U.S. Department of Agriculture eGovernment Program August 7, 2002 eGovernment Working Group Meeting Chris Niedermayer, USDA eGovernment Executive

U.S. Department of Agriculture

eGovernment Program

August 7, 2002

eGovernment Working Group Meeting

Chris Niedermayer, USDA eGovernment Executive

2

U.S. Department of Agriculture eGovernment Program

Welcome

Homeland Security Memo

GPEA Timeline and Update

Recommended Approach for Strategic and Enabling Initiatives

Q & A

Agenda

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Agenda

Welcome




Q & A

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• OMB released a memo dated 19 July 2002, directing component agencies within the Department of Homeland Security (DHS) to consolidate redundant IT spending.

• This memo echoes OMB’s consistent message on reducing redundant IT expenditures.

• The objective is to create an integrated, consolidated, and universal IT infrastructure that provides the best quality support for homeland security objectives at the lowest cost to taxpayers.

• Use available funds to deploy the highest quality technologies as quickly as possible.

• Provide opportunity to save millions of taxpayer dollars by standardizing the single best solution and eliminating duplication.

• Projected Benefits:

• OMB preliminary analysis indicates savings between $100 million and $200 million over the next two years.


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• OMB requests that all agencies affected by the DHS comply with the following directives:

Cease temporarily all IT infrastructure system development and planned modernization efforts above $500,000 pending an expedited review of all DHS component agencies’ investments.

Identify any current or planned spending on IT infrastructure not included in attachment to memo.

• USDA affected investments include APHIS Information Technology Infrastructure (AITI) and APHIS Radio Management.

Participate in Homeland Security IT Investment Review Group led by the Office of Homeland Security (OHS) and OMB.

• August 15, 2002 is deadline for affected agencies to submit existing IT system information to OMB for evaluation prior to apportionment of development funds.

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APHIS Information Technology Infrastructure

• What is APHIS Information Technology Infrastructure?• The AITI is the hardware, software, and telecommunications system that

provides APHIS with Internet access, e-mail communication, office automation, operation of mission critical applications, and other technologies that promote rapid dissemination of information among employees and stakeholders.

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OMB and DHS Issues

Agency FY03

OMB $23 Million

APHIS

Budget

$4.6 Million

Difference $18.4 Million

• APHIS FY03 budget request $4.6 million

- Increase of $2.9 million

• OMB IT Infrastructure Spending reported $23 million in FY03

• What is the difference?

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APHIS Cooperation

• APHIS will work with OCIO to resolve discrepancy with OMB

• APHIS is concerned that OMB may be including non-IT items

• APHIS does have need to continue purchasing desktop computers

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Agenda

Welcome




Q & A

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GPEA: One Element of eGovernment

“Effective implementation of GPEA is an essential building block in our collective efforts to move to electronic government” – Mark Forman, OMB

• eGovernment Tactical Plans link initiatives to GPEA transactions

• New Exhibit 300 requires tying each investment to GPEA transactions and PRA information collections

• Strategic business cases each relate to a number of GPEA transactions

• Enabling business cases, particularly eAuthentication, will help USDA move toward GPEA compliance

President’s

ManagementAgenda

Freedom to E-FILE

Act

USDA eGovernment

Program

GovernmentPaperworkElimination

Act

President’s Management

Agenda

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GPEA Timeline/Status

July OctoberAugust September

July 18:

eGovernment Team Kickoff

Meeting

August 1:

Follow-up eGovernment Team Meeting

August 5:

Agency Kickoff Meeting

August 5-14:

Initial One-on-One Agency

Meetings

August 26:

Draft Agency Responses Due

August 30:

Final Agency Responses Due

September 9:

Final Report to OMB Due

October 11:

Final Agency Responses –

Phase II

September 26:

Draft Agency Responses –

Phase II

August 5 Kickoff Presentation Available on www.egov.usda.govStill Awaiting Final OMB Guidance, Hopefully TodayUSDA Lead is Nancy Sternberg

