CPIC Quarterly Reporting

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CPIC Quarterly Reporting

• CPIC Advance
• January 27, 2005
• Presented by Ron Shepherd

2
Questions for You

• Who really does not care about CPIC reporting?
• Why?
• Who knows their Capital Planning Executive?

3
What Quarterly Reporting Is

• Description and requirements in CPIC Guide
  Appendix M
• Scorecards on Current Investment Health
• High level reporting
• Highlights
• Summary Information

4
Why Do I Care (Whats in it for me)?

• Required (Stakeholders and Customers)
• Law (indirectly)
• GAO (measured in ITIM)
• OMB
• DOI
• Investment Management
• Beneficial (Customers and Stakeholders)
• Better investment management (discipline)
• Management confidence
• Increased empowerment/less oversight
• More resources

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Scope

• All Major investments
• Currently in development, modernization, and/or
  enhancement (D/M/E)
• Mixed Life Cycle (total investment perspective)
• Earned Value Management for D/M/E portion
• Operational Analysis for steady state portion
• Government and Contractor resources
• Supplemental Corrective Action Report
• Follow Through
• Exhibit 300
• Proposed re-baselining

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When and How

• Quarterly within 21 days after end of reporting
  period (FY)
• Monthly within 15 days after months end
• How reporting is successfully accomplished
• Good project management
• Good project management
• Good project management (No new data)
• Using the best available information
• Actuals from systems of record and contractor
  (CIOC draft FAR clause- EVMS s/b required in all
  contracts)
• Estimates from contractor invoices and Work
  Breakdown Structure (PMO guidance)

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Resources

• Project Plans
• Project Charter provides authorization and
  authority
• Work Breakdown Structure for cost and schedule
• Active Risk Management Plan
• Integrated Program and Project Teams (IPT)
• Acquisition
• Security
• Strategic Planning
• Budget
• Finance
• Human Resources
• Et al

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What happens to My Reporting

• Project Management
• Program oversight/governance for mission support
• Bureau decision making
• Investment
• Portfolio
• Outcomes Continue as-is, Modify,
  Terminate/Reallocate
• CIO, IT PMD
• Analysis for providing decision makers
  information
• Data provided for Score Cards
• DOI IRB (and up)

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What Now?

• Exercise and institutionalize the current process
• Improve
• Integrate with supporting systems
• Automate in eCPIC
• Call for help
• Follow through with a CPWG subteam
• Formalize requirements
• Document business process
• Include in the Tools follow through
• Collaborate and coordinate in order to fully
  utilize and integrate supporting processes,
  systems and experts

10

• Questions?

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DOI IRB Briefing

• The remainder of these slides contain the
  briefing presented by Fawn Freeman, acting chief
  of OCIO, IT PMD to the DOI Investment Review
  Board on November 17, 2004. They are included to
  provide information and perspective on some of
  the interests of the senior executive decision
  makers comprising the IRB that are derived from
  the Quarterly Reporting process.

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CPIC Quarterly Reports

• CPIC 4th Quarter Results
• Updated Control State Criteria (EVM Analysis)
• Updated Steady State Reporting (Operational
  Analysis)
• Reporting Schedule

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CPIC Quarterly Reports

• CPIC 4th Quarter Results
• 73 Major Investments Reporting
• 8 Red (10 variance)

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CPIC Quarterly Reports

• Updated Control State Criteria (EVM Analysis)
• Purpose An Earned Value Analysis is conducted
  to analyze IT projects (D/M/E) for effectiveness
  in meeting original planned cost/budget,
  schedule, and scope/performance
• Process The EVM process uses 5 steps
• Create a WBS with appropriate Work Packages and
  good estimates
• Project Manager assessment (i.e., actual cost and
  schedule data)
• Perform EVM with reporting (CPIC Quarterly
  Report/300)
• Gap analysis Keep cost/schedule/scope in
  balance, manage risks and maintain a corrective
  actions plan for variances
• Recommendation Add resources or do tasks in
  parallel, rescope
• Closing the Gap
• PM, program, CIO and IRB determine if project is
  to continue as planned, re-baseline for
  cost/scope/schedule, or be terminated

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Steady State - Operational Analysis Report

• Purpose An Operational Analysis is conducted to
  assess IT investments for effectiveness in
  meeting and supporting the missions requirements.
• Process OA is a 4 step process
• Perform an annual mission analysis (OA Template)
• Customer assessment (e.g., document user
  requirements/user trends)
• Gap analysis conduct an Earned Value to
  determine root cause of gap (sample table)
  technical arch not scalable - Oracle
• Recommendation (e.g., should the system be
  retained as is, D/M/E, consolidated, and/or
  dissolved)
• Closing the Gap
• New Enhancements need to go Pre-Select Phase
• E-Gov Strategy reviews may identify opportunities
• (e.g. web based application)

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CPIC Quarterly Reports

• Reporting Schedule
• All reporting is due to the CIO the fifth day
  after the close of the reporting period based
  upon the fiscal year
• All Major IT investments must report at least
  quarterly
• Pure Steady State (SS) Investments
• Investments with Development/Modernization/Enhance
  ment (D/M/E) efforts currently executing
• Mixed Life Cycle Investments, i.e. those with
  both SS and D/M/E components currently executing,
  are to report to the CIO quarterly
• D/M/E and SS efforts are to be clearly
  distinguished
• The CIO or IRB may determine more frequent
  reporting is needed for specific investments
• New report format and instructions included in IT
  CPIC Guide V2
• Basic Investment health based on cost, schedule
  and Estimates at Completion (EAC) in improved
  reporting