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National Information Technology Center (NITC) Tactical Plan |
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Strategic planning is no longer a paperwork exercise completed to satisfy an obscure requirement of the agency or the Department. Legislation such as the Government Performance and Results Act (GPRA) and the Paperwork Reduction Act (PRA) include mandates for agencies to perform information resources management (IRM) activities in an efficient, effective, and economical manner. The GPRA specifically ties an organization's accomplishment of goals to it's requests for personnel and budget resources.
The PRA and GPRA, as well as other regulations and policy documents, clearly emphasize the criticality of planning, both strategic and tactical, the development of organizational missions, and the translation of those plans and missions into specific goals and measurable objectives.
The tactical plans presented in this document for Fiscal Years 1997 and 1998 were developed through a team process which included open discussion and recommendations from team members, development of tactical plans by team members and other NITC staff, and a consensus agreement on the plans presented to the QST as recommendations. The team recommendations were reviewed by the QST. This document presents those tactical plans accepted by the QST for implementation during FYs 1997 and 1998.
Based on the current federal budget environment, the tactical plans must be accomplished through reassignment of current staff or, if necessary, through the contracting out of projects and tasks. The Information Management and Customer Support Division (IMCSD) will facilitate tracking and monitoring NITC's progress; guide the formulation of future strategic and tactical plans; and recommend policies and procedures for NITC managers.
NITC must prepare its organization and employees for the 21st Century by cultivating an environment and culture which supports innovative initiatives to develop new business opportunities through aggressive marketing plans. We must continue to provide the reliable information technology services on which NITC has built a successful, efficient
operation, while developing and implementing new services which take advantage of emerging distributed processing technologies. Integral to our success is a development of the ability to "get ahead" of customer requirements and to offer services which support those requirements. We must continue to build on our knowledge of customer missions and goals. That information is a critical strategic resource.
The integration of a strategic plan and tactical plans into the NITC culture is a change in the way we have traditionally operated. Organizational change can be successful only if each employee recognizes the critical role they play in the continuing success of NITC. The successful implementation of tactical plans is dependent upon the commitment of every NITC manager to maintain a working environment which supports the involvement of employees in those plans. And it requires a commitment from each NITC employee to actively support the resulting projects and tasks. [TOP]
Coincidentally, two major pieces of legislation enacted in recent years influenced the selection of tactical plans. The Government Performance and Results Act (GPRA) of 1993, requires development of strategic plans, annual performance plans linked to the agency budget, and annual reports of actual performance, beginning not later than September 1997. The Paperwork Reduction Act (PRA), as amended in 1995, establishes a broad mandate for agencies to perform their information resources management activities in an efficient, effective, and economical manner. These two laws form a comprehensive framework for evaluating an organization's performance and accountability. Although it is unclear how agencies, the Office of Management and Budget (OMB), or Congress will use performance information to make critical budget decisions, the implication is that agencies which comply with legislative mandates will benefit in the budget process by being able to better demonstrate that budget requests and resource decisions reflect strategic priorities.
Circular A-130 implements OMB's authority under the PRA to develop and implement IRM policies; oversee the development and promote the use of information management principles, standards, and guidelines; evaluate agency information resources management practices in order to determine their adequacy and efficiency; and determine compliance of such practices with the policies, principles, standards, and guidelines identified by OMB. One basic consideration and assumption identified in the Circular provides a link to GPRA and strategic planning in general. The Circular states that:
"Agency strategic planning can improve the operation of government programs. The application of information resources should support an agency's strategic plan to fulfill its mission. The integration of IRM planning with agency strategic planning promotes the appropriate application of Federal information resources." [TOP]
* The Strategic Plan and Tactical Plans must be linked to the budget planning cycle.
* Marketing of services (old and new) to customers (old and new) must be a primary focus for NITC to survive and thrive in the next century.
* The QST must champion the strategic planning process and commit to successful implementation of the tactical plans.
* The FTE resources identified in the tactical plans are not additional positions. The FTE required to implement tactical plans must be taken from current staff or contracted out.
* It is likely that some tactical plans will be implemented concurrently and that implementation of some plans are dependent upon the implementation of others.
* Requirements for training which result from the assignment of staff to work on tactical projects will be supported by the QST.
* Not all tactical plans will begin October 1, 1996.
* IMCSD will be assigned responsibility for guiding implementation of the tactical plans and monitoring and guiding the strategic planning process.
* It is the responsibility of each functional area manager to direct and manage the plans assigned; each manager will be an integral part of the annual planning process.
* NITC managers and employees will have included in individual performance plans, beginning in FY97, participation in the development and implementation of the strategic plan and tactical plans.
* Resources will be allocated and assigned to tactical plans as required. [TOP]
Table A lists the tactical plans in alphabetical order, identifies the target year for completion of each plan and designates the responsible division. Where major milestones are identified for completion in FY97 and FY98, both years are indicated.
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Table A |
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FY97 | FY98 |
| Achieve Interoperability | IMCSD | X | X |
| Administrative and Overhead Cost Reviews | SAS | X |
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| Automated Records Management System (ARMS) | IMCSD | X |
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| Consolidated Help Desk | IMCSD | X |
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| Cost Effective Internet Access for USDA | TSD | X |
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| Implement the Government Performance and Results Act | IMCSD | X | X |
| Improve Management Control of Local Exchange Carriers | TSD | X | X |
| Marketing NITC Products and Services | IMCSD | X |
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| Obtain Data Center Consolidation Business | DD | X |
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| Optimization and Concentration and Post FTS2000 Services | TSD | X |
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| OS/390 Operating System | TOSD | X |
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| USDA Electronic Mail Environment | TSD | X |
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| Year 2000 Compliance | TOSD | X | X |
Implementation of this tactical plan positions NITC to provide new services to customers who plan to move applications to client servers by providing an environment which offers the benefits of a both a mainframe and a client server environment. Several alternative approaches are identified in the tactical plan. Responsibility for this plan is assigned to IMCSD.
