IT Transformation Plan

The U.S. Department of the Interior IT Transformation Strategic Plan

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Contents

Executive Summary ...................................................................................................................... ii

The Imperative for Change .......................................................................................................... 1

Vision .............................................................................................................................................. 4

Goals ............................................................................................................................................... 4

Expected Outcomes...................................................................................................................... 5

Delivering IT Transformation: Guiding Principles ..................................................................... 8

How We Will Get There: The IT Transformation Roadmap ................................................ 10

Summing It All Up ...................................................................................................................... 12

Appendix A: IT Service Areas................................................................................................... 14

Appendix B: IT Transformation Roadmap .............................................................................. 20

Appendix C: IT Transformation Management ........................................................................ 29

i


Executive Summary
With its redirection of oversight, management, ownership, and control of all Departmental information technology
(IT) infrastructure in the Office of the Chief Information Officer, Secretarial Order 3309 (Order), issued in
December 2010, provided an unprecedented opportunity to change the conversation about information
technology at the Department of the Interior.

Currently IT is characterized by inconsistent alignment with the Department’s missions or the needs of its
customers. By focusing on the needs of customers, IT leaders in the bureaus and offices, together with the Office
of the Chief Information Officer (OCIO), are spearheading a bold effort to transform the Department’s $1 billion
IT operation. This effort, supported at the Department’s highest levels, will result in a 21st century service delivery
organization that provides innovative technologies at lower cost to support our mission areas.

IT Transformation is a multi-year program involving every facet of the Department and will realign how
information technology is designed, priced, and delivered in support of customer goals to achieve the
Department’s mission.

Background
The Order established a single Departmental Chief Information Officer (CIO) who was required to provide a plan
to the Secretary in June 2011 that describes how the transition will be executed.

This Strategic Plan has been written collaboratively with stakeholders from throughout the Department and sets
the framework for what the IT Transformation is about. The Plan underscores the need for transformation,
identifies the services that transformation will deliver, and introduces a high-level roadmap for how we will achieve
the transformation within the next four years.

Funding
The Department plans to self-fund the IT Transformation effort by:

1. Applying the remaining ―innovations‖ money in the OCIO’s Fiscal Year 2010 Working Capital Fund
originally set aside to launch the IT Transformation initiative
2. Establishing planning and delivery teams comprised of OCIO and bureau employees
3. Capturing savings that are generated by IT infrastructure consolidation and other streamlining efforts
4. Re-investing those savings into subsequent phases of transformation

ii


The Department has committed to the Office of Management and Budget (OMB) to realize savings of $100 million
each year from 2016 to 2020, for a cumulative total of $500 million, by modernizing IT infrastructure and aligning
remaining resources to better serve customers. In return, OMB agreed to allow the Department to capture the
cost savings associated with the IT Transformation and reinvest them into later stages of the transformation
process.

Objectives
IT Transformation will follow a roadmap that charts a logical sequence of activities, including collaboration with
our partners in human resources, budget and finance, facilities, and acquisition. We will draw upon best practices
from industry, government, and the Department itself in managing large scale transformation efforts. The outcome
of the IT Transformation will be a new model for managing and delivering IT that will:

1. Shift the focus of large-scale IT planning from the acquisition of
physical hardware and software to the delivery of customer-oriented
services whose value will be measured by their impact on the mission.
2. Establish a new purchasing model for IT by which bureaus will buy
services instead of infrastructure. For each service area, the price will
represent the total cost of ownership, expected level of performance,
and a schedule for delivery that will match program timelines.
3. Meet or exceed customer expectations for reliability, accessibility, and
Hydrologic technicians monitoring the
Withlacoochee River in Florida rely on availability to the information resources needed to achieve our
technology in the field. missions.

This Plan is a first step in what will be a four-year journey, and as such, is a roadmap for the hard work ahead. This
document will be supplemented in the coming months by detailed execution plans for the IT services we will
provide to our customers and the organizational transformation that will be required to support these services.

By December 2011, the Department will launch several pilots of these services to provide value to our customers
in a way they can see, feel, and touch. More complete information about the list of services is found in
Appendix A.

iii


The Imperative for Change
Information technology supports every facet of our diverse missions. Employees, volunteers, and the public we
serve require modern, reliable, and agile IT services that can be delivered in a cost-effective and transparent
manner.

Employees Need 21st Century IT
We reached out to more than ten percent of the Department’s workforce, and we heard that they are ready for
change. During almost 70 IT Transformation Listening Sessions, OCIO staff, the bureau Assistant Directors for
Information Resources (ADIRs) and the Deputy Assistant Secretary for Technology, Information and Business
Services, met with more than 1,500 employees in 18 states and 35 cities.

Throughout these conversations, it was clear that employees arrive at work with high expectations for the quality
and variety of IT services. In these listening sessions, our front-line IT staff and their internal customers cited
significant issues with:

Reliable network access
Inter-bureau communication and collaboration
Desktop support Collaboration Leading to
Better Science

These issues were repeatedly cited by employees as negatively impacting their A team of biologists from
ability to perform their jobs. Rather than enabling employees to use technology to several bureaus share an
interest in tracking the effects
help them work better, smarter, and faster, the listening sessions clearly revealed of climate change on a
that employees have found ways to work around the limits of IT services at the migratory species. Because
Department and have even come to accept a less than desirable IT operating their data spans different
geographic regions, they agree
environment as the status quo. The status quo is not working: 14 separate
to share their data. Each posts
email systems, varied levels of different networks, the inability to share support their data to a secure
services, and the fact that employees cannot easily work from different locations repository and grants his or
her colleagues access to their
has placed them at a disadvantage.
data. After reconciling their
data, they make a portion of
Increasingly, employees are seeking an IT environment at work that meets or the data available to other
colleagues outside the
exceeds what they experience at home. They are now accustomed to an
Department.
extremely connected world, with wireless access in every room of their homes,
video teleconferencing from the living room, and easy access to cloud-based We present this and other
hypothetical scenarios as an
collaborative services such as email, social media and instant messaging. The imaginative projection of the
Department’s inability to meet these expectations impairs its ability to attract and future state towards which this
Plan aspires.
retain the best talent.

