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Multiple fragmented IT environments, lacking defined interconnecting processes and workflows and a mission aligned
enterprise architecture. This has led to reactive, unpredictable outputs, increased complexity, a lack of
standardization, role misalignment and costly and unfocused system duplication.
Improve Customer
Satisfaction
Reduce Costs
Improve Asset
Management
Fully Leverage Consumption
Based Cost Model
Improve Internal Process
Efficiency and Effectiveness
Improve Communication
Improve Utilization of
Technology
3
Quality Service
Strategy Map
STAKEHOLDER
Measures
% of respondents who rate OIMT services as satisfactory via a customer >= 75%
satisfaction survey
% of help desk calls resolved on the first call
>= 80%
Increase security
Improve Customer
Satisfaction
Improve Program
Outcomes
Improve Awareness
& Accessibility of
Services
Increased
Collaboration
FINANCIAL STEWARDSHIP
Reduce costs
Improve physical
& virtual asset
management
INTERNAL PROCESS
Improve Delivery
of Services
Improve
Communications
Improve
Partnerships with
Centers
Improve Internal
Process Efficiencies &
Effectiveness
Improve FISMA
Compliance
ORGANIZATIONAL CAPACITY
Increase Quality of
Staff
Improve Utilization
of Technology
Targets
>= 90%
Improve collaboration and communication % of respondents who rate questions related to collaboration and
communcation via a customer satisfaction survey as satisfactory
>= 75%
Reduce costs
>= 2%
>= 10%
>= 90%
>= 60%
reduction of cost
>= 80%
>=25%
>= 75%
Improve communication
increase 5% yearly
% of ADCIOs and CITLs who rate questions related to communcation of increase 5% yearly
processes via a customer satisfaction survey as satisfactory
>= 65%
>= 50%
>= 90%
Efficiency
Objectives
Initiatives
ADCIO Collaboration
Contract Management
Openness & Transparency
Governance
Cybersecurity
Customer Service
Project Management
>=75% annually
ADCIO Collaboration
Contract Management
Openness & Transparency
Governance
Uniform & Shared Capabilities
Infrastructure Stabilization &
Modernization
Cloud
Application Development
Enterprise Architecture
Role Alignment
Training & Development
Staffing
Openness & Transparency
Governance
Cybersecurity
Customer Service
Project Management
Contract Management
Role Alignment
Training & Development
Staffing
OIMT Approach
Our strategic initiatives can be bundled into three general areas:
ADCIO Collaboration
PEOPLE
Contract Management
Role Alignment
Training & Development
Staffing
Field Offices
Internal Milestone
External Milestone
ADCIO Collaboration
PROBLEM:
SOLUTION:
OIMT will develop a transparent and customer centric approach with the ADCIOs, designed to
identify and satisfy their requirements, as well as allow the ADCIOs to drive the strategic direction.
We need to focus on results, driving value, lowering costs and improving service. OIMT will allow
business to drive IT, and leverage the expertise of the ADCIOs and their respective teams.
MILESTONES:
Utilize a Project Management Methodology that begins with defining business requirements and
ends with an expected result.
Develop Subcommittees that tactically execute and identify business process innovations and
deliver innovative business solutions; not simply IT solutions.
Develop a balanced scorecard quarterly to report on different areas of the IT environments.
Internal Milestone
External Milestone
Contract Management
PROBLEM:
OIMT does not have centralized management, defined processes and the appropriate skillsets to manage
all IT contracts.
SOLUTION:
OIMT will implement a repeatable, centralized process for all IT contracts to facilitate the efficient and
transparent acquisition of IT services and prevent duplicative contracts.
MILESTONES:
Enhance IT Contracts Team that will be responsible for managing contract acquisitions. The team will
work with the Office of Acquisitions and Grants (OAGS) to make the acquisitions process more
efficient, and ensure that CORS are managing contracts to defined performance service levels.
Build a Procurement Portfolio to streamline our approach and consolidate the number of contracts
and contract vehicles. OIMT will assess the IT contracts inventory to find opportunities for
consolidation and ways to leverage buying power. OIMT will continue to collaborate with OAGs on
alternate contracting approaches and strategic sourcing opportunities.
Develop standard templates for procurement documents such as SOWs, IGCEs, etc. as well as
templates for measuring contract performance.
Internal Milestone
Role Alignment
External Milestone
PROBLEM:
OIMT has not adequately defined functional roles and the required skillsets needed to support IT
projects and services.
SOLUTION:
OIMT will perform resource planning activities to include a functional gap analysis and role definition
in order to align the skills and abilities of the staff to those roles.
MILESTONES:
Develop an organizational chart based on the functional role for each position that can be used to align functions
and improve OIMTs effectiveness and efficiency.
Develop a skills matrix to give managers greater visibility of employees strengths and developmental needs, and
enable them to provide more targeted and timely coaching and training.
Perform an organization assessment and staff rationalization to identify and redeploy staff with the requisite
skills. Develop a roles and responsibilities matrix based on primary, secondary and tertiary expertise.
Conduct a comprehensive review of critical IT positions including the ones that may become vacant in the next 35
years.
Develop a rolebased competency model to meet future business needs, and create a process to track progress
and update succession plans on an ongoing basis.
Assess and refine performance work plans to ensure that they accurately reflect the expected performance in
order to ensure accountability.
Internal Milestone
External Milestone
PROBLEM:
OIMT lacks a consistent, holistic approach to ensure that training and development appropriately
align with mission, roles and responsibilities.
SOLUTION:
OIMT will establish a centralized rolebased training and development management program with
a training roadmap that identifies training needs by role and technology, and is monitored to
ensure progress and compliance.
MILESTONES:
Leverage FDA University to help implement and execute new and ongoing training for OIMT staff,
and work with them to build a professional development program.
Develop a mentoring program which will provide new hires with the opportunity to understand the
complexities that exist within FDA, as well as have the opportunity for collaboration. The ability to
connect with IT professionals will establish a strong foundation for a fulfilling career at FDA.
Establish a mandatory rolebased curriculum to provide guidance for staff to take essential training
such as FAC COR, FAC P/PM, CISSP, MCSE, etc.
Develop an Individual Development Plan (IDP) for each employee that offers employees greater
opportunity for career development and crosstraining.
10
Internal Milestone
External Milestone
Staffing
PROBLEM:
OIMT lacks a comprehensive, enterprisewide succession and retention plan and approach.
