1 United States Department of Justice Federal Bureau of Investigation Information Technology Strategic Plan FY
2 CIO s Vision to deliver reliable and effective technology solutions needed to fulfill the FBI s mission anytime, anywhere, on time and on budget Chad Fulgham, Chief Information Officer Chief Information Officer s Message This IT Strategic Plan is focused on using IT as the enabler to collect, store, transport, display, analyze and disseminate information in support of the FBI s lines of business. Our customers, the agents and analysts in the field and headquarters, expect us to deliver timely, reliable and effective IT solutions, providing accurate and actionable information to those carrying out the FBI s mission. I envision a vastly improved and agile IT environment that will better serve an increasingly proactive FBI enterprise. With an enterprise perspective for improving strategic processes, tactical activities and logistical technologies, we will achieve increasing benefits to the mission owners, measured by desired outcomes. Through careful planning and cooperation with our many users and stakeholders we will meet our IT strategic goals outlined in this plan. Executive Summary The FBI has a dual mission to enforce federal laws and protect the national security. In fulfilling its mission, the FBI continues to fuse the requirements of the domestic and foreign Intelligence and Law Enforcement Communities to meet the changing national security threats. In parallel, the FBI s Information Technology (IT) capabilities are evolving in order to improve operational effectiveness and enhance organizational flexibility. Modernization and enhancements to the IT infrastructure are necessary to support FBI priorities and fulfill Department of Justice (DOJ), Office of the Director of National Intelligence (ODNI), Office of Management and Budget (OMB) and other external mandates and requirements. The FBI requires transformation to the next generation of IT infrastructure, where emerging technologies provide a more resilient and agile environment. The Next Generation Network (NGN) project will upgrade the FBI s Wide Area Network (WAN) from its current FBI Priorities Protect the United States from terrorist attack Protect the United States against foreign intelligence operations and espionage Protect the United States against cyber-based attacks and high-technology crimes Combat public corruption at all levels Protect civil rights Combat transnational / national criminal organizations and enterprises Combat major white-collar crime Combat significant violent crime Support federal, state, local and international partners Upgrade technology to successfully perform the FBI's mission Asynchronous Transfer Mode/Frame Relay (ATM/FR) point to point Permanent Virtual Circuit (PVC) based architecture to one based on Internet Protocol (IP) Multi Protocol Level Switching (MPLS). NGN will modernize the FBI s network infrastructure, aligning it with current industry best practices. NGN will consolidate the four tiered Trilogy network design into a common IP based core network capable of supporting integrated IP data, IP voice, IP video services, and other future applications.
3 The Next Generation Workspace (NGW) project will transform the FBI through deployment of the best of breed workspace technology. NGW will equip FBI users with new and efficient ways to communicate and collaborate with their fellow employees across the globe. The FBI also recognizes the need to align system development and data repositories across all mission areas, rather than incentivizing the development of stove piped technologies, as it is currently. This transition will enable the migration to a true shared services environment that will further improve the effectiveness and efficiency of the FBI and the Intelligence and Law Enforcement communities. The FBI continuously evaluates ways to improve operational efficiencies and conserve valuable resources by combining similar services and facilities. The identification and elimination of duplicative systems, applications, databases and networks will free up resources to be applied to new and enhanced IT capabilities. Along with our Law Enforcement and Intelligence Community partners, the FBI recognizes that community wide sharing capabilities require an in depth understanding and harmonization of the underlining data. This in turn requires the agreement upon and implementation of standards and governance across the communities. In conjunction with improving information sharing capabilities, the FBI recognizes the need to develop and implement a comprehensive Knowledge Management (KM) strategy. The KM strategy will promote a culture of data and information sharing within the FBI that will enable the development of knowledge. The FBI will expand its focus on customer service and satisfying the needs of both mission and support area end users of IT. Proactive end user support and enterprise solutions development will be top priorities. The FBI will initiate IT activities in accordance with this plan, supported by an integrated FBI Enterprise Architecture (EA) and IT Investment Management (ITIM) process. Introduction We canʹt solve problems by using the same kind of thinking we used when we created them. Albert Einstein FBI Mission Since its creation in 1908, the FBI s mission has been to investigate federal crimes and bring criminals to justice. After 9/11, it became necessary to enhance the FBI s intelligence program and broaden its role in the Intelligence Community. To reflect this shift in focus the FBI re aligned its mission statement, which now reads: The mission of the FBI is to uphold the law through the investigation of violations of federal criminal law; to protect the United States from foreign intelligence and terrorist activities; to provide leadership and law enforcement assistance to federal, state, local and international agencies; and to perform In today s global environment, information technology remains key to how the FBI conducts its business capturing information that can be instantly retrieved and shared as we build our investigations, providing the means to collaborate across distances, and keeping our data secure FBI Director Mueller Appointment of FBI CIO Chad Fulgham December 8, 2008 these responsibilities in a manner that is responsive to the needs of the public and is faithful to the Constitution of the United States. This mission rests between two communities led by cabinet level departments requiring the FBI s extensive investigative and analytical expertise the Law Enforcement Community (LE) under the Department of Justice (DOJ) and the Intelligence Community (IC) under the Director of National Intelligence (DNI). The national security and criminal threats faced by the FBI, from terrorism to national/international criminal activities, are becoming more complex and multi dimensional. The global
4 nature of the threats requires the FBI to think and act with a diversity of mindset, unity of purpose and vigilance toward the future. Reliable, effective, efficient and responsive IT capabilities and services are necessary to support our mission, anywhere, anytime. Scope This FBI IT Strategic Plan (ITSP) was developed on the foundation of current legislation and directives, and maps to the DOJ Strategic Plan, DOJ ITSP and the FBI Strategy Management System (SMS). It aligns with the enterprise perspective for improving strategic processes, tactical activities and technology to achieve increasing benefits to the mission owners that can be measured in desired outcomes. The target audience for the ITSP includes FBI Senior Executives, mission owners, IT enterprise architects, IT program managers and financial planners. Vision All areas of the FBI mission law enforcement, intelligence, counterintelligence, technology, human capital and management require a resilient, agile and sustainable IT infrastructure with advanced technologies for the FBI to achieve its mission. This Strategic Plan lays the groundwork for enabling a portfolio of IT within a highly capable Enterprise Architecture (EA), delivering reliable and effective technology solutions needed to fulfill the FBI s mission anytime, anywhere, on time and on budget. The envisioned transition to an agile enterprise will emphasize on demand access for real time, 24x7, information accessibility at its earliest point, with an enabled all source, secure information sharing capability. To achieve this, the FBI will need a flexible and secure infrastructure, enabling integration of data through a supporting network structure as depicted. To administer the enterprise, the FBI requires enterprise wide engineering and management of IT resources with common, standardized, shared IT services. These resources will be mission focused and mission driven, providing innovative IT solutions with cross domain services to improve information to operations integration. The future state will include common enterprise services, a single user interface with multi level security and normalized data. Guiding Principles The FBI ITSP guiding principles are to clearly identify, document and promote the FBI s IT strategic direction; establish and leverage IT performance measures; and track aggregate progress toward achieving goals and objectives that guide strategic management of the FBI s information resources. These principles guide the mission of the FBI IT to: Use IT to enable the mission areas of the FBI to perform at their highest potential.
