FY 2014–2018 doe irm strategic plan DOE IRM Mission Advance the Department’s mission through policy standards and services which meet mission requirements balance ris and innovation and set clear performance goals and expectations for the information ecosystem DOE IRM Vision Collaborate as an enterprise to deliver innovative information management and technology solutions that support the Department’s mission Core Capabilities Governance • Information and IT Management • Enterprise Architecture Policy and Standards Cybersecurity • IT Workforce Management Strategic Goal 1 Strategic Goal 2 Strategic Goal 3 Strategic Goal 4 “Supporting our information consumers” “Excelling as stewards of enterprise IT resources” “Enhancing information security” “Investing in our workforce and partners” Ensure delivery of highSafeguard our resources Protect the integrity of quality information and through the cost-effective Departmental information IT solutions that meet management of information by strengthening our consumers’ needs and and IT solutions cybersecurity posture enable mission outcomes Objectives Objectives Invest in our IT workforce and the partnerships required to advance the Department’s mission Objectives Objectives 2 1 Improve interoperability3 1 Fulfill Federal security 4 1 Support the 1 1 Improve delivery of and compliance by enterprise information and IT requirements by establishing Department’s information solutions by understanding enhancing Departmental standards and expectations technology needs by enterprise architecture consumers’ needs for Departmental building a talented diverse preferences and behaviors policy and standards cybersecurity workforce 2 2 Improve Departmental 3 2 Prevent and promptly 1 2 Create new capacity through a network of DOE decision-making by resolve cybersecurity strengthening governance threats by strengthening clouds that will achieve enhanced performance of processes Departmental situational information and IT solutions2 3 Increase the efficiency of awareness and incident by integrating networks andDepartment IT investments response services by streamlining IT acquisition 3 3 Develop and transition 1 3 Ensure the availability ofand improving project and access to information management processes that enables consumers to make timely informed decisions by strengthening corporate data and information management approaches 1 4 Provide IT solutions by deploying innovative information technologies while enhancing existing technologies 4 2 Enable the IT workforce to execute its responsibilities by providing useful secure technology and processes 4 3 Promote an enterprise approach to information sharing that will foster cutting-edge technologies innovation by collaborating into the DOE security with government industry architecture by advancing and academic partners the Cyber Sciences Laboratory and the Cyber Innovation Center 3 4 Promote enterprise cybersecurity awareness and foster a stronger sense of accountability by improving cybersecurity training and communication FY 2014–2018 doe irm strategic plan Message from the Deputy Secretary The Department of Energy DOE has a rich history of enhancing U S security and economic growth through transformative science technology innovation and market solutions to meet our energy nuclear security and environmental challenges The success of this mission is highly dependent on the quality availability and usability of information and Information Technology IT By optimizing information processes services and technology we will be better positioned to deliver high-quality solutions achieve cost-effectiveness improve security and enhance collaboration across the Department to enable the DOE mission Daniel B Poneman Deputy Secretary of Energy The FY 2014-2018 DOE IRM Strategic Plan will guide the future of Departmental information and IT Active participation and commitment will be required from all Departmental Elements to achieve its intended results Now unified by a single IRM Strategic Plan the Department will meet and exceed the rising expectations of our stakeholders business partners and the information consumers that we serve Daniel B Poneman Deputy Secretary of Energy Message from the Chief Information Officer I am proud to present the FY 2014-2018 DOE Information Resources Management IRM Strategic Plan which defines the goals we — the DOE IT organizations — must meet the capabilities we must build and the strategies we must implement to support achievement of the DOE mission Prior to the FY 2014-2018 DOE IRM Strategic Plan the Department had more than 15 strategic documents that guided DOE information and IT efforts By synthesizing and supplementing critically relevant concepts from these previous strategic documents the DOE IRM Strategic Plan describes how we will align our information resources with the Department’s mission to make information and IT solutions more efficient useful responsive and accessible to all information consumers Robert F Brese Chief Information Officer To realize our forward-leaning information and IT vision we will continue to build upon the three pillars —Transform Protect Advance — established in the 2012 IT Modernization Strategy designed to be enduring these three pillars describe the means by which we will accomplish our four IRM strategic goals First we must ensure the delivery of high-quality information and IT solutions that meet consumers’ needs and enable mission outcomes Second we must safeguard our resources through the cost-effective management of information and IT solutions Third we must protect the integrity of Departmental information by strengthening our cybersecurity posture Finally we must invest in our IT workforce and collaborative partnerships While we will face challenges over the next four years through the IRM Strategic Plan we will continue to modernize the way we manage use and secure our information and IT to advance the department’s mission Robert F Brese Chief Information Officer Table of Contents Major Trends Affecting DOE Information Information and IT Core Capabilities � � � � � 6 and IT FY 2014–2018 � � � � � � � � � � � � � 2� � � � � � � � � � � � � � Strategic Goals Information Consumers and Stakeholders � � 4 Performance Measures � � � � � � � � � � � DOE IRM Mission and Vision � � � � � � �Looking � � to 5 the Future � � � � � � � � � � � � U S Department of Energy 1 FY 2014–2018 doe irm strategic plan Major Trends Affecting DOE Information and IT FY 2014–2018 DOE enhances U S security and economic growth through transformative science technology innovation and market solut meet our energy nuclear security and environmental challenges To advance this mission it is paramount that DOE effectiv efficiently manage its enterprise information resources In coming years we anticipate that we will encounter several techn policy workforce and economic challenges that will impact our operations We will embrace these challenges as opportunit to improve operational efficiency advance our cybersecurity defenses and better serve the Department’s mission The DOE Strategic Plan accounts for each of these trends as we plan our strategic priorities Evolving Complexity of the Department’s Information Ecosystem From the Energy InformationAdministrationto the federallyfunded national laboratories DOE is composed of drastically different Departmental Elements In FY12 12 different DOE Program DEs The Department has highly varied mission areas resulting in a federated and Staff Offices operated more organizational structure This structure has caused the way in which we manage and use information to become increasingly complex in recent years For instance than 120 instances of 26 DOE within the Federal area alone in Fiscal Year FY 2012 the DOE commodity IT commodity IT services environment included numerous IT Directors hundreds of IT operations personnel more than 20 email systems and 46 data centers of varying size Though the consumer base for each of these services varies duplication of technology and 1 support is common across our information ecosystem To begin addressing these specific instances of complexity in FY13 the Secretary mandated a Departmental 120-day study to determine