SOLUTION:
OIMT will develop and consistently maintain a comprehensive recruitment, retention and succession
plan and approach. At a minimum, the plan will account for prioritizing and hiring the skill sets that
are missing, and ensure that position descriptions and communication plans are up to date.
MILESTONES:
Develop a catalog of IT resources and perform a skills gap analysis that will assist managers in
developing existing employees, as well as assist in recruitment efforts.
Develop a career growth program that will provide transparent and clearly defined IT career paths
with criteria for progression to the next level in both technical and leadership positions.
Right size the staff level and FTE to contractor ratio for cost savings and agility. Identify areas that do
not have at least one backup, provide cross training and hire additional staff as appropriate.
Review Position Descriptions (PD) for updates, using common PDs where applicable (for similar
positions).
Provide support for a position management system that will provide a consistent, standard tool for
managing all FDA positions.
11
Internal Milestone
External Milestone
Field Offices
PROBLEM:
SOLUTION:
OIMT will maintain a balanced focus on headquarters and field offices to ensure they can meet their
mission in an equivalent manner.
MILESTONES:
Implement VOIP in 100% of the field offices to ensure consistency and mitigate phone related issues.
Develop high speed connections to remote offices to facilitate data transfer to and from the
laboratories and field offices.
Schedule quarterly meetings to increase communication and provide better customer service to the
field.
12
PROCESSES
Governance
Uniform and Shared Capabilities
Cybersecurity
Customer Service
Project Management
13
Level5
Level4
Level3
Defined
Level2
WEAREHERE
Managed
Level1
Initial
Process
characterizedfor
projectsandisoften
reactive.
Quantitatively
Managed
Optimizing
Focusonprocess
improvement
Processmeasuredand
controlled.
Processcharacterized
fortheorganizationand
isproactive.
Projectstailortheir
processfrom
organizationalstandard.
Processes
unpredictable,
poorly
controlledand
reactive.
14
Internal Milestone
External Milestone
PROBLEM:
OIMT doesnt have systematic processes and procedures to track and communicate with customers
and OIMT Staff.
SOLUTION:
OIMT will develop a two way communication approach with the Centers through a comprehensive
catalog of systems, technologies, and projects that is updated regularly, monitored and available to
all.
MILESTONES:
Develop Service Level Agreements (SLAs) and Operation Level Agreements (OLAs) to ensure that
customers are provided services in a timely manner.
Employ a balanced scorecard methodology to inform our customers about IT initiatives and ongoing
activities, and measure our adherence to the established SLAs and OLAs.
Build a reporting mechanism, in the form of executive dashboards and high level reports, that will
provide endtoend monitoring and reporting of important key metrics.
Provide transparency of cost via the cost allocation model using refined consumptionbased billing.
15
Internal Milestone
External Milestone
Governance
PROBLEM:
FDA lacks IT policies and endtoend processes and procedures that facilitate consistency, and
ensure that the products delivered meet predefined integrity standards.
SOLUTION:
OIMT will develop an effective FDAwide IT governance structure that includes the Centers, and
promotes accountability and adherence to governmentwide capital planning directives such as
ClingerCohen, FITARA and FISMA.
MILESTONES:
Establish an Office of Enterprise Portfolio Management to provide oversight for all IT projects and
investments, using standard review and reporting procedures to measure the performance and
compliance of projects.
Institutionalize an Investment Review Board (IRB) to improve acquisition and fiscal management
accountability for capital planning execution.
Develop processes, policies, SOPs and constructs that ensure consistent and quality results.
Implement quality management processes to baseline, and begin routine reporting on the
performance of projects, key metrics and budget formulation activities.
Enforce a project management methodology to ensure that IT projects are managed using a standard
methodology.
Develop a documented governance model that drives quality, consistency and integrity into the
service and project delivery processes.
16
Internal Milestone
External Milestone
PROBLEM:
FDA lacks a unified IT strategic direction, governance policies and communication methods to
prevent redundancies and duplication of efforts.
SOLUTION:
OIMT will establish an IT strategic direction using a target architecture that leverages the
business capability model and the CIO Council and subcommittees to deliver uniform and shared
solutions.
MILESTONES:
Assess existing enterprise architecture to determine existing capabilities that can be shared.
Empower Center ITIRBs to redirect Center development efforts to leverage shared capabilities
when possible.
17
Internal Milestone
External Milestone
PROBLEM:
SOLUTION:
Cybersecurity
MILESTONES:
Implement Continuous Diagnostics and Mitigation (CDM) using governmentwide Information Security Continuous
Monitoring (ISCM) tools to enhance our ability to identify and respond, in real time or near real time, to the risk of emerging
cyber threats.
Implement Independent Verification and Validation (IV&V) for highrisk systems, taking advantage of the wealth of
Enhance the FDA security posture by moving to a nextgeneration network security architecture that accommodates public
and private cloud services.
governance model.
18
Internal Milestone
External Milestone
Cybersecurity (continued)
MILESTONES:
Develop an Identity and Access management strategy for internal and external users to address long standing audit
weaknesses.
Develop both a dynamic and static application security testing and validation strategy to allow system developers the
ability to test their systems and applications through all phases of the lifecycle.
Develop an enterprise wide encryption policy for both internal and external data at rest and in transit.
Establish best practices for implementation of security control requirements to assist system owners on security control
implementation.
19
Internal Milestone
External Milestone
Customer Service
PROBLEM:
OIMT is a customer service organization that does not always consider and account for customer
service delivery, customers expectations and perceptions in our daytoday activities,
communications and method of service delivery to the FDA community.
SOLUTION:
Enhance outreach to our customers in an effort to identify customer needs earlier, and provide an
interactive method that invites constructive criticism, comments and suggestions.
MILESTONES:
Develop multiple levels of communication to help OIMT deliver the appropriate level of customer
service.
Enhance the centralized internal knowledgebase that documents issues or problems, and how the
support agents solved them.
20
Internal Milestone
External Milestone
Project Management
PROBLEM:
IT Project Managers do not use a standard method of tracking and reporting for their projects. IT
Project Managers do not have a formal forum to present their projects and escalate high probability
risks and high impact issues.
SOLUTION:
OIMT will establish a PMO to develop and implement project management policies that require
project managers and project leads to track and report status in a consistent manner and in a
centralized location. Conduct regular project reviews to review risks, issues and schedules.
MILESTONES:
Develop a project review process to ensure that projects are within scope, on time, and on budget,
and help mitigate high probability risks and high impact issues.
