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Strategic Objective

MG04.03 Implement enterprise initiatives that leverage capabilities and tools throughout OPM

Strategic Objective

Consolidating platforms to enhance interoperability and reduce duplication.
Implementing collaboration tools that will provide easy access to all data, information, and systems that individuals are authorized to access, while

Consolidating platforms to enhance interoperability and reduce duplication.
Implementing collaboration tools that will provide easy access to all data, information, and systems that individuals are authorized to access, while using the strong controls required for enhanced information security.
Implementing a shared case management solution that provides case tracking and reporting, and workflows.
Implementing a single, virtual data warehouse and sharing capability that better meets business needs while reducing redundancies.
Operating an efficient intranet and providing web services for OPM employees.
Operating an effective secure network, data center, and desktop environment.
Strengthening financial controls and reporting to enable spending transparency across funding types and programs.

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Lead Office: Office of the Chief Information Officer

Themes:

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Overview
Progress Update
Related Goals

No Data Available

Progress Update

The IT Infrastructure Improvement Project is proceeding according to plan. OPM contracted the services of two commercial sites to provide hosting of the new OPM Data Center platform, known as Infrastructure as a Service. These sites meet all current best practice standards. Two identical platforms are being built to allow for a highly available and secure system.

As of June 1, 2015, OPM put in place the essential elements of management/compute technologies, storage technologies, and networking technologies for Infrastructure as a Service. Next steps call for the integration of security technologies. This secure and resilient platform will provide the basis for all OPM systems. In September 2015, Infrastructure as a Service achieved Initial Operations Capacity, a major milestone.

The organizational structure is in place to accelerate the planning for analysis, improvement, and migration of OPM applications from the legacy environment to Infrastructure as a Service. Towards this end, an Assessment Arena has been constructed in the legacy environment to mirror the Infrastructure as a Service platform. In this arena, application teams will be able to assess their applications in the new platform and to test their updates.

In the legacy environment, OPM has reduced non-virtualized systems by approximately 25 percent through increased virtualization efforts and the decommissioning of systems no longer needed by the agency. OPM has also bolstered the desktop environment, resulting in a faster, more resilient platform for OPM employees through the implementation of new management tools, upgraded hardware, and more sophisticated security controls. OPM completed the acquisition of the case management platform and implementation services for the core product.

Further, OPM migrated www.opm.gov and all of its subordinate sites supporting the platform consolidation initiative by moving from a hosted environment to an OPM data center. This move resulted in savings while also providing greater security for OPM’s websites and associated data.

OPM acquired new enterprise collaboration and productivity tools, Microsoft SharePoint and Office 365, and dedicated resources to support a 2-year implementation. The primary challenge that OPM experienced with the implementation of the SharePoint rollout was gaining access to the skill sets required for implementation. To mitigate this, OPM brought in a temporary resource to support the implementation.

A second challenge was delays in the acquisition of the case management platform. The platform is required prior to implementing the case management systems for Retirement Services and Federal Investigative Services. The delays resulted from changes in project leads as well as extensive market research that OPM conducted, including “industry days” to give potential responders an overview of the project.

In the fourth quarter of FY 2015, OPM completed the acquisition for the core product of the Enterprise Case Management System and the technical specifications.

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Strategic Goals

Strategic Goal:

MG4 Efficient and Effective Information Systems

Statement:

Manage information systems efficiently and effectively in support of OPM’s mission.

Strategic Objectives

MG04.01 Commit to an enterprise-wide information systems strategy based on the principle that business drives strategy

Statement:

Increase in savings resulting from the elimination of duplicative, redundant, or unaligned IT expenditures

Description:

Publishing OPM’s IT Strategic Plan.
Delivering a framework for a set of standards that supports the entirety of the HR life cycle as documented in the Human Resources Line of Business (HRLOB) Business Reference Model (BRM) that recognizes and synergizes the technology and tools within OPM, Shared Service Centers, and industry.
Establishing a culture of openness and trust throughout the HR IT community and among key federal stakeholder communities.
Establishing a practice of transparent IT cost accounting throughout OPM.

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MG04.02 Implement enabling successful practices and initiatives that strengthen IT leadership and governance

Statement:

Achieving agreed completion milestones for systems and initiatives planned and funded for the next 4 years that has been prioritized and approved through Governance.