how DOE can deliver improved service of Federal IT with increased efficiency Based on the resulting recommendations from this study we will undertake initiatives to increase transparency and accountability across our IT portfolio create consistent management frameworks that enable an appropriately standardized customer requirements process and develop a more flexible enterprise architecture that will facilitate integration of future technology advances and enable the Department to provide consumers with the IT services they want Ultimately we will have a collection of systems that are seamlessly interoperable and secure across the Department thereby optimizing the DOE information ecosystem Growing Frequency and Sophistication of Cybersecurity Threats Adversarial cybersecurity threats are challenging organizations in every industry including the public sector Over the past three years DOE has been the target of According to a GAO study the multiple cyber-attacks While our defenses have significantly evolved in response of cybersecurity incidents to these incidents the cybersecurity threats continue to adapt as well To thatnumber end we have taken numerous measures to secure Departmental data along with the reported by Federal agencies personal information of our workforce For example we continue to strengthen the increased by 782% from Joint Cybersecurity Coordination Center JC3 to improve incident detection and FY06 – FY12 response across multiple Federal agency partners In addition we have identified improvement areas in our cybersecurity training programs and established an executive-levelCyber Council to integratecyber-relatedactivitiesacross the Department As cybersecurity threats continue to become more frequent persistent and sophisticated in the years ahead we will increase our vigilance by aggressively expanding our ability to prevent detect and respond to enterprise cybersecurity threats 1 2 The DOE information ecosystem is defined as all people processes and technology that comprise the shared and unique services that will be supported by a security architecture and have a common set of enterprise information standards U S Department of Energy FY 2014–2018 doe irm strategic plan Increasing Number of Federal IT Mandates and Cross-Agency Initiatives In recent years the Office of Management and Budget OMB and other Federal agencies have issued a stream of government-wide IT mandates and cross- From FY11 to FY13 the Office of agency initiatives aimed at creating a more transparent efficient and secure Management and Budget issued Federal government In FY10 OMB unveiled a “25 Point Implementation Plan to more than 30 new mandates that Reform Federal Information Technology Management ” which requires agencies impact DOE information and IT to pursue efforts such as data center consolidation and a “cloud-first” policy for new IT deployments Since then a number of additional government-wide initiatives operations have reaffirmed and expanded the basic tenets of OMB’s 25 Point Plan including PortfolioStat which guides agencies to reduce wasteful IT spending by conducting an evidence-based review of their IT portfolios In FY12 DOE completed its initial PortfolioStat review identifying more than $10 million per year in savings and cost avoidance In addition to these mandates openness and transparency have also emerged as critical reform efforts with the release of the FY09 Open Government Directive FY12 Digital Government Strategy and FY13 Open Data Policy We have embraced these mandates by releasing high-value data to the public and developing applications designed for mobile computing devices and smartphones As additional Federal IT reforms are introduced over the next four years we will comply with existing and future government IT mandates and cross-agency initiatives Maintaining a Skilled IT Workforce As the Department’s information ecosystem becomes increasingly complex we will be challenged to supply the necessary talent to deliver tomorrow’s technology Specifically due to the rapid pace of technology advancement the Department A subset of total Departmental IT faces the challenge of aligning new mission-driven IT staffing needs with employee training DOE OCIO employees skills thereby leaving the Department vulnerable to skill mismatch and competency gaps Nonetheless in FY13 we made progress towards reducing skill gaps by completed more than 2 000 hours implementing improvements to the IT Project Management Qualification process of training in FY13 to continually to ensure all Federal project managers for key IT investments were certified In the improve their proficiency in missionfuture working closely with the Office of the Chief Human Capital Officer we will critical IT support functions continue to support the Department’s objective of developing a highly qualified capable and flexible Federal workforce We recognize the need to identify existing and forecast future skill competency gaps develop appropriate succession plans and knowledge management solutions to mitigate the risk of our retirementeligible workforce standardize enterprise-wide training and instill forward-leaning competencies such as open data and information lifecycle management Increasing Federal Budget Pressures The current budgetary environment requires all Federal agencies including the DOE to execute their missions with a fiscally conservative mindset Over the past five years we have faced growing pressure to do more with less within the IT From arena FY10 to FY13 the Department In response to this trend DOE has achieved significant savings through a number generated significant cost savings of IT efficiency initiatives including email consolidation unified communications improvements and commodity IT contract reductions To achieve additional by closing six Federal data centers IT efficiencies while maintaining required service levels we must minimize IT redundancies and complexity decrease resource requirements to deliver commodity IT services and embrace innovative cost-effective strategies and technologies U S Department of Energy 3 FY 2014–2018 doe irm strategic plan Information Consumers and Stakeholders From FY 2014–2018 we will undertake a number of strategic endeavors that will allow us to advance the Department’s IT in an efficient and secure manner To do so we will be required “Advancing the DOE to collaborate with a diverse group of internal partners and external stakeholders IRM mission requires We have a large number of information consumers with varying functions and close collaboration with responsibilities and consequentially differing information and IT solution needs Supported by recent open data government initiatives the is our largest information consumer Departmental information public group using freely available Department data and information for individual consumption consumers government Internally we have three distinct consumer segments each with drastically different needs entities and innovators ” Office of the Under Secretary for Nuclear Security Office of the Under Secretary for Science and Energy and Office of the Under Secretary for Management and Performance – Robert Brese Across these mission areas are the Departmental Elements 10 Program Offices two Chief Information Officer CIO independent DOE administrations 15 Staff Offices 17 national laboratories four power for the Department of Energy marketing administrations and eight Field Sites ƒ Program Offices are based at DOE headquarters in Washington DC and direct the policies and programs to carry out the Department’s mission include the Energy Information Administration ƒ Independent DOE Administrations EIA which is responsible for independently collecting statistical information about energy production and use and the National Nuclear Security Administration NNSA a separately organized agency within DOE which supports programs related to the Nation’s nuclear weapons management nuclear non-proliferation and naval reactor programs ƒ Staff Offices provide administrative and oversight support to Department programs and offices ƒ National Laboratoriesperform cutting-edge research in science and technology to advance the Department’s mission