Enforce the use of the Clarity application as a centralized repository for tracking and reporting on all
IT projects and contracts.
Develop an Enterprise Project Management team to manage select strategic enterprise programs,
and provide oversight, guidance and mentorship to other OIMT projects.
Develop a project management process that governs intake through delivery and ensures that
customers receive the highest quality and expected results.
21
Business Continuity
TECHNOLOGY
Mobility
Cloud
Application Development
Enterprise Architecture
Data
Scientific Computing
22
Internal Milestone
External Milestone
Infrastructure Stabilization
PROBLEM:
OIMT does not have a systematic approach for monitoring and managing the current infrastructure,
and lacks a plan to streamline processes and procedures, perform capacity management and
SOLUTION:
OIMT will define, manage, and quantify performance and customer expectations. OIMT will
identify the parts of the infrastructure that are unstable and create a plan to systematically improve.
OIMT will establish and communicate SLAs, as well as, proactively manage infrastructure through
MILESTONES:
Develop an infrastructure stabilization plan by identifying areas of the infrastructure that need
improvements in order to provide better services.
Adopt ITIL methodologies for release management, configuration management and unified
monitoring.
Develop a strategy to provide Network as a Service by using network carriers that provide secure
network connections.
23
Internal Milestone
External Milestone
Business Continuity
PROBLEM:
FDA lacks a comprehensive disaster recovery strategy that would ensure the continuity of business
operations and maintain the availability of mission critical systems, infrastructure and vital records.
SOLUTION:
OIMT will develop a strategy that includes a disaster recovery solution that provides business
continuity for critical applications and vital records.
MILESTONES:
Develop a disaster recovery strategy to enable the FDA to withstand a regional disaster.
Enhance and improve backup processes to ensure that OIMT can meet business needs to return to
operations.
Move applications to the Ashburn Data Center to reduce operational complexity.
Perform capacity management and IT forecasting to ensure that the IT infrastructure is able to meet
anticipated business growth.
Ensure that continuity is integrated into the OIMT governance strategy and embedded in the service
and project workflow so that continuity will be assured in every deliverable.
24
Internal Milestone
External Milestone
Mobility
PROBLEM:
FDA lacks a comprehensive mobility strategy and the capabilities to support the increasing mobile
work needs of FDA staff as well as address changing technologies.
SOLUTION:
OIMT will develop, communicate and implement a comprehensive, standardized mobility strategy
that accounts for business requirements.
MILESTONES:
Provide internal and external stakeholders with timely access to information and data to support
the need for access to Agency data at any time, from any place, on any FDA approved device.
Implement enhanced mobile device management functionality to provide a Choose Your Own
Device option for customers.
Build an enterprise wide mobile application program to provide a mechanism to develop mobile
applications that adhere to OIMT standards.
Create a mobility security team to develop strategies and polices to protect and secure mobile
assets.
Develop a framework for a records management strategy for mobile devices, including texts and
voicemails.
25
Internal Milestone
External Milestone
Cloud
PROBLEM:
OIMT is not providing enough cloud services to meet our customers needs. OIMT lacks an overall
strategy for the resources, policies, processes, acquisition vehicles, governance and security
approval process to fully support cloud solutions.
SOLUTION:
OIMT will develop and implement a comprehensive cloud strategy, including funding,
acquisitions and a cost allocation model, processes and procedures for obtaining resources and
security approvals, and governance processes to meet the requirements of our customers.
MILESTONES:
Build a secure provisioning solution to allow provisioning of servers in a hybrid cloud environment.
Leverage Software as a Service (SaaS) to provide a platform for hosting FISMA low applications in the
cloud (Salesforce).
Develop a consumption based model strategy where the customer pays according to the resources
used.
Establish secure connections to allow for the use of government community cloud options.
Continue to implement public and private Infrastructure as a Service (IaaS) to increase mission
effectiveness and efficiency and meet OMB mandates.
26
Internal Milestone
External Milestone
Application Development
ApplicationDevelopment
PROBLEM:
FDA lacks a comprehensive application portfolio and development management process (intake
through delivery) which leads to duplication of business capabilities. This lack of governance and
standards has led to applications being developed using a wide variety of technologies that are
difficult and expensive to maintain.
SOLUTION:
OIMT will perform application rationalization, and create a standardized approach and framework
for application development and application and technologies governance.
MILESTONES:
Identify and maintain key artifacts necessary to support our customers which include system documentation,
toolsets, application catalog and access control lists.
Identify and automate key paper dependent business processes (ex. field inspections and sample collections).
Create application development standards to reduce the complexity of the application technology footprint.
Perform application rationalization to identify unused, redundant and out of date applications, and trim down
the portfolio through application modernization and decommissioning.
Develop an application development process that governs intake from concept through delivery, and ensures
that customers receive the expected results.
27
Internal Milestone
External Milestone
PROBLEM:
SOLUTION:
FDA lacks integration between the HHS EA Repository (HEAR) framework and other FDA processes
and disciplines which support FDAs IT Portfolio, such as solutions architecture, and Systems Design.
Additional challenges exist in integrating the HEAR with Information Security Staffs (ISS) Trusted
Agent FISMA (TAF) repository due to the disparate views and definitions of IT systems between ISS
and EA. Finally, FDAs Target Architecture updates lack integration with new IT Governance
bodies now emerging at FDA.
OIMT will build a strategy that will adjust the HEAR modeling and ISS TAF update activities toward
greater integration. OIMT will also work with the Platform Subcommittee to adjust and leverage the
target architecture, to help ensure stabilization, modernization, and process improvement
across the enterprise. Additionally, the plan will work towards greater alignment of the business
requirements with the technology direction.
MILESTONES:
Internal Milestone
External Milestone
Data
PROBLEM:
FDA does not have a comprehensive data governance model. FDA lacks data standards and
supporting technologies to ensure availability and integrity in our data. Our current data resides in
disparate database systems with no integrated strategy for storing and accessing these data sets.
SOLUTION:
Develop a governance model and a master data management approach that aligns with the
governance strategy and integrates with the Agency's enterprise architecture.
MILESTONES:
Develop a Master Data Management strategy to handle business data and Big Data requirements.
Modernize the business objects environment to enhance reporting capabilities.
Develop a data governance model and approach to standardize data across the Agency and promote
interoperability.
Hire a Chief Data Officer to lead Master Data Management efforts.
