LEGEND
= Met
= Not Met
= No Data Available
= FY 2000
D = Deferred
P = Progress

FY 1999 Performance Report
Appendices

Forward | Back | Table of Contents | OPM Home Page

U.S. Office of Personnel Management

Appendix I
Office of the Chief Information Officer (OCIO)

FY 1999 Performance Report
Goal & Performance Indicators Checklist

OPM Strategic Goal I
Provide policy direction and leadership to recruit and retain the Federal workforce required for the 21st Century.

OCIO Goal 1

With the Associate Director for Employment, leadership and support are provided to the Human Resources Technology Council (HRTC) so that Governmentwide human resources business process redesign, systems modernization efforts, and planning initiatives to fully exploit the use of modern automated technologies are pursued. [See also ES Goal 2]

Satisfaction of HRTC members with the results of HRTC studies and services, and their opportunity for involvement in the Council policy making will increase over FY 1999 or maintain at 90 percent, as measured by the annual OPM Customer Satisfaction Survey.

The response to the HR Directors' Survey was not sufficient enough to make it a credible and reliable survey. We will look to future year's data to determine trends. Although HR Director customer satisfaction survey data are not available, it is clear that this measure has been met. Members of the HRTC Planning Committee have been actively engaged in providing guidance and direction to the HRTC, and the full Committee meetings have provided ample opportunity for all participants to be involved in the HRTC decisions. (See also ES Goal 2.)

Actions are initiated as a result of HRTC policy discussions.

As a result of the recommendations stemming from earlier studies conducted by the HRTC, the Committee supported the development of a Vision and Concept of Operations for the Human Resources Data Network (HRDN) project. These documents were developed by a contractor led interagency HRTC workgroup. The HRDN is envisioned as an automated governmentwide process for sharing personnel data. (See also ES Goal 2 for additional HRTC actions.)

OCIO Goal 2a

P Through the HRTC, OPM will begin the delivery of the initial capabilities that implement the Governmentwide vision of a Virtual Federal Human Resources Data Repository (VHRDR). The VHRDR will result in prompt access to current and accurate HR data in a less labor-intensive and costly environment for HR processing, recordkeeping, and reporting.

This is an FY 1999/2000 initiative.

HRTC approval of the HR Information Vision, Concept of Operation, and Implementation Plan.

HRTC approval of the initial VHRDR design and prototypes.

Under the initial HRDN (formerly VHRDR) project concept this measure is to be accomplished in FY 2000. Once the detailed project plan is completed and approved, this measure may be realigned to FY 2001.

Prototypes demonstrate a positive cost benefit return for the Government.

Under the initial HRDN (formerly VHRDR) project concept this measure is to be accomplished in FY 2000. Once the detailed project plan is completed and approved, this measure may be realigned to FY 2001.

HRTC support for pilot tests of selected VHRDR modules.

Under the initial HRDN (formerly VHRDR) project concept this measure is to be accomplished in FY 2000. Once the detailed project plan is completed and approved, this measure may be realigned to FY 2001.

HRTC agreement for VHRDR operational modules for future implementation.

Under the initial HRDN (formerly VHRDR) project concept this measure is to be accomplished in FY 2000. Once the detailed project plan is completed and approved, this measure may be realigned to FY 2001.

OCIO Goals 2b/c

See ES Goals 2b and 2c.

OPM Strategic Goal V
Establish OPM as a leader in creating and maintaining a sound, diverse and cooperative work environment.

OCIO Goal 3

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.

OPM's IT initiatives conform with OPM's IT architecture standards prior to committing funds for IT projects.

All significant IT projects are reviewed by the Office of the Chief Information Officer (OCIO) prior to requesting funding. This review ensures conformance with the IT Architecture. In addition, OCIO oversees significant IT initiatives throughout their life cycle to ensure continued conformance.

System development projects follow OPM's SDLC methodology and remain on schedule and within budget.

The OCIO, as part of an overall effort to improve OPM's systems development process, has sponsored the development of a system development life cycle (SDLC) to be used by OPM program offices to aid in the development of systems. OCIO will be pilot testing the methodology and the related automated tools during FY 2000.

P OPM's IT initiatives attain planned performance measures and meet customer expectations.

Specific performance measures and customer expectations are being developed as part of OPM's major IT initiatives, e.g., Retirement Systems Modernization and CPDF Modernization.

OPM makes progress toward achievement of CMM level 3 based on bench marking of OPM system development practices against the CMM standards.