5 Develop enterprise approach to integrate processes and technologies. Promote collaboration, partnerships and information sharing. Comply with necessary mandates. Provide outstanding customer service. The FBI mission drives the SMS Goals and Objectives and this IT Strategic Plan. These guiding principles focus the strategic planning process. Goals and Objectives IT goals and objectives articulate the role of technology in support of the FBI s mission. The IT goals and objectives described in the following table address the key areas of focus and change needed to realize the IT vision outlined in the previous section. Vision: Deliver reliable and effective technology solutions needed to fulfill the FBI s mission anytime, anywhere, on time and on budget. Goals 1.0 Create a Resilient, Agile and Secure Infrastructure 2.0 Improve Analysis, Collaboration and Information Sharing 3.0 Transform Our IT Workforce 4.0 Improve the overall Management of Information Technology 5.0 Enhance Customer Satisfaction Objectives 1.1 Provide a comprehensive, resilient and modernized technical infrastructure with right sized Data Center(s) and COOP capabilities. 1.2 Enable user communication, collaboration and cross domain information access through secure, enhanced and flexible networks. 1.3 Provide enterprise users with standardized IT solutions and services using enhanced infrastructure support. 2.1 Deploy Enterprise wide Analytical capabilities. 2.2 Advance Knowledge Management. 2.3 Improve ability to provide timely and relevant information sharing with FBI LE and IC partners. 3.1 Become a center of excellence and employer of choice. 3.2 Align workforce skills to achieve IT strategic goals and objectives. 3.3 Promote continuous learning and formal training programs for proactive skills development. 4.1 Provide enterprise solutions that support multiple mission areas. 4.2 Leverage technology and science for innovative new solutions. 4.3 Recommend IT solutions for enterprise services. 4.4 Optimize the FBI portfolio of IT resources (assets, projects, investments) through effective governance processes. 5.1 Improve customer service, communication and coordination. 5.2 Improve tracking, quality and timeliness of IT requests and customer service needs. 5.3 Increase Enterprise IT marketing efforts.
6 Key Drivers The FBI ITSP was developed through analysis of the external and internal environments and identification of the key drivers impacting the strategy for the FBI. The key drivers include the FBI s evolving mission and how that impacts IT requirements, identified strategic gaps, the strategy management system, integrity and compliance initiatives, legislative mandates, technology trends, workforce transformation and financial challenges. IT as a Mission Enabler Increasing mission complexity and demanding customer requirements require a forward focused strategy, with stable execution of current operations. In its current IT enterprise, the FBI operates under a distributed and stove piped environment, supported by numerous servers running countless applications on multiple systems. The current as is IT infrastructure has allowed the FBI to meet the essential needs of its users. However, increased levels of efficiency and standardization at multiple technology levels (i.e., networking, data, applications and infrastructure) are required to address our continually evolving and expanding mission requirements. FBI IT must change accordingly in order to meet these increasing demands. Strategic Gaps The Director s Budget Planning Guidance for Memorandum to all FBI Executive Assistant Directors and Assistant Directors dated November 19, 2008 identified six IT mission gaps. These gaps correspond with the FBI s SMS Themes. The first gap is with surveillance technologies, where the need has arisen for enhanced staffing and sustaining systems. Another gap involves the rapid evolution of digital technologies, enabling the Intelligence Community to remain current with lawful intercept technologies and avoid the possibility of going dark. The IT infrastructure was also identified as a strategic gap. Specifically, the FBI needs to address data center relocation, Investigative Data Warehouse re engineering, legacy mainframe applications replacement, information sharing capabilities, and network deficiencies. A strategic gap identified the need to enable SENTINEL case management capabilities for SCION and UNet. Additional strategic gaps identified the need for additional digital forensics capabilities to eliminate backlogs and ensure that growth in cheap media storage does not overwhelm the FBI s capabilities, and for FBI s biometrics to evolve the legacy identity systems to a multi modal biometrics system. Alignment to the Strategy Management System Through the FBI s SMS, the Director identified the enterprise shifts and organizational strategy that guides the FBIʹs collective efforts. The FBI s SMS uses strategy articulation, performance measurement and a concise management communication language to enable organizations to make proper decisions and manage toward the right solutions. Combined with the Strategy Drives Budget initiative, SMS provides a holistic view of an organization s overall performance by integrating financial measures with other key performance indicators around customer needs, internal business processes and learning and development tools. FBI Office of Integrity and Compliance (OIC) The FBI s OIC mission is to develop, implement and oversee a program that ensures processes and procedures are in place to promote compliance with the letter and spirit of applicable laws, regulations, rules and policies. IT capabilities and solutions are needed to enforce our policies and prevent instances of legal noncompliance.