Page 1


Our Aging IT Infrastructure Costs More
to Maintain
The Department’s IT infrastructure requires continuous
reinvestment in order to ensure reliability, quality, and
security. In recent years, our spending on maintenance has
continued to increase at the expense of investment in
innovation. Moreover, in a climate of fiscal austerity, IT
spending for its own sake is no longer justifiable. Not only
does it obscure our ability to connect the dots between IT
investments and program outcomes, this approach also places
IT in competition with programs for limited resources.
National Park Service faces challenges delivering radio
services at Glacier National Park.

We must find new models that are client-centered. The costs, benefits, and timelines of IT services must be clear
to customers and clearly aligned with the bureaus’ missions. The IT Transformation meets this challenge head on.

Creating Workspaces for
Seasonal Employees
21st Century Technology Presents New Opportunities to Advance
The workforce at a National
the Mission
Park increases two-fold during
Rapid IT market advances worldwide allow us to think in entirely new ways about
the summer months. Each of
how IT investments can deliver value to our customers. It is now possible to the staff will require daily
evaluate our investments in technology less as physical assets and more as mission access to email, but the
headquarters only has room to
drivers, catalysts for innovation, and potential cost savings.
support a small number of
administrative staff. A facility
manager calls the enterprise
Technology in the Cloud help desk and is directed to a
customer relationship manager
The first key change in the IT market is the evolution of IT from an asset to a with expertise on recreation
service. It is now possible for us to think of technology not as a piece of hardware management. Together they
or software we acquire, but rather as a service to which we subscribe. In an area fashion a service agreement
through which each seasonal
where technology is a service, such as online movie rentals, the complex underlying worker will be assigned a
technologies—logistics, security, bandwidth, support—are not visible to the durable smartphone. One
customer. Rather, the vendor makes a commitment to provide a specific service at week prior to staff orientation,
the facility receives a package
a specific price. Similarly, the Department can offer its IT infrastructure, such as
with smartphones. Each device
website hosting or desktop computing, as pre-packaged services ―in the cloud‖ that is preconfigured with the staff
can be purchased at a price and quantity that align with program budgets. member’s email account and is
packaged with personalized
instructions.

Page 2


21st century mobile technologies will better enable real time communication in remote regions, including on Navajo and Hopi lands in
northeastern Arizona.

Technology as a Catalyst
The second change in the IT market is the availability of advanced tools that transform not only how we work, but
the scope of what we do as a Department. Technology itself is creating new opportunities across program areas.
For example, technology enabled home internet access and express mail have completely transformed retail
shopping. Technology has the potential to inspire new programs across the Department. Research, education
services, conservation, fire safety, and law enforcement have come to not only depend on IT, but are enabling us
to serve the public in new ways because of technology.

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Vision
The IT Transformation vision is to modernize mission support with 21 st Century IT. We will achieve this vision by
transforming IT to:

Deliver uniform, modern, agile, and cost-effective services
Support the Department’s diverse missions
Empower our employees to conduct their businesses using IT as a mission enabler, rather than inhibitor
Help responsibly steward the natural, cultural, and historic resources with which we have been entrusted
by delivering and managing IT services that positively affect how we serve the American people

Goals
The goals of the IT Transformation are:

Enhance how employees of the Department communicate and collaborate with each other, external
stakeholders, and the public
Facilitate the availability and sharing of timely, relevant, and useable information for improved decision-
making
Offer flexible workplace solutions that allow employees to perform their duties from any location
Improve the public’s experience with IT-driven services and products
Deliver IT services in a more cost efficient and transparent manner
Support and promote the Department’s mission goals and high priority initiatives

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Expected Outcomes
In undertaking the development of this strategic plan, the many stakeholders that were engaged thought deeply
about the proper role of IT within the Department. As we listened to the voices of those who deliver and depend
on IT services, we realized that IT must re-conceive its role and responsibilities and adopt new models for the
future. We must achieve a new organizational structure in which our impact on mission outcomes is the first, last,
and only thing that matters.

First, our IT organization must push aside an outdated model in which the connection between IT investments and
the people served is at best unclear and at worst a tether that holds back our performance. Second, IT must
prove its commitment to our internal customers by delivering real value—value that is measured in its impact on
mission outcomes. And third, IT must develop the internal capabilities to sustain this commitment long after the
IT Transformation has ended as a formal program.

We are establishing nothing less than a new mission for IT that will serve as an example both within and outside
the Department for responsible investment and good government.

In practical terms, the strategic plan sets forth the design for a new kind of IT organization based on the delivery of
customer-oriented services rather than the maintenance of physical assets. For our customers, the experience of
working with IT will change in three significant ways:

Changing How IT Adds Value to the Mission: Services will be defined by the value they provide—
such as emergency communication or records management—in easy-to-understand bundles through a
customer-focused team of client relationship managers
Changing How IT is Budgeted and Purchased: Services will be purchased in discrete packages—
such as number of employees—whose price and features are defined in a published service catalog
Changing How IT is Delivered: Services will be delivered at a level of quality and support that is
codified in formal agreements and enabled by best-in-class infrastructure

Planning for Growth
Changing How IT Adds Value to the Mission
IT Transformation will shift how our customers access IT as part of their daily A USGS business manager is
work. developing a five-year-plan for
the expansion of a research
team. Among the services she
Customer Relationship Management. The primary role of IT staff will need are internet access for
will shift from system maintenance to client service. IT professionals will staff and a website for publishing
research data. Her customer
conduct an ongoing dialogue with customers, developing a thorough relationship manager identifies
understanding of their mission and needs. IT expertise will also be items in the service catalog. She
available through well-defined channels, including an enterprise help desk then includes the price of these
services in her financial
projections.

