efforts on identifying qualified candidates who are easily able to adapt to 

changes brought about by new technologies. In addition, initiatives have been implemented that focus on 

maximizing employee performance by instituting development programs and enrichment opportunities that 

motivate and inspire employees. DOE has already made significant progress in the area of human capital 

with the implementation of the Corporate Human Resource Information System (CHRIS) and the integration 

of the DOE Jobs Online application process with the Office of Personnel Management’s USAJOBS website. 

DOE will continuously strive to maintain a high-performing workforce through enrichment opportunities, 

comprehensive training programs, leadership development, and an open culture that promotes the sharing of 

intellectual capital and demonstrates high standards of integrity for employees. Because of competitive 

sourcing and constantly emerging technologies, a workforce must be maintained that is both easily 

adaptable and highly skilled in mission critical competencies. 

Technology investments provide DOE with the necessary means to achieve its five strategic goals as well as 

those goals identified in the PMA. However, as with any type of investment, the success of IT investments 

requires thorough planning and effective management throughout the investment life cycle. Currently, the 

Department evaluates the business cases on their baseline goals each year to ensure that milestones and 

costs are accurately planned and documented. Subsequent to the evaluation of planned baseline goals, 

DOE has implemented a quarterly review process that evaluates investments on their ability to achieve the 

planned cost, schedule, and performance goals that were established in the business cases. This review 

process is facilitated by the OCIO, and the Department’s IT Council is responsible for the final investment 

evaluations each quarter. 

DOE will continue to mature its methodologies for ensuring effective IT project performance by implementing 

standardized processes for developing and evaluating baseline goals for investments, as well as enhancing 

the quarterly review process for assessing the achievement of those goals. This effort will provide more 

stringent reporting requirements and evaluation criteria to ensure that each Program Office is accurately 

reporting their baseline goals and performing regular reviews of their investments. 
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Outcomes: 

• Adherence to cost, schedule, and performance targets 

o Validate that cost and schedule reporting requirements are met during the business-case 

reviews that are conducted in support of the annual budget submission process 

o Institutionalize requirements for reporting monthly cost and schedule variances 

o Certify the Earned Value Management (EVM) activities and systems used by major IT 

investments that meet DOE internal E-Government criteria 

• Timely decisions on projects in remediation 

o Provide performance-review data to DOE’s senior leaders when investments show continued 

performance issues for two or more quarters 

o Ensure timely decisions on projects in remediation 

o Verify the validity and the accuracy of EVM data 

• Align workforce skills with DOE missions and priorities

o Implement a new performance-management system to better recognize and reward superior 

performance ensuring a high-performing and accountable workforce 

o Implement a performance framework for accountability at the employee level 

Performance Measures: 

• Regularly measure cost and schedule actual results and report them to senior management 

• Track corrective action strategies into the quarterly review process for IT investments that have 

demonstrated negative performance trends for two quarters or more.

• Increase investments in human capital development processes like learning & training on new 

technologies 

• Achieve incremental improvements in employee satisfaction and human capital development 

practices through increased business performance
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Planned Outcomes

 Coordinate the management of I,OA&T 

through a Department-wide process. 

 Minimize the costs of operations and allow 

program offices to spend more time 

focused on mission. 

 Meet the needs of end users while 

minimizing support and maintenance costs. 

 Improve cyber security by enabling unified 

security patches and virus protection 

through the standardization of platforms 

and applications. 

 Reduce trouble resolution time through use 

of automated tools (remote control, 

software distribution, management of 

desktops and infrastructure). 

Planned Outcomes

 Improved geospatial legacy data records 

management practices. 

 Enhanced geospatial shared services for 

emergency management/response. 

 Continued participation on the FGDC for 

strategic policy direction and operational 

execution of the Geospatial Line of 

Business. 

 Implementation of the Federal Geospatial 

Profile as it aligns with the Federal 

Enterprise Architecture and supports the 

DOE Target Enterprise Architecture. 

 Brokered National geospatial data 

resources with Federal partners. 

 Establish geospatial software Enterprise 

License Agreement for leveraged DOE 

investment. 