7 Legislative Mandates and Directives The ITSP s development and evolution respond to the legislative mandates in the Clinger Cohen Act of 1996 (CCA) and in the Paperwork Reduction Act of 1995, which specify that agencies shall develop and maintain a strategic information resources management plan that shall describe how information resources management activities help accomplish agencies missions. Numerous existing Federal laws and regulations, such as the President s Management Agenda (PMA) and OMB and DOJ Directives, prescribe, influence and guide the development and execution of FBI IT policy, programs and projects. In addition, compliance with the CCA, the Government Performance and Results Act, the E Government Act, the Federal Information Security Management Act of 2002 (FISMA) and Section 508 of the Rehabilitation Act, requires a strong emphasis on performance improvement, accountability for achieving results, security, accessibility and cost efficiency. Technology Trends IT advances at a rate that requires constant review and evaluation of new and emerging technologies. This becomes both an advantage and disadvantage to industry and government alike. Businesses look to emerging technologies for a competitive edge and are eager to adopt and converge the leading edge systems and software into their infrastructures. Unfortunately, emerging and advanced technologies and trends also lead to advanced criminal and intelligence/counter intelligence activity concerns. To address these concerns, the FBI requires evaluation, analysis, adoption and integration of selected technologies and industry trends that advance the mission. IT Workforce Emerging and advanced technologies are of little value without the skilled professionals that understand and can maximize their full potential. The FBI recognizes that the execution of FBI IT missions is driven by the collective talent, skills and capabilities of our IT professionals. As the FBI moves toward a consolidated and agile IT enterprise and implements policies and technologies necessary to support that transformation, the FBI will ensure that the critical success factors necessary to identify, develop and support the FBI IT workforce transformation are accounted for in IT strategic planning and execution. Financial Challenges The FBI, like other federal agencies, is facing significant challenges in funding its technology needs, while concurrently supporting the IT infrastructure and providing quality IT services. Upgrade initiatives require an infusion of budget dollars before initial cost savings from consolidation and retirement of systems are realized. In compliance with DOJ directives, a four year, rotating technical refresh plan for each of the major FBI IT areas is necessary. These areas include the FBINet, UNet and SCION network infrastructures and data centers. IT budgets need to reflect technical refresh initiatives to ensure IT is refreshed throughout the FBI and within a specified fiscal year. In order to achieve cost efficiencies, the FBI will require an integrated investment management approach, implementing disciplined cross organizational funding decisions throughout the investment lifecycle, using best industry practices and performance based analysis. The FBI IT governance processes, required from inception of business needs through the development of new investments and projects, are assisting the FBI to implement new IT capabilities in a controlled and orderly fashion.
8 Achieving the Vision The FBI will draw on the IT goals and objectives outlined in the Strategic Goals and Objectives table for advancing the vision of future state IT. Together, these goals and objectives make up the specific directives for the FBI s IT during While these goals are kept at a high level in this Strategic Plan, it is expected that individual projects and initiatives are necessary to execute against these planned goals. These projects and initiatives are in the ITB Strategic Budget submission and will be outlined in the Transition and Sequence Plans. Goal 1 - Create a Resilient, Agile and Secure Infrastructure The FBI IT will provide infrastructure updates, enterprise IT solutions, legacy mainframe application upgrades and/or replacement and utilize and reuse existing services where possible. The FBI will create an agile enterprise with evolution toward consolidated and shared infrastructure, services and applications. As part of the agile environment, the FBI will sustain a rigid information security management program, implementing tools and processes to enhance utilization of the EA through virtualization and abstraction. Strategically, the FBI will focus on fully understanding, adopting and integrating a shared services approach to IT and businesses challenges. The FBI will actively defend information resources and critical infrastructures and provide assured information delivery, system and network access and information protection. The security and protection of our systems, networks and information depend on the implementation of sound information assurance concepts and principles across programs and platforms. Objectives 1.1 Provide a comprehensive, resilient and modernized technical infrastructure with right sized Data Center(s) and Continuity of Operations (COOP) capabilities. The FBI will intensify efforts to eliminate legacy networks, servers, systems, applications and duplicative data environments. The FBI will continue to transform silo and tightly coupled systems and applications into a set of enterprise services that emphasize a virtual environment of services and systems. As an IT foundation, the FBI requires multiple data centers that are geographically dispersed and mutually supportive, providing requisite processing and storage capabilities to ensure availability of FBI mission critical services and data. Data center technology needs to consist of a modern, standardized IT infrastructure, including an Enterprise Hosting Environment that supports virtualization, remote access, a lights out operational posture and green technologies. The FBI will standardize and deliver COOP and disaster recovery capabilities for timely and effective return of FBI mission critical IT systems to an operational state within a timeframe acceptable to the mission. An operational state includes recovery of data, applications and systems providing the IT service(s) required by the mission as well as the alternate facilities, recovery processes and the critical personnel supporting them. The institutional and corporate knowledge necessary to recover critical IT infrastructure should be dispersed in order to be as readily available as the systems themselves for standard operations, ensuring critical event continuity. 1.2 Enable user communication, collaboration and cross-domain information access through secure, enhanced and flexible networks.