Page 5


and customer representatives. Customers will no longer need to be Enabling a Mobile
technology experts to navigate the complexity of IT infrastructure. Workforce

Service Delivery. Today IT is provided as individual hardware or An engineer from the U.S. Fish
software assets. After the IT Transformation, each service will be defined and Wildlife Service is asked to
by the value it delivers to its customers, rather than the hardware and perform a site visit to a remote
facility. The only office within
software assets it uses. In addition, services may be available in discrete several hours is managed by
units, such as a temporary subscription to messaging services for a single the Bureau of Land
seasonal employee. From a systems perspective, each service will be a Management (BLM). The office
manager at the BLM location
bundle of technologies coming from multiple sources, including external
contacts the enterprise help
cloud technology providers. desk and authorizes the
Service Portfolio Management. As the Department’s missions and engineer to have full network
access. The engineer arrives at
technology itself evolve, our customers will require new services. After
the BLM office, plugs in her
the IT Transformation, the Department will continue to develop and laptop, and begins work.
introduce new services.

Changing How IT is Budgeted and Purchased
IT Transformation will shift how our customers purchase IT and plan for the future.

Service Catalog. Each of the services available to the Department will be ―published‖ in an online
service catalog. The catalog will describe up-front the features, value, and cost of each service. Bureaus
will be empowered to make informed decisions, whether for short-term purchases or long-term planning.
Up-Front Pricing. The cost of each service will be defined in units that are relevant to our customers
and their business characteristics. For example, pricing may be established based on number of
employees, duration of need, or number of facilities. Pricing will also vary based on the level of support
or access required (e.g., on-site vs. remote support, 24x7 vs. business hours only).
Cost Transparency. As an enterprise endeavor, the cost of providing underlying technologies will be
spread across services and customers. Whether procured from an external cloud or an internal
Department team, it will be possible to properly associate the monies paid by a customer to the
technologies provisioned by the Department.

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Changing How IT is Delivered
IT Transformation will drive best-in-class reliability across all mission activities and the enterprise IT services on
which they depend.

Formal Service Level Agreements (SLAs). Each IT service will be delivered with an explicit
commitment to provide a measureable level of quality and features. This will allow consumers to
compare Department IT services with alternatives, as well as choose a level of service (and associated
pricing) that is appropriate to their needs. For example, an emergency management team may require
workplace services delivered within hours of an incident, while an administrative office may be satisfied
with a longer lead time for fulfillment of a request.
Modern Infrastructure. Delivery of services that meet formal SLAs will require significant
modernization in the Department’s IT infrastructure. IT Transformation will generate cost savings that
may be reinvested in upgrades to our current infrastructure. New infrastructure will be provided by the
source best able to meet the identified need, whether from within the Department or an external vendor.
Governance and Accountability. IT Transformation will provide visibility into how the Department
invests in IT and whether it is receiving the benefits that were expected. The continual flow of
information about return-on-investment (ROI) will allow Department leaders to make well-informed
decisions about future investments.

Figure 1 shows how DOI will have a customer focused lifecycle for delivery of IT services.

Figure 1: IT Customer Service Lifecycle

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Delivering IT Transformation: Guiding Principles
The vision to modernize mission support through 21st Century IT is a highly complex and significant undertaking.
Success will be measured by the Department’s ability to deliver meaningful IT services and by the positive impact
of those services on the Department’s missions. At every level of the organization, we must shift our approach
from focusing on the technology itself to focusing on our customers, their missions, and the value information
management brings to help them do their jobs.

Approach
Meeting the challenges ahead will require establishing new models for the Department’s IT governance and
management, as well as the IT infrastructure itself. Specifically, the Department will:

1. Continue, per Secretarial Order 3309, to shift ownership of all IT infrastructure to the OCIO, including
―IT Infrastructure owned and operated by offices within the Office of the Secretary.‖ We are also looking
to provide a more collaborative platform for infrastructure to support geospatial activities that will enable
bureaus to share geospatial data more effectively.
2. Establish formal collaboration for planning, governance, and management with business and IT leadership
at every level of the Department. The creation of the ADIR role as executive partner within each bureau
has been a positive first step in building collaboration among bureaus and the OCIO.
3. Realign staff and processes within the OCIO and the Department away from asset management and
towards customer relationship management, service planning and design, and service delivery. The OCIO
has formally reorganized its own organization and is developing a roadmap to extend this model across
the Department, including the immediate offices located within the Office of the Secretary.
4. Define a set of essential customer-oriented, enterprise IT services and publish these services in a catalog.
The service catalog is a list of services that can be accessed by customers.
5. Redirect a portion of savings achieved through IT optimization towards the modernization of the
Department’s IT infrastructure. The Transformation will eliminate IT assets that are outdated, redundant,
or prevent the flexibility that a service-oriented model requires.
6. Develop, in conjunction with the bureaus and the Office of Personnel Management, a workforce strategy
that will minimize adverse impacts to the Department’s IT workforce, while ensuring that the bureau IT
functions remain fully operational. Work has already begun in this area, and a vendor who specializes in
large scale organizational transformation is expected to be on board in the fall of 2011. We will engage
employee Union representatives through the DOI Labor Management Forum and appropriate units in the
discussions concerning the impact of the IT Transformation on bargaining unit personnel. Additionally,
the OCIO and the bureaus are working collaboratively to implement hiring controls in those IT job series
that are most likely to be impacted by the Transformation.
7. Build capacity within the Department by training customers how to leverage the new service delivery
model.