are responsible for marketing and delivering ƒ Power Marketing Administrations hydroelectric power generated from Federal water projects Each power marketing administration operates in a different geographical area of the country ƒ Field Sites are offices outside headquarters that perform activities to support one or more Program Offices We also continually coordinate with a number of government entitiesthat issue laws and mandates policy decisions and standards that influence the Department’s information technology operations and strategic direction For instance the White House establishes government-wide priorities that shape our intra-agency information technology agenda including digital government and open data initiatives Moreover we work with OMB to ensure that all Department information technology solutions are acquired and managed in a manner consistent with broader Administration goals We partner with the Federal CIO Council to share best practices learn about technology trends and priorities and obtain useful Federal CIO resources Additionally we collaborate with the Government Accountability Office GAO to ensure the Department is meeting all Congressional information technology and cybersecurity governing policies Further we team with other Departments such as the Department of Homeland Security DHS and the Department of Commerce’s National Institute for Standards and Technology NIST to advance Federal information technology standards and directives including the Homeland Security Presidential Directive-12 HSPD12 governing identity management and NIST’s Cybersecurity Framework Finally we partner with innovatorsfrom private industry and academia to gain expertise and discover evaluate and securely implement technologies in the DOE information ecosystem In the years ahead we will strengthen our relationships with information consumers government entities and innovators 4 U S Department of Energy FY 2014–2018 doe irm strategic plan DOE IRM Mission and Vision Information and IT are fundamental to advancing the Department’s mission IT automates business processes improves the and flexibility of operations and increases workforce productivity In an era of shrinking budgets and mandated shifts towar leaner government that uses private sector capabilities and shared services we must effectively use current technologies a implement new and emerging technologies with a common Departmental mindset By doing so we can improve enterprise collaboration business intelligence and our cybersecurity posture Accordingly we have modified our mission and vision fo Departmental information and IT The Office of the Chief Information Officer OCIO will lead this Departmental transformation working in close coordination w DEs Moving forward the OCIO will continue to provide some commodity IT services that it has provided since its inception s as desktop and worker productivity solutions but this is no longer the sole focus of the OCIO’s role The OCIO will serve as t Department’s advisor-broker for information technology This model will benefit DOE by providing a dedicated body to focus policy governance architecture and standards thereby influencing Departmental use and management of core infrastruct commodity IT to meet mission outcomes and security requirements To succeed in this role the OCIO will strive to be the tru advisor and enabler of the information ecosystem encouraging DEs to seek the OCIO’s support and insight on all technolog solution initiatives This advisor-broker model allows the DOE CIO to strengthen the information ecosystem benefiting all DEs An improved DO information ecosystem enables structured flexibility to meet mission support requirements while managing its complexity e effective interoperability and security and delivering more efficient and reliable services All of these outcomes support the overarching mission of IT at DOE As such the DOE IRM mission statement establishes the Department’s information and IT agenda for the next four years DOE IRM MISSION Advance the Department’s mission through policy standards and services which meet mission requirements balance ris and innovation and set clear performance goals and expectations for the information ecosystem Complementing our mission statement is the DOE IRM vision statement which describes the Department’s aspirational lon term information and IT outcomes To fully realize our mission it is essential that all Departmental information and IT initiativ are implemented with the focus of not only realizing cost-effectiveness but also improving cybersecurity quality of service Departmental collaboration DOE IRM VISION Collaborate as an enterprise to deliver innovative information management and technology solutions that support the Department’s mission U S Department of Energy 5 FY 2014–2018 doe irm strategic plan Information and IT Core Capabilities To realize our mission and vision we must develop and achieve proficiency in our information and IT core capabilities that un all strategies described in the DOE IRM Strategic Plan These core capabilities include ƒ Governance We must establish and employ a streamlined customer-driven Departmental governance capability to improve decision-making for IT investments This includes rigorous Federal Capital Planning and Investment Control CP acquisition investment review and IT portfolio management processes We must continue to modernize the way we manage our information and IT Effective ƒ Information and IT Management and efficient management of our information and IT operations is a key component of IT solution delivery This compete relies on program management processes that align IT solutions with consumer expectations and mission requirements addition the Department must maintain an ongoing commitment to innovation The Department’s enterprise architecture describes the information ƒ Enterprise Architecture Policy and Standards landscape components and functions thereby setting the boundaries for IT governance policies and standards These policies and standards must be sufficiently detailed to provide predictability in IT deployments yet agile enough to adap changing operating and customer needs ƒ Cybersecurity Protecting agency information and assets is paramount to successfully executing the Department’s mission We must proactively assess and detect cybersecurity risks and vulnerabilities resolve threats when they do oc and continually monitor the effectiveness of our cybersecurity solutions ƒ IT Workforce Management DOE must excel in IT workforce planning and management to support the Department’s information technology needs Key components of this competency include recruitment development management an retention of DOE’s IT employees 6 U S Department of Energy FY 2014–2018 doe irm strategic plan Strategic Goals The DOE IRM strategic goals build upon the three pillars established in the 2012 IT Modernization StrategyProtect — Transform Advance— and describe how we will achieve the DOE IRM mission and vision For both classified and unclassified environme is an enduring commitment applied across our four strategic goals which align information consum Transform Protect Advance needs efficient information solutions a strengthened cybersecurity posture and investments in our IT workforce and partne further the Department’s mission Our IRM strategic goals are STRATEGIC GOAL 1 “ Supporting our information consumers” Ensure delivery of high-quality information and IT solutions that meet consumers’ needs and enable mission outcomes ADVANCE PROTECT TRANSFORM STRATEGIC GOAL 2 “Excelling as stewards of Safeguard our resources through the cost-effective management of enterprise IT resources” information and IT solutions STRATEGIC GOAL 3 “ Enhancing information security” Protect the integrity of Departmental information by strengthening our cybersecurity posture STRATEGIC GOAL 4 “Investing in our workforce Invest in our IT workforce and the partnerships required to advance the Department’s mission and partners” In the following pages we define the four goals in greater detail and describe how we will achieve them Specifically each g outcome-based and supported by several objectives which are in turn