Develop and implement a SharePoint governance strategy.
Implement digitalization project across the enterprise.
29
Internal Milestone
Scientific Computing
External Milestone
PROBLEM:
FDAs scientific computing program is not integrated into the enterprise architecture, and
the advanced computing needs in support of Regulatory Science are changing and increasing.
SOLUTION:
OIMT will include the Scientific Computing community into the overall target architecture in order
to achieve greater harmonization of needs. This will help ensure customer satisfaction as well as
the delivery of quality solutions in a globalized, transforming market place.
MILESTONES:
Establish a support plan for Scientific Computing to allow FDA to meet its regulatory mission.
Develop a plan for Next Generation Sequencing (NGS) to allow for on demand access to
Define enterprise requirements for statistical support & enterprise SAS to increase awareness
of the capabilities, and improve the benefits of the tools.
Define requirements for a sandbox using nonpublic regulatory / scientific data to evaluate
Design a high speed, secure infrastructure to accommodate scientific requirements for data
exchange.
30
Supporting Documents
A. Strategic Plan Milestone Tracking
31
OIMSTRATEGICPLANMILESTONETRACKING
sortedbyTargetDate
MILESTONE
ID
INITIATIVE
CATEGORY
OBCA01
Technology
OBCA02
People
INITIATIVE
MILESTONE
INTERNALOIMTor
EXTERNAL
MILESTONE
INPUTNEEDED
FROM
CIOCOUNCIL
SUBCOMMITTEES?
RESPONSIBLE(external)/
SUPPORTING(internal)
SUBCOMMITEE
RESPONSIBLE
OIMTTDIVISION
(internal)
SORTABLE
TARGET
DATE
MILESTONE
STATUS
ITFC
OBCA
Sep12
Complete
SharePointGovernanceBoardis
charteredandoperationaland
continuestoimproveasneeded.
OBCA
Feb15
Complete
DMScontractdeveloped
templates.
Subcommitteesoperationaland
chartered.
FarhanKhan
Data
DevelopandimplementaSharePointgovernancestrategy.
Internal
YES
ContractManagement
DevelopstandardtemplatesforprocurementdocumentssuchasSOWs,IGCEs,etc.as
wellastemplatesformeasuringcontractperformance.
DevelopSubcommitteesthattacticallyexecuteandidentifybusinessprocessinnovations
anddeliverinnovativebusinesssolutions;notsimplyITsolutions
HireaChiefTechnologyOfficer
Internal
NO
External
YES
BUS01
People
CIO01
Technology
OEPM04
Processes
Infrastructure
Stabilization
Governance
ADCIOCollaboration
OEPM05
Processes
Business
Jul15
Complete
Jul15
Complete
NOTES
Internal
NO
CIO
EstablishanOfficeofEnterprisePortfolioManagementtoprovideoversightforallIT
projectsandinvestments,usingstandardreviewandreportingprocedurestomeasurethe
performanceandcomplianceofprojects.
Internal
NO
OEPM
Jul15
Complete
TheOfficeofEnterprisePortfolio
Management(OEPM)becamean
officialorganizationinJuly2015.
ProjectManagement
DevelopanEnterpriseProjectManagementteamtomanageselectstrategicenterprise
programs,andprovideoversight,guidance,andmentorshiptootherOIMTprojects.
Internal
NO
OEPM
Jul15
Complete
Oneofthreeteamsinthenew
OEPM.
EnterpriseArchitecture
Internal
NO
Internal
YES
Internal
Ongoing
Processforpolicy,processand
workflowmanagementbytarget
date
CTO17
Technology
OEPM06
People
OEPM08
Processes
Openness&
Transparency
StreamlineanintakeprocessfortheHHSEnterpriseArchitectureRepository(HEAR)to
ensurethatallsystemsareaccountedfor.
DevelopabalancedscorecardquarterlytoreportondifferentareasoftheIT
environments
EmployabalancedscorecardmethodologytoinformourcustomersaboutITinitiatives
andongoingactivities,andmeasureouradherencetotheestablishedSLAsandOLAs.
OEPM09
Processes
Openness&
Transparency
Buildareportingmechanism,intheformofexecutivedashboardsandhighlevelreports,
thatwillprovideendtoendmonitoringandreportingofimportantkeymetrics.
OBCA03
People
RoleAlignment
OEPM10
Processes
AD01
Technology
ISS01
ITFC01
CTO
Sep15
OEPM
Sep15
NO
OEPM
Sep15
Internal
NO
OEPM
Sep15
Developanorganizationalchartbasedonthefunctionalroleforeachpositionthatcanbe
usedtoalignfunctionsandimproveOIMTseffectivenessandefficiency.
Internal
NO
OBCA
Oct15
Governance
Developprocesses,policies,SOPsandconstructsthatensureconsistentandquality
results.
Internal
YES
Business
OEPM
Oct15
Buildanapplicationportfoliotoidentifyallapplicationsacrosstheenterprise.
External
YES
ApplicationDevelopment
Processes
Application
Development
Cybersecurity
Developanaccountmanagementpolicy
CustomerService
Enhanceprocessesandprocedurestoprovidetimelyupdatestocustomersaboutany
disruptionsandoutages.
Schedulequarterlymeetingstoincreasecommunicationandprovidebettercustomer
servicetothefield.
Developaprojectreviewprocesstoensureprojectsarewithinscope,ontime,andon
budget,andhelpmitigatehighprobabilityrisksandhighimpactissues.
Developacomprehensivepatchmanagementgovernancestrategy.
Internal
External
YES
YES
INFOSEC
Processes
Internal
NO
ADCIOCollaboration
FieldOffices
OBCA19
People
OEPM11
Processes
ProjectManagement
OTD02
Processes
Cybersecurity
CTO11
Technology
Cloud
ISS03
Processes
ISS04
Technology
Mobility
Cybersecurity
PLAT03
Technology
BusinessContinuity
OEPM01
Processes
OEPM02
Technology
Performanassessmentofavailablecloudbasedservicestoidentifysolutionstomeet
businessrequirementsatalowercost.EvaluateandimplementPlatformasaService
(PaaS).
ReviewandstreamlinetheSecurityAuthorizationprocess
Createamobilesecurityteamtodevelopstrategiesandpolicestoprotectandsecure
mobileassets.
DevelopdisasterstrategytoenabletheFDAtowithstandaregionaldisaster.