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What We Aren’t Going to Do
The Department sought an approach for IT Transformation that was true to its mission and structure following
the issuance of Secretarial Order 3309. In doing so, it has become clear that certain approaches would not be
compatible. Therefore the following is not within scope of the IT Transformation:

1. IT Transformation will not include mission-specific applications. Bureau employees and IT
professionals, who have program specific knowledge and the ability to apply innovative IT solutions that
are tailored to their missions, will determine how IT will be used to support their missions. However,
the infrastructure that supports mission-specific applications will be examined within the scope of IT
Transformation.
2. IT Transformation will not look for simple answers, such as comprehensive outsourcing.
Rather, we will tackle each challenge by examining the multitude of expertise from within and outside of
the agency and by concentrating on necessary performance and expected outcomes.
3. IT Transformation will not be imposed from the top-down on bureaus and programs.
Bureaus and programs will be partners with the OCIO to specify and deliver services.

Managing Transformation Risk
The IT Transformation is not without significant risk. However, we are working collaboratively to define several
accommodation strategies:

1. Risk: Differences between and within bureaus may stall the adoption of enterprise services across the
Department and the persistence of redundant systems.
Accommodation strategy: Include bureaus at every stage of the planning process in order to identify
critical differences and find common solutions. In addition, successful adoption of enterprises services will
require some level of built-in flexibility in order to support our diverse customers.

2. Risk: Aging and duplicative IT infrastructure continues to persist throughout the Department, delaying
the realization of planned savings
Accommodation strategy: Institute a governance and management structure that sustains the focus
of the IT Transformation on the elimination of waste.

3. Risk: Deploying cutting-edge services may lead to the purchase of new infrastructure assets with the
same support costs and inflexibility as our current infrastructure.
Accommodation strategy: Where appropriate, pursue a preference for cloud technologies over large
capital investments.

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How We Will Get There: The IT Transformation Roadmap
During the past 180 days, significant progress has already been made towards establishing the foundation for IT
Transformation. The following milestone achievements have been met:

Reorganized the OCIO to support the transition towards a customer-centered model for service
delivery. Additional details are found in Appendix C of the Plan
Initiated the establishment and staffing of the bureau ADIR positions and provided detail opportunities for
bureau IT staff to the OCIO
Identified seven primary areas for service delivery in partnership with the bureaus: Unified Messaging,
Telecommunications, Account Management, Hosting Services, Workplace Computing Services, Risk
Management, Enterprise Service Desk
Defined with the bureaus, the goals and approach outlined in this Plan, including the contribution of
substantial bureau resources towards enterprise service design and deployment

A Phased Approach
Our initial progress, however, is only a first step towards a sustainable IT Transformation. Actual achievement of
the IT Transformation goals will be a three phase effort. The Roadmap, located in Appendix B, identifies five
focus areas or distinct ―work streams,‖ each of which include their own milestones, phases, and timelines.

Phase I: Develop Strategy and Build Initial Capability:
This initial phase (year 1) focuses on establishing key roles and functions in the OCIO, defining processes
to support service development, developing strategies in the areas of acquisitions and human resources
with our partners, and addressing how to fund IT Transformation planning. Phase I will also include the
piloting of services to validate our assumptions.

Phase II: Establish Customer Services Management:
During Phase I1 (years 1-3), we begin to apply the customer services management approach for delivering
initial services, building support functions, and aligning the customer with service development activities.
This phase will result in outcomes that provide additional value to the customer and realize substantive
cost savings.

Phase III: Institutionalize Customer Services Management:
The last phase of IT Transformation (years 3-4) moves the Department into a steady state of operations.
Service portfolio processes will be fully deployed, the workforce will be realigned to support a customer
service-oriented strategy, and continuous service improvement functions will be fully implemented.

Each phase is designed to deliver continuous value to customers. For example, as early as Phase I, IT
Transformation will conduct pilots including: deploying one email system for the Department, continuing to close

Page 10


data centers, re-defining our security policy to allow greater access to new tools, and exploring ways to simplify
network access at the National Interagency Fire Center (NIFC). The phased roadmap in Appendix B also
facilitates an iterative and inclusive learning process in order to manage risk.

Accomplishments
With Phase I of the IT Transformation underway, the following progress has been achieved by Department
stakeholders:

1. We have gained consensus on the vision, goals, and approach for the Plan with bureau stakeholders.
2. We have formed teams for each of the initial IT Service Areas. ADIRs serve as executive partners on
each team, in addition to their other responsibilities. Team members include technical experts from
throughout the OCIO and the bureaus. The teams will be working on detailed IT service implementation
plans that will be presented no later than December 2011.
3. We have closed data centers and initiated other pilot activities to demonstrate collaboration and generate
immediate cost savings.
4. We have begun working with the bureaus to design sustainable processes for optimizing hiring and
procurement of IT resources across the Department.
5. We have implemented a communications strategy to address employee questions and concerns and keep
stakeholders informed about the Transformation’s progress.
6. We have established an IT Transformation Office to coordinate the effort.