* Administrative and Overhead Cost Reviews
This plan focuses on the identification of service processes and the determination of NITC's effectiveness in recovering the cost of those services from customers. Responsibility is assigned to the Security and Analysis Staff (SAS).
* Automated Records Management System (ARMS)
ARMS is a USDA enterprise-wide system that automates records management in a secured on-line environment. This initiative is currently in process and the tactical plan covers the development of a prototype system. Responsibility is assigned to IMCSD.
* Consolidated Help Desk
This tactical plan implements a consolidated help desk to facilitate assisting NITC customers with problem resolution, to improve the quality of technical support, and to provide customers with improved direct access to NITC information resources. Responsibility is assigned to IMCSD for development and implementation.
* Cost Effective Internet Access for USDA
This tactical plan is assigned to the Telecommunications Services Division (TSD). The objective is to provide USDA with high quality, cost effective, efficient Internet access through the development of a USDA Internet Access Network.
* Implement the Government Performance and Results Act (GPRA)
GPRA is a legislative mandate with reporting requirements beginning in September 1997. For this reason, it must be accomplished during FY 1997. To comply with GPRA, NITC will identify outcome-related performance measures to support the strategic objectives and will develop performance indicators for inclusion in budget submissions for FY 1999. Organizational responsibility for integrating GPRA into NITC's planning process has been assigned to IMCSD.
* Improve Management Control of Local Exchange Carriers
The objective of this tactical plan is to improve Local Exchange Carrier (LEC) ordering, inventory, and billing capabilities through the implementation of effective internal management control mechanisms and related automated systems for the management of local telecommunications services and equipment. The project is assigned to TSD.
* Marketing NITC Products and Services
Implementation of this tactical plan is absolutely crucial to the future success, if not the survival, of NITC. The key to our success is to focus on retaining old customers by continuous improvement of current services, offering new services to old customers, and acquiring new customers for current and new services. This plan includes ambitious goals for FY 1997 and is dependent upon a commitment of NITC management and staff. The responsibility for implementation of this plan is assigned to IMCSD.
* Obtain Data Center Consolidation Business
This tactical plan focuses on increasing NITC's customer base by identifying federal data centers which are targeted for shutdown in the Federal Data Center Consolidation Report. Due to regulatory mandates in OMB Circular A-76, the opportunity to acquire additional workload without open competition is available only until October 1, 1997. The NITC Deputy Director is assigned responsibility for implementation of this plan.
* Optimization and Concentration and Post FTS2000 Services
This tactical plan defines the NITC leadership role in an effort to consolidate voice, data, and video traffic from USDA agencies collocated in a facility and/or assigned to the same region onto a backbone network. It is an ongoing project assigned to TSD.
* OS/390 Operating System
This tactical plan is to upgrade the current operating system in order to increase the usage of installed resources for new, non-legacy applications. The success of several other tactical plans are dependent upon the successful installation of the OS/390 operating system. Technology Operations and Services Division (TOSD) is assigned responsibility for implementation of this plan.
* USDA Electronic Mail Environment
The objective of this project is to enable the efficient and cost-effective exchange of information among USDA agencies and with external e-mail systems by providing a common gateway service that allows agencies to share information electronically. The project is assigned to TSD and includes the analysis, design, acquisition, implementation, and operation of the gateway service.
* Year 2000 Compliance
Obviously, the turn of the century is beyond our control. It is imperative that we ensure that NITC and its customers are prepared to successfully execute information technology processes in the year 2000 and beyond. The lack of a century indicator in applications may cause date calculations to fail. Some studies indicate that as many as 90% of IT industry applications could fail if Year 2000 conversions are not accomplished. The management responsibility for this plan is assigned to TOSD. [TOP]
The QST has assigned responsibility for each tactical plan to the division level. The responsible division chief will develop the project plan(s) to implement assigned tactical plans using a standardized format prescribed by the QST. Further projects for development and implementation will be assigned to employees based on the specific requirements for each plan. The IMCSD has functional responsibility for monitoring the implementation process once specific assignments are made. As a part of that responsibility, IMCSD will recommend a tracking and reporting process for tactical plans.
The sponsor for each tactical plan will be a QST member, with responsibility for ensuring that the implementation process is supported throughout the organization. This responsibility should include assuring that staff can be redirected to work on tactical projects. Although responsibility for a specific plan may be assigned to a division, implementation teams (when required) should include members from other functional areas. The weekly QST meetings will include progress reports on the tactical projects in progress. [TOP]
This tactical plan supports Strategic Objective #2 - "Achieve Federal 'Super Center' Status by Increasing Our Customer Base for Existing Services," #3 - Establish an Open Environment for USDA," #5 - Enhance NITC's Image as an Information Service Center Committed to Customer Satisfaction," and #6 - "Aggressively Pursue New Service Opportunities." Most USDA agencies are developing new applications for client/server environments. Some are planning to move legacy applications from the mainframe to client/server environments. Although these initiatives achieve our customers' objectives of allowing them to move some processing to local computers, and to build sophisticated graphical user interfaces, it also cuts them off from many of the benefits offered by centralized computing. Benefits offered by NITC's centrally located MVS mainframe include:
Fortunately for USDA, there are now several approaches to using the mainframe to support client/server environments. They allow the user to have the best of both worlds.