supported by executable strategies U S Department of Energy 7 FY 2014–2018 doe irm strategic plan GOAL 1 Ensure delivery of high-quality information and IT solutions that meet consumers’ needs and enable mission outcomes In today’s digital age information and IT solutions are integral to DOE’s daily operations Supporting the internal and extern information consumers who depend on these solutions is a top priority for the Department In the years ahead we will broa our understanding of our consumers’ diverse needs and tailor delivery of information and IT solutions accordingly To improv usability accessibility and availability of information we will modernize our information ecosystem while strengthening our and information management policies We will enhance our existing IT solutions and foster new ones to provide offerings th deliver maximum value to our information consumers Our focus on delivering high-quality consumer-oriented information information technology solutions is paramount to the success of the Department’s mission OBJECTIVE 1 1 Improve delivery of enterprise information and IT solutions by understanding consumers’ needs preferences and behaviors Information consumers have a wide range of needs and expectations related to the consumption and manipulation of inform and IT This broad consumer base – from the individual citizen to the diverse set of consumers within the various DEs – requ tailored solutions to meet its unique needs and preferences Recognizing that a one-size-fits-all approach to IT is not sufficie we have pioneered several initiatives to enhance the Department’s ability to provide these solutions in a cost-effective man For example in FY13 we established the Information Technology Point of Contact ITPOC initiative a monthly working grou of OCIO and customer representatives to exchange ideas on product and service delivery improvements We also completed regular “house visits” to our internal information consumers and hosted the FY13 Customer Service Focus Workshop where discussed the current information consumer experience Inputs from these activities along with the annual Energy IT Servic EITS Customer Satisfaction survey are used to tailor solutions to meet consumers’ needs The Department will become more proactive in providing products and services that meet and anticipate consumer segmen needs – distinguished by both Departmental Element alignment and job function – by offering solutions based on their usag behaviors By more regularly interacting with our consumers we will gain a detailed understanding of their preferences and expectations for value-added solutions This feedback will enable the Department to enrich existing solutions retire those th outdated and use pilot programs to introduce new offerings that will satisfy evolving consumer needs STRATEGIES ƒ Identify information consumer segments to understand their unique role-specific needs and expectations for value-adde functionality and service related preferences ƒ Use consumers’ feedback to improve maintain or retire solutions and their usage ƒ Use a phased approach to test and validate expected improvements to the consumer experience OBJECTIVE 1 2 Create new capacity through a network of DOE clouds that will achieve enhanced performance of information and IT solutions by integrating networks and services As the Department’s mission becomes more heavily dependent on information and IT assets there is an increasing demand solutions that are easily deployed and consumed This requires improving operational effectiveness interoperability and se while reducing cost and space requirements In FY11 we began an effort to reduce redundant infrastructure and services F example as of February 2014 we have closed six of our original 54 Federal data centers and we plan to close four more by FY15 Also in FY14 NNSA initiated the OneNNSA Network which is an enterprise virtual Wide Area Network WAN that secu interconnects all NNSA Federal and Management and Operating M O Sites and will facilitate enhanced collaboration acros NNSA and DOE Similarly the Office of Science SC consolidated its IT infrastructure and implemented a WAN that intercon all of SC’s Federal sites creating SC’s private cloud 8 U S Department of Energy FY 2014–2018 doe irm strategic plan Over the next four years we will encourage the increased use of shared services with DEs and Federal agency partners wh developing appropriate service level agreements to ensure operational requirements are met We will also continue to execu Federal data center modernization and consolidation plan Additionally over time we will continue to progress the DOE infor ecosystem towards an architectural model that uses Infrastructure as a Service IaaS Platform as a Service PaaS Softwar a Service SaaS and Anything as a Service XaaS offerings Through a combination of consolidation of commodity services a minimum number of providers and federation of consolidated operating environments we will strive to fully interconnect in order to maximize our employees’ ability to collaborate seamlessly across the DOE information ecosystem in support of t Department’s mission These changes will increase user capacity improve flexibility reduce spending on redundant infrastr and commodity services and strengthen the security of our information STRATEGIES ƒ Encourage the use of shared and XaaS services across Departmental Elements by increasing awareness of potential cos reduction and service quality improvement benefits ƒ Consolidate and shut down non-core data centers ƒ Enable the secure delivery of underlying infrastructure IaaS platform PaaS and software SaaS services to be made available for use by all Federal organizations across the Department ƒ Modernize current services capitalizing on cloud technology to increase performance strengthen security and realize energy efficiencies OBJECTIVE 1 3 Ensure the availability of and access to information that enables consumers to make timely informed decisions by strengthening corporate data and information management approaches Access to timely relevant data and information is essential to the Department’s mission In recent years we have made pro to ensure information consumers have access to the right information at the right time For example in FY13 we improved ability for consumers to query and analyze data through new tools on Energy gov These tools include Application Programm Interfaces APIs for coders federated search capabilities for government managers of open data and specific search tools students regulators and energy professionals Similarly in FY13 we initiated the Records Management Revitalization proje which uses advanced technology and business processes to better manage our records inventory address future capacity requirements and enhance search and retrieval capabilities We will establish a Chief Data Officer position to develop and execute our Department-wide data strategy We will offer ente data services to eliminate silos improve the reliability of data and reduce security risks We will also provide public-facing d services that are open for all consumers to use Moreover we will use digital and traditional mediums to deliver and receive high-value data and information in an easily discoverable retrievable and recordable format that promotes transparency w appropriate consumers We will continue to strengthen our electronic and paper records management capability All of these efforts will be supplemented by providing training and communications to the DOE workforce on the importance of records management and sharing data and information in a secure manner STRATEGIES ƒ Create a Chief Data Officer position to own and coordinate data and information management initiatives ƒ Create specific data services that will be shared and accessible across the Department working in conjunction with rolebased attribute access for consumers ƒ Increase use of multiple channels to receive and deliver data and information in accordance with consumers’ preference and OMB guidance ƒ Improve the records management program by establishing annual awareness training developing an accurate comprehensive records inventory and formulating lifecycle management