Over the next several months the Department will:

Develop IT service implementation plans for the initial portfolio of IT services
Develop financial models to support unit-based pricing for services
Complete the next phase in Data Center Consolidation
Develop the workforce strategy to support IT Transformation
Develop the IT Transformation sourcing and acquisition plan

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Summing It All Up
Without a doubt, the IT Transformation is the Department’s best chance for effectuating a meaningful change in
the way IT services are delivered and managed. By keeping the needs of our customers at the forefront, we can
deliver value-driven IT services that make it easier for employees to do their jobs. The Transformation also
represents the best opportunity for the OCIO and the bureaus to work together to collectively manage a
challenge that we all share.

As we move forward on each of these activities, we will begin to see IT Transformation-in-action by accelerating
our closure of data centers, delivering services to our customers, realizing cost savings, and improving the overall
performance of IT. Another likely outcome will be our enhanced ability to attract and retain the best talent in the
Federal Government by providing employees with the tools and technology that they not only deserve, but have
come to expect.

Given the fact that IT supports every facet of our employees’ work, no less than the future of the Department is
riding on the successful and sustainable implementation of the IT Transformation.

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Appendices

A. IT Service Areas

B. IT Transformation Roadmap

C. IT Transformation Management

Page 13


Appendix A: IT Service Areas
Appendix A is a categorization of the services that will be delivered from the OCIO and was developed in
collaboration with the bureaus and program offices. Prioritizing the delivery of these services to our customers
was based on the:

Ability to deliver the highest value to employees
Areas where employees told us they experienced the greatest frustration in doing their jobs
Most foundational to the spirit of the IT Transformation
Quickest wins

Initial Focus Areas:
OCIO and the ADIR working group have identified seven IT service areas that will receive immediate attention
from the IT Transformation:

Unified Messaging
Telecommunications
Account Management
Hosting Services
Workplace Computing Services
Risk Management
Enterprise Service Desk (Help Desk)

Each represents an opportunity to provide immediate tangible benefits to customers and to build a foundation for
subsequent Transformation efforts. With ADIRs acting as executive partners, bureaus and offices within the
Department have generously assigned staff to develop a charter for each area.

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IT Service Area Description
Unified Messaging The Department has a diverse mission and a widely dispersed workforce, including
over 200,000 volunteers. The Department is committed to developing new IT
services that will allow employees and volunteers to find and communicate with each
other anywhere and at any time. Consolidating and enhancing messaging services
will enable greater coordination across the Department while reducing the cost of
system duplication.

Messaging and collaboration services for all Department users will include:

Email delivery to any device used by customers (e.g., smartphones, laptops,
tablet computers, such as iPads)
Instant messaging
Desktop and mobile videoconferencing
Message archiving for legal retention

Telecommunications There is no civilian agency that may be as mobile or geographically dispersed as the
Department of the Interior. Customers have told us they need to access the
network anytime, anywhere, and anyplace to improve collaboration and to work
more efficiently.

The Department is committed to developing new IT services that allow employees
to communicate with each other across departmental and physical boundaries.
Examples include:

Network interoperability (e.g., among bureaus and with other federal
agencies)
High-speed connectivity for exchange of large data files
Voice, video, and data communications that work across any technology
(e.g., radio, IP, 3G/4G, satellite )
Secure but flexible controls over network access

Account Management Employees from multiple bureaus must be able to work and collaborate from any
DOI location with full access to the facility and computing equipment. The need for
a Department solution for account management was raised across virtually all the
site visits. This service will provide:

A shared employee directory that includes work addresses, phone

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numbers, and other information for employees
Support for instant ―plug and play‖ access for employees at any bureau
location
Fewer usernames and passwords for most applications
Secure control over what employees may and may not access

Hosting Services Currently more than half of the Department’s IT spending is directed towards IT
infrastructure including data centers, application hosting, and security.
Modernization and streamlining of our infrastructure will allow the Department to
reduce costs while improving service to our customers.

In this area, we will focus on high-impact activities, including:

Consolidation of our infrastructure, beginning with data center reduction
Migration of hosting services to more modern delivery models, such as
external hosting and cloud computing

Workplace This service area addresses how customers directly experience IT systems and
Computing Services services. Our efforts will encompass all aspects of computing devices that are used
to access Department information. The impact will be an improved customer
experience and reduced management cost across the Department, including as per
Secretarial Order 3309, IT within the Office of the Secretary.

Activities may include:

Provisioning of personal IT, such as desktop computers and laptops, within
1-2 days of an employee’s start date
Introduction of cutting-edge personal devices that support a mobile
workforce, such as tablets and smartphones
Enabling employees to securely access Department information resources
with their personally owned equipment

Risk Management Customers understand the need for IT security, but also want to ensure that the risk
of a security event is managed in ways that do not hinder the program delivery. This
service area will focus on revising and aligning IT security policies to better manage
risk, so as to better balance risk management and mission priorities. The results will
minimize the negative impact of risk management on mission activities while
improving security.

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Enterprise Service A mobile and technologically equipped workforce will require highly specialized and
Desk (Help Desk) responsive support on a daily basis. An enterprise-wide service desk will connect
our customers with technical experts who can provide the assistance they need
when and where they need it. This service area may include the following:

A single toll-free number that employees may use as a starting point for
assistance
Acceptance of service requests via voice, web chat, web forms, and email
Routing of trouble tickets to the right technical support resources

Table 1: IT Transformation Focus Areas

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Additional High Priority Focus Areas:

OCIO and the ADIR working group identified four additional IT service areas for inclusion in the IT
Transformation:

Records and Archives
Enterprise Web Services
IT Planning Services
Radio Services

Work has begun to clarify the objectives and scope, and OCIO expects to initiate pilots in each area as part of
Phase II. Additional service areas may be added.