Cybersecurity
Integratecybersecuritygovernancerequirementsintotheserviceandproject
managementworkflowsandOIMTgovernancemodel.
BusinessContinuity
EnsurethatcontinuityisintegratedintotheOIMTgovernancestrategyandembeddedin
theserviceandprojectworkflowsothatcontinuitywillbeassuredineverydeliverable.
Version1.0,September2015
Business
Internal
YES
Internal
Internal
NO
YES
Platform
Internal
Internal
NO
NO
YES
NO
Internal
NO
ISS
ITFC
Business
External
Internal
Nov15
Nov15
Nov15
OBCA
Nov15
OEPM
Nov15
OTD
Nov15
CTO
Dec15
ISS
Dec15
ISS
Dec15
Platform
Dec15
OEPM
Feb16
Securityprocessand
documentationintegratedintothe
EPLCprojectmanagementprocess.
OEPM
Feb16
EPLCprojectmanagementprocess
incorporatesgovernancethrough
stagegateprocess.Detailsrelated
tocontinuityarecontainedinthe
EPLCdocumentation.Willbe
continuouslyimprovedasits
dependentmilestonesare
completed.
1of4
OIMSTRATEGICPLANMILESTONETRACKING
sortedbyTargetDate
MILESTONE
ID
INITIATIVE
CATEGORY
OEPM03
Technology
OEPM07
People
OEPM12
Processes
OEPM13
Processes
OEPM14
Technology
OTD01
Technology
OTD03
Technology
CTO01
Processes
INITIATIVE
MILESTONE
YES
Business
OEPM
Feb16
Internal
YES
ApplicationDevelopment
OEPM
Feb16
Internal
YES
Platform
OTD
Feb16
Internal
NO
Internal
YES
Internal
NO
Cybersecurity
Cybersecurity
Developenterprisewideencryptionpolicy
ISS02
Processes
OBCA04
People
OBCA05
Processes
PLAT01
Technology
CTO18
Technology
ITFC03
Processes
ITFC04
Technology
ImplementIndependentVerificationandValidation(IV&V)forhighrisksystems,taking
advantageofthewealthofinformationsecurityexpertise.
Training&Development Developamentoringprogramwhichwillprovidenewhireswiththeopportunityto
understandthecomplexitiesthatexistwithinFDA,aswellashavetheopportunityfor
collaboration.TheabilitytoconnectwithITprofessionalswillestablishastrong
foundationforafulfillingcareeratFDA.
CustomerService
Enhancethecentralizedinternalknowledgebasethatdocumentsissuesorproblems,and
howthesupportagentssolvedthem.
Mobility
Provideinternalandexternalstakeholderswithtimelyaccesstoinformationanddatato
supporttheneedforaccesstoAgencydataatanytime,fromanyplace,onanyFDA
approveddevice.
EnterpriseArchitecture Developatechnologyroadmaptomodernizeandmoreeffectivelyplanfortechnology
refresh.
CustomerService
DevelopmultiplelevelsofcommunicationtohelpOIMTdelivertheappropriatelevelof
customerservice.
BusinessContinuity
Improveknowledgeofanduseofteleworktools.
OBCA06
Technology
Mobility
OBCA11
People
Technology
CTO15
Technology
Feb16
Internal
ProjectManagement
Application
Development
Infrastructure
Stabilization
BusinessContinuity
Processes
CTO12
OEPM
YES
Processes
Technology
Feb16
Internal
Governance
INFOSEC01
CTO09
OEPM
NO
INFOSEC04
Technology
Feb16
Internal
Cloud
CTO05
OEPM
Developaskillsmatrixtogivemanagersgreatervisibilityofemployees'strengthsand
developmentalneeds,andenablethemtoprovidemoretargetedandtimelycoachingand
training.
Developadocumentedgovernancemodelthatdrivesquality,consistencyandintegrity
intotheserviceandprojectdeliveryprocesses.
Developaprojectmanagementprocessthatgovernsintakethroughdelivery,andensures
thatcustomersreceivethehighestqualityandexpectedresults.
Developanapplicationdevelopmentprocessthatgovernsintakefromconceptthrough
delivery,andensuresthatcustomersreceivetheexpectedresults.
Developaninfrastructurestabilizationplanbyidentifyingareasoftheinfrastructurethat
needimprovementsinordertoprovidebetterservices.
MoveapplicationstotheAshburnDataCentertoreduceoperationalcomplexity.
Technology
Technology
Business
RoleAlignment
Technology
OTD05
SORTABLE
TARGET
DATE
YES
CTO08
People
RESPONSIBLE
OIMTTDIVISION
(internal)
Internal
CTO13
Technology
RESPONSIBLE(external)/
SUPPORTING(internal)
SUBCOMMITEE
Identifyandmaintainkeyartifactsnecessarytosupportourcustomerstoincludesystem
documentation,toolsets,applicationcatalogandaccesscontrollists.
Assessexistingenterprisearchitecturetodetermineexistingcapabilitiesthatcanbe
shared.
ImplementenhancedmobiledevicemanagementfunctionalitytoprovideaChooseYour
OwnDeviceoptionforcustomers.
Developaconsumptionbasedmodelstrategywherethecustomerpaysaccordingtothe
resourcesused.
Developdatalosspreventionstrategyforendpointsystems
OTD04
INPUTNEEDED
FROM
CIOCOUNCIL
SUBCOMMITTEES?
Application
Development
Uniform&Shared
Capabilities
Mobility
OEPM17
INTERNALOIMTor
EXTERNAL
MILESTONE
Cybersecurity
ContractManagement
Developaframeworkforarecordsmanagementstrategyformobiledevices,including
textsandvoicemails.
StreamlineProcurementActivitiesbydevelopingworkflowsandprocessestopromote
efficient,transparentandeffectivemanagementofITacquisitionsandcontracts.
Training&Development Establishamandatoryrolebasedcurriculumtoprovideguidanceforstafftotakeessential
trainingsuchasFAC COR,FAC P/PM,CISSP,MCSE,etc.
AdoptITILmethodologiesforreleasemanagement,configurationmanagementand
unifiedmonitoring.
Createapplicationdevelopmentstandardstoreducethecomplexityoftheapplication
technologyfootprint.
DevelopastrategytoprovideNetworkasaServicebyusingnetworkcarriersthatprovide
securenetworkconnections.
Buildanenterprisewidemobileapplicationprogramtoprovideamechanismtodevelop
mobileapplicationsthatadheretoOIMTstandards.