9 The FBI will implement a unified communication strategy to increase service availability and transition to a unified communication posture. There are many technology services an enterprise may employ to perform its mission or reach its corporate goals, such as security services, web services, , telecommunications, administrative services, metrics and unified communications. In formulating a convergence strategy, technologies need to be adaptable to the strategic goal of communicating with LE, IC and most importantly, throughout all FBI business units. Unified Communications (UC) is an example of converging technologies. UC includes a variety of elements, such as instant messaging, telephony, video, , voic and short message services, all of which can be brought into real time and coordinated. For example, with UC technology an agent or analyst could quickly locate a Subject Matter Expert within the FBI by accessing an interactive directory, engage in a text messaging session and then escalate the session to a voice call, or even a video call all within minutes. Voice over IP (VOIP) is not a new technology; however, it is maturing and becoming a more costeffective alternative to conventional telephony systems. For the FBI to commit to a VoIP transformation, infrastructure upgrades will need to be in place along with expanded bandwidth accommodating VoIP and any associated and/or emerging VoIP technologies. 1.3 Provide enterprise users with standardized IT solutions and services using enhanced infrastructure support. The FBI will provide highly reliable and available capabilities to users and decrease the time to deliver new capabilities. These enterprise services will be leveraged across the FBI to provide seamless connectivity to mission critical information, such as could be delivered with cloud computing. Cloud computing relates to the underlying architecture in which the services are hosted. The principle is that applications run somewhere in a cloud transparent to the user regarding location or implementation. With cloud computing, a user accesses an application using a thin client or other access point, with a personal device like an iphone, BlackBerry, PC or laptop, reaching into the cloud for resources instead of being limited by what is resident on his/her localized device. Goal 2 - Improve Analysis, Collaboration and Information Sharing The FBI National Information Sharing Strategy (NISS) provides the common vision, goals and framework needed to guide information sharing initiatives with our federal, state, local and tribal agency partners; foreign government counterparts; and private sector stakeholders. The FBI utilized the guidelines of the National Strategy for Information Sharing for development and implementation of our National Information Sharing Strategy. The FBI NISS addresses the cultural and technological changes required to move the FBI to a responsibility to provide culture. The FBI will continue its transformation by identifying and adopting the best practices and evolving technology standards of both the intelligence and law enforcement communities to support collection, analysis, collaboration and dissemination. Additionally the FBI will develop ways to improve electronic discovery, disclosure and examination of data.
10 Objectives 2.1. Deploy Enterprise-wide Analytical capabilities. The FBI IT providers will be active in partnership initiatives across FBI, participate in inter agency boards and tiger teams and expand its role in business process improvement. The FBI will upgrade and integrate existing analytical capabilities and improve electronic discovery for all source analysis to enhance analytic processes across the enterprise along with ingest, production and examination of intelligence data. To achieve these objectives the FBI will need to improve our processes to more effectively manage and deliver systems. Strategically, we will focus on fully understanding, adopting and integrating a shared services approach to IT and businesses challenges. In order to meet these initiatives, the FBI will need to create, deploy and sustain an enterprise data management service. Improvements to the services to manage data, including management of data quality, are needed to provide for interoperable, standardized IT services, enterprise wide analytical capabilities, internal and external information sharing and deployment of information based capabilities Advance Knowledge Management. The FBI will continue to promote and institutionalize our Knowledge Management (KM) practices. KM is the cornerstone for decision making, knowledge sharing and information collaboration. Within the FBI, KM is the integration of people and processes, enabled by technology, to facilitate the exchange of operationally relevant information and expertise. KM can also improve enterprise wide processes and improve the day to day operations at every level of the FBI Improve ability to provide timely and relevant information sharing with FBI, LE and IC partners. The FBI will continually improve our IT capability to provide timely and relevant information sharing and collaboration services to LE and IC partners through an agile enterprise approach. The FBI will promote real time information sharing, collaboration and knowledge management. The FBI will improve information to operations through IT innovation that is relevant, timely and functional by leveraging emerging technologies and innovative reuse of existing technologies. The FBI will continuously discover and capture emerging or existing intelligence concepts, processes and technologies in collaboration with customers and industry partners through internal and inter agency boards as partners in initiatives across FBI. Goal 3 - Transform Our IT Workforce The FBI will continue to expand the IT workforce initiatives in a manner that ensures that our staff is postured to execute current technologies, while ensuring effective and efficient use of emerging technologies and concepts. The CIO recognizes that the execution of the IT mission is driven by the collective talent, skills and capabilities of our IT professionals. As the FBI moves toward a resilient and agile IT environment and implements the policies and technologies necessary to support that transformation, we will account for the critical success factors necessary to identify, develop and support FBI IT employees.