Records and Archives The Department workforce bears a significant responsibility for thorough record
keeping. This service area will focus on implementing services that ensure
compliance with these responsibilities in a manner that is less intrusive and time
consuming. Specific efforts may include:

Electronic records management
Records management
Legal holds process
Dual permanency

Enterprise Web Department web sites are among the most popular sources of information on
Services the Internet. This service area will focus on new models for hosting that are less
expensive, more reliable, and easier to maintain. Specific efforts may include:

Hosting services for public web sites and databases
Standardized content management systems that require little or no
technical expertise
Collaboration tools that bridge the gap between internal and external
partners

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IT Planning Services IT Transformation will provide the Department with visibility into IT
infrastructure costs and allow planners to allocate these costs to specific mission
activities. Among the areas supported by this service area are:

Capital planning
Strategic IT planning
Enterprise architecture
IT project management
508 compliance

Radio Services The Department faces significant challenges due to its geographic diversity and
dispersion. Our workers are highly dependent on radio communication, which is
rapidly converging with other wireless technologies. The service area will
provide a comprehensive approach to the following:

Land mobile radio services
Device procurement and standardization
Radio infrastructure
Spectrum management
Radio over IP and other wireless technology convergence

Table 2: Additional High Priority Focus Areas

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Appendix B: IT Transformation Roadmap
The IT Transformation Roadmap represents the logical sequencing of activities to achieve the IT Transformation
vision. The roadmap was developed based on industry basic practices in managing large scale transformation
efforts and tailored to the Department’s environment. The key components of the roadmap are:

Focus Areas: The five primary work streams in which the Department has organized the
Transformation effort.

Milestones: The completion of a major event in the IT Transformation process.

Phases: The logical progression from establishing the foundation to institutionalizing the
customer-oriented approach to IT delivery.

Provided below are profiles of each of the IT Transformation Focus Areas, including Objectives, Approach, and
Outcomes.

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Customer Relationship Management

Phase I – Develop Strategy Phase II – Establish Customer Phase III – Institutionalize
and Build Initial Capability Service Management Customer Service Management

Customer Segments Identified Customer Council Established
Relationship Managers Assigned Department-Wide Customer
Care Center Established

Table 3: Phases of the Customer Relationship Management Focus Area

Objectives

The Customer Relationship Management focus area identifies the set of activities necessary to ensure that the
Department provides outstanding IT customer service as it evolves to a transformed IT environment. This
includes an improved understanding of customer needs, world class customer care, and consistently high customer
satisfaction levels.

Approach

Define Customer Segments – In order to improve IT customer service, the Department will define its
customer base to tailor and streamline IT services to the unique needs of customer ―segments‖ by grouping
employees by the type of work they do or the type of IT support they need. The customer segments will be
developed from professional profiles based on feedback received from ongoing communication and collaboration
with Department customers and the ADIRs. We will also leverage workforce analyses. Developing customer
segments is the initial milestone for this focus area that will occur in Phase I of the IT Transformation.

Establish Relationship Management Function – The Relationship Management function is another Phase I
activity and is designed to ensure that IT customers participate in the identification of service requirements,
delivery mechanisms, and performance levels. One of the milestones within this focus area is to establish formal
account management roles in the Department. These roles will include working with the bureaus and offices to
recommend services to meet existing customer needs and to understand new requirements that may need new
services. Relationship managers will also coordinate activities with ADIRs to ensure that the IT strategy aligns with
the bureau and office mission strategy.

Integrate Voice of the Customer into Service Development and Delivery – A key feature of
institutionalizing a customer service management approach will be integrating the voice of the customer into
service strategy, design, implementation, and ongoing lifecycle management activities. A key milestone for this
effort will be establishing an IT Customer Council to provide recommendations for service improvements based
on customer communications and interactions with relationship managers. The Customer Care Center will be an

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extension of the Enterprise Service Desk providing ―high-touch‖ resolution of problems requiring special or
personal attention.

Outcomes

The Department will achieve the following outcomes:

IT services designed for customer groups with similar IT needs
The institutionalization of a customer-facing organization that focuses on IT service needs and feedback
on existing services
An established capability to forecast IT service demand to support the IT Service Portfolio
Consistent, high-performance customer service

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IT Service Portfolio


Service Portfolio Defined Ordering Procedures & Policies Full Set of Services Offered
Services Initiated Defined through On-Line Service Catalog

Table 4: Phases of the IT Service Portfolio Focus Area

Objectives

The objective for the IT Service Portfolio focus area is to identify and prioritize the set of IT services requested by
customers and to provide those services in the most customer-friendly and efficient manner possible.

Approach

Define Service Portfolio – Establishing an IT service portfolio will begin by working with bureau ADIRs to
document and describe business-oriented IT services that the Department can offer to customers. The OCIO will
continue to work with ADIRs to develop a framework for evaluating the value of these services and approve
projects that meet the criteria for funding. A Service Manager will be assigned to assess the technical and financial
feasibility of a service introduced into the service pipeline, and, if approved, will be responsible for leading the
implementation of the service.

Establish Services and Ordering Processes – Beginning in Phase I the Department will initiate the
development of IT services. Procedures and policies for customers to order those initial services will also be
established including how to purchase services, establish Service Level Agreements (SLAs), and comply with
policies to make purchases.

Institutionalize A Full Set of Services – This milestone reflects how the initial set of services and any
additional services will be deployed. The IT service catalog will be an interactive, searchable website that is
organized and allows customers to easily find and order the services they seek. Each IT service provider will
commit to a certain level of service at a given level of quality.

Quality Assurance and Performance Management – Though not identified as a distinct milestone in the
roadmap, quality assurance and performance management underlie service delivery and are critical components for
continuing to improve service. Rigorous performance monitoring and reporting on customer satisfaction metrics
and service level agreements with supporting analytics will ensure that customer needs are being met. In
conjunction with a performance management system, a quality management system will be deployed to assess and
evaluate the quality of services. This is an ongoing and continuous activity for all phases.