NITC's task is to understand the needs of our customers and to put in place the hardware, software, and support structure that will allow them to meet their needs.
Conceptually, working out how to do this will be straightforward: ensure we understand our customers' client server plans; anticipate their future needs; identify the hardware, software, and support services required to fulfill those needs; acquire the necessary hardware and software; and implement the necessary support services.
However, a number of alternative approaches could be taken. To meet our customers' needs, it may be necessary to provide more than one kind of hardware/software/support architecture. Possible alternative approaches include the following.
To help our customers use the mainframe as an application server - provide development, operations, and help desk support for a selected suite of legacy extension tools that customers use to extract and locally manipulate data from several mainframe sessions. Such tools range from 'screen scrapers' to more sophisticated software packages.
Provide a SQL server, which our customers can use as a data server for many different client/server architectures. In concert with this approach, we can provide and/or support SQL middleware to facilitate communications between the mainframe, the SQL server and the customers' clients systems.
Provide the hardware/software infrastructure that allows customers to access selected mainframe DBMS' with World Wide Web browsers. Several vendors offer tools that make this possible.
Provide a Web server that can extract mainframe data and be accessed via World Wide Web browsers. In concert with this approach, we can provide support for HTML forms, other Web tools, and a one or more of the Web-enabling software languages now being released.
Each project will have individual milestones. [TOP]
This tactical plan supports Strategic Objective #1 - "Maximize NITC's Competitive Position Through Containment and Reduction of Costs." The NITC operates as a "fee for service" organization under USDA's Working Capital Fund (WCF). A continuous review of cost, operations, and revenue is necessary to ensure that service rates are accurate and equitable.
Public law and USDA regulations mandate that customers be accurately assessed for the cost of services delivered. Competition for customer work load demands that service rates be minimized.
To satisfy these requirements, each NITC functional area must be reviewed to ensure that customer service rates are based on all provided services. Emphasis will be placed upon the following:
NITC activities which are not essential and/or required to deliver customer services.
NITC customer services for which no direct, specific rate or an accurate, equitable service measurement exists.
NITC rates which are inaccurate and/or inequitable in recovery of cost.
The focus of this initiative is to identify service processes and to determine the effectiveness of NITC's cost recovery process for those services.
Major Milestones.
Phase 1. In partnership with customers, identify the services provided by functional area, and identify the measurable unit of service delivery.
Phase 2. Identify operating expenses and work loads associated with the delivery of customer services and categorize costs as direct, overhead, etc.
Phase 3. Establish a rate structure which accurately and equitably recovers NITC costs from customers on the basis of services delivered.
Phase 4. Develop a capacity, fiscal (budget and expenses), and performance (work load) management system which will support and track an annual process using automated tools.
Responsibility for this project will be assigned to a team with representatives from the NITC functional areas involved in performance management, fiscal reporting, budget development, and customer billing.
Once a process is defined, it should become an integral step in the annual strategic and tactical planning process.
| MILESTONE |
COMPLETION DATE |
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Define current NITC services - organization - employee |
February 1997 |
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Define current NITC costs and work load - organization - service |
February 1997 |
| Develop and implement rates | April 1997 |
| Review software usage, functionality, and licensing | September 1997 |
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Develop capacity, fiscal and performance management system - design - develop - implement |
September 1997 |
No additional resource requirements are identified for FY 1997; 0.47 FTE years is identified for FY 1998. [TOP]
This tactical plan supports Strategic Objective #5 - Enhance NITC's Image as an Information Service Center Committed to Customer Satisfaction" and #6 - "Aggressively Pursue New Service Opportunities." USDA's current records management system no longer meets today's business needs. It is a paper intensive system in which the distribution process is slow and expensive. USDA agencies are unable to benefit from on-line information distribution and retrieval technologies.
ARMS delivers information (memoranda, directives, forms, contracts, and negotiable documents) in electronic format and media. It will be a USDA enterprise-wide system that automates records management in a secured on-line environment. The focus of the project is to manage the complete life cycle of records, from simple memoranda to complex scientific reports and geographic maps. The system provides a direct link to USDA agencies, the National Records Center, and the National Archives and Records Administration (NARA). Management of records is accomplished electronically through a sophisticated departmental index. Customers have the flexibility to locate and retrieve records from anywhere in the system regardless of computer platform or location.
ARMS provides an opportunity for NITC to offer a new service to current and future customers. The area of records management has long been a challenge for USDA agencies. The benefits of electronic management of thousands of documents are both tangible and intangible. Opportunities for real dollar savings in paper and reproduction costs are obvious. However, just as important to customers is the real time access to the documents which support agency missions and the immediate retrieval of those documents. The ARMS initiative strengthens our competitive edge and serves to demonstrate to our customers NITC's commitment to provide services which will meet their needs into the next century.
Major Milestones.
ARMS is currently under development and some milestones have been completed. Phase I includes two tasks for the development of a prototype system (which may be expanded to pilot prototype applications) and Phase II is the full-scale development and implementation.
The focus of Phase I is on document imaging (converting paper records to electronic records), integration of imaged documents with electronically generated documents, and
document transfer between work groups (work flow process). Task 1, development of functional requirements and design of the prototype, is complete. Task 2 is for the delivery and installation of the prototype system, including complete documentation to support the project, and an evaluation of the system.