11 Objectives 3.1. Become a center of excellence and employer of choice. In conjunction with the FBI s Human Resources, we will identify and recruit top talent to close skill gaps and maximize the use of FBI resources to become a center of excellence and employer of choice. The FBI will transform our IT workforce to achieve operational excellence for improved customer service, communication and coordination Align workforce skills to achieve IT strategic goals and objectives. The FBI will align IT staff skills to achieve IT strategic goals and objectives, increase CIO involvement in the recruitment process to better sustain the IT enterprise workforce, maintain an environment that fosters teamwork, collaboration and individual recognition and expand performance management practices that reward sustained excellence. The FBI will partner with business support areas to provide expertise and integrate efforts for enterprise solutions such as workflow, document/records management and collaboration tools Promote continuous learning and formal training programs for proactive skills development. The FBI will promote and sustain a culture of continuous improvement, improve IT personnel management in concert with management of IT and establish a centralized view of workforce capabilities and skill requirements for continuous assessment, proactive management and employee career development. Goal 4 - Improve the Overall Management of Information Technology The FBI will continue to select effective and efficient IT business cases based on validated requirements where investments align with the FBI strategic objectives and priorities established in Presidential, Federal, DOJ and ODNI guidance. Where appropriate, IT investments will be interoperable within the DOJ, Intelligence Community and Law Enforcement collaborative environments. Portfolio Management and IT Governance will provide a standardized approach to determining return on investment and lifecycle costs across all programs before investment decisions are made. The FBI IT will develop service based teams that ensure proper governance of IT projects and processes through customer advocacy initiatives. Objectives 4.1. Provide enterprise solutions that support multiple mission areas. In support of the mission, the FBI will develop innovative, mission focused IT services, retire and replace legacy mainframe applications, deploy secure mobility and implement an unclassified and classified Voice over IP strategy. The FBI will leverage current and emerging technologies and science for innovative solutions, while refreshing older and useful technologies and reusing enterprise solutions such as SENTINEL content management, security and document/records management. The FBI will increase the use of automated workflow tools, such as SENTINEL, to target information toward the people who need it and improve the IT product development cycle. This approach will create a more flexible work environment without sacrificing quality and cost of the products, while following
12 legislative mandates and federal departmental directives and policies. Workflow tools will also decrease silo and stove piped information thereby increasing information sharing and collaboration Leverage technology and science for innovative new solutions. The FBI will enhance surveillance technologies along with their sustaining systems. The increased variety and complexity of advanced communication services and supporting technologies has impeded lawful intercept capabilities and created a lawful intercept capabilities gap. The FBI must enhance electronic surveillance, collections, database consolidation, data presentation and analytic tools in order to meet the technology advancement challenges in all digital transmissions types and infrastructures. The FBI will also evolve existing biometric systems to be more effective and efficient Recommend IT solutions for enterprise services. The FBI IT will enhance the delivery and management of enterprise wide IT capabilities and services by leveraging proven practices, processes and standards and partnering with business support areas to provide service based customer advocacy teams (enterprise human capital and financial solutions, etc.). The FBI will achieve an agile enterprise service delivery operating model to exploit and reuse existing services where possible and modernize legacy applications. Server consolidation has been the traditional justification for virtualization and it remains an important factor. Virtualization technologies can provide significant benefits to the enterprise by pooling server resources to increase utilization and decrease capital expenditures. Through developing standard virtual server and workstation builds that are easily duplicated, virtualization will enable rapid deployment of server and application instances and provide significant flexibility in deploying multiple operating systems on a single hardware platform Optimize the FBI portfolio of IT resources (assets, projects, investments) through effective governance processes. The FBI s IT Governance framework is a closed loop system. It ensures investments are prioritized appropriately; that IT projects comply with the FBI s Life Cycle Management and good project management practices; ensures that IT decisions are made in a timely manner and at the right level; that IT projects are controlled and monitored appropriately; and that any corrective actions are swift. Ultimately, IT Governance is the primary means for the FBI to maintain continuous alignment among its IT investments, projects and the FBI s mission priorities. The FBI will improve Capital Planning and Investment Control processes to ensure that IT funds are well planned, cost effective and strategically aligned with FBI, DOJ and ODNI goals and objectives. In advancing the vision of future state IT, the FBI will enhance our EA to support disciplined investment analysis by highlighting capability gaps and investment duplication, enhance processes, establish meaningful metrics and drive continuous improvement and accountability with an enterprisewide performance management program. The FBI will ensure proper oversight and governance of IT projects and processes that maximize the effective and efficient use of FBI IT resources and employ integrated IT investment management capabilities to enable standardized, objective decision making that promotes investments to achieve mission outcomes.
13 Goal 5 - Enhance Customer Satisfaction Information Technologies are customer centric tools and mission enablers. Whether our customers are internal (day to day operations) or external (LE, IC and/or other entities) we are committed to providing outstanding customer service to the greatest extent possible. We will endeavor to provide the right answers the first time and enhance our metrics to transparently gauge the effectiveness and efficiency of our customer service. We will assist in the development and administration of the Customer Satisfaction (CS) Processes to ensure IT is meeting our CS goals and objectives. Objectives 5.1. Improve customer service, communication and coordination. We will enhance IT customer management and provide relevant, timely and reliable enterprise capabilities and services that satisfy mission and customer needs Improve tracking, quality and timeliness of IT requests and customer service needs. We will evaluate, enhance and drive efforts to improve the timeliness, quality and tracking of IT requests through employee training and customer understanding. Customer focus will shift from closing requests for assistance at the expense of IT performance statistics to resolving issues on first contact, where possible, with the proper and correct solution and follow up to assure quality of service. We will evaluate and implement industry customer service best practice models such as blind surveys and pop up surveys that provide feedback throughout the customer request cycle Increase Enterprise IT marketing efforts. The FBI s IT will create a branding approach to affix to approved IT products. Once branded, our customers will be assured of the quality of our final product and the responsibility and pride of ownership associated with the IT. We will promote IT with concentration on value added services and customer relationship management. Our dictum will express our commitment to the customer and our pledge to provide quality IT solutions and technologies throughout the FBI. Conclusion The direction and theme of this plan revolves around remarks by FBI Director Mueller in discussing the new Field Intelligence Model, March 2008; It is more important, now than ever before, that we are ONE FBI. We cannot be stove piped in any way not by field office, not by region, or not by program. We are one enterprise, consisting of skilled professionals working together. Aided by cutting edge tools and technology, we will discover and create knowledge that provides early warning, directs operations, creates opportunities to further cases and informs national security policymakers. Within the context of information technology, this statement holds true as well. With this ITSP providing guidance, the FBI is progressing toward an Agile Enterprise with a resilient and sustainable architecture which will be largely devoid of stove pipes and silo information networks. This transformation will allow the FBI to execute its mission, with leading edge technologies, while allowing emerging technology insertion, well into the 21 st century.
