Ngac Mar 2010 Investment Management Concepts OMB
Transcript of 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
Portfolio Management
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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 Management
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
Portfolio Management
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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
Portfolio Management
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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
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http://www.data.gov/