Objectives of Task 2 include:
| Phase 1 - Prototype | |
| MILESTONE | COMPLETION DATE |
| Award contract to 8(a) firm | April 1996 |
| System Installation | May 1996 |
| Configuration Test | June 1996 |
| Applications Development and Training | August 1996 |
| Acceptance Test | October 1996 |
| Decision to "go/no go" | October 1996 |
Implementation of the ARMS prototype requires staff support from three USDA agencies. Sixteen employees will be trained to use the system and must be available to work with the contractor and the implementation team for 6 months. In addition to providing members for the implementation team, NITC functional areas must be prepared to provide additional support as required for marketing, security, procurement, software and hardware support and installation.
To expand the availability of ARMS to more customers, additional hardware and software must be procured. Based on information from the prototype, additional costs may be incurred to refine the requirements analysis, analysis of alternatives, and benefit cost analysis for Phase II. Funding requests for $150,000 in FY 1997 and $75,000 in FY 1998 have been submitted. [TOP]
This tactical plan supports Strategic Plan Objective # 5.
"Enhance NITC's image as an Information Service Center Committed to Customer Satisfaction."
Development of a first class Consolidated Help Desk for the NITC computing environment will allow NITC to provide a value-added service not available or easily duplicated elsewhere.
The Strategic Plan Team recommends the creation of a Consolidated Help Desk to help NITC customers get help more quickly and easily, improve the quality of technical support, and provide customers with improved direct access to NITC information resources. Characteristics of the proposed NITC Consolidated Help Desk:
Customers call a single number or send electronic mail to a single address to get assistance. Simple problems are solved on the spot, and more complex problems are routed to the appropriate personnel. The customer does not have to diagnose a problem to determine which help desk to call.
Although technical staff may be housed at multiple locations, the customer perceives a unified support structure.
The Consolidated Help Desk provides a wide range of support services. Ultimately, the NITC Consolidated Help Desk can provide a single point of contact for customer problems with any computing or communications resource for which NITC is responsible.
With the appropriate software, the Consolidated Help Desk can cost-effectively provide services that NITC's multiple help desks cannot individually provide, such as A "knowledge-base" database that customers can access to find solutions for common problems
Sophisticated help desk software with sophisticated problem management and tracking features
Web access to the database and other information services
Through the use of electronic mail or the facilities of the NITC System Network Control Center (SNCC), customers can report problems and get emergency assistance 24 hours a day, seven days a week.
Major Milestones.
The Strategic Plan Team recommends designation of a study team to address issues related to creation of the Consolidated Help Desk. The team should be chartered to identify tasks, personnel resource requirements (number of people, shifts, days and hours of operation, etc.), assignments and responsibilities, required staff expertise, hardware and software requirements, physical location, and implementation schedule. Long term requirements include the procurement of hardware and software, additional staff training, task revisions, and document and operating procedure enhancements.
The implementation of a Consolidated Help Desk will be conducted in two phases:
Phase 1, Implementation of the Consolidated Help Desk. This phase, to be operational by October 1, 1996, establishes the Consolidated Help Desk with existing resources. The NITC reorganization, which established a Certification and Customer Support Branch (CCSB), supports the establishment and management of the help desk within one functional area. Existing hardware and software products can be utilized for this phase.
Phase 2, Expansion of the Consolidated Help Desk _ This phase, to be operational by October 1, 1997, includes procurement of hardware and software and enhancement of procedures to optimize efficiency. Phase 2 will impact NITC's budget, dependent upon acceptance of study team recommendations. Funds will be required in FY 1997 for procurement of hardware and software, procurement of furniture, increases in personnel resource requirements (for payment of night differentials), and employee training.
| Phase 1 - Implementation of a Consolidated Help Desk | |
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| MILESTONE |
COMPLETION DATE |
| Form Study Team | September 1996 |
| Identify Help Desk Functions | October 1996 |
| Staff Requirement and Basic Structure | November 1996 |
| Location of Consolidated Help Desk | November 1996 |
| Equipment and Furniture Requirements | December 1996 |
| Software Requirements | December 1996 |
| Other Requirements | January 1997 |
| Approval to begin Help Desk Operation | February 1997 |
| Implementation on a Limited Basis and Customer Notification | March 1997 |
| Phase 2 - Expansion of the Consolidated Help Desk | |
|---|---|
| MILESTONE | COMPLETION DATE |
| Knowledge-Based Software Requirements (Includes RFI/RFP Process) | May 1997 |
| Documentation and Procedures | Sept 1997 |
| Employee Cross-Training | Sept 1997 |
The additional resource requirement is 2.55 FTE for FY 1997 and 0.45 FTE for FY 1998. [TOP]
This tactical plan supports Strategic Objective #8 - "Exercise Cost Containment Measures in Telecommunications in USDA." The USDA Internet Access Network project is established to provide USDA with high quality, cost effective, efficient Internet access. To provide this access, a USDA Internet Access Network has been developed with principle concentration sites in Washington, DC, Fort Collins, Colorado, and Kansas City, Missouri. For redundancy and performance enhancement, access to the public Internet is provided at the Washington, DC site through a ten megabit per second (Mbps) connection to Bolt, Beranek and Neuman network (BBN Net, formerly known as SURAnet), and at the Fort Collins site through a 1.54 Mbps (T1) connection to Supernet.
In addition to maintaining and operating the USDA Internet Access Network and related services, project team members contribute to the development of a USDA Internet Program, participate in the IRM Telecommunications Sub-council's Internet Work Group, and work on the development of a USDA Internet Protocol (IP) Addressing Plan.
This document summarizes the major milestones of USDA's Internet Access Network project and defines the resources required to support the continuing development, maintenance, and operation of the network, related services, and other initiatives related to USDA Internet access.
Major Milestones.