ITA Strategic Plan FY 2011 - FY 2016 U.S. Army Information Technology Agency REALIZING The DoD ENTERPRISE COMPUTING ENVIRONMENT Creating connections THROUGH SERVICE & WORKFORCE EXCELLENCE Provide Quality
Department of Technology Services 2016-2019 Strategic Plan DTS Dept. of Technology Services Utah Code 63F- 1-203 explicitly requires the Chief Information Officer (CIO) to prepare an executive branch strategic
Customer Service Analytics: A New Strategy for Customer-centric Enterprises A Verint Systems White Paper Table of Contents The Quest for Affordable, Superior Customer Service.....................................
2013-2016 Strategic Plan Office for Information Technology Message from the Chief Information Officer Shortly after Governor Corbett took office in 2011, the Office of Administration/Office for Information
Strategic Plan Fiscal Year 2013-2014 Goals Objectives Strategies Measures Julie L. Jones Executive Director Public Safety Protect the lives and security of our residents and visitors through enforcement,
The Comprehensive National Cybersecurity Initiative President Obama has identified cybersecurity as one of the most serious economic and national security challenges we face as a nation, but one that we
Information Services Strategy Issue 1 1 Introduction The States of Jersey public sector is facing significant pressure for efficiencies and savings. This has created the context to take a fresh look at
The following is intended to outline our general product direction. It is intended for information purposes only, and may not be incorporated into any contract. It is not a commitment to deliver any material,
Technology Strategy April 2014 Contents Overview 1 Our environment 1 Why change? 2 Our vision for technology what success looks like 3 Our approach 7 Transformation shifts how will we know we have been
Small Business Administration Information Technology Strategic Plan ( ITSP) 2012-2016 Leveraging SBA IT resources to support America s small businesses Message from the Chief Information Officer The Small
Workforce Services Workforce Policy and Planning Department Management/ Human Resource Information Systems Employee Relations Employment Compensation and Workforce Analysis Employee Benefits Organizational
SENTINEL AUDIT V: STATUS OF THE FEDERAL BUREAU OF INVESTIGATION S CASE MANAGEMENT SYSTEM U.S. Department of Justice Office of the Inspector General Audit Division Audit Report 10-03 November 2009 Redacted
Data Integration Initiative Semi Annual Report April 2009 State of North Carolina Office of the State Controller David McCoy, State Controller April 1, 2009 Table of Contents I. Background... 1 II. BEACON
Securing Homeland the Homeland Through Through Information Information Sharing Sharing and Collaboration and Collaboration Department of Homeland Security April 18, 2008 for the Department of Introduction
Federal Data Center Consolidation Initiative Data Center Consolidation Plan for the U.S. Small Business Administration Maintained by: The Office of the Chief Information Officer Paul Christy, CIO Revised:
Whitepaper Data Governance Roadmap for IT Executives Valeh Nazemoff The Challenge IT Executives are challenged with issues around data, compliancy, regulation and making confident decisions on their business
National Geospatial Data Asset Management Plan Portfolio Management Implementation Plan for the OMB Circular A 16 Supplemental Guidance as it relates to OMB Circular A 16, Coordination of Geographic Information
IT Governance Overview Contents Executive Summary... 3 What is IT Governance?... 4 Strategic Vision and IT Guiding Principles... 4 Campus-Wide IT Strategic Vision... 4 IT Guiding Principles... 4 The Scope
Treasury Franchise Fund FY 2014 Capital Investment Plan Summary of Capital Investments for Shared Services Program (SSP) This information is included in the Salaries and Expenses chapter of the Departmental
Solutions Unified Communications Answering the Call for Greater Collaboration and Productivity Unified Communications The typical user can save up to 30 minutes a day by being able to manage their voicemail,
Strategic Plan 2015-2017 state of south dakota Bureau of Information & Telecommunications 1GOAL ONE: Provide a Reliable, Secure & Modern Infrastructure services security technology assets well-designed
Cisco Remote Management Services for Financial Services The global financial services industry continues to evolve to adjust to a shifting market landscape and increased customer expectations. With demand
5 FAM 670 INFORMATION TECHNOLOGY (IT) PERFORMANCE MEASURES FOR PROJECT MANAGEMENT (CT:IM-92; 08-01-2007) (Office of Origin: IRM/BPC/PRG) 5 FAM 671 WHAT ARE IT PERFORMANCE MEASURES AND WHY ARE THEY REQUIRED?
