IT Acquisition Review Process Agency: DHS Function: Acquisition Attribute: Vertical Integration Description: Evaluate IT acquisitions with a requested amount OR Total Estimated Procurement Value (TEPV) of $2.5M using an SharePoint Workflow with a set of review guide and template for IGCE Goal: Ensure alignment with DHS IT strategic goals and objectives to better serve DHS missions and facilitate the DHS OCIOs management and oversight of all DHS IT assets as required by law and DHS policy Results: TBD Adoption: DHS, HHS, under consideration at DOT DOC Strategic Sourcing
Agency: DOC Strategic Sourcing Function: Acquisition Attribute: Strategic Vendor Management Description: Starting 2012, the DOC Strategic Sourcing Office began using vendor scorecards to evaluate vendor performance for strategically sourced contracts. The scorecards assessed individual value-added resellers (VARs) that were providers to key IT hardware and software contracts across a variety of categories including: Pricing and Billing Accuracy, Help Desk Response Time, Issue Resolution, Strategic Input, and Overall Performance Satisfaction. Results/Outcomes: Improved vendor performance and speed to delivery. Lower costs to execute Voluntary withdrawal of a vendor who could not meet quality requirements. Adoption: N/A DOD ESI Strategic Vendor Management
Agency: DOD Function: Acquisition Attribute: IT SW Category Management/Data Driven Decisions Description: ESI uses a full-suite of business intelligence analytics, including pricing analysis, channel optimization, spend transparency, results-oriented vendor collaboration and engagement to achieve optimized contracts and supplier relationships for large IT publishers. Outcomes: Better pricing, faster acquisition, reduced administrative overhead Results: DOD ESI (formerly DON CIO) has leveraged collective volume from multiple military agencies to negotiate best-in-class contracts and pricing with Oracle, Microsoft, VMware, and Adobe, among others. Adoption: Multiple agencies within DOD Agile Procurement
Agency: GSA Function: Acquisition Attribute: Agile Acquisition Description: GSA used Agile procurement approaches to drive competition, using prototypes, oral presentations and training programs to determine the optimal digital services training vendor. (The Digital Services Contracting Professional Training and Development Program is intended to develop professionals who can embed with agency digital service teams as their business advisers, as well as acting as advocates for digital services procurement government-wide. ) Outcomes: Successful use of Agile Procurement methods to drive innovation and reduce government risk. Results; TBD Adoption: Government-wide Usage http://m.govexec.com/excellence/promising-practices/2015/10/teachingdigital-buyers-transform-acquisition/122948/ Department of Treasury/IRS Agency: Department of Treasury/IRS Function: Budget Formulation/Select Process Attribute: Strategic Alignment of IT Demand
Description: Budget Requests/Demand must support Agency enterprise goals, objectives and priorities. Outcomes: A repeatable budget selection process that categorizes demand in priority groupings. Results: TBD -- New Process Adoption: IRS Department of Treasury/IRS Agency: Department of Treasury/IRS Function: Budget Execution Attribute: Mature budget execution process Description: A budget execution process that categorizes IT spend as Core and Above Core. Core spending is necessary to maintain current capabilities and performance levels. Above Core spending encompasses new projects or changes/modifications to existing systems. Outcomes: Thorough and detailed budget execution process that has demonstrated results
and has been leveraged by other organizations. Results: A successful and repeatable budget execution process for the past ten years. Adoption: IRS U.S. Department of Justice IT Budget Governance Agency: USDOJ Function: IT Budget Planning and Control Attribute: Strategic Planning Description: IRM Program Order DOJ 2880.1 (approved in 2011) empowers the DOJ CIO to set Department-wide IT policy, including IT budgeting, acquisition, and workforce management. Specifically, its Department IT Investment Review Board (DIRB), which includes the Deputy Attorney General, the CIO (Vice Chair), and CIO, provides executive-level oversight to ensure disciplined selection and management of the Departments IT portfolio. Outcomes: Imbues the CIO with the authority to plan and oversee a department-wide selection of IT consistent with DOJ IT mission priorities. Results: TBD
Adoption: USDOJ https://www.justice.gov/jmd/file/642881/download US Department of Homeland Security IT Optimization and Infrastructure Spend Agency: US DHS Function: IT Budget Planning and Control Attribute: Vertical Integration Description: During the FY 2012 Portfolio Stat, DHS identified a concrete goal of savings for IT infrastructure spending based consolidation initiatives. The DHS established a baseline spend for IT infrastructure spend and set goals for reductions based on industry benchmarks. The CIO conducted periodic reviews of progress against goals that were shared widely across the Department and component agencies. Outcomes: Executive focus and transparency created component-level focus on cost avoidance and savings within the first year of tracking and reporting. Costs avoidances resulted from network consolidation and enterprise license agreements and costs savings accrued from moving to the Cloud and SaaS for several applications Results: DHS achieved IT infrastructure cost avoidance or savings of almost $350 million in 2012 and over $ 400 million in 2013. Adoption: US DHS US NRC IT Budget Planning and Control
Function: IT Budget Planning and Control Attribute: Horizontal Integration Description: For FY 2016 the NRC instituted a new Information Technology/Information Management (IT/IM) Budget Policy. This Policy defines the rules for IT/IM budget formulation and execution. Types of budget requests are described and decision authority is defined for each. The approach for ensuring that projects and maintenance activities have sufficient funding to carryover between budget years is laid out as is the approach to handle shortfall funding. Outcomes: Concise definition of budget item types and decision authorities clarifies the budget formulation and execution process. The process places authority in the Office of the CFO and the Office of the CIO, as appropriate. Results: Clarity and transparency in the budget process streamlines proposal creation and decision making, ensuring that required activities receive necessary resources and the most valuable investments are pursued.