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Agenda

Welcome




Q & A

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Objectives

Recommend an approach in implementing the enabling eGovernment initiatives over the next 18 months Understand our measurable and tangible results over an 18 month

period Give agencies insight in to the delivery roadmap to assist them in

determining resource requirements and investment allocations Provide a framework to begin discussions on the vision for enterprise

services provided by the enabling technologies• Legislative compliance: what will be provided on an enterprise-wide basis and what

responsibilities will the agencies have

• How will agencies ready to utilize enabling technologies today interact with the team building the enterprise-wide capabilities?

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Table of Contents

I. Introduction to eGovernment Enterprise Services

II. Utilizing the Enterprise Solutions Center

III. Timeline & Organization

IV. Next Steps

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The creation of enterprise services does not only mean the purchase and implementation of technologies, but a holistic approach involving people, operational processes, technology, and an underlying delivery methodology

USDA must create a suite of “enterprise services” to support its strategic initiatives, enable agency and Department program delivery, leverage investments, and save costs

eGovernment Enterprise Services

Enterprise-level services allow USDA to:

• Use its resources to focus on program delivery instead of technical infrastructure

• Leverage its current and future investments and realize significant cost avoidance

• Facilitate the sharing of best practices through collaborative design, development, and operations

• Implement standard technology and development methodology across the Department

• Decrease implementation times by leveraging best practices and utilizing a skilled central team

• Communicate as “one voice” to business partners, technology vendors, and employees

Standard

Methodology

Agency programsand strategic initiatives

EnterpriseServices

People

Technology

OperationalProcesses

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To coordinate deployment of these enterprise services, an Enterprise “solutions center” will be created within the program management office

The Enterprise solutions center will:• Support our strategic and enabling initiatives

• House resources dedicated to assisting enterprise and agency efforts

• Proliferate best practices in eGovernment deployment and operate under a standardized methodology

• Help the Department meet legislative mandates

• Support standards put forth by the Enterprise Architecture

• Be virtual when necessary– Outsourcing

– Leveraging agency investments and resources

• Be one voice to work with other Government Departments, business partners, and vendors on eGovernment initiatives

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The solutions center will not be scaled on day one, rather it will expand its capabilities over time as business requirements dictate


Expanding capabilities

Age

ncy

use

ofso

lutio

ns c

ente

r

SAMPLE SERVICES*

Project planning Business process analysis Technical architecture planning Application design System assessments Web design guidelines & creative services Content management Document/Records management Correspondence management System administration / Service Level

Agreements eAuthentication Portal services Data management and standards Learning management

* Detailed analysis may reveal other services need to be developed.

Services will be available in several different areas, but the infrastructure and human resources will only be scaled as initiatives begin utilizing the services

This approach defers costs and lowers risk while still realizing the benefit of centralized services

Many agencies will not be ready to utilize the enterprise services the first day they are available

Agencies should engage the solutions center before implementing a technical solution to perform pre-requisite activities such as project planning and business process analysis

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How would an agency or cross-agency initiative interact with the solutions center?

1 2 3

4 5

AGENCY X

An agency (or group of agencies)decide they want to e-enablea service (likely stated in theirtactical plan)

The agency engages the solutions centerto conceptualize the solution and learnwhat they need to do to move forward

Based on tasks outlined in the planningstage, work begins collaboratively todefine requirements and design the solution

The agency and solutions center work together to implement the solution, the solutions center handling the enterprise services, the agency handling program specific development

Once the solution is implemented and rolled out, the agency maintains theprocesses and content of the newe-solution while the solutions centeradministers the application-levelenvironment