The USDA Internet project is an ongoing multi year effort that was started in 1993. This document describes milestones, ongoing initiatives, and projections for FY 1997.
| MILESTONE | COMPLETION DATE |
|---|---|
| Continue development of the USDA Internet Program. | Ongoing |
| Continue maintenance and operation of the network. | Ongoing |
| Improve network registration services. This will be accomplished by implementing services on the World Wide Web (WWW) server. | Ongoing |
| Improve network management services. This will be accomplished by implementing and integrating network management software. | Ongoing |
| Provide technical assistance and consultation to USDA agencies in areas related to Internet networking. | Ongoing |
| Develop Network Information Base (NIB) to be used to improve network management and record keeping. | September 1997 |
| Implement an Internet security firewall assistance and implementation Service. | September 1997 |
| Implement a pilot to investigate new wide area network connectivity solutions, such as Asynchronous Transfer Mode (ATM). | September 1997 |
| Establish network management services. | September 1997 |
No additional resource requirements are identified in this plan because this project is staffed and funded within established budgets. [TOP]
The Government Performance and Results Act (GPRA) of 1993 was enacted to improve the confidence of the American people in the Federal Government. It establishes a comprehensive framework for evaluating the accountability and performance of Federal executive agencies. It is a legislative mandate which establishes a results oriented focus to funding and management. The mandate is to initiate program performance reform throughout the Federal government.
Agencies and departments must clearly describe the goals and objectives of their programs (strategic plans), identify resources and actions needed to accomplish these goals and objectives (tactical plans), develop a means of measuring their progress (performance plans which are outcome based), and regularly report on their achievement (objective indicators). While the intent of the legislation is clear, implementation will be challenging, requiring a long-term effort. The NITC will have to change its culture and management philosophy to implement GPRA. The projects which support GPRA also support NITC Strategic Objective #1 - "Maximize NITC's Competitive Position Through Containment and Reduction of Costs."
GPRA is a legislative, not executive initiative. It is intended to:
The NITC will identify outcome-related performance measures to support the objectives and strategies. Performance indicators will be developed and included in budget submissions for FY 1999. In subsequent years, budget submissions will include reports assessing actual against planned performance.
NITC has been developing key elements required by GPRA over the past two years. It has a business plan, formulated by management. A team of mid-level supervisors has been working to develop a 5-year Strategic Plan and 2-year Tactical Plan. These documents will be completed in September 1996.
SPSB will then assume responsibility for integrating the GPRA mandate into NITC's planning process. Collyn Peterson, on detail from the Farm Service Agency, has been asked to provide direction and oversight in the implementation.
The major milestones may change depending upon whether or not NITC customers agree to collaborate in GPRA compliance. Further, the NITC will aggressively pursue "benchmarking" with comparable organizations in the matter of GPRA to ensure that we maximize the management and operational benefits of this program.
| MILESTONE | COMPLETION DATE |
| Review legislation and regulations | July 1996 |
| Develop strategy for implementation | August 1996 |
| Employee orientation | August 1996 |
| Mission, vision, goals | October 1996 |
| Customer interaction | November 1996 |
| Strategic and Tactical Plan update | December 1996 |
| Performance plan | February 1997 |
| Implement GPRA measurement and reporting | June 1997 |
| Publish GPRA planning documents | July 1997 |
| Monitor performance and results | September 1998 |
The resource requirements of this tactical plan are 0.55 FTE years for FY 1997 and 0.10 FTE years for FY 1998. This requirement does not include the detailed position. It is estimated that training, in the amount of $3,000 will be required. No estimate is available as to the cost and resources requirement for measurement and reporting. [TOP]
This project supports Strategic Objective #8 - "Exercise Cost Containment Measures in Telecommunications in USDA." This objective of this initiative is to improve Local Exchange Carrier (LEC) ordering, inventory, and billing capabilities through the implementation of effective internal management control mechanisms and related automated systems for the management of local telecommunications services and equipment. This project will provide tools for life cycle management of telecommunications services and equipment.
The scope of this project is to focus on non-FTS2000 services and telecommunications equipment inventories, Electronic Data Interchange (EDI) for telecommunications invoicing, the automated information system used to provide telecommunications information to managers, and the incorporation of these processes into telecommunications management for increased efficiency and effectiveness. It is an expansion of USDA's Strategic Telecommunications Initiative 2, "Baseline Inventory," based on recommendations of a multi agency task force.
Major Milestones.
This project includes three major areas with identifiable milestones:
The project goal is improvement of the management of telecommunications services and equipment in USDA by changing the processes through BPR. However, prior to completion of the BPR effort, USDA must improve telecommunications management within current processes by capturing and distributing information electronically. The Inventory of Services and Equipment will be performed incrementally. A series of pilots used to evaluate techniques and software will be performed before a full scale inventory is started. The full scale inventory will be performed by the agencies in coordination with NITC.
The services inventory will be captured through the use of electronic data interchange (EDI), which will provide data electronically, including data not previously available, and will provide data in structures that support the dissemination of information useful to managers. To ensure that USDA receives the information required, work with the Federal Financial Workgroup and the Telecommunications Industry Forum is critical.