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Outcomes


The provisioning of a portfolio of IT Services that best meets customer needs
The ability to efficiently update the IT Services Portfolio in response to changing customer requirements
Consistent high performance of IT service delivery as measured by customer satisfaction levels and
verified by an independent quality assurance team

Technology Implementation


10% Reduction in Data Centers Unified Messaging Implemented Architecture Fully Completed
15% Reduction in Data Centers 45% Reduction in Data Centers

Table 5: Phases of the Technology Implementation Focus Area

Objectives

The objective for the Technology Implementation focus area is to build the technology and delivery capability for
delivering IT services in a manner that improves performance and reduces cost.

Approach

Data Center Consolidation – The Department has committed to OMB that it will reduce the number of data
centers by 45%, from 210 to 115, by 2014. The milestones reflect this reduction over time and represent the 95
data centers that were identified by the bureaus and offices as sites where hosting operations can be easily
migrated to another location. For the remaining 115 data centers, the Department will pursue a continuous
consolidation plan and has developed a rigorous migration planning and execution process to assess the feasibility
of decommissioning, migrating, or retaining operations based on a careful assessment of the applications that are
being hosted at each site. Using this process, the Department will continue to consolidate data centers through
each phase leveraging different sourcing alternatives (e.g., cloud computing) that will become available as IT
Transformation evolves.

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Ongoing Technology Transformation – The Department will continue its ongoing efforts to provide a single
email system, a Department-wide web hosting service, and consolidated directory services to optimize the
performance of the network. Many of these activities will be completed in Phase II, which will provide direct value
to customers and provide leadership confidence that the Department is achieving its goals. The initial milestone
for these efforts will be the migration of all Department employees to a single email system.

Architect Technology for Services – The Department will incrementally build out its target architecture as it
implements new IT services. This milestone defines a clear relationship of technologies to services to address the
behind-the-scenes technical management efforts that are necessary to deliver the IT services our customers care
about. The fulfillment process ensures that the ―last mile‖ of IT service provision to the customer meets the
customer’s needs in a seamless, transparent, and satisfactory manner.

Outcomes


An accurate and transparent method for allocating costs to services
An ability to communicate and collaborate using a single email system
Improved network performance for faster and unimpeded transmission of information
A reduction in overall cost for Departmental email services
Approximately a one-third reduction in infrastructure costs resulting from data center consolidation
Reduce IT infrastructure costs from optimizing the performance of the network

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Budget and Funding


Initial Funding Model for Complete Funding Model for IT Funding Model for IT Services
IT Services Defined Services Defined Implemented

Table 6: Phases of the Budget and Funding Focus Area

Objectives

The Budget and Funding focus area identifies the set of key activities needed to ensure that the Department
improves the predictability of overall IT costs, while providing transparency and fairness in the cost allocation to
the bureaus.

Approach

Define Funding Models for IT Services – The shift to an IT Customer Services Management model requires a
corresponding shift in the way the Department accounts for IT expenditures. This shift will focus on the costs of
comprehensive services rather than on discrete technologies and must include an identification of mandatory
versus discretionary services. In conjunction with the shift in the basis of accounting for IT costs, a set of
comprehensive cost models must be developed to provide the analytical basis for the development of budget
forecasts and for comparative analysis of competing technology solutions. The Department will develop a
transparent model for allocating IT costs to bureaus and offices as part of the maturation of IT financial
management process, as well as work collaboratively to align current IT budgets with the new service delivery
model via a ―cross-walk.‖ This milestone will ensure that bureaus and offices can easily understand the costs for IT
services as they evaluate how to employ IT in support of their missions.

The Department will need to track expenses against services (in the service catalog) by developing cost models
that accurately account for the costs of IT services. Similarly, bureaus and offices must use these costs models to
measure existing budget commitments and estimate future expenses for IT services. The Department will need to
recover their costs through implementing a chargeback process that bills customers for the services they consume.

Implement Funding Models for IT Services – Once the set of cost models has been developed, the
Department will focus on providing bureaus and offices with the tools and data they need to predict their costs for
various IT services. As a final step in the development of the financial processes, the Department will implement
the chargeback model and ensure that the costs for IT services are allocated equitably to the users of those
services.

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Outcomes


Improved ability to manage and forecast overall IT budget requirements
IT accounting model and cost control processes that align with industry best practices
Improved ability for bureaus and offices to predict their costs for IT services and to evaluate alternative
approaches to meeting technology related business requirements
Full, fair and easily understood allocation of IT costs across the Department

Organizational Change

Phase I – Develop Strategy and Phase II – Establish Customer Phase III – Institutionalize
Build Initial Capability Service Management Customer Service Management

Detailed Implementation Plan Workforce Strategy Defined Workforce Realigned to Support
Workforce Analysis Complete Acquisition Strategy Service Strategy
Enterprise Acquisition Strategy Implemented
Defined
Table 7: Phases of the Organizational Change Focus Area

Objectives

Fundamental organizational changes will be needed to move the bureaus and offices to a centralized IT
management and service delivery structure. This focus area includes an initial milestone for developing a detailed
implementation plan to realize the vision in this Plan.

Approach

Workforce Analysis – The first milestone in the alignment of the IT workforce is to analyze the capabilities of
the existing workforce against the skills required to perform in the transformed IT environment. A key outcome
of this analysis will be the identification of critical gaps/excesses in skills, geographic coverage, and numbers of FTEs
across the Department.

Develop Workforce Strategy – Once the analysis of the workforce is complete, a comprehensive plan will be
developed to address the skill gaps, outline training programs, and provide a path for career development within
the transformed IT organization.