As the solution needs to be upgraded,a similar process for steps 2-5 is repeated

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AGENCY XSOLUTIONS

CENTER AGENCY XSOLUTIONS

CENTER

AGENCY XSOLUTIONS

CENTER AGENCY XSOLUTIONS

CENTER

AGENCY XSOLUTIONS

CENTER

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The development of the Enterprise Solutions Center requires a collaborative, integrated approach Implementation of these services must be a collaborative effort

among the Agencies and Staff Offices USDA resources and expertise can be consolidated to a single

enterprise effort Ensures dependencies between technologies are planned

appropriately• Vendor technology may be purchased for multiple capabilities

Communication across the enterprise and with business partners and vendors is consistent and coordinated


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Table of Contents




IV. Next Steps

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Utilizing the Enterprise Solutions Center

What should an agency or strategic initiative be doing now to begin utilizing the Enterprise solutions center?

Based on activities outlined in their tactical plans, agencies can engage the solutions center NOW to understand how they will effectively utilize the enterprise services by performing analysis and planning.

If multiple agencies find they have the same objectives in a particular area that are not one of the strategic smart choices, they can also begin to collaborate and use the solutions center as a facilitation vehicle

For example, an agency or strategic initiative may choose to kick off an individual project to:

• Assess a legacy system and understand how a program can still utilize the enterprise services

• Analyze business processes

• Perform a content audit in preparation for an agency site re-design

• Perform training activities for agency employees and/or developers

• Rollout communications to business partners and/or employees about upcoming online capabilities

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Some agencies have requested permission to pilot a solution in their agency

Agencies are being asked to only utilize the enterprise services as opposed to purchasing enabling technology for just their agency.

• This should not greatly effect the delivery timetable for using that technology in the agency.

These agencies should seek to be thought leaders in defining the enterprise solutions

Those agencies who are ready to do a pilot should engage the solutions center to do the pre-requisite analysis and design and can then be “first-adopters” of the enterprise services

• While the enterprise services are being defined and implemented, agencies can prepare to use those services when they are made available

• The same money that was to be spent purchasing IT solutions in an enabling area can be spent on detailed planning for utilizing the enterprise services

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These “first adopter” agencies who know they want to use the enabling capabilities as soon as possible, could engage the solutions center immediately to begin this process Agencies who want to run a pilot on the enterprise platform could

immediately:• Have access to subject matter experts and vendor engineers in a particular enabling

technology

• Gain access to other Government projects where similar technologies have been used

• View industry leading solutions running in a test environment

• Get hands-on experience with enabling technologies and thus build up skill-sets

• Build prototypes in a development environment to showcase and test technologies to prove out concept and architecture

• Prepare and execute plan to understand requirements, re-engineer business processes, and organize people, etc.

• Work in tandem with the enterprise team

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Once agencies have completed the project planning activities, they can begin development tasks to prepare for the launch of a pilot

An agency would only need to wait until vendor assessments were complete for the enterprise services before being able to begin development

To develop pilots, agencies would use a development environment consisting of the same technical components defined by the enterprise team

Working in tandem, with the enterprise team, an agency pilot could be launched on the first day the enterprise services are made available

REQUIREMENTS

CONCEPTUALIZATION, ANALYSIS, AND DESIGN

Samplerollout ofagencyservice

Enterpriseservicestasks

VENDOR ASSESSMENTS TECHNICAL ARCHITECTURE

Dependency onenterprise services tasks

PROTOTYPE

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In addition to agency pilots, USDA could launch department-wide initiatives to be run out of the solutions center to further prove its viability and capabilities

www.usda.gov• A high profile, definitive example of “walking the talk” and proving out the

capabilities of the enterprise services

• An example of the Department working collaboratively

• The Department’s web site should be re-architected to utilize the newly launched enterprise services

eLearning• Assets already exist that could easily be leveraged for a quick win in 6-12 months

• eLearning is an example of a successfully deployed Enterprise application that has immediate impact

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Table of Contents




IV. Next Steps

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The availability and development of the solutions center will begin as soon as a task order is issued and accepted.