The BPR is planned to be completed first quarter FY 1997. Implementation of the BPR recommendations could take 18 to 24 months. In the meantime, USDA must utilize the information that is readily available. The pilots for the inventory should be completed in the last quarter of FY 1996 (August 1996) while the full inventory should be completed during the first quarter of FY 1998 (December 1997). The implementation of electronic data interchange 811 gateway, the mapping of the 811 Transaction Set to automated information system(s), and implementation of the automated information system(s) should be completed by July 1997.
| MILESTONE | COMPLETION DATE | |
|---|---|---|
| Telecommunications Equipment and Services Inventory |
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| Initiate Inventory and Automated Information System Program | May 1995 | |
| Conceptual Design and Implementation Strategy | July 1995 | |
| Restructure of Project due to GAO Report and Telecommunications Task Force | February 1996 | |
| Contractor Support Acquired for Pilot Inventories | March 1996 | |
| Pilots on Communications service record and Equipment Completed | July 1996 | |
| Review of Pilot Results | August 1996 | |
| Implementation of large scale inventory | September 1996 | |
| AIS for Inventory Implemented | September 1996 | |
| First Cycle of Inventory complete | December 1997 | |
| Business Process Re-engineering (BPR) |
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| Scope of Telecommunications BPR | January 1996 | |
| Charter team | February 1996 | |
| Acquire contractor support | March 1996 | |
| Submit report of recommendations | January 1997 | |
| Electronic Data Interchange (EDI) | ||
| Submit proposal for 811 Transaction Set Gateway | October 1995 | |
| Initiate coordination of 811 Implementation | February 1996 | |
| Initiate coordination with ATIS/TCIF | March 1996 | |
| Complete 811 gateway pilots | March 1997 | |
| Implement 811 gateway | July 1997 | |
Implementation of the program is dependent upon access to resources in a variety of disciplines. The dates in the milestone section are based on the assumption that resources with skills required are allocated to the tasks. It is also assumed that the identified resources are available for the identified durations and for the minimum of the percentages shown in the following resource table.
In addition to staffing resources committed in NITC budgets for FY 1996 and FY 1997, contractor support will be required as follows:
| CONTRACTOR ACTIVITY | TIME FRAME FOR SUPPORT |
| 811 T.S., EDI, Mapping | March 1996 - July 1997 |
| Services Inventory pilots | March 1996 - July 1996 |
| Equipment Inventory pilots | March 1996 - July 1996 |
| AIS for Inventory | March 1996 - September 1996 |
| Large Scale Inventory | August 1996 - December 1997 |
This tactical plan supports all of the Strategic Plan Objectives developed by the Strategic Plan Team, and is specifically discussed in Objective #2 - "Achieve Federal 'Super Center' Status by Increasing Our Customer Base for Existing Services" and #6 - "Aggressively Pursue New Service Opportunities." The purpose of marketing is to build relationships with customers, and keep them loyal. The objective of marketing at the NITC is to keep our current customers, and acquire new customers. NITC's goal is to provide current services to at least one new customer each year, and to provide at least one new service to a current or new customer each year. Reaching this goal will require the commitment and participation of every NITC staff member.
This is done by conducting a dialog with existing and potential customers, ensuring we understand their needs, and that they understand how we can help them. As the chart below shows, NITC can market in any of four areas of opportunity.
NITC MARKETING OPPORTUNITIES
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Existing Services | New Services |
| Old Customers | 1 | 2 |
| New Customers | 3 | 4 |
Identify service/customer segments, and set priorities. This has been done. As shown above, the NITC has four broad areas of opportunity. The decision has been made to work on all four quadrants, but to put the most emphasis on quadrants 2 and 3.
Conduct market intelligence activities that allow us to understand our customers and their needs, the value of our services, and the competitive environment.
Generate, analyze, and provide appropriate informational and sales follow-up to leads and inquiries;
Communicate with existing and prospective customers and in a variety of ways, which can include advertising, direct mail, trade shows, and one-on-one contacts.
Develop marketing alliances with suppliers and customers, when and if appropriate, and;
Develop detailed marketing plans for each service offering that clearly define how the preceding activities will be carried out.
Major Milestones.
| MILESTONE | COMPLETION DATE |
|---|---|
| Determine requirements for development of marketing plan | March 1997 |
| Develop marketing plan | September 1997 |
| Implement marketing plan | October 1997 |
Resources required for the marketing effort are estimated at 1.68 FTE years. [TOP]
To support the goals of the National Performance Review (NPR), OMB, and USDA , and in support of NITC Strategic Objective #1- "Maximize NITC's Competitive Position Through Containment and Reduction of Costs" and #2 - "Achieve Federal 'Super Center' Status by Increasing Our Customer Base for Existing Services," NITC will market services to consolidate the workload of other federal data centers. The consolidation of workload will benefit both current and future customers by increasing our economies of scale and lowering unit costs for data processing, storage, and printing. To maximize opportunities for Federal agencies to transfer mainframe workloads to NITC, it is essential that NITC identify these potential customers and educate them concerning our services and capabilities. Due to regulatory mandates in OMB Circular A-76, this opportunity is only available to the NITC through September 1997. For that reason, this activity will require substantial effort in the near future, and must be given a high priority.
This project defines only the marketing tasks associated with attaining additional workload. Conversion teams are not addressed in this tactical plan summary and will be formed as new workload sources are solidified.
The NITC will form a cross-functional team that is responsible for completing the milestones defined in this plan. The team's responsibilities include implementing modeling and evaluation criteria and tools to develop a requirements and impact analysis of customer workloads, searching out potential customers, making the contacts, soliciting our services, examining alternative approaches with the potential customer, establishing NITC resource requirements for the conversion project and finalizing reimbursable agreements.
This document summarizes the major milestones of the initiative, and defines the resources necessary to accomplish them in a timely manner.