Information Technology Strategic Plan IT Strategic Plan Benefits Establishes strategic IT goals, assures corporate alignment Benefits of executive/it engagement in plan development Sets an agreed vision
Cisco Cloud Comprehensive, enterprise cloud enablement services help you realize a secure, agile, and highly automated infrastructure-as-a-service (IaaS) environment for cost-effective, rapid IT service
State of Minnesota IT Governance Framework June 2012 Table of Contents Table of Contents... 2 Introduction... 4 IT Governance Overview... 4 Process for Developing the New Framework... 4 Management of the
Office of the Chief Information Officer Business Plan: 2012 2015 Department / Ministère: Executive Council Date: November 15, 2012 1 P a g e This Page Left Intentionally Blank 2 P a g e Contents The Business
Eastern Illinois University information technology services strategic plan January, 2014 Introduction With the selection of emerging technologies as one of the six themes of the university s recent strategic
U.S. Department of Justice FY 2016 Budget Request NATIONAL SECURITY +$106.8 Million in Program Increases FY 2016 Overview Defending U.S. citizens from both internal and external threats remains the Department
High-Performing Information s Aligned With Utility Business Strategy [Project #4316] ORDER NUMBER: 4316 DATE AVAILABLE: June 2013 PRINCIPAL INVESTIGATORS: David W. Harris, Esteban Azagra, Rod van Buskirk,
WHITE PAPER Network Consulting Services Lead Enterprise Transformation Sponsored by: HP Leslie Rosenberg February 2011 Curtis Price Global Headquarters: 5 Speen Street Framingham, MA 01701 USA P.508.872.8200
Information Technology Strategic Plan 2014-2017 Leveraging information technology to create a competitive advantage for UW-Green Bay Approved December 2013 (Effective January 2014 December 2017) Contents
Wikipedia s definition of Unified Communications (UC): UC is the integration of real-time communication services, such as: Instant messaging (chat) Presence information Telephony (including IP telephony)
U.S. Department of Justice Mission First...Linking Strategy to Success Department of Justice Human Capital Strategic Plan 2007-2012 Table of Contents Foreword.......................................................................1
Business Plan for the Geospatial Platform September 20, 2012 REDACTED The Geospatial Platform Federal Geographic Data Committee Geospatial Platform Business Plan, September 20, 2012 REDACTED 1 The Federal
State of North Carolina NASCIO Nomination Enterprise Architecture Executive Summary - North Carolina Statewide Technical Architecture In 1994, North Carolina recognized a the need for a comprehensive enterprise
Office of Information Technology County of Dallas Letter from the Office of Information Technology This Information Technology Strategic Plan is the culmination of hard work and collaboration by County
State of Minnesota Enterprise Security Strategic Plan Fiscal Years 2009 2013 Jointly Prepared By: Office of Enterprise Technology - Enterprise Security Office Members of the Information Security Council
Legislative Report Consolidation of Information Technology Systems and Services January 19, 2012 658 Cedar Street Saint Paul, MN 55155 www.oet.state.mn.us PROVIDING THE LEADERSHIP AND SERVICES THAT IMPROVE
Goal 5: Create a 21st century approach to government by improving efficiency, effectiveness, and customer interaction STRATEGIC OBJECTIVE 5.3: Promote efficient use of resources through shared services,
White Paper Case Study: How Collaboration Platforms Support the ITIL Best Practices Standard Abstract: This white paper outlines the ITIL industry best practices methodology and discusses the methods in
U.S. Department of Education Office of Inspector General Five-Year Strategic Plan Fiscal Years 2014 2018 Promoting the efficiency, effectiveness, and integrity of the Department s programs and operations
Department of Defense DIRECTIVE NUMBER 8140.01 August 11, 2015 DoD CIO SUBJECT: Cyberspace Workforce Management References: See Enclosure 1 1. PURPOSE. This directive: a. Reissues and renumbers DoD Directive
Information Technology/ Information Management Strategic Plan Fiscal Years 2008 2013 A MESSAGE FROM THE CHIEF INFORMATION OFFICER I am pleased to issue this update to the U.S. Nuclear Regulatory Commission
CALIBRE An Employee-Owned Management and Technology Services Company 6354 Walker Lane, Suite 300, Metro Park Alexandria, Virginia 22310-3252 USA p. 703.797.8500 or 1.888.CALIBRE international p. 011.1.888.CALIBRE
Finance Division Strategic Plan 2014-2019 Introduction Finance Division The Finance Division of Carnegie Mellon University (CMU) provides financial management, enterprise planning and stewardship in support
Fusion Center Technology Resources Road Map: Elements of an Enterprise for State and Major Urban Area Fusion Centers General Overview The function of a fusion center is to provide a collection, analysis,
Department-wide Systems and Capital Investment Program Mission Statement The Department-wide Systems and Capital Investments Program (DSCIP) is authorized to be used by or on behalf of the Treasury Department
Department-wide Systems & Capital Investment Programs Mission Statement The Department-wide Systems and Capital Investments Programs (DSCIP) is authorized to be used by or on behalf of the Treasury Department
TESTIMONY OF Richard A. Spires Chief Information Officer U.S. Department of Homeland Security Before the House Committee on Oversight and Government Reform February 27, 2013 Chairman Issa, Ranking Member
THE STATUS OF ENTERPRISE ARCHITECTURE AND INFORMATION TECHNOLOGY INVESTMENT MANAGEMENT IN THE DEPARTMENT OF JUSTICE U.S. Department of Justice Office of the Inspector General Audit Division Audit Report
Profile Absolute ICT Introduction At BATEC we bring it all together for our customers, from revolutionary Technologies to next-generation Mobility Enhanced Networks and sophisticated solutions for Small,
IBM SOA SOA Governance and the Service Lifecycle Naveen Sachdeva firstname.lastname@example.org IBM Software Group 2007 IBM Corporation IBM SOA Agenda What is SOA Governance? Why SOA Governance? Importance of SOA
Evaluation and Inspection Division Federal Bureau of Investigation s Integrity and Compliance Program November 2011 I-2012-001 EXECUTIVE DIGEST In June 2007, the Federal Bureau of Investigation (FBI) established
White Paper The Assurance Checklist for Branch Networks A pragmatic guide for building high performance branch office networks. - 1 - Executive Summary The era of mobility and consumerization has fundamentally
Realizing the Value of Unified Communications TABLE OF CONTENTS Executive Summary...3 Maximizing the Benefit of Unified Messaging...3 Why Should You Consider Unified Messaging?...3 Overview...3 The Challenges
Middle Class Economics: Cybersecurity Updated August 7, 2015 The President's 2016 Budget is designed to bring middle class economics into the 21st Century. This Budget shows what we can do if we invest
SSC Operations IT Transformation in Motion Financial Management Institute (FMI PD Week 2013) November 28, 2013 Kevin Radford Senior Assistant Deputy Minister Operations Branch Outline SSC OPERATIONS IT
Michigan Criminal Justice Information Network (MiCJIN) State of Michigan Department of Information Technology & Michigan State Police NASCIO 2005 Recognition Awards Enterprise Architecture Category Executive
WHITE PAPER: STRATEGIC IMPACT PILLARS FOR EFFICIENT MIGRATION TO CLOUD COMPUTING IN GOVERNMENT IntelliDyne, LLC MARCH 2012 STRATEGIC IMPACT PILLARS FOR EFFICIENT MIGRATION TO CLOUD COMPUTING IN GOVERNMENT
Implementation Guide Simplify, Save, Scale VoIP: The Next Generation Phone Service A single source for quality voice and data services. > > > > > > > > > > All signs point to VoIP so letês get started.