Cloud
LeverageSoftwareasaService(SaaS)toprovideaplatformforhostingFISMAlow
applicationsinthecloud(Salesforce).
Cloud
ContinuetoimplementpublicandprivateInfrastructureasaService(IaaS)toincrease
missioneffectivenessandefficiencyandmeetOMBmandates.
Infrastructure
Stabilization
Application
Development
Infrastructure
Stabilization
Mobility
Version1.0,September2015
Business
Platform
Internal
YES
Platform
External
External
Internal
YES
YES
NO
INFOSEC
Internal
OTD
Feb16
CTO
Mar16
CTO
Mar16
CTO
Mar16
EPLCProjectProcessAgreementis
usedtoidentifytheartifacts
neededforaproject.FDAEPLC
continuestobeimprovedasits
subordinateprocessesare
created/refined.
Mar16
ISS
Mar16
NO
OBCA
Mar16
Internal
NO
OBCA
Mar16
External
YES
Platform
Internal
YES
Platform
External
YES
ITFC
External
Internal
YES
YES
ITFC
Platform
OBCA
Apr16
Internal
YES
IntegratedAcquisitionsTeam
OBCA
Apr16
Internal
NO
OEPM
Apr16
Internal
NO
OTD
Apr16
Internal
YES
Mar16
CTO
Apr16
Apr16
Apr16
OTD
Apr16
CTO
May16
Internal
NO
Internal
YES
ApplicationDevelopment
CTO
May16
Internal
YES
Platform
CTO
May16
YES
Platform
CTO
May16
Internal
NOTES
Mar16
INFOSEC
ApplicationDevelopment
MILESTONE
STATUS
Ongoing
2of4
OIMSTRATEGICPLANMILESTONETRACKING
sortedbyTargetDate
MILESTONE
ID
INITIATIVE
CATEGORY
OBCA07
People
ContractManagement
OBCA08
People
RoleAlignment
OEPM22
Processes
OEPM23
Processes
INITIATIVE
Openness&
Transparency
ProjectManagement
ITFC02
People
OBCA14
People
Staffing
OEPM15
People
Staffing
OEPM19
People
ADCIOCollaboration
Technology
Processes
OTD06
Technology
OTD07
Processes
OEPM20
Processes
EnhanceITContractsTeamthatwillberesponsibleformanagingcontractacquisitions.
TheteamwillworkwiththeOAGStomaketheacquisitionsprocessmoreefficient,and
ensurethatCORSaremanagingcontractstodefinedperformanceservicelevels.
Internal
ConductacomprehensivereviewofcriticalITpositionsincludingtheonesthatmay
becomevacantinthenext35years.
DevelopServiceLevelAgreements(SLAs)andOperationLevelAgreements(OLAs)to
ensurethatcustomersareprovidedservicesinatimelymanner.
EnforcetheuseoftheClarityapplicationasacentralrepositoryfortrackingandreporting
onallITprojectsandcontracts.
MILESTONE
PerformcapacitymanagementandITforecastingtoensurethattheITinfrastructureis
abletomeetanticipatedbusinessgrowth.
Buildasecureprovisioningsolutiontoallowprovisioningofserversinahybridcloud
environment.
Training&Development LeverageFDAUniversitytohelpimplementandexecutenewandongoingtrainingfor
OIMTstaff,andworkwiththemtobuildaprofessionaldevelopmentprogram.
Technology
Technology
OTD09
INPUTNEEDED
FROM
CIOCOUNCIL
SUBCOMMITTEES?
BusinessContinuity
CTO07
CTO10
INFOSEC02
INTERNALOIMTor
EXTERNAL
MILESTONE
RESPONSIBLE
OIMTTDIVISION
(internal)
SORTABLE
TARGET
DATE
NO
OBCA
May16
Internal
NO
OBCA
May16
Internal
YES
Business
OEPM
May16
Ongoing
Internal
YES
Business
OEPM
May16
Ongoing
Internal
NO
CTO
Jun16
CTO
Jun16
RESPONSIBLE(external)/
SUPPORTING(internal)
SUBCOMMITEE
Internal
YES
Platform
External
YES
ITFC
DevelopacareergrowthprogramthatwillprovidetransparentandclearlydefinedIT
careerpathswithcriteriaforprogressiontothenextlevelinbothtechnicalandleadership
positions.
DevelopacatalogofITresources,andperformaskillsgapanalysisthatwillassist
managersindevelopingexistingemployees,aswellasassistinrecruitmentefforts.
Internal
NO
OBCA
Jun16
Internal
NO
OEPM
Jun16
Internal
YES
Business
OEPM
Jun16
BusinessContinuity
UtilizeaProjectManagementMethodologythatbeginswithdefiningbusiness
requirementsandendswithanexpectedresult.
Buildredundancyatserverandapplicationlevelstoensurebusinesscontinuity.
NO
YES
Jun16
DevelopanIdentityandAccessmanagementstrategyforinternalandexternalusers
Internal
External
OTD
Cybersecurity
INFOSEC
Internal
Internal
YES
YES
Cloud
Data
Modernizethebusinessobjectsenvironmenttoenhancereportingcapabilities.
Uniform&Shared
Capabilities
Governance
Establishacomprehensive,holistic,standardizedapproachtomultifunctionalprintersto
reducecosts,suchasmaintenanceandsupplies.
Implementqualitymanagementprocessestobaseline,andbeginroutinereportingonthe
performanceofprojects,keymetricsandbudgetformulationactivities.
Infrastructure
Stabilization
Cloud
ApplicationDevelopment
OTD
ITFC
OTD
Jul16
Aug16
Jul16
Internal
NO
OEPM
Internal
NO
CTO
Sep16
Internal
NO
CTO
Sep16
Internal
Internal
NO
YES
ISS
Sep16
ITFC
OBCA
Sep16
IntegratedAcquisitionsTeam
OBCA
Sep16
ISS07
Processes
Cybersecurity
Processes
CustomerService
Createainteractiveselfhelpportaltoallowuserstoidentifysolutionsthemselves.
OBCA12
People
ContractManagement
BuildaProcurementPortfoliotostreamlineourapproachandconsolidatethenumberof
contractsandcontractvehicles.OIMTwillassesstheITcontractsinventorytofind
opportunitiesforconsolidationandwaystoleveragebuyingpower.OIMTwillcontinueto
collaboratewithOAGsonalternatecontractingapproachesandstrategicsourcing
opportunities.