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Realign the IT Workforce – As services are established and consolidated through implementing the service
delivery model, the IT workforce will be aligned according to the new organizational model. This alignment will
follow a logical and predictable path that minimizes the impact on bureau operations.

Define an Enterprise Acquisition Strategy – The set of activities associated with this milestone will establish
a focused plan for the strategic acquisition of IT services. It will identify processes and priorities for the acquisition
lifecycle, from establishing the business need and service concept, to vendor evaluation and selection, contract
development and management, and close-out. This milestone includes establishing a consistent set of evaluation
criteria to help translate the sourcing/acquisition strategy into specific actions that facilitate the implementation of
the strategy.

Implement Acquisition Strategy – This final milestone includes establishing a variety of flexible contracts for
acquiring common IT infrastructure services from best-in-class vendors.

Outcomes


Clear, concise assessment of gaps/excesses in skills, geography, and FTE counts
Comprehensive plan to address skills and geographic gaps; outline training programs and a clear career
development path for IT management staff
Clear, concise sourcing/acquisition strategy and set of sourcing evaluation criteria

Page 28


Appendix C: IT Transformation Management
To manage the IT Transformation, the Department has reorganized the Office of the CIO, developed an
Integrated Project Team comprised of senior executives, created new roles and responsibilities, and established IT
Transformation governance
processes. These efforts are
summarized below:
Chief Information Officer
(CIO)
Organizational Realignment

The Department reorganized into Deputy Chief Information
Independent Verification
a more customer and service OCIO Business Services Officer
and Validation
(DCIO)
driven organization in March 2011.
This new organizational structure
better enables the Department to
Customer Relationship Service Planning and
implement Secretarial Order 3309. Management and Management
Service Delivery
(SD)
The major functions provided by Performance (CRMP) (SPM)

the Departmental OCIO are:
Figure 2: OCIO Organizational Chart

Customer Relationship Management and Performance: This function manages the collaboration
with Department customers to identify new service requirements and measure their satisfaction with IT
services relative to established performance metrics.
Service Planning and Management: This function manages the development and implementation of
IT services based on program and customer requirements and available budget resources. It provides a
critical connection between customer requirements and service delivery.
Service Delivery: This function operates and manages the delivery of all enterprise services and
supporting IT infrastructure to meet Service Level Agreements (SLAs).

The Department also established the following support functions:

Independent Verification and Validation: This function provides quality assurance and performance
management and ensures that products and services offered by the Department meet specified standards
of quality and established performance metrics. It also ensures that processes follow quality procedures
and standards.
Office of Business Services: The Office of Business Services provides business planning and
coordination, financial, workforce, acquisition and administrative support for the OCIO.

In implementing an IT customer service management approach, the Department will develop new financial
management models, including accounting, charging, and budgeting, to improve the management of IT investments
and associated services. Improved information about IT costs and value will help the Department to better budget

Page 29


for future expenditures. By establishing a clear process that links actual IT costs to the budgeting process, bureaus
and offices will be able to better forecast costs and avoid shortfalls. Customer will be able to pay for services as
they need them in a scalable, flexible manner.

The outcome of the IT Transformation will impact not only the Department’s customers, but also its IT
workforce. The Department’s IT workforce is the most critical success factor for how IT services are currently
delivered and how these services can ultimately be transformed in the future. Plans are underway to engage the
Office of Personnel Management (OPM) to assist the Department with IT Workforce Planning. This will ensure
that the IT Transformation workforce needs are developed and articulated in executable plans (e.g., workforce
planning, succession planning, competency mapping, training, staff alignments). OPM’s engagement is planned to
include a change management process that focuses on various channels for employee communications.

New Roles and Responsibilities

Moving to a customer-oriented, service-driven organization requires the development of new roles and
responsibilities. Provided below is a summary of these new roles.

Role Responsibilities
Assistant Directors of ADIRs are ―partners‖ in the IT Transformation process. They are responsible
Information Resources for providing information management resources to the bureaus and are liaisons
(ADIRs) between the bureaus and the OCIO.

Relationship Managers Relationship Managers work with customers to understand their work needs
and ensure their satisfaction with delivered services. They will cultivate
relationships with the customers to understand their challenges and recommend
products/services to meet those needs. They coordinate activities with the
ADIRs to ensure that the IT strategy aligns with the bureau and office mission
strategy.

Service Managers Service Managers will develop and manage the services areas described in the
services portfolio and will be responsible for maintaining service descriptions,
pricing, communications, and other outreach activities to customers. Working
closely with the Relationship Managers, the Service Managers will translate
business objectives based on customer feedback into service requirements for
new products and services.

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Role Responsibilities
Delivery Managers Delivery Managers will be responsible for bureau-level service delivery and
operations to ensure the timely delivery of services in accordance with
customer requirements. They will be responsible for the ongoing delivery of
services, including operations and maintenance activities.

Table 8: Roles and Responsibilities

Integrated Project Team

The scope of IT Transformation requires expertise from across the Department. Therefore, a senior executive-
level Integrated Project Team (IPT) has been established to guide the IT Transformation effort. The IPT is
comprised of executives from Finance, Acquisitions, Facilities Management, and Human Resources who will apply
their expertise in an advisory capacity to the IT Transformation effort and ensure that their staffs are prepared to
move IT Transformation forward.

IT Customer Council

The IT Customer Council is integral to the overall governance process by ensuring that an enterprise perspective
is taken to identify customer needs, identify service requirements, prioritize services, and collectively assess
services implementation performance. The Council is an important feedback mechanism in the customer services
management life cycle.

Page 31

IT Transformation Plan

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