Análisis y diseño estructural

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PROCESS

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The Office of Management and Budget (OMB) provides specific policy, procedural, and analytical 3

guidelines for planning, budgeting, acquisition, and management of major IT capital investments. 4

OMB reviews and evaluates each agency’s IT spending, using the guidance on Exhibits 53 and 300, 5

to effectively manage its portfolio of capital assets to ensure scarce public resources are wisely 6

invested.38 _{Agencies are required to use a disciplined Capital Planning Investment Control (CPIC)}

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process to acquire, use, maintain, and dispose of IT in alignment with the agency’s Enterprise 8

Architecture (EA) planning processes. Exhibit 300 describes the justification, planning, and 9

implementation of an individual capital asset included in the agency IT investment portfolio (as 10

reported in Exhibit 53) and serves as a key artifact of the agency’s EA and IT CPIC processes. 11

Geospatial system investments are often considered a sub-system or supporting technology and 12

may not be clearly identified or listed as the primary technology function of the desired system, 13

making it more difficult to identify many (smaller) geospatial investments across an enterprise. 14

The Program Manager should ensure the geospatial capability of a larger system is identified as a 15

sub-system to allow for identification within the CPIC process. 16

Capital programming integrates the planning, acquisition, and management of capital assets into 17

the budget decision-making process. It is intended to assist agencies in improving asset 18

management and in complying with the federal IT policy. 19

The practices, templates and other tools within the GIRA can be directly applied to supporting the 20

development and investment justifications necessary for the OMB CPIC submission process, 21

including: 22

• Chapter 2, Governance – provides the management oversight requirements and 23

coordination mechanisms necessary for investment comparison and sharing. 24

• Chapter 3, Business Reference Model – provides the Geospatial Baseline 25

Assessment Matrix to inventory investments in the areas of data, architecture, 26

technology, applications and services. 27

• Chapter 6, Infrastructure Reference Model – provides the target architecture and 28

artifacts that can be used in the required Three Alternatives Analysis for the 29

solution investment. 30

• Chapter 9, Performance Reference Model – provides many of the possible 31

measurable tasks and milestones needed as metrics for investment and stakeholder 32

satisfaction. 33

38 _{Office of Management and Budget, Guidance on Exhibits 53 and 300 – Information Technology and E-Government, available at}

In the capital planning and investment control process, there are two separate and distinct plans 1

that address IRM and IT planning requirements for the agency. The IRM Strategic Plan (44 U.S.C. 2

3506 (b)(2)) addresses all information resources management of the agency and ensures IRM 3

decisions are integrated with organizational planning, budget, procurement, financial 4

management and program decisions.39

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The IT Capital Plan is operational in nature; supports the goals and missions identified in the IRM 6

Strategic Plan, and is a living document that must be updated twice yearly. This IT Capital Plan is 7

the implementation plan for the budget year. The IT Capital Plan must be submitted yearly to 8

OMB with the agency budget submission annually.An example of the required CPIC guidance and 9

how the GIRA tools can be applied to meet this guidance include:40

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• Ensure decisions to improve existing information systems or develop new information

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systems are initiated only when no alternative private sector or governmental source can

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efficiently meet the need.

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◦ GIRA Chapter 2, Governance: Executive Steering Committee (Section 2.3.1) decision 14

making for existing/new systems, applications and shared investment. 15

• Prepare and maintain a portfolio of major information systems that monitors

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investments and prevents redundancy of existing or shared IT capabilities. The portfolio

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will provide information demonstrating the impact of alternative IT investment strategies

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and funding levels, identify opportunities for sharing resources, and consider the agency’s

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inventory of information resources.

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◦ GIRA Chapter 3, Business Reference Model: Geospatial Baseline Assessment Matrix 21

(Section 3.4) provides an inventory of system investments. 22

• Ensure improvements to existing information systems and the development of planned

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information systems do not unnecessarily duplicate IT capabilities within the same

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agency, from other agencies, or from the private sector.

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◦ GIRA Chapter 6, Infrastructure Reference Model: Geospatial Baseline Assessment 26

Matrix: Infrastructure and Technology (Section 6.3) provides the target To-Be 27

environment and artifacts for system investment comparison and compatibility. 28

• Establish oversight mechanisms to evaluate systematically and ensure the continuing

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security, interoperability, and availability of systems and their data.

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◦ GIRA Chapter 2, Governance: Executive Steering Committee (Section 2.3.1) decision 31

making for existing/new systems, applications, and shared investment. 32

39 _{OMB Memorandum M-13-13, Open Data Policy – Managing Information as an Asset (May 9, 2013), available at}

http://www.whitehouse.gov/sites/default/files/omb/memoranda/2013/m-13-13.pdf