plans ƒ Provide workforce training on the benefits best practices and requirements of securely sharing data and information U S Department of Energy 9 FY 2014–2018 doe irm strategic plan OBJECTIVE 1 4 Provide IT solutions by deploying innovative information technologies while enhancing existing technologies The Department’s national laboratories are global leaders in the innovation of best-in-class information technology products services The national laboratories’ value has only been limited by the lack of DEs’ awareness of how they can benefit from laboratories’ innovations We are committed to better recognizing and implementing technologies developed by the laborat and other DEs to both improve existing and introduce new Department-wide IT solutions In FY14 we established the found for the Technology Advisory Board TAB which will ultimately facilitate the transfer of information and innovative solutions stakeholders from across the Department The Department will establish a formal sustainable Federal technology transfer program to test and deploy innovative tech This will reduce the cost of new technologies necessary to meet Departmental Element requirements We will provide soluti that enable consumers to access and use IT while balancing security efficiency and value for the Department Specifically will focus on IT such as Voice over Internet Protocol VoIP and Virtual Desktop Interface VDI thin client devices Additionall will develop and implement a remote access environment that will enable the Department to more easily deploy and suppo broader variety of mobile devices such as corporate-owned personally-enabled smartphones and bring your own device A all of these initiatives we will continually identify and implement sustainable green IT to support the Department’s energy r and environmental performance aspirations STRATEGIES ƒ Develop processes to more quickly and efficiently deploy secure innovative technologies ƒ Implement services and tools that improve information consumers’ ability to access and use IT ƒ Provide and support a variety of mobile devices that permit greater work location flexibility ƒ Identify and use green information technology to increase Departmental energy efficiency 10 U S Department of Energy FY 2014–2018 doe irm strategic plan GOAL 2 Safeguard our resources through the cost-effective management of information and IT solutions To meet the demands of our information consumers amidst a constrained budgetary environment we must cost-effectively manage our IT resources In the years ahead we will improve our enterprise architecture and information policy standards t ensure all IT projects and programs optimize DOE resources and are operationally compliant We will strengthen our enterpr governance processes to make corporate decision-making more efficient transparent and consistent Finally we will stream and standardize our IT acquisition process to increase speed and reduce costs Through each of these objectives we will tra our IT management processes to operate as efficiently as possible OBJECTIVE 2 1 Improve interoperability and compliance by enhancing Departmental enterprise architecture policy and standards The Department’s federated nature creates an environment in which DEs have varying degrees of independence in establis architecture policy and standards for information and IT While this model enables the DEs to customize IT solutions that m their specific needs it makes information exchange security vulnerability assessment and IT infrastructure more complex enhance information exchange in FY13 we implemented an enterprise architecture and portfolio management tool Enterp Architecture Roadmap Solution EARS Once it is fully deployed Department-wide EARS will guide DOE DEs to optimize and secure their interconnected business architectures strategies and investments Also in FY14 we developed a bring-your-o device directive which describes DOE’s policy that allows the Department’s workforce to securely work from anywhere at a time and on the device of an individual’s choice Building on our understanding of the current architecture we will outline our vision for future-state enterprise architecture a associated improvements resulting in a more efficient IT operation greater visibility across the DOE information ecosystem increased flexibility to meet mission IT needs To support migration to this future-state we will establish Departmental polic that enhance interoperability compliance and quality We will develop the governing standards to fulfill Departmental and Federal policies Finally we will create and use a pricing model to standardize the way in which we communicate service fee information consumers This will allow consumers to fully understand costs and make informed decisions about which servic are most useful STRATEGIES ƒ Document the current and define the future-state Department Federal IT enterprise architecture to set boundaries for IT standardization ƒ Develop Departmental information and IT policy to improve throughput and quality and fulfil Federal guidance and mandates ƒ Define technical and data standards to achieve enterprise interoperability and meet Departmental and interagency poli ƒ Develop a comprehensive pricing model based on standard service level agreements that includes a consistent Department-wide chargeback model OBJECTIVE 2 2 Improve Departmental decision-making by strengthening governance processes Governance fosters effective Departmental executive decision-making We are committed to balancing Departmental Eleme independence and flexibility with the need for a centralized IT governance process In FY13 the OCIO began to refine the Department’s IT governance structure In FY14 we will collaborate with the appropriate DOE mission stakeholders to build o these proposed revisions and ultimately develop a governance model that provides a forum for discussing and adjudicating corporate requirements policies and standards The resulting IT governance board will inform budget and investment decis while overseeing the management of Departmental information and IT By engaging mission stakeholders throughout the establishment of the IT governance board we will ensure that this govern model is institutionalized Department-wide to facilitate informed cost-effective and timely investment decisions We will es the OCIO as the Department’s information and IT advisor to provide DEs with useful technical advice throughout the investm decision-making process To increase visibility into the health of the Department’s IT portfolio we will make several IT financ and performance management improvements Throughout all of our efforts it is important that we continually improve our oversight of information and IT management and take measures to encourage voluntary compliance with established gover processes U S Department of Energy 11 FY 2014–2018 doe irm strategic plan STRATEGIES ƒ Establish an IT governance board and institutionalize its use to regularly conduct evidence-based investment reviews an adjudicate policy and standards decisions ƒ Provide sound technical advice to enable Departmental Elements to make informed IT product and service decisions tha align with Departmental policy and standards ƒ Improve IT financial and performance management to make the health of the Department’s IT portfolio more transparen and provide evidence to the governance board ƒ Support Departmental oversight of and accountability for information and IT management by continually improving governance processes and publishing annual reports OBJECTIVE 2 3 Increase the efficiency of Department IT investments by streamlining IT acquisition and improving project management processes In addition to improving governance we must enhance our IT acquisition and corporate project management processes We have already taken steps to streamline our acquisition processes thereby increasing value to consumers and reducing costs instance the Department consolidated contracts used to deliver commodity IT services saving the Department nearly $1 5 in FY13 In the same year we developed tools such as the Corporate IT Project Execution Model PEM to improve Departme wide project management techniques