DOI IT Governance

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DOI IT Governance

• June 2005

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DOI IT Governance should strive to meet the same
objectives that are identified by private sector
companies

• Alignment of IT with the enterprise
• Realization of the promised benefits of IT
• Use of IT to enable the enterprise by exploiting
  opportunities and maximizing benefits
• Responsible use of IT resources
• Appropriate management of IT-related risks

IT Governance Institute, Board Briefing on IT
Governance, Second Edition, 2003
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We can summarize the DOI IT Governance objectives
into four focus areas

• Strategic Alignment focus on aligning with the
  business and collaborative solutions.
• Value Delivery focus on optimizing expenses and
  proving the value of IT.
• Risk Management focus on safeguarding IT
  assets, disaster recovery, and continuity of
  operations.
• Performance Measurement focus on tracking
  project delivery and monitoring IT services.

IT Governance Institute, Board Briefing on IT
Governance, Second Edition, 2003
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Currently, DOI Governance (business IT) is
performed by the following teams

• Core Modernization Blueprint Team Blueprint
  creation
• Core Modernization Implementation Team Blueprint
  implementation
• Architecture Review Board Technology
  Architecture Oversight and Enterprise
  Infrastructure CCB.
• CTO Council Technology standards and TRM
• Domain Advisory Teams Teams focused on
  technology domains
• Interior Architecture Working Group Oversees EA
  within Bureau and Office Maintains DEAR.
• DEAR IPT CCB for DEAR.

• Interior Business Architecture Team Oversees
  business architecture
• Data Advisory Committee Oversees data
  architecture
• Investment Review Board Investment reviews
• E-Government Team PMA e-government
• Interior Technology Management Council IT policy
  governance
• Management Excellence Committee DOI strategic
  leadership
• Management Initiatives Team DOI business focused
  teams

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DOI IT Governance Team Options for Discussion
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The as-is DOI governance structure has too much
redundancy and complexity.
DATs
IRB
Infrastructure
Info Security
e-Gov
ITMC
CPWT
Geospatial
App Devel /Acquisition
Platform
IAWG
DEAR IPT
IBAT
DAC
CTOC
ARB
Distributed Sys Mgmt
Record Mgmt
CMBT
PRM
BRM
SRM
TRM
DRM
Data Mgmt
TAG
RMC
ITST
RADIO
DWC
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There are several reasons to move from the
current IT governance structure to a new
governance structure.

• The current governance structure
• Has too many standing technology teams
• Has too much overlap between the ARB and CTOC
• Has redundancy in architecture coordination with
  the IAWG and the DEAR IPT
• Lacks project level IPTs and CCBs that are part
  of the governance structure.

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The preferred option for DOI IT Governance has
fewer teams and more defined relationships.
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The preferred option for DOI IT Governance has
fewer teams and more defined relationships.
The IAWG and DEAR IPT are combined so that
architecture coordination is in one team. This
team coordinates and integrates all EA layers.
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The preferred option for DOI IT Governance has
fewer teams and more defined relationships.
The ARB no longer exists as technology issues are
coordinated through the CTOC. This team also has
reference model responsibilities (TRM/SRM).
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The preferred option for DOI IT Governance has
fewer teams and more defined relationships.
The many standing domain architecture teams
(DATs) have been eliminated and replaced with
Technology Evaluation Teams (TETs) that are
created as needed.
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The preferred option for DOI IT Governance has
fewer teams and more defined relationships.
Core Modernization Teams are supported by Project
IPTs and Project CCBs (as needed) that are
integrated with governance.
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The preferred option for DOI IT Governance has
fewer teams and more defined relationships.
A Technology Control Board is introduced to
provide an enterprise-level CCB for
infrastructure projects and also perform risk
management functions (i.e. project
reviews/assistance).
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The preferred option supports all four of the DOI
IT Governance objectives.
Strategic Business Alignment
Risk Management
Value Delivery
Performance Measurement
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There are several reasons why the preferred
option is the right option for DOI

• The preferred governance structure
• Leveraged ad-hoc technology teams instead of
  standing teams.
• Combines the ARB and CTOC into a single
  technology focused entity.
• Combines the DEAR IPT and IAWG into a single team
  focused on architecture.
• Introduces project IPTs and CCBs that are
  integrated into the governance process.
• Introduces the Technology Control Board in order
  to provide CCB functions for infrastructure
  projects and risk management functions across DOI
  (i.e. project reviews/assistance).

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An alternative to the preferred option is a
governance structure without the Technology
Control Board
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This option is less desirable as the lack of the
Technology Control Board increases risks across
the OCIO.
X
Risk Management
Strategic Business Alignment
Risk Management should be a key objective of any
IT governance structure.
Value Delivery
Performance Measurement
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Overview of Governance Teams
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e-Government Team (e-Gov)

• Purpose of Team
• Drive business requirements including approving
  priorities for blueprints and oversight on
  blueprint efforts.
• Define business priorities
• Provide ongoing coordination including
  communications with bureaus ad externals
  regarding E-Government activities
• Who is on the Team
• Senior level managers from DOI program areas, Up
  to two Bureau CIOs (elected by the ITMC),
  Representative from the DOI Office of Planning
  and Performance Management, Representative from
  the DOI Office of Budget.
• Items in red are proposed for addition to the
  charter.

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Technology Control Board

• Purpose of Team
• No Project Left Behind
• Provides Project Reviews/Assistance for Major IT
  Investment Projects in Red/Yellow Status.
• CCB for Enterprise Infrastructure change
  requests.
• A standing board that meets quarterly or more
  frequently, as needed
• Who is on the Team
• DOI DCIOs
• Items in red are proposed for addition to the
  charter.

