ngac mar 2010 investment management concepts omb

8/3/2019 Ngac Mar 2010 Investment Management Concepts OMB

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The centralized management of one or moreportfolios, which includes identifying, prioritizing,authorizing, managing, and controlling projects,

programs, and other related work, to achievespecific strategic business objectives

- PMI, PMBOK

Effective, timely, and continuing investment and

governance decisions about the organizationsinitiatives and other structured work effort,products, and software applications

- Gartner

Portfolio Management


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Enable organizational strategy

Weigh benefits against costs

Optimize the value of the portfolio Balance risk within tolerable thresholds

Cross-cutting key performance

measurement, direct performance towardsshared targets

Value Proposition



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GAO IT Investment Management

Maturity ModelPortfolio Management

Portfolio

Management

Evaluate

Investment

InvestmentSelection

Investment

Control

Project

Management


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Project Manager

Facilitate creation of a business case

Determine project objectives

Conduct accurate, comprehensive,reliable estimates of costs, benefits andrisks

Execute according to standards withinallowable performance targets

Program Manager/Business Leader

Identify business transformation needs

Determine programmatic objectives

Manage strategic initiatives

Monitor and control to performancetargets

Roles and Responsibilities


Portfolio Manager

Actively analyze the state of project

performance

Communicate project alignment withstrategic goals

Facilitate development and managementof an optimized portfolio

Regularly reviews major investments,escalates issues and recommends actionto the Governing Body

Governing Body/Investors Set organizational strategy

Decide future of investments

Determine performance targets andallowable risk profile of the portfolio

Mitigate enterprise risk


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Line-of-Sight

Articulates the contributionof inputs to outputs andoutcomes

Identifies performanceimprovement opportunitiesthat span traditionalorganizational boundaries

Portfolio-level Performance

ManagementPortfolio Management


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Case Study



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Timely, accessible measurement of cost, benefit, risk andperformance data

Early warning systems

Trusting and using the data Event driven decisions

Meaningful program/project reviews that create actionsand decisions

Post implementation reviews Shared agreement on organizational goals and objectives

Transition Planning that balances current and future needs

Implementation Challenges



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Target Architectural Outcomes

Enhanced governance and agency commitment

Aligned strategy with high value, measurable, timelyperformance commitments

Structured cross agency collaboration resulting in amodernization roadmap

Use of cloud-based IT Infrastructure (technology) services

Integration of platforms into agency transition strategies andinvestment proposals

Secure inter-operability reduces complexity and cost, improvesperformance, and is baked in


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FEA Context - Architecture Levels


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Types of Segments

Core Missions Segments

Interoperability and information sharing

Business Segments

Standard processes to support migration to cloud-basedshared services

Enterprise Segments

Focus on standards, policies, and reference architectures


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Shared Modernization Roadmaps

StrategicPlanning

StrategicPlanning

Architecture

CPIC

BudgetCPIC

Architecture

CPIC

Architecture

Architecture

Execution

Execution


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National Information Exchange Model

NIEMCore

The IEPD Lifecycle


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Identity, Credential, and Access Mgmt


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ICAM Experience

Idea germinated last winter

Bottoms-up focus

HSPD-12, eAuth, Federal PKI Bridge, Cyber, FEA

Federal CIO Council, OMB, GSA, DOD leading

Two cycles of broad review (1200 comments)

Calendar (~9 months)

FSAM Steps 1 & 2 done by early Spring

Draft modernization roadmap reviewed with agencies in the Summer

Finalized in the Fall

Cost between $500K to 1M in contractor support, extensiveworking group and agency involvement.


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Platform Architecture Next Steps

Plan of Action with Milestones (POAM)

By January 31st, 2010

Target and Gap on FASM Steps 1 & 2 (Governance, Scope &

Strategy) Inform the POAM

Training on FSAM, NIEM, & Data.gov

Initiate establishment of an appropriate NIEM domain

Identify target high value business processes and informationexchanges for FY 2012 cycle

Identify and integrate high value data sets into Data.gov


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Notional Calendar

2Q FY 2010

Finalize Plans, enhancement of governance, strategy alignment

Initial exchange data model, targeted business processes, exchanges

Develop Approach to coordination across Platforms under FEA

3Q FY 2010

Draft an review modernization roadmap with agencies

Finalize IT Infrastructure strategy with Cloud Initiative

4Q FY 2010

Finalize modernization roadmap with agencies

Finalize agency use commitments

Finalize target performance improvement commitments
http://www.data.gov/


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http://www.data.gov/http://www.data.gov/


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http://www.data.gov/

ngac mar 2010 investment management concepts omb

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