Major Milestones.
| MILESTONE | COMPLETION DATE |
|---|---|
| Project Initiation | October 1996 |
| Marketing preparation | November 1996 |
| Marketing and marketing support | December 1996 |
The estimated resource requirement for this tactical plan is 1.90 FTE years for FY 1997. This includes 1.75 FTE years to be reprogrammed from other activities. [TOP]
This tactical plan supports Strategic Objective #6 - "Aggressively Pursue New Service Opportunities" and #8 - "Exercise Cost Containment Measures in Telecommunications in USDA." This tactical plan is also included in the USDA Strategic Telecommunications Plan dated September 1993.
The National Information Technology Center (NITC) is leading an effort to consolidate voice, data, and video traffic from USDA agencies collocated in a facility and/or assigned to the same region onto a backbone network. As part of this effort, the first in-depth cost analysis of Department-wide telecommunications services is being conducted. Efforts will focus on cost reduction opportunities in the optimization of individual FTS2000 service access arrangements and consolidation of multiple FTS2000 service access arrangements. NITC will also focus on the optimization and concentration of telecommunications traffic between Washington, D.C. and Kansas City.
USDA spent $36 million on FTS2000 services in FY 1994. It is estimated that USDA spent in excess of $50 million on LEC services and an unknown amount on international services, although international services should be significantly less than either FTS2000 or LEC. NITC is the only USDA organization with access to all FTS2000 service information, which provides us with the unique ability to monitor service changes initiated by agencies to ensure cost effective solutions are implemented by USDA agencies.
NITC has leadership responsibility for the decision process involved in selection of the most cost-effective service when the current FTS2000 contract expires in December 1998. The General Services Administration (GSA) is developing specifications for the post-FTS2000 contract, under which telecommunications services will be provided by multiple vendors for multiple services. The scope of post-FTS2000 will expand to include local loop, CONUS long distance, and international telecommunications services. In addition to terrestrial and satellite services, wireless (land mobile) services will also be provided. The expansion of service localities as well as new services requires a Department level organization to manage the program for the benefit of all agencies.
Policy and Guidance:
Departmental Regulation 3300-1 establishes policy that encourages cost control in the management and use of telecommunications systems. Further DR3300-1 assigns responsibility to NITC to (1) establish procedures and cost control/inventory systems for management of telecommunications systems, and (2) provide leadership and direction for Department-wide initiatives.
Departmental Notice 3300-3, "Optimization and Consolidation of Telecommunications Services," establishes specific policy requiring agencies to avoid excessive telecommunications costs by (1) ordering and using an optimum configuration of services at each service delivery point; and, (2) consolidating service access to obtain vendor volume discounts in single agency locations and in collocated multiple-agency offices.
The USDA Strategic Telecommunications Plan specifically identifies aggregation in Initiative #6, "Aggregation Network Planning," and assigns responsibility to the NITC.
The National Performance Review identified the need to inventory and share government telecommunications networks in the report titled "Creating a Government that Works Better & Costs Less, Re-engineering Through Information Technology," (Initiative IT09 - "Improve Government's Information Infrastructure," Action 4 - "Consolidate and integrate federal government private networks.")
In the report "USDA Telecommunications, Missed Opportunities to Save Millions" (GAO/AIMD-95-97), the General Accounting Office (GAO) recommended that the Secretary of Agriculture direct the Assistant Secretary for Administration to take immediate and necessary action to ensure that the NITC effectively fulfills its management responsibility to reduce the Department's FTS2000 telecommunications costs.
Major Milestones.
The USDA state-by-state analysis of FTS2000 service access arrangements, started in February of 1995, is near completion. This plan identifies tasks to be initiated in FY 1996 through FY 1998. Priorities must be identified and time frames established.
| MILESTONE | COMPLETION DATE |
|---|---|
| Network Analysis Program Start | February 1995 |
| FTS2000 Access OPT/CON Complete | April 1996 |
| a. Non-USDA Partnership Access Cons Complete | September 1996 |
| b. Geographic Network Analysis Complete | September 1996 |
| c. LEC Opt/Cons Complete | September 1996 |
| d. FTS2000 Program Review Support | April 1996 |
| e. International Opt/Cons Complete | February 1997 |
| f. Post FTS2000 Transition Planning Started | February 1997 |
The resource requirements are not included in this tactical summary because this effort is staffed and funded within established budgets. No additional resource requirements are identified. [TOP]
The Open Enterprise Environment (OEE) referred to in Strategic Objective #3 - "Establish an Open Environment for USDA" includes Open edition/MVS (OMVS) as a cornerstone. Information technology is moving to client/server applications utilizing graphical user interface (GUI). Virtually all industry experts predict this environment will dominate future data center operations.
The IBM offering of OMVS enables centers which service legacy applications to allocate a portion of mainframe resources to support UNIX type (POSIX), Windows NT, Windows, etc., applications. This capability benefits the NITC by allowing us to increase the usage of installed resources for new, non-legacy applications. In addition, the execution of POSIX applications on an MVS base allows it to use many MVS functions, such as backup and recovery, security, etc., not normally available on non-MVS platforms.
Aggressive, proactive efforts must be made to convince existing and potential NITC customers to use this environment. Key factors in the success of these efforts will be the timely availability of the service, experience and expertise of NITC employees in operating and providing this service, and "visibility" in both the management and technical staff of NITC customers.
Major Milestones.
Since OMVS is shipped as a bundled part of the MVS Operating System, the project of implementing OMVS on the NITC mainframe is really a project of installing a new version or upgrade to the current MVS operating system. This effort can be divided into the following major areas:
Selection of the operating system and release level is based on which MVS levels are available and what improvements and enhancements are offered in each level. We must also evaluate third party products that reside on the system with respect to compatibility with the selected level of MVS.