APPENDIX A: STRATEGIC IT INITIATIVES 

Consolidated Infrastructure, Office Automation, and Telecommunications (I,OA&T) Program 

Infrastructure, Office Automation and Telecommunications (I, 

OA&T) are the underpinnings required for DOE to perform its 

most basic business functions. Neither business activities nor 

the mission functions can operate effectively without sound 

infrastructure, office automation, and telecommunications. The 

goal of the I,OA&T Consolidated Infrastructure Program is to 

successfully implement and manage all of its underlying 

projects and contribute to the overall achievement of the 

Department's mission goals. 

The Consolidated I,OA&T is defined by six service lines: 

telecommunications and networks; application and data 

hosting/housing; office automation; telephony; enterprise 

collaboration service; and cyber security. The service lines 

provide the necessary foundation across all the Business Lines 

to facilitate the achievement of the Department's mission goals 

and objectives. Consolidating the I,OA&T projects will create a 

more solid network infrastructure supporting collaboration 

across the DOE sites. The sharing of resources across sites allows for more efficient use of human capital 

and more effective sharing of resources across the enterprise. 

Geospatial Science Program 

DOE has chartered a Geospatial Science Program (GSP), Tri-Chaired by the Office of Science, Office of 

Environmental Management, and the National Nuclear Security Administration to “coordinate and optimize 

[DOE’s] investments in geospatial science and technology as they support the core missions of the 

Department”. The Office of the CIO provides technical, operational, and administrative support to the GSP to 

implement the priority activities as directed by the Tri-Chair members. 

The GSP held a “Geospatial Science EXPO: Mapping the 

Mission” in the Headquarters lobby, with a VIP walkthrough 

for Secretary Bodman and GSP Program Office leadership. 

Over 50 posters from across the Laboratories and HQ 

Programs were displayed with interactive demonstrations for 

the VIP participants. A Geospatial Science Portfolio depicting 

the geospatial applications used across the Complex was 

prepared and is available for DOE management. 

The DOE Geospatial Science Program has been instrumental 

in contributing to the OMB Geospatial Line of Business 

(GLoB) initiative which is intended to, “establish a more 

coordinated approach to producing, maintaining, and using 

geospatial data and services.” The Department will continue 

to work with OMB and the Federal Geographic Data 

Committee (FGDC) to implement the Geospatial Common 

Solution Technical Architecture as a result of the GLoB. 
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Planned Outcomes

 Respond to the Presidential Determination 

and support the President’s Spectrum 

Policy initiative. 

 Improve spectrum management processes. 

- Align the SSP and submit to the 

Department of Commerce. 

- Implement and maintain DOE’s SSP. 

Homeland Security Presidential Directive 12

This investment brings the Department in compliance with 

Homeland Security Presidential Directive 12. The 

initiative provides an enterprise standards-based 

authentication and authorization infrastructure that offers 

secure, seamless business transactions and information 

exchange within DOE and across many disparate 

agencies and organizations. The objective is to improve 

DOE’s business processes using products that enable 

DOE to create a solid basis for future benefits. 

The program will reduce existing logical and physical 

security vulnerabilities and mitigate risks to establish the 

prerequisite level of security for critical enterprise 

business functions. Both the technology solutions and 

ongoing support provided by the initiative will enable DOE 

to ensure that system users are who they claim to be 

(authentication), allow effective use of digital signatures 

(data integrity and accountability), and restrict access to 

appropriately authorized users (access control).

Spectrum Management 

Continued support of the President’s Spectrum Policy Initiative (SPI) has provided the Department with a 

solid foundation for continuing to enhance its spectrum management processes. Responding to the 

November 30, 2004, Presidential Determination, the latest step in the SPI, ensures that DOE continues to 

evaluate and improve its methods of efficiently and effectively managing the way the Department uses 

spectrum. DOE also recognizes the importance of contributions to the SPI, which will culminate in a national 

spectrum plan that will facilitate national and homeland security, foster economic growth, and effectively 

support vital U.S. spectrum needs. 

In response to the Presidential Determination, DOE is evaluating its current spectrum management 

processes and developing the Department’s Strategic Spectrum Plan (SSP). The SSP will examine three 

distinct issues—spectrum requirements, including bandwidth and frequency location for future technologies 

or services; the planned uses of new technologies or 

expanded services requiring spectrum; and suggested 

spectrum efficient approaches to meet identified spectrum 

requirements. Examining the planned uses for new and 

future technologies allows DOE to incorporate spectrum 

resources into the EA, further enhancing that framework. 

