FY 2000
Budget Justification/Performance Plan
|
U.S. Office of Personnel
Management FY 2000 |
(Administrative Services - OCIO continued)
| Additional Information Available on the Next Page |  |
| OPM
STRATEGIC PLAN : Information Technology Strategy NOTE: OPM’s Strategic Plan includes a special Information Technology Strategy section outlining specific goals and strategies for OPM’s successfully implementing the Clinger-Cohen Act’s IT Management reforms, addressing the Year 2000 challenge, and ensuring appropriate information security programs are in place. |
| FY 2000 Resource Summary: | Obligations (000) $8,804 |
Full-Time Equivalent:12 |
|---|---|---|
| [Includes $2,100 for information technology infrastructure maintenance and $3,384 for reimbursement of the National Archives and Records Administration fees for Governmentwide recordkeeping services.] | ||
| OCIO Goal 3: FY 1999/2000 |
The IT management mandates of the Clinger-Cohen Act are met through the prudent application of technology in support of OPM’s core mission accomplishment. |
|---|
 |
 |
Continue to provide independent oversight of major OPM IT initiatives and investments to ensure that OPM’s core functions can meet their business goals and objectives through the application of technology. Significant IT initiatives include the Retirement Systems Modernization and the Central Personnel Data File Modernization projects. (See also RIS Goal 14 and OMSOE Goal 2.) |
| |
Begin to implement an enterprisewide document management system that enhances mission accomplishment and meets electronic records management requirements. | |
| |
Develop and implement an agencywide Intranet capability that facilitates the sharing of information among OPM staff and enhances support to our customers. | |
| |
Begin to implement an agencywide Systems Development Life Cycle (SDLC) methodology and standards-based development tools that move OPM toward achieving the goal of being a Software Engineering Institute’s Capability Maturity Model (CMM) level 3 applications development organization. | |
| |
Develop plans for the transition of OPM’s long distance voice and data communications from GSA’s Governmentwide FTS2000 contract to the new FTS2001 contract. | |
| |
Manage OPM’s IT capital planning and investment control process and implement a performance-based IT management system to ensure that OPM capital investments in IT produce the desired business outcomes. | |
 |
|
OPM’s IT initiatives conform with
OPM’s IT architecture standards prior to committing funds for IT projects. During FY 1998, OCIO sponsored an agencywide analysis of OPM’s document management requirements. This effort will continue in FY 1999 with a technical alternatives analysis and cost-benefit analysis to include integration of new electronic records management requirements into OPM’s overall document management solution. Access to the Internet is becoming increasingly important for OPM staff to accomplish their mission. During FY 1998, OCIO developed a conceptual design for expanding Internet access and during FY 1999 will coordinate with OPM’s Employment Service IT support staff to implement this capability agencywide. The infrastructure necessary for Internet will facilitate establishing Intranets in FY 2000. |
| |
System development projects follow OPM’s
SDLC methodology and remain on schedule and within budget. The Office of the Chief Information Officer (OCIO) continued to provide independent oversight of the Retirement Systems Modernization (RSM) project, and in FY 1998 initiated an independent verification and validation (IV&V) contract to provide additional assurance that the RSM project was proceeding on plan. During FY 1999, OCIO will continue to use the IV&V contract to review RSM progress. |
|
| |
OPM’s IT initiatives attain planned performance measures and meet customer expectations. | |
| |
OPM makes progress toward achievement of CMM level 3 based
on bench marking of OPM system development practices against the CMM standards. OCIO has taken a leadership role in moving OPM toward a consistent process for developing IT systems in preparation for achieving Software Engineering Institute Capability Maturity Model Level 3 certification. During FY 1998, OCIO initiated a task to refine and develop a system development life cycle (SDLC) methodology. In FY 1999, OCIO will further develop and customize the SDLC into an online tool that integrates project estimating. The SDLC will be prototyped on several OPM projects during FY 1999. |
|
Additional Information Available on the Next Page
Web Page Created 14 May 1999