Acquisition of the operating system with software upgrades required for compatibility with third party products.
Installation of the MVS operating system and any third part software upgrades required for compatibility. If any software changes are required on the current system to allow for simultaneous execution of the old and selected MVS levels (commonly known as Toleration PTF's), they must be installed prior to the first IPL of the selected MVS level.
Installation and integration of commercial, off-the-shelf software (COTS). The NITC software configuration includes three to four hundred COTS products which may require maintenance and/or installation, customization, and testing of new releases or versions.
Test the selected MVS Operating System, including all enhancements to the system in addition to normal functions. The OMVS environment must be tested, which presents a unique challenge for the NITC. Due to its history of supporting legacy applications, knowledge of UNIX type applications is not abundant. However, testing of the OMVS environment is crucial. Programs and applications must be developed that will exercise the use of OMVS. Sufficient knowledge of this environment must be gained to help establish security and other data processing standards that should be in place when OMVS is offered for use. A certain level of confidence of the coexistence between MVS and OMVS must be established.
Migration of the Operating System into production in a 7 x 24 environment.
| MILESTONE | COMPLETION DATE |
|---|---|
| Selection of the operating system and release level | September 1996 |
| Acquisition of the operating system | September 1996 |
| Delivery of operating system | November 1996 |
| Installation of the MVS operating system | February 1997 |
| Installation and integration of COTS products | August 1997 |
| Initial customer testing | October 1997 |
| Implement operating system in production | January 1998 |
| Implement operating system in 7 by 24 production | January 1999 |
No additional staff resources are identified for this project. [TOP]
USDA's E-mail Modernization Program is an extension of the Government wide e-mail initiative. The objective of USDA's program is to enable the efficient and cost-effective exchange of information among USDA agencies and with external e-mail systems. The plan for achieving this objective is to provide a common e-mail gateway service that allows agencies to share information electronically with USDA organizations and customers. This tactical plan supports NITC Strategic Objective #1 - "Maximize NITC's Competitive Position Through Containment and Reduction of Costs."
This document summarizes the major milestones of USDA's E-mail Modernization Program and defines the resources required to support the analysis, design, acquisition, implementation, and operation of USDA's enterprise wide e-mail gateway services.
Major Milestones.
The implementation of services to support the exchange of information between disparate electronic mail systems will occur incrementally, beginning in Washington, DC. The node in Washington, DC, which supports offices in the Washington, DC Metropolitan Area (WMA) became operational in May 1996.
Additional service locations will be established to support offices outside of the WMA that do not have access to USDA's gateway services through a local or wide-area network or that require more efficient and/or effective access to gateway services. The requirements analyses for expansion beyond the WMA began in June 1996. Service offerings will be available in phases beginning in November 1996, with full implementation to be completed by April 1997.
| MILESTONE | COMPLETION DATE |
|---|---|
| Initiate Program | March 1995 |
| Conceptual Design and Implementation Strategy | May 1995 |
| Technical Approval | June 1995 |
| Acquire Contractor Support for WMA Sites | June 1995 |
| Acquire Software for WMA Sites | June 1995 |
| Acquire hardware for WMA sites | October 1995 |
| Implement WMA services | May 1996 |
| Acquire contractor support for field sites | June 1996 |
| Acquire software for field sites | August 1996 |
| Acquire hardware for field sites | August 1996 |
| Implement field services | April 1997 |
The resource requirements are not included in this tactical summary because this effort in staffed and funded within established budgets. No additional resource requirements are identified. [TOP]
As the end of the century approaches, all hardware, commercial off-the-shelf software products, and applications must be analyzed for the usage of two digit year fields, and associated date calculations. The lack of a century indicator (i.e., "19," "20,") may cause date calculations to fail or to return incorrect information. Studies indicate that as many as 90% of IT industry applications could fail if Year 2000 conversions are not accomplished. To maximize opportunities for success, NITC will establish a Year 2000 Compliance Team, assign it the mission of carrying out this plan, and give it the objective of ensuring the NITC and its customers are prepared to successfully execute NITC information technology processes in the Year 2000 and beyond. This Tactical Plan supports NITC Strategic Objective #4 - "Expand Services to Maximize the Life and Performance of Legacy Environments."
The Year 2000 Compliance Project has the following objectives:
Major Milestones.
Implementation of the NITC Year 2000 compliance project focuses on all project objectives concurrently. The scope of this project is so broad, and the time frame for completion is so short, that the preparation of the new operating environment, provision of advice on the use of in-house tools, and other support activities must be initiated as soon as possible. The major milestones for the Year 2000 Compliance are as follows:
| MILESTONE | COMPLETION DATE |
| Design the Year 2000 operating architecture with OS/390 as the base operating system (Reference "Achieve Interoperability" tactical plan). | December 1996 |
| Make all NITC-developed tools and other applications Year 2000- capable. | December 1998 |
| Make all NITC commercial off the shelf applications Year 2000- capable. | December 1998 |
| Provide tool support | December 1998 |
| Implement test environment and support NITC and customer testing | December 1997 |
| Implement Year-2000 capable production environment | January 1999 |
The resource requirements total 11.60 FTE years for FY 1997 and 4.00 FTE years for FY 1998. Project completion should be accomplished by December 31, 1998 to ensure that NITC and our customers have 1999 to resolve problems.
In addition to personnel costs, additional expenses for software and hardware will be incurred and will be determined by impact analysis. Upgrades to existing commercial software are routine business expenses of the NITC. There may, however, be requirements for the acquisition of new conversion software. New hardware may be required for the Year 2000 test LPAR, and possibly for PC's and LAN components. [TOP]