Integration of the IT budget formulation governance acquisition and project management processes is vital This will facili a seamless flow of information throughout the investment lifecycle and simplify ongoing project operations We will take ste to centralize applicable IT acquisition functions and seek strategic sourcing opportunities We will also standardize enterpris IT project management and operations including the use of agile methodologies to more easily deliver successful IT projec on schedule and within budget Finally we will benefit from integrated project teams’ expertise to accomplish enterprise-wi modernization priorities and address emerging needs STRATEGIES ƒ Connect governance processes to appropriate IT acquisition and project management processes ƒ Aggregate the acquisition function for IT investments to increase expertise and benefit from the collective buying power the Department ƒ Enhance corporate IT project management by providing common management tools and techniques and deploying integrated project teams for enterprise-wide projects ƒ Capitalize on Department functional expertise to simplify operating procedures achieve economies of scale better serv information consumers and refocus resources on core mission IT 12 U S Department of Energy FY 2014–2018 doe irm strategic plan GOAL 3 Protect the integrity of Departmental information by strengthening our cybersecurity posture Cybersecurity continues to be one of the most significant focus areas for DOE Keeping the Department’s mission-critical information along with the personal information of our workforce secure is a top priority for the Department Accordingly w deeply engaged in a wide range of internal and interagency policy and operational activities In the years ahead we will un several initiatives to enhance our cybersecurity posture We will strengthen situational awareness and incident response to cybersecurity threats We will establish federally-aligned Departmental cybersecurity standards and introduce cutting-edge technologies through our Cyber Sciences Laboratory and Cyber Innovation Center In addition we will improve cybersecurity training to bolster workforce awareness and accountability For each of these initiatives we will collaborate with our nationa laboratories DEs and interagency partners who are critical to defending the Department’s information ecosystem OBJECTIVE 3 1 Fulfill Federal security requirements by establishing standards and expectations for Departmental cybersecurity Strengthening the Department’s cybersecurity posture is critical to the success of DOE’s mission Our path to improving Departmental cybersecurity begins with Federal security priorities accountability visibility through automation and mature information security measurement Since FY12 we have participated in the Cybersecurity Cross Agency Priority CAP Goal program which encourages improved comprehensiveness and standardization of cybersecurity metrics reporting While we have made noteworthy progress in implementing CAP Federal priority cybersecurity capabilities including strong authentica continuous diagnostic and mitigation and Trusted Internet Connections TIC we acknowledge that our current CAP score indicates that we still have a significant opportunity to improve in each of these areas Further we comply with Federal Info Security Management Act FISMA Information Sharing and Safeguarding IS S and other Federal cybersecurity requireme provide secure and effective service to Department and public information consumers The Department will improve policies and controls while conducting continuous monitoring responsibilities and hardening th DOE infrastructure and network environment We will continue to assess and embrace relevant standards developed by par reducing costs for the Department and speeding integration of new technologies We will develop requirements and solution protect the privacy and confidentiality of the Department’s information and resolve known vulnerabilities This will provide g transparency to data and information entering and exiting our network the IT components that reside in our information ec and the users on our systems Likewise we will strengthen our accreditation standards to better safeguard our information prevent insider threats Across all of these efforts we will expand our continuity of operations and disaster recovery capabil STRATEGIES ƒ Develop policies that direct the use of automated tools strengthening of internal controls and standardization of proces to reduce the cost and management complexity of cybersecurity functions ƒ Implement cybersecurity measures that harden the Departmental infrastructure and network environment ƒ Adopt standards and processes to accelerate the secure integration of innovative IT solutions ƒ Design cybersecurity requirements and solutions that ensure Department information is appropriately protected ƒ Execute the Department-wide approach to identity credential and access management to control accessibility of Department information systems and facilities ƒ Ensure all mission-critical applications and infrastructure have sufficient continuity of operations and disaster recovery capabilities OBJECTIVE 3 2 Prevent and promptly resolve cybersecurity threats by strengthening Departmental situational awareness and incident response Ad hoc security responses have limited value in today’s rapidly evolving information ecosystem since adversaries are conti adapting to defenses and creating new threats To improve security the Department has prioritized enterprise situational awareness to effectively gather actionable intelligence and direct cybersecurity resources A key component of this effort is the Joint Cybersecurity Coordination Center JC3 which provides a unified and standardized approach to cybersecurity data collection incident response and reporting across the Department while allowing individual DEs to develop unique cyberse strategies that complement their mission objectives JC3’s ability to consolidate disparate cyber response functions and stre information sharing provides the Department with tools to strengthen our overall security posture U S Department of Energy 13 FY 2014–2018 doe irm strategic plan The Department will implement a proactive cyber risk management program to assess the risks associated with IT acquisiti and major enhancements We will improve cybersecurity understanding and responsiveness through the use of distributed analytics and real-time collaboration These efforts will be aided by the JC3 which once fully operationalized will become a hub for information sharing shared analytics and collaborative incident response JC3 will be supplemented by active defen capabilities and tools identified by our continuous diagnostics and mitigation CDM program Finally we will deploy our ass across the enterprise so that all Department sites benefit from enhanced cybersecurity services including tools designed to harden the overall security of the bulk electric system STRATEGIES ƒ Apply cybersecurity risk management assessments to ensure IT acquisitions meet legal and regulatory requirements pr to integration into the Department’s information ecosystem ƒ Enhance shared analytics and real-time information sharing and reporting to improve enterprise cybersecurity situational awareness ƒ Improve coordination of Department-wide cybersecurity incident detection and response ƒ Augment and support enhanced cybersecurity services at all Department sites OBJECTIVE 3 3 Develop and transition cutting-edge technologies into the DOE security architecture by advancing the Cyber Sciences Laboratory and the Cyber Innovation Center The Department’s ability to prevent detect and resolve cybersecurity threats is highly dependent on the use of cutting-edg cyber technologies To accelerate national progress in cybersecurity technology and operations we have established the Cy Sciences Laboratory CSL a virtual cyber defense Research and Development R D capability that combines researchers f DOE national laboratories academia and private industry In FY13 the CSL made significant progress towards implementin a comprehensive Departmental cyber defense R D program by establishing a formal