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Chief Technology Officer Council (CTOC)

• Purpose of Team
• A standing board that serves the Interior CIO
  (Chief Information Officer) and ITMC (Information
  Technology Management Council) on issues related
  to technical compliance with the IEA and
  operational use of technology within DOI.
• Responsible for maintaining Interior's TRM and
  SRM.
• Who is on the Team
• DOI CTO, Bureau CTOs or equivalent representative
  
• Items in red are proposed for addition to the
  charter.

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Technology Evaluation Team (TET)

• Purpose of Team
• TETs are not standing bodies, but are
  commissioned by the TRB for the duration of a
  technology review mission.
• Evaluate the use and classification of technology
  for a specific domain
• Update and expand the technology standards in the
  TRM for use in new system specification
• Who is on the Team
• Members are drawn from standing Bureau groups
  that deal with specific aspects of the technology
  in focus for the TET.
• Items in red are proposed for addition to the
  charter.

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Data Architecture Committee (DAC)

• Purpose of Team
• Engages DOI's data community to define data
  architecture layer of the IEA.
• Serves as liaison between Department and
  Bureaus/Offices on data and information
  priorities.
• Performs data related tasks during the creation
  of Modernization Blueprints.
• Who is on the Team
• The Data Steering Group is chaired by the
  Interior Data Architect and is composed of 11
  voting members consisting of one member per
  bureau/office
• Items in red are proposed for addition to the
  charter.

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Business Transformation Team (BTT) (was Interior
Business Architecture Team - IBAT)

• Purpose of Team
• Oversees the development of the Interior
  Modernization Blueprints and makes
  recommendations to the e-Gov team
• Oversees the development of methodologies,
  practices and procedures for creating the
  Interior Modernization Blueprints.
• Maintains the DOI PRM and BRM.
• Who is on the Team
• One business representative from each bureau and
  major office, DOI Chief Architect, DOI Business
  Architect, DOI Data Architect, DOI E-Gov Program
  Manager, Representative from PPP, ABC Program
  Manager, Representative form the Office of
  Budget.
• Items in red are proposed for addition to the
  charter.

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Architecture Control Team (ACT)(was IAWG and
DEAR IPT)

• Purpose of Team
• Oversees Enterprise Architecture within their
  respective Bureaus/Offices consistent with Office
  of the Secretary and OCIO EA Guidance.
• Responsible for populating all parts of the
  BEAR/DEAR Repositories
• Facilitates development of Modernization
  Blueprints for respective bureau.
• Ensures Bureau Architecture leverages all
  Reference Models to document Bureau portfolio and
  recommend cross-cutting opportunities to DCIOs
• Serves as Change Control Board for DEAR.
• Who is on the Team
• Comprised of the chief/lead enterprise architects
  in the DOI bureaus and offices and the chairs
  from IBAT, DAC, and CTOC.
• Items in red are proposed for addition to the
  charter.

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Interior Technology Security Team (ITST)

• Purpose of Team
• The Information Technology Security Team (ITST)
  is charged with the mission of ensuring the
  successful implementation of Office of Management
  and Budget (OMB) Circular A-130, Appendix III.
• Who is on the Team
• The ITST is chaired by the Department IT Security
  Manager (DITSM) with membership comprised of
  Bureau IT Security Managers (BITSMs) and
  representatives from the Inspector Generals
  office.
• Items in red are proposed for addition to the
  charter.

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Capital Planning Working Team (CPWT)

• Purpose of Team
• Communicate the status and information needs of
  CPIC to the bureaus.
• Review bureau and office project proposals for
  compliance with established capital planning and
  asset management policy.
• Interact with strategic planning and enterprise
  architecture partners in bureaus and offices.
• Who is on the Team
• Individuals from the CPIC community.
• Items in red are proposed for addition to the
  charter.

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Acronyms

• ABC Activity Based Costing
• ACT Architecture Control Team
• ARB Architecture Review Board
• BEAR Bureau Enterprise Architecture Repository
• BITSM Bureau IT Security Manager
• BRM Business Reference Model
• BTT Business Transformation Team
• CIO Chief Information Officer
• CMBT Core Modernization Blueprint Team
• CPIC Capital Planning and Investment Control
• CPWT Capital Planning Working Team
• CTO Chief Technology Officer
• CTOC CTO Council
• DAC Data Advisory Committee
• DAT Domain Advisory Teams
• DCIO Deputy Chief Information Officer
• DEAR IPT DOI Enterprise Architecture Repository
  Integrated Project Team
• DEAR DOI Enterprise Architecture Repository
• DITSM Department IT Security Manager

• DRM Data Reference Model
• DWC Department Web Council
• E-Gov DOI e-Government Team
• IAWG Interior Architecture Working group
• IBAT Interior Business Architecture Team
• IEA Interior Enterprise Architecture
• IRB Investment Review Board
• ITMC Interior Technology Management Council
• ITST Interior Technology Security Team
• MEC Management Excellence Committee
• MIT Management Initiatives Team
• OCIO Office of the Chief Information Officer
• PPP Office of Planning and Performance
  Management
• PRM Performance Reference Model
• Radio Radio Infrastructure Team
• RMC Records Management Council
• SRM Service Reference Model
• TAG Telecommunications Advisory Group
• TRM Technology Reference Model

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Open Discussion of Other Options