Section 4 MANAGEMENT CONTROLS AND PROCESSES Section 4 MANAGEMENT CONTROLS AND PROCESSES MANAGEMENT CONTROLS AND PROCESSES FEATURED IN THIS SECTION 4.1 Information Management Framework... 1 4.2 Strategic
B. Executive Summary Across the country, state governments face tough economic challenges. High unemployment is causing record numbers of citizens to seek public assistance, straining government s aging
Value to the Mission FEA Practice Guidance Federal Enterprise Program Management Office, OMB November 2007 FEA Practice Guidance Table of Contents Section 1: Overview...1-1 About the FEA Practice Guidance...
Enterprise Architecture in the Context of Organizational Strategy Sundararajan Vaidyanathan Senior Enterprise Architect, Unisys Introduction The Presidential Management Agenda (PMA) 1 is geared towards
Providing an IT Education Business Processing [ Information Technology, Applications Management ] TEKsystems Global Services Customer Success Stories Client Profile Industry: Software Revenue: $74.3 billion
Department of Defense INSTRUCTION NUMBER 5105.58 April 22, 2009 USD(I) SUBJECT: Measurement and Signature Intelligence (MASINT) References: See Enclosure 1 1. PURPOSE. This Instruction reissues DoD Instruction
State of the States: IT Trends, Priorities and Issues OSC Financial Conference 2012 Doug Robinson, Executive Director National Association of State Chief Information Officers Fiscal recovery: budgets are
EIM Strategy & Data Governance August 2008 Any Information management program must utilize a framework and guiding principles to leverage the Enterprise BI Environment Mission: Provide reliable, timely,
DIGITAL STRATEGY SUMMARY 2014-2015 Maria MacGunigal, CIO OUR STORY: We are at an important point in history where technology is pervasive in almost all aspects of our lives. Government is expected more
IT Governance and IT Operations Bizdirect, Mainroad, WeDo, Saphety Lisbon, Portugal October 2 2008 Jan Duffy, Research Director Industry Insights Agenda About IDC Insights Today s organizational complexities
Enabling the University CIO Strategic Plan 2013-2018 NDU will create exceptional and innovative solutions and services that enable advanced joint education, leadership and scholarship (NDU Strategic Plan
U.S. DEPARTMENT OF HOUSING AND URBAN DEVELOPMENT ADMINISTRATION Special Attention of: Transmittal for Handbook No: 3260.1 Issued: September 6, 2002 1. This Transmits: HUD Handbook 3260.1, Enterprise Data
IT Unification Phase One State CIO Office (or equivalent) Special Recognition Contact: Kathryn Henson, IT Director of Unification and Platform and Product Services, email@example.com, 405-522-3013
Gaining the SITUATIONAL AWARENESS needed to MITIGATE CYBERTHREATS Industry Perspective EXECUTIVE SUMMARY To become more resilient against cyberthreats, agencies must improve visibility and understand events
IT@UMN Enterprise Architecture Program Guiding Principles 1 Page Enterprise Architecture Guiding Principles Enterprise architecture guiding principles must be considered for all academic and administrative
HR Strategic Plan 2015-2019 Vision Strategy The headline Something happens we have to fix External influence drives action Crisis management Timing: NOW Reaction Transaction Set of steps triggered by an
A discussion of information integration solutions November 2005 Deploying a Center of Excellence for data integration. Page 1 Contents Summary This paper describes: 1 Summary 1 Introduction 2 Mastering
Designing a Modern, Holistic ECM Strategy for Healthcare How ECM consulting helps healthcare providers thrive in an atmosphere of change. Executive Summary Today s healthcare industry is undergoing continual
Managing Data as a Strategic Asset: Reality and Rewards GTA Technology Summit 2015 May 11, 2015 Doug Robinson, Executive Director National Association of State Chief Information Officers (NASCIO) About
IBM Software A Journey to Adaptive MDM What is Master Data? Why is it Important? A Journey to Adaptive MDM Contents 2 MDM Business Drivers and Business Value 4 MDM is a Journey 7 IBM MDM Portfolio An Adaptive
Role of Analytics in Infrastructure Management Contents Overview...3 Consolidation versus Rationalization...5 Charting a Course for Gaining an Understanding...6 Visibility into Your Storage Infrastructure...7
NASCIO EA Development Tool-Kit Solution Architecture Version 3.0 October 2004 TABLE OF CONTENTS SOLUTION ARCHITECTURE...1 Introduction...1 Benefits...3 Link to Implementation Planning...4 Definitions...5