governance process and publishing a research vision and roadmap These achievements provide the foundation for future research and IT deployment efforts We will develop a DOE cybersecurity R D investment portfolio that addresses future enterprise requirements enhances bro Federal government capabilities and strengthens the Department’s support of the energy sector Further we will continue t the CSL to accelerate research in areas such as scalable testing of system cyber dynamics resilience and assurance and bi data and behavioral cyber analytics To complement the CSL’s research efforts we will establish a Cyber Innovation Center integrated research hub – to collaborate with early to mid-stage innovators from the private sector and academia on forwar leaning cybersecurity technology Internal coordination among the Departmental Elements DOE Chief Technology Officer C and Cyber Innovation Center will be fundamental to our success Finally we will deploy the most successful cyber technolog innovations throughout the Department while making them available to our interagency government partners in accordanc applicable legal requirements STRATEGIES ƒ Establish a Departmental cybersecurity research and development investment portfolio ƒ Advance the Cyber Sciences Laboratory to improve cross-organization cybersecurity research and development efforts ƒ Establish and mature a Cyber Innovation Center to strengthen joint cybersecurity innovation efforts ƒ Evaluate and fund cybersecurity technology pilots with the potential for future Department-wide adoption ƒ Transition applicable innovative cybersecurity technologies into the Department’s information ecosystem OBJECTIVE 3 4 Promote enterprise cybersecurity awareness and foster a stronger sense of accountability by improving cybersecurity training and communication Our workforce is an integral component of our cybersecurity defenses as cybersecurity is everyone’s responsibility Univers cybersecurity awareness behaviors and skills improve the Department’s ability to promptly identify evaluate and counter potential threats To prepare our workforce for modern security demands we are enhancing our Departmental cybersecurity training and workforce development program and partnering with the Department of Defense to reduce costs by sharing co training resources 14 U S Department of Energy FY 2014–2018 doe irm strategic plan In the years ahead we will provide the necessary communications and training to ensure all DOE Federal and contractor em regardless of job function understand their role in safeguarding Department information from external and internal threats will seek opportunities to improve and provide Department-wide cybersecurity training along with role-specific training for o cybersecurity workforce In addition we will continue to use our knowledge base to assist our interagency partners and con to Federal and commercial efforts to advance cybersecurity innovation STRATEGIES ƒ Provide relevant information to all DOE employees about cybersecurity risks thereby encouraging greater individual accountability and awareness ƒ Identify opportunities to improve the current training curriculum and deploy proactive Departmental cybersecurity train and human performance assessment programs ƒ Develop a highly-capable cybersecurity workforce through specialized role-based training and development ƒ Use deep cybersecurity expertise to provide vulnerability and mitigation consultation to partner organizations U S Department of Energy 15 FY 2014–2018 doe irm strategic plan GOAL 4 Invest in our IT workforce and the partnerships required to advance the Department’s mission The Department’s IT operations are conducted by a dedicated skilled and diverse IT workforce By focusing on workforce planning – recruiting training and retaining top talent – we can enable our workforce to better serve all information consum We will support the IT workforce by ensuring access to useful and secure technology tools simplifying processes and promo an approach to information sharing that encourages collaboration with the best of our academic industry and internal Dep partners As we pursue each of these workforce development initiatives our IT workforce will be better positioned to advanc Department’s mission OBJECTIVE 4 1 Support the Department’s information technology needs by building a talented diverse workforce The IT workforce – comprised of both IT and cybersecurity professionals – is critical to advancing the Department’s mission have improved workforce planning to address the challenge of waning budgets pending retirement of key IT personnel and house expertise gaps Due to the increasing number of eligible retirees succession planning is underway using National De University Development Programs and detail assignments to ensure our workforce is better positioned to advance into lead positions Further we have required that IT employees managing multi-million dollar projects obtain an IT Project Managem Qualification ensuring they have the necessary skills to manage to cost schedule and quality To retain employees we rec outstanding performance with monetary rewards special act honors quality step increases and other innovative awards As the Department’s information and IT needs evolve we will advance IT workforce planning efforts helping to meet workfo capacity and capability gaps We will identify the current IT workforce across all Departmental Elements and where appropr realign personnel to reflect both DOE and DE-specific modernization efforts To supplement our current workforce we will us innovative ways to bring quality talent to the Department such as exchanges with private industry fellowships with academ and executive on-loan programs We will partner with the Office of the Chief Human Capital Officer to improve the hiring and onboarding processes and increase alignment between employees’ skills and vacant IT positions We will continue to provid training and professional development opportunities to our IT workforce while recognizing high-performing employees Fina will remain committed to succession planning and investing in the future IT leaders of our organization Through these effor will become one of the best places for IT professionals to work in the Federal government STRATEGIES ƒ Eliminate redundant work and realign personnel and respective responsibilities to support both Departmental and DEspecific modernization efforts ƒ Improve the ability to attract highly skilled IT professionals and simplify the hiring process for IT personnel ƒ Implement a Departmental IT training program to reduce skill gaps and retrain Federal employees in mission-critical technical and business competencies ƒ Provide IT personnel with career development opportunities that retain talent encourage diversity promote enterprisecollaboration and build future leaders ƒ Foster a culture that embraces performance-based human capital management to yield a high-performing and accounta IT workforce OBJECTIVE 4 2 Enable the IT workforce to execute its responsibilities by providing useful secure technology and processes The productivity of our IT workforce depends on the technology and processes used to execute daily work Therefore many recent efforts have focused on these two areas For instance in FY11 we implemented the Corporate Information Managem Center CIMC which is a mission system that supports internal IT business processes The CIMC automated multiple proces including the Contract Funding Process which tracks all contract financial budget invoice and other administrative data in single location and eliminates the use of standalone spreadsheets By streamlining the Contract Funding Process the CIMC created a “single point of truth” for contract funding information eliminated wasteful activities and reduced reliance on em allowing for faster access to critical information and increased process transparency We will empower our workforce by providing value-added dependable technologies and processes prioritizing simplicity an relevance As such the Department will determine the IT workforce’s current and anticipated future facility technology and needs Once these needs are identified we will securely