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Capital Planning and Investment Control (CPIC)

Capital Planning and Investment Control (CPIC). September 24, 2008. Today’s Objectives. Share information about the NIH Capital Planning and Investment Control (CPIC) program. Discuss the integration of CPIC with Project Management/ Enterprise Performance Life Cycle (EPLC) Framework.

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Capital Planning and Investment Control (CPIC)

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  1. Capital Planning and Investment Control (CPIC) September 24, 2008

  2. Today’s Objectives • Share information about the NIH Capital Planning and Investment Control (CPIC) program. • Discuss the integration of CPIC with Project Management/ Enterprise Performance Life Cycle (EPLC) Framework.

  3. CPIC is not a paper work exercise. CPIC is not the Exhibit 300. CPIC is not the Exhibit 53. CPIC is a systematic approach to selecting and managing IT investments throughout the life cycle. CPIC is a tool by which we can select the best mix of IT investments for the NIH Portfolio of IT Investments. What is CPIC?

  4. The CPIC Process Select • Screen • Rank • Score How do you know you have selected the best IT Portfolio? Control Evaluate • Conduct reviews • Make adjustments • Apply lessons learned • Monitor progress • Take corrective actions Will the selected IT investments be able to deliver the benefits projected at cost and schedule projected? Based on your evaluation, didthe system deliverthe expectedbenefits? Source: GAO 4 4 4

  5. History of NIH CPIC • Feb - Sept 2004: NIH CPIC Policy Work Group developed draft NIH CPIC Policy and Procedures. • Sept 2004 – April 2006: NIH CPIC Policy and Procedures remained in draft awaiting issuance of HHS CPIC policy. • Dec 30 2005: HHS published its CPIC policy. • Jan – April 2006: NIH’s CPIC policy revised to conform to the HHS policy. • May 2006: NIH’s CPIC Policy and Procedures signed by NIH CIO and transmitted to HHS. • 2007: All ICs provided documented CPIC policies and procedures. • 2008 - 2009: Ongoing integration of CPIC, EPLC, and NIH governance. 5 5 5

  6. Why CPIC? • CPIC provides senior management with objective information so that they can make good business decisions and invest federal funds in IT projects with a high likelihood of success and that meet the NIH mission. • Mandated by law.

  7. Laws • Paperwork Reduction Act. Sets overall framework for OMB oversight of Information & IT. • Clinger Cohen Act. Requires sound investment through capital planning that is tied to Agency missions and strategic goals. • Government Paperwork Elimination Act. Requires agencies to ensure all transactions are electronic, when practicable, by October 2003. Along with the Electronic Signatures in Global and National Commerce Act, creates legal framework for online commerce. • Federal Acquisition Streamlining Act. Requires agencies to identify all major investments, identify planned costs, schedule, and performance criteria and then achieve at least 90 percent of them. • E-Gov Act. Requires agencies to support cross-agency E-Gov initiatives. Codifies the role of OMB (E-Gov Administrator and Office of E-Government), and CIO Council. Requires agencies to develop citizen and productivity-related performance measures to support agency objectives, strategic goals, and mandates. • Federal Information Security Management Act. Requires attention to security in all agency applications and ensures agencies are accountable to OMB and Congress. • Privacy Act. The foundation of Federal policy for protecting and sharing personal information. • Section 508. Ensures accessibility for all.

  8. REVIEW LEVEL CRITERIA

  9. IC CPIC • Develop and maintain a CPIC process. • IC CIO must identify IT investments that meet the criteria for NIH and/or HHS level review. • IC CIO must provide the NIH CIO with the IC IT investment portfolio. • Perform CPIC reviews. • Establish and maintain a management structure in place that performs. • Technical reviews of IT investments and the IC IT investment portfolio. • Business reviews of IT investments and the IC’s IT investment portfolio. • An IC with an IT investment >$1M (annual) must establish and maintain a formal governance structure.

  10. Integration of CPIC and EPLC = Governance CPIC Strategic Planning EPLC

  11. Parallel Methodologies

  12. Commonalities Critical Partners Reviews Disciplined approaches Differences Timing (annually vs. individual IT projects’ progress and readiness for entering next phase) Level of review EPLC and CPIC

  13. Critical Partners • Departmental CPIC Policy requires critical partners to participate in the CPIC process to ensure that IT investments comply with HHS policy in the critical partners’ respective functional areas. • Critical Partners are subject matter experts: • Enterprise Architecture, Security and Privacy, Acquisition Management, Finance, Budget, Human Resources, Section 508, CPIC, and Performance. 13 13

  14. EPLC Reviews project documentation for completeness and adequacy during the EPLC’s stage gate reviews. CPIC Reviews each IT investment’s project documentation as a member of the NIH CPIC Review Board during Select Phase. Determines the criteria used to review project documentation. (Criteria are updated every year before the start of the Select Phase of CPIC.) Dual Role of Critical Partners 14 14

  15. QandA

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