The SSP is being organized around the DOE’s LOB structure 

to provide a more organized and holistic approach to the 

spectrum management process regarding resource allocation 

and future investments. 

Planned Outcomes

 Provide a standardized DOE ID Card, 

compliant with HSPD 12 and capable of 

supporting physical and logical access 

requirements such as cryptographic 

storage of digital credentials, integrated 

standards-based building proximity support, 

and a printed format that complies with 

federal ID card requirements. 

 Enhance a public key infrastructure solution 

that complies with federal standards, and 

supports DOE requirements for 

confidentiality, integrity and authenticity. 

 Implement an Identity and Access 

Management solution that serves as the 

basis of a common security infrastructure 

that can support diverse systems. 
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APPENDIX B: DOE E-GOVERNMENT PARTICIPATION 

DOE Participation in Inter-Agency Initiatives and Federal Lines of Business 

Inter-Agency Initiative Role 

Government to Citizen (G2C) 

USA Services Participant 

GovBenefits.gov Participant 

Government to Business (G2B) 

Business Gateway Participant 

e-Rulemaking Participant 

Federal Asset Sales Participant 

SMARTBUY Participant 

Government to Government (G2G) 

SAFECOM Participant 

Disaster Management Participant 

Geospatial One-Stop Participant 

Grants.gov Participant 

Internal Efficiency and Effectiveness (IEE) 

e-Clearance Participant 

e-Records Management Participant 

e-Travel Participant 

e-Learning Participant 

Enterprise HR Integration Participant 

e-Payroll Participant 

Integrated Acquisition Environment Participant 

Recruitment One-Stop Participant 

Cross-Cutting Initiatives 

e-Authentication Participant 

Line of Business Role 

Financial Management Participant 

Grants Management Participant 

Human Resources Management Participant 

Case Management Participant 

Federal Health Architecture Participant 

Budget Formulation & Evaluation Participant 

Geospatial Participant 

Information Systems Security Participant 

IT Infrastructure Participant 
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Ongoing Internal DOE E-Government Initiatives 

Innovative Department of Energy E-Government Applications (IDEA) 

Government to Business (G2B) 

e-Assessment of FOCI Companies 

e-PMA (Electronic Proposal Management Application) 

Government to Government (G2G) 

E-Government Department Integrated Security System 

Internal Efficiency and Effectiveness 

I-MANAGE 

DOE COE (Department of Energy Common Operating Environment) 
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 APPENDIX C: LIST OF ACRONYMS

ARB Architecture Review Board 

BRM Business Reference Model 

CAM Corporate Asset Management 

C&A Certification and Accreditation 

CFO Chief Financial Officer 

CIO Chief Information Officer 

CHRIS Corporate Human Resource Information System 

COTS Commercial Off the Shelf 

CPIC Capital Planning and Investment Control 

CPR Corporate Program Review 

DOE Department of Energy 

EA Enterprise Architecture 

EATP Enterprise Architecture Transition Plan 

EAWG Enterprise Architecture Working Group 

ELA Enterprise License Agreement 

EPM Enterprise Performance Model 

EVM Earned Value Management 

EWSS Energy-wide Strategic Sourcing 

FEA Federal Enterprise Architecture 

FGDC Federal Geographic Data Committee 

FISMA Federal Information Security Management Act 

FTE Full Time Equivalents 

GLoB Geospatial Line of Business 

GPEA Government Paperwork Elimination Act 

GSA General Services Administration 

GSP Geospatial Science Program 

HSPD Homeland Security Presidential Directive 

IDEA Innovative Department of Energy E-Government Applications 

I, OA&T Infrastructure Office Automation and Telecommunications 

ICPT Integrated Contractor Purchasing Team 

I-MANAGE Integrated Management Navigation System 

IPT Integrated Project Team 

IPv6 Internet Protocol Version 6 

IRM Information Resources Management 

IT Information Technology 

LOB Line of Business 

NIST National Institute of Standards and Technology 

NNSA National Nuclear Security Administration 

OCIO Office of the Chief Information Officer 

OMB Office of Management and Budget 

O&M Operations and Maintenance 

PMA President’s Management Agenda 

POA&M Plan of Action and Milestones 

SPI Spectrum Policy Initiative 
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SSP Shared Service Provider