provide performance enhancing technologies and improve existing processes to increase efficiency and encourage greater collaboration across the IT workforce Where possible we will autom processes and deploy self-service tools to minimize burden on our workforce 16 U S Department of Energy FY 2014–2018 doe irm strategic plan STRATEGIES ƒ Assess the IT workforce’s needs for facilities tools and services required to enhance business performance ƒ Provide the IT workforce with suitable facilities tools and services that meet both classified and unclassified work need ƒ Establish automated processes and self-service tools that reduce manual work for the IT workforce OBJECTIVE 4 3 Promote an enterprise approach to information sharing that will foster innovation by collaborating with government industry and academic partners The Department partners closely with government industry and academia innovators to discover and deploy new technolo and share best practices For example in FY13 the Department’s Chief Technology Officer established a formal sustainable Federal technology deployment program to bring innovative solutions such as cloud computing and mobility solutions into t Department’s IT portfolio The Department also hosts a series of Innovation and Technology Summits that showcase Federa innovation and transformation on topics such as risk management and data analytics Further in FY13 EIA developed a Nat Energy Mapping System and launched an interactive energy disruption map that combines real-time data from EIA surveys National Hurricane Center the Department of Transportation and other entities thereby creating a national asset that allow information consumers and DOE partners to better see and understand the potential impact of a storm Building on these recent successes we will establish new relationships and advance existing partnerships to promote inform sharing and collaborative innovation We will continue to implement partner-established policies and standards while contin engaging with innovators to learn of new technologies and business practices The most promising considerations will be fu assessed and if plausible we will insert them in an appropriately secure environment As we collaborate with an ever increa number of partners we will continually capture and share IT expertise using formal knowledge management techniques to enterprise awareness STRATEGIES ƒ Continue to develop strong partnerships that improve data and information sharing and yield collaborative mutually beneficial results ƒ Support the development and implementation of government-wide information and IT policies and standards in conjunc with partners ƒ Continue to engage external partners to discover evaluate and insert innovative technologies and business practices i the DOE information ecosystem ƒ Capture and disseminate IT expertise by developing formal internal and external knowledge management networks U S Department of Energy 17 FY 2014–2018 doe irm strategic plan Performance Measures The DOE IRM performance measures will provide a tangible target for performance as well as the means for tracking progre over time We will establish and track the following enterprise measures using a balanced scorecard to provide Departmen leadership with a comprehensive view of the organization’s performance Strategic Goal Measure Modernization Cost Savings Reinvested into DOE Mission Strategic Goal 1 “Supporting our information consumers” Information Consumer Satisfaction Information AvailabilityIndex Strategic Goal 2 “Excelling as stewards of enterprise IT resources” Measure the percentage of information consumers satisfied with DOE enterprise information and IT solutions Monitor the availability timeliness and accessibilityof information resources including the measurement of information with backup components and contingency plans Track the percentage of IT initiatives that correctly follow Departmental governance processes Acquisition Efficiency Measure the efficiency of IT acquisitions in the form of cost avoidance through strategic sourcing and monitor the speed of acquisitions efforts for various types of contract vehicles Cost to Operate Measure the cost for each Departmental Element to serve its consumers and operate information and IT solutions Cybersecurity Environment Purview Measure the percentage of the Department’senvironmentand infrastructure that is monitored Enterprise Cybersecurity Health Score Track incident vulnerability patching application configuration and financial cybersecurity metrics in addition to compliance with cybersecurity standards and percentage of the DOE workforce that has received cybersecurity training Cybersecurity CapabilityMaturity Measure the maturity of our enterprise cybersecurity capabilities across ten domains risk asset access threat situation sharing response dependencies workforce and program management IT Workforce Development Score Measure employee development by using a weighted score of measures including the percentageof employeeswith completed Individual Development Plans hours of training completed per employee and the percentage of certified IT project managers IT Workforce EngagementIndex Measure the DOE workforce’s overall satisfaction and engagement External Technology Collaboration Score 18 Measure the amount of savings from modernization initiatives such as implementation of shared services and reduction of redundant infrastructure that are reinvested into the Department’s mission Departmental GovernanceProcess Compliance Rate Strategic Goal 3 “Enhancing information security” Strategic Goal 4 “Investing in our workforce and partners” Description U S Department of Energy Measure the number of new technologiesthat are evaluatedand potentially deployed into the DOE information ecosystem as a result of external collaboration FY 2014–2018 doe irm strategic plan Looking to the Future While the DOE IRM Strategic Plan identifies the strategic priorities necessary to achieve our mission we have also develope operational plan – which includes plans for the Department’s future enterprise architecture – to define how these priorities w executed over the next four years This operational plan the DOE Enterprise Roadmap will be reviewed and updated annua ensure we are making tactical progress against the DOE IRM Strategic Plan SUCCESS FACTORS To achieve the strategic goals outlined in our DOE IRM Strategic Plan and execute against the DOE Enterprise Roadmap we ensure we are continually embracing the following key success factors ƒ Uphold accountability While the OCIO will provide the Federally-mandated leadership and direction in the execution of th DOE IRM Strategic Plan ownership of and accountability for individual strategies will be spread across the Departmenta Elements ƒ Monitor execution Using the balanced scorecard we will clearly articulate targets and provide ongoing oversight to ensure each strategy is met and progress is tracked over time We will encourage a collaborate-first culture to promote the transparency and ƒ Collaborate across the Department coordination of all IT initiatives across the Department ƒ Allocate resources strategically We will monitor the Department-wide impact of new IT initiatives and request and allocate resources strategically to ensure success ƒ Communicate continuously Our workforce and stakeholders deserve and expect clear consistent communications regarding the expectations for and progress against the DOE IRM Strategic Plan CONCLUSION IT leadership across the Department will ensure alignment to the DOE IRM Strategic Plan within their organizations and will collaboratively to support the technical managerial and organizational changes necessary to execute this strategy and ult advance the mission of the Department U S Department of Energy 19 FY 2014–2018 doe irm strategic plan Strategic goal 1 Supporting our information consumers Strategic goal 2 Excellingas stewards of enterpriseIT resources 20 U S Department of Energy FY 2014–2018 doe irm strategic plan Strategic goal 3 Enhancing information security Strategic goal 4 in Investing our workforce and partners U S Department of Energy 21 Office of the Chief RGY Information Officer S wo 9 v i 52 7111