Adoption: NRC Function: IT Budget Planning and Control Attribute: Horizontal Integration, Right Authority, Right Timing Description: The IT/IM Portfolio Executive Council (IPEC) sets NRC IT/IM direction, value and risk tolerance. It reviews the recommendations of the subordinate IT/IM Board (ITB) and approves investments for the NRC IT Portfolio to be included in the overall agency budget and voted on by the NRC Commissioners. The IPEC is also responsible for performing TechStat Reviews. The IPEC is cochaired by the CIO and CFO. Membership includes the CAO, CHCO, CISO, Deputy CIO, Business Line Leads (Directors of all major program offices) and Regional Administrators representing four regional offices. The IT Budget Process continues year round, beginning with formulation in October through April, and certification extending from April through September. Outcomes: The NRC IT Budget Process ensures a high degree of collaboration among the Office of the CFO and the offices responsible for Capital Planning and Investment Control, Enterprise Architecture, and Strategic Planning. The OCFO provides an independent financial analysis of IT budget estimates. The certification process ensures that the agencys most senior leadership share a common view of the agencys IT Portfolio. Results: The high degree of collaboration and involvement of the NRCs senior-most leadership ensures that IT investment management represents the agencys most critical needs and all parties support the investment decisions. Buy-in and support is explicit throughout the process. Adoption: NRC Skills for the Information Age (SFIA) Agency: N/A, Non-profit organization Function: Organization & Workforce
Attribute: Right People Description: A non-proprietary common reference model/framework for describing and managing competencies for IT professionals. Intended to help match the skills of the workforce to the needs of the business. Outcomes: Enables IT and the broader business to work toward similar goals; Provides a clear understanding of standardized, leveled IT skills across the organization Enables targeted training, to address specific skill gaps Improves IT recruitment Assists with performance development of existing staff Results: TBD, usage across government in early stages Adoption: DoD, under consideration at DHS and NIST http://www.sfia-online.org/en National Cybersecurity Workforce Framework
Agency: NIST/DHS Function: Organization & Workforce Attribute: Right People Description: Provides a common language to define cybersecurity work as well as a common set of tasks and skills required to perform cybersecurity work. Organizes cybersecurity work into 32 Specialty Areas and provides a standard set of required tasks and knowledge, skills, and abilities (KSAs). Outcomes: Through the process of identifying the cybersecurity workforce and using a standard set of terms agencies can educate, recruit, train, develop, and retain a highly-qualified cybersecurity workforce. Results: TBD Adoption: DoD, DHS http://csrc.nist.gov/nice/framework/
USGS Workforce Planning Desk Guide Agency: DOI Function: Organization & Workforce Attribute: Strategic Workforce Planning Description: Downloadable resource that provides an overview of a 5step workforce planning model that has worked well for DOI USGS. A "how to" guide for developing a workforce plan which provides a workforce plan template, guided inquiry questions, action plan template, and workforce planning data. Frequently referenced by other agencies. Outcomes: Creation of a comprehensive government workforce plan based on proven toolkit consisting of guides, models, and templates. Results: TBD Adoption: DoD, under consideration at NRC http://www.usgs.gov/humancapital/sw/workforceplanning/ deskguide.html
NASA Human Capital Plan 2015: A Guide to Building a Highly Engaged Workforce Agency: NASA Function: Organization & Workforce Attribute: Strategic Workforce Planning Description: Highly regarded and comprehensive Human Capital Plan which includes recognizing and rewarding performance, engaging and connecting the workforce, building model supervisors and leaders, key enablers, etc. Outcomes: Thorough and detailed government human capital plan that is frequently referenced by other agencies. Results: TBD Adoption: USGS, DoD http://nasapeople.nasa.gov/hcm/index_sbg.htm
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