Developacomprehensive,centralizedcontractmanagementmodelthatfocuseson
management,oversightandaccountability.
Performanorganizationassessmentandstaffrationalizationtoidentifyandredeploystaff
withtherequisiteskills.Developarolesandresponsibilitiesmatrixbasedonprimary,
secondaryandtertiaryexpertise.
Developarolebasedcompetencymodeltomeetfuturebusinessneeds,andcreatea
processtotrackprogressandupdatesuccessionplansonanongoingbasis.
Internal
YES
Internal
NO
OBCA
Sep16
Internal
NO
OEPM
Sep16
Internal
NO
OEPM
Sep16
IntegratethescientificimageintoOIMTsimagemanagementprocess.
Internal
Internal
NO
NO
OTD
Sep16
OBCA
Nov16
Internal
NO
OBCA
Nov16
Internal
NO
OBCA
Nov16
OBCA16
People
ContractManagement
OEPM16
People
RoleAlignment
OEPM18
People
RoleAlignment
OTD12
Technology
OBCA09
People
OBCA13
People
OBCA15
People
ScientificComputing
RoleAlignment
Assessandrefineperformanceworkplanstoensurethattheyaccuratelyreflectthe
expectedperformanceinordertoensureaccountability.
Training&Development DevelopanIndividualDevelopmentPlan(IDP)foreachemployeethatoffersemployees
greateropportunityforcareerdevelopmentandcrosstraining.
Staffing
RightsizethestafflevelandFTEtocontractorratioforcostsavingsandagility.Identify
areasthatdonothavealeastonebackup,providecrosstrainingandhireadditionalstaff
asappropriate.
Version1.0,September2015
ProcessforSLAsandOLAs
managementbytargetdate
Target:100%ofITprojects
reportingthroughClaritybyMay
2016.
Jul16
OBCA10
Technology
Technology
NOTES
Jun16
Adoptacapacityondemandmodeltosupportevolvingtechnologybasedonbusiness
needs.
Establishsecureconnectionstoallowfortheuseofgovernmentcommunitycloud
options.
Establishbestpracticesonimplementationofsecuritycontrolrequirements.
CTO03
CTO14
MILESTONE
STATUS
3of4
OIMSTRATEGICPLANMILESTONETRACKING
sortedbyTargetDate
MILESTONE
ID
INITIATIVE
CATEGORY
OTD08
Technology
OTD10
Technology
CTO04
Technology
INFOSEC03
Processes
Infrastructure
Stabilization
Cybersecurity
INFOSEC06
Processes
Cybersecurity
OEPM21
Processes
OBCA17
People
INITIATIVE
Application
Development
BusinessContinuity
Governance
Staffing
INFOSEC05
Processes
SC02
Technology
ScientificComputing
Cybersecurity
CTO02
Processes
SC03
Technology
Uniform&Shared
Capabilities
ScientificComputing
CTO19
Technology
ScientificComputing
ISS06
Processes
OI01
Technology
Cybersecurity
ScientificComputing
OTD14
People
FieldOffices
AD02
Technology
Application
Development
OTD13
Technology
OBCA18
Technology
Application
Development
Data
SC01
Technology
ScientificComputing
OTD15
People
FieldOffices
INTERNALOIMTor
EXTERNAL
MILESTONE
INPUTNEEDED
FROM
CIOCOUNCIL
SUBCOMMITTEES?
RESPONSIBLE(external)/
SUPPORTING(internal)
SUBCOMMITEE
RESPONSIBLE
OIMTTDIVISION
(internal)
SORTABLE
TARGET
DATE
Establishsoftwaremeteringtotrackandmaintainsoftwarelicensesinuse.
Internal
YES
ApplicationDevelopment
OTD
Nov16
EnhanceandimprovebackupprocessestoensurethatOIMTcanmeetbusinessneedsto
returntooperations.
Leverageenterprisearchitectureandassetmanagementtoolstocollectacomplete
inventoryofassetsandapplicationstoenhanceassetmanagement.
Developadynamic&staticapplicationsecuritytesting&validationstrategy
Internal
YES
ApplicationDevelopment
OTD
Nov16
Internal
NO
CTO
Dec16
External
External
YES
YES
INFOSEC
Dec16
INFOSEC
Dec16
Internal
YES
Business
MILESTONE
Buildacadreofcybersecurityprofessionalsreadytoengageandimplementa
synchronizedresponseacrosstheenterprise
EnforceProjectManagementMethodologytoensurethatITprojectsaremanagedusinga
standardmethodology.
ReviewPositionDescriptions(PD)forupdates,usingcommonPDswhereapplicable(for
similarpositions).
EnhancetheFDAsecurityposturebymovingtoanextgenerationnetworksecurity
architecturethataccommodatespublicandprivatecloudservices.
Defineenterpriserequirementsforstatisticalsupport&enterpriseSAStoincrease
awarenessofthecapabilities,andimprovethebenefitsofthetools.
Rationalizecapabilitiestoreduceredundantsystems.
External
YES
INFOSEC
Mar17
External
YES
ScientificComputing
Apr17
Internal
YES
ApplicationDevelopment
Definerequirementsforasandboxusingnonpublicregulatory/scientificdatatoevaluate
newtechnologicalsolutionspriortopurchase.
Designahighspeed,secureinfrastructuretoaccommodatescientificrequirementsfor
dataexchange.
ImplementContinuousDiagnosticsandMitigation(CDM)usinggovernmentwide
InformationSecurityContinuousMonitoring(ISCM)toolstoenhanceourabilitytoidentify
andrespond,inrealtimeornearrealtime,totheriskofemergingcyberthreats.
External
YES
ScientificComputing
Internal
YES
Platform
Internal
NO
EstablishasupportplanforScientificComputingtoallowFDAtomeetitsregulatory
mission.
ImplementVOIPin100%ofthefieldofficestoensureconsistencyandmitigatephone
relatedissues.
Performapplicationrationalizationtoidentifyunused,redundantandoutofdate
applications,andtrimdowntheportfoliothroughapplicationmodernizationand
decommissioning.
Identifyandautomatekeypaperdependentbusinessprocesses
Internal
YES
Internal
NO
Implementdigitalizationprojectacrosstheenterprise.
DevelopaplanforNextGenerationSequencing(NGS)toallowforondemandaccessto
neededprocessingcapacity.