Description:

Enhancing the OPM Director’s ability to establish strategy and policy across the HR life cycle.
Enabling the Chief Human Capital Officers Council to work with the OPM Director to translate the HR strategy and policy into business and policy requirements for HR IT systems.
Positioning the OPM CIO as the Federal HR CIO responsible for setting government-wide HRIT strategic direction and standards for HR IT service providers.
Establishing a flexible capital planning and investment management process within OPM that provides transparency of IT expenditures and IT program/project performance.
Establishing client and stakeholder engagement practices focused on measuring the cost, quality and compliance of Shared Service Center IT capabilities.
Developing an enterprise architecture that supports the HR life cycle as documented in the HRLOB BRM.
Establishing standards for managing OPM IT programs / projects and providing oversight to measure their performance.
Identifying qualified and trained / certified IT customer relationship managers for each OPM business unit to ensure partnership and collaboration between the OPM CIO and the Assistant Directors and Office Heads.
Establishing service level agreements and program plans that document expectations of the CIO and business unit leaders to achieve affordable, responsive HR IT capabilities.
Establishing a data management program that provides greater access to HR data and enables data analytics that informs policy and decisions.
Incorporating portfolio goals into SES performance management system.

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MG04.03 Implement enterprise initiatives that leverage capabilities and tools throughout OPM

Statement:

Consolidating platforms to enhance interoperability and reduce duplication.
Implementing collaboration tools that will provide easy access to all data, information, and systems that individuals are authorized to access, while using the strong controls required for enhanced information security.
Implementing a shared case management solution that provides case tracking and reporting, and workflows.
Implementing a single, virtual data warehouse and sharing capability that better meets business needs while reducing redundancies.
Operating an efficient intranet and providing web services for OPM employees.
Operating an effective secure network, data center, and desktop environment.
Strengthening financial controls and reporting to enable spending transparency across funding types and programs.

Description:No Data Available

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FY 16-17 Priority Goal: Cybersecurity Monitoring

Statement:

Continue enhancing the security of OPM's information systems by strengthening authentication and expanding the implementation of continuous monitoring.

OPM will increase the use of multi-factor strong authentication in multiple ways. While OPM enforces Personal Identity Verification (PIV) authentication for its internal users, OPM targets PIV usage for OPM services at 50 percent of Federal users by the end of FY 2016. By the end of FY 2017, OPM will enforce multi-factor authentication for 100 percent of all PIV-enabled users and 80 percent of non-PIV-enabled users.

OPM will increase its security posture by expanding the Information Security Continuous Monitoring (ISCM) capabilities throughout FY 2015. Leveraging the Continuous Diagnostic and Mitigation (CDM) program, OPM will expand continuous diagnostic capabilities by increasing the network sensor capacity, automating sensor collections, and prioritizing risk alerts. By the end of the second quarter of FY 2016, OPM will have acquired, implemented, and refined the four (4) CDM controls including vulnerability management, secure configuration management, hardware asset management, and software asset management. These tools will increase OPM’s ability to identify and respond to security issues. By the end of FY 2016, 95 percent of OPM’s assets will be visible in the CDM dashboard. In FY 2017, OPM will use the benchmarking results to identify and prioritize the implementation of other ISCM controls.

OPM will continue to pursue a number of additional actions as outlined in its Cybersecurity Monitoring goal.

Description:

OPM stores more Personally Identifiable Information (PII) and other sensitive records than almost any other Federal agency. This is a tremendous trust placed in the agency by the millions of current and former Federal employees, and one that OPM must continually earn through constant vigilance.

The prior breaches of OPM data make clear that cybersecurity must remain a priority for all agencies, but especially OPM. As President Obama has said, “Both state and non-state actors are sending everything they’ve got at trying to breach these systems…And this problem is not going to go away. It is going to accelerate. And that means that we have to be as nimble, as aggressive, and as well-resourced as those who are trying to break into these systems.”

In a world of evolving threats, there is no such thing as “total cybersecurity.” But the actions outlined by OPM, and continued collaboration with Federal partners, Congress, and outside experts, will ensure that OPM has the tools it needs to safeguard its systems and protect our nation’s citizens and the men and women that serve the Federal Government.

This goal aligns with Administration cybersecurity priorities. The goal was established in coordination with OMB policies and guidance, to include the Cybersecurity Strategy and Implementation Plan (CSIP), the Fiscal Year 2015-2016 Guidance on Federal Information Security and Privacy Management Requirements, and the Cybersecurity CAP goal.

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MG04.04 Implement business initiatives that provide capabilities spanning the HR life cycle, allowing OPM and other federal agencies to achieve their missions

Statement:No Data Available

Description:

Supporting integrity of background investigations through innovative technology.
Supporting modern IT systems for retirement processing.
Supporting IT service delivery for customer agencies.
Supporting health and insurance initiatives.
Supporting current and planned business initiatives for which IT is an enabler.

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Agency Priority Goals

FY 16-17 Agency Priority Goal:

Cybersecurity Monitoring

Statement:

Continue enhancing the security of OPM's information systems by strengthening authentication and expanding the implementation of continuous monitoring.

OPM will continue to pursue a number of additional actions as outlined in its Cybersecurity Monitoring goal.

Description:

Learn More

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