OPM's IT Architecture Vision, developed and maintained by the OCIO, includes a goal to improve OPM's system development process by achieving a rating as a Software Capability Maturity Model Level 3 organization. This model is defined by the Software Engineering Institute and is an internationally recognized benchmark for high quality development practices. Part of the process is to ensure the use of a consistent development methodology (SDLC). The initial pilot testing of this effort is targeted for FY 2000.

OCIO Goal 4

OPM has a sound and integrated agencywide IT architecture that provides a standards based, interoperable, and secure technology environment to facilitate and support the cost-effective accomplishment of OPM's core mission and goals.

OPM's IT infrastructure, including PC hardware/software and LAN/WAN components meet the needs of OPM staff and are Year 2000 compliant.

OPM has an agencywide IT Architecture and is in the process of migrating all components to this standard. As part of this migration process and OPM's Y2K remediation efforts, all OPM PC hardware/software and LAN/WAN components have been tested and remediated for Y2K compliance. Architecture standards are based an ongoing assessment of OPM staff requirements.

P OPM's IT infrastructure and hardware and software inventory complies with the IT architecture.

OCIO maintains the technical standards in OPM's IT Architecture and reviews and approves all significant IT related procurements for compliance with these standards. The ongoing multi-year IT Architecture migration effort is designed to bring all components up to standard.

Central management of workstations and servers is provided through the ERM system to achieve operational and cost efficiencies.

An enterprise resource management (ERM) capability is a key component of OPM's multi-year IT Architecture migration effort. Initial implementation for this capability has been targeted for FY 2000.

OPM's help desk provides prompt and effective customer support to OPM staff and meets defined service level agreements.

As part of OPM's IT Architecture migration effort, a study is being conducted to determine how to provide optimum help desk services to OPM staff. The results of this study will be reviewed and initial implementation begun during FY 2000.

OCIO Goal 5

OPM's IT systems operate properly on and after January 1, 2000, and an effective Year 2000 Business Continuity and Contingency Plan is in place.

OPM is able to perform its mission on and after January 1, 2000, supported by appropriate information technology resources.

All of OPM's mission-critical systems were validated as Y2K compliant by the governmentwide target date of March 31, 1999. In addition, OPM had an independent contractor performing Y2K compliance verification for these systems. OPM also completed all of the other critical Y2K related tasks, including the development and testing of Business Continuity and Contingency Plans and Day One Plans. Although most of the work was accomplished in FY 1999, the final test, however, did not occur until FY 2000. Thus, this is an FY 2000 indicator. (However we note here that OPM successfully handled the rollover to 2000 without any problems.)

Y2K related IT failures, if any, are promptly resolved, and IT related business continuity and contingency plans mitigate any problems.

Because of the comprehensive nature of our preparation for Y2K, OPM expected no significant Y2K related failures to occur but were prepared to fix any failures, and to execute contingency plans. This is an FY 2000 indicator. (However, we note here that we had no failures to handle only minor corrections to make on rollover weekend.)

OCIO Goal 6

OPM's information security program provides adequate computer security commensurate with the risk and magnitude of harm that could result from loss or compromise of mission-critical IT systems.

Few security problems are identified during internal and external evaluations and those that are identified are not material weaknesses and are rectified promptly.

During FY 1999, OPM continued to upgrade its security posture and technology particularly in the areas of firewalls and virus checking. No security problems have been identified or reported to OCIO based on internal assessments.

Staff are trained, as necessary, based on assessment of needs.

During FY 1999, OCIO conducted agencywide computer security awareness training for OPM staff.

A tested disaster recovery capability is in place for OPM's general support and major financial, benefits, and workforce information application systems.

During FY 1999, the Washington Technology Center successfully tested OPM's mainframe disaster recovery plan, which supports OPM's general support and major financial, benefits, and workforce information application systems. In addition, OPM began the process of developing a disaster recovery plan for its LAN/WAN environment.

OTHER INITIATIVES

OCIO has been involved in the oversight of the longer term migration to OPM's agencywide IT architecture. Specific accomplishments during FY 1999 included the continuing upgrade of workstations to a modern, standards based and Y2K compliant desktop, replacement of the outdated data communications cabling with state-of-the-art cabling and migration to enhanced communication technology (Ethernet), and preparation for migration to an agencywide standard office automation environment, which will include a common email (Outlook) and productivity tools (Microsoft Office). Finally, during FY 1999, OCIO took positive steps to improve agencywide computer security by developing and deploying an agencywide computer security awareness training program.