Develophighspeedconnectionstoremoteofficestofacilitatedatatransfertoandfrom
thelaboratoriesandfieldoffices.
Technology
Data
HireaChiefDataOfficertoleadMasterDataManagementefforts.
Technology
Data
EDM02
Technology
Data
OTD16
People
BUS02
Processes
DevelopaMasterDataManagementstrategytohandlebusinessdataandBigData
requirements.
DevelopadatagovernancemodelandapproachtostandardizedataacrosstheAgency
andpromoteinteroperability.
Providesupportforapositionmanagementsystemwillprovideaconsistent,standard
toolformanagingallFDApositions.
Providetransparencyofcostviathecostallocationmodelusingrefinedconsumption
basedbilling.
BUS03
Processes
Governance
BUS04
Processes
CTO16
Technology
Uniform&Shared
Capabilities
EnterpriseArchitecture
Version1.0,September2015
Feb17
NO
CIO03
Openness&
Transparency
Dec16
OBCA
Internal
EDM01
Staffing
OEPM
InstitutionalizeanInvestmentReviewBoard(IRB)toimproveacquisitionandfiscal
managementaccountabilityforcapitalplanningexecution.
EmpowerCenterITIRBstoredirectCenterdevelopmenteffortstoleverageshared
capabilitieswhenpossible.
Utilizeenterprisearchitecturemethodologiestostabilizeandmodernizethe
infrastructure.
ScientificComputing
CTO
MILESTONE
STATUS
NOTES
May17
May17
CTO
Jun17
ISS
Jun17
OI
Jun17
OTD
Oct17
External
YES
ApplicationDevelopment
Internal
YES
ApplicationDevelopment
OTD
Internal
External
YES
YES
Platform
OBCA
Internal
NO
Internal
External
NO
YES
DataStandards
TBD
External
YES
DataStandards
TBD
External
NO
Business
TBD
External
YES
Business
Ongoing
External
YES
Business
Ongoing
External
YES
Business
Ongoing
Internal
NO
Nov17
ScientificComputing
Nov17
Jan18
Sep18
OTD
Oct18
CIO
ASAP
CTO
DependentofhiringChiefData
Officer
DependentofhiringChiefData
Officer
CostAllocationmodeloperational
andcontinuouslyimproved
Ongoing
4of4
Acquisitions
Council IT
Workgroup
Develop
Develop
Build
Records Mgmt
Access to
Design
Assess
Align
Consumption
Infrastructure Develop a Secure
Perform
Develop Technology Info & Data High Speed, Existing EA
Based Continue to Strategy
Secure
For Shared
Cloud
Leverage Model Implement For Mobile Technology To Business Anytime,
Develop Stabilization Disaster Provisioning
Plan
Devices
Anyplace Infrastructure Capabilities
IaaS
Roadmap
Needs
Strategy Solution Assessment SaaS
Charter
Strategy
Business
Subcommittee
Joe Montgomery
App Dev
Subcommittee
Brad Wintermute
OTD-01
Develop
Charter
Build
Application
Portfolio
AD-01
Develop
Charter
Develop
Sub
`
committees
Enterprise Data
Management
Subcommittee
Cory Milam
INFOSEC
Subcommittee
Alan McClelland
IT Functional
Subcommittee
(ITFC)
Angel Hebert
BUS-01
CTO-10
CTO-11
Develop
Create
Application Application
Development Development
Process
Standards
OEPM-14
OTD-05
Develop
Develop
Balanced Governance
Scorecard
Model
OEPM-01
OEPM-12
CTO-12
Modernize
Business
Objects
Environment
OTD-06
CTO-13
CTO-15
OBCA-06
Rationalize
Build
Capabilities Enterprise
to Reduce
Wide
Redundant Mobile App
Systems
Program
CTO-02
Develop Project
Intake, Review,
Management &
Reporting
Processes
Identify &
Maintain
Artifacts
OEPM-11/13/19
OEPM-03
CTO-09
CTO-18
Establish
Software
Metering
OTD-08
PLAT01
PLAT02
CTO-19
OTD-10
OTD-13
AD-02
Enforce
Provide
Develop
Develop
Improve
Project
Transparency
Processes, Management
SLAs
Acquisition&
of Cost via
Policies & Methodology &
and
Fiscal Mgmt Cost Allocation
SOPs
OLAs Accountability
Reporting
Model
OEPM-10
OEPM-21/23
CTO-01
Identify &
Automate
Enhance
Key Paper
Perform
Backup
Dependent
Application
Processes Business Processes Rationalization
OEPM-22
BUS-03
BUS-02
Empower
ITIRBs to
Leverage
Shared
Capabilities
BUS-04
Establish
Develop Enhance processes Develop
Create an
Improve
Standardized
to update
Multiple
interactive Leverage Knowledge and
Review / SharePoint
Approach to
customers on Levels of
Use of
FDA
Refine Governance
Multi Functional self-help
Strategy
disruptions Communication
portal
Telework
Tools
University
Charter
Printers
Review /
Refine
Charter
OBCA-01
ITFC-01
ITFC-03
OTD-07
Develop
Acct Mgmt
Policy
Develop
Enterprise
Encryption
Policy
Enhance
the FDA
Security
Posture
Build
Cadre of
Security
Professionals
ISS-01
INFOSEC-04
INFOSEC-05
Develop
Review / Master Data
Refine Management
Strategy
Charter
EDM-01
Scientific Computing
Board
Dr. ShaAvhre
Buckman
PLAT-03
Establish
Review / Scientific
Refine Computing
Charter Support Plan
OITI-01
INFOSEC-06
OBCA-10
ITFC-02
ITFC-04
INFOSEC-02
INFOSEC-03
Data
Governance
Model and
Approach
EDM-02
Enterprise
Requirements
Requirements
for sandbox
for statistical
using non-public
support
regulatory/scientific
and SAS
data
SC-02
SC-03
OBCA-11
Build
Procurement
Portfolio To
Consolidate
# of Contracts
and Contract
Vehicles
OBCA-12
Develop
Develop
Develop
Data Loss
Identity & App Security
Prevention Access Mgmt
Testing
Strategy
Strategy
Strategy
INFOSEC-01
Streamline
Procurement
Activities
KEY
Internal OIMT Milestone
Milestone In-Process
External Milestone
Milestone Completed
Improve Cost Model and Transparency --- Communication, User Outreach and Training --Continuous Governance and Improvement Initiatives
Platform
Subcommittee
Farhan Khan