As part of the development of the solutions center, there will be specific tasks that are “fast tracked:”

• Web presence - Few dependencies on other tasks allow web presence to begin immediately

• www.usda.gov - Show measurable and tangible results quickly and in a high profile manner

• eAuthentication - Must be on an accelerated development path because of legislative mandate

• eLearning - The Forest Service and Office of Communications have systems that can be leveraged immediately for the rest of the Department, and golearn.gov

Although eAuthentication will have its own separate implementation path, it will still be managed out of the solutions center when it is complete

Timeline & Organization

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1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18Conceptual Design

Requirements Definition

Services Definition

Vendor Assessments

Technical Architecture

Application Design

Installation/Implementation

System Test

Rollout Activities

Dependent on requirements from www.usda.gov and eAuthentication

* Other activities will be closely tied with the rollout of enterprise servicesEnterprise Services Technology Implementation

Fast Track Activities

Web Presence

www.usda.gov

eLearning

eAuthentication

Phase 1 Phase 2 Phase 3

Phase 1 Phase 2 Phase 3

Limited servicesoffered (see detail)

Pilots begin migrating to solutions center

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Key project deliverables will regularly demonstrate measurable progress in developing the enterprise services

Solutions center:Web presence/www.usda.gov: eAuthentication: eLearning:

months 1-5

months 6-12

months 13-18

Requirements Matrix Roles/Use Cases Matrix Services definition Complete Vendor

Assessments Technical Architecture Application Architecture

Requirements Matrix Roles/Use Cases Matrix Brand Guidelines UI Storyboards/Templates UI Style Guidelines Site Map

PL

AN

DE

SIG

NB

UIL

DD

EP

LO

Y

Data Model Detailed Design Test Plan Operations Plan Hardware and software

installed and configured

UI Prototype Content Model Technical Architecture Application Architecture Detailed Design Usability Testing System Test Plan Operations Plan

Training Materials Marketing Materials Portal deployment

procedures Functional www.usda.gov

production environment

Training Materials Marketing Materials Deployment Procedures Functional production

environment

Security Methodology eAuthentication Policy Risk Assessment and

Recommendations Requirements Matrix Security Operations Plan

Technical Architecture Application Architecture Security Management and

Administration Processes Integration Test Plan Deployment Plan

Certified and Accredited Training Materials Marketing Materials eAuthentication Service

Offering Matrix available

Application prototype Technical Architecture Application Architecture Test Plan Operation Plan Business Process Design

Requirements Matrix Roles/Use Cases Matrix Inventory and vendor

Assessment Impact Analysis

Training Materials Marketing Materials Migration Procedures for

legacy systems Functional eLearning

production environment


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The project organizational structure will consist of USDA and contracted resources to move the business cases from pre-select to select and help define and develop the enterprise services

eGovernmentACIO

BusinessLead

TechnicalLead

Agency Representatives

Project Implementation Teams

BusinessResource(s)

TechnicalResource(s)

Steering Team

Program Management Office

• Solutions Center lead• Enabler technology leads• Fast track project leads• Strategic project leads

• 1 Business Lead per agency• 1 Technical Lead per agency

• Additional Business and Technical Resources to provide subject matter expertiseas needed

• Solutions Center• Fast-Track Enabling Activities• Strategic initiatives• Agencies (Implementation teams and steering teams

would utilize these resources)

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Table of Contents




IV. Next Steps

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The following are the immediate next steps: Issue the task order for beginning to develop the following:

• Enterprise solutions center

• eAuthentication

• eLearning

Recruit functional and technical resources from each Agency to participate in on-going efforts

Make final decisions on steering committee members to move forward

Next Steps

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Agenda

Welcome




Q & A

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Questions and Answers

????

Documents

U.S. Department of Agriculture eGovernment Program August 7, 2002 eGovernment Working Group Meeting Chris Niedermayer, USDA eGovernment Executive