2.4.1: The Future
Continue to work closely with the Office of Management and Budget and other Federal Agencies to improve the Dashboard. Other Information:
Background. The Department has a robust set of portfolio management processes and reviews that oversee and track its major
information technology programs at multiple points throughout their life cycle to include requirements development, through
acquisition/procurement; to fielding and support. The Department believes the Office of Management and Budget’s IT Dashboard
is an important visibility and transparency tool which provides the Office of Management and Budget, Congress, the media and
the public insight into Departmental information technology investment priorities and status of projects. Through the IT Dashboard,
the Department provides detailed status, spending, budget, contracting and evaluation data for more than 60 major information
technology investments. These projects include major fixed base and battlespace information technology infrastructure initiatives,
as well as important business and core mission information technology (e.g., command and control software). We will continue
to work closely with the Office of Management and Budget and other Federal Agencies to improve the Dashboard. For example,
in March 2010, for the first time, we began to automatically update and populate data via XML. By implementing changes in
our internal processes, requirements and automated tools, we are establishing the capability to update and report key information
to the Office of Management and Budget as major program reviews/milestones/events occur rather than the current semi-annual
data collection and reporting. We will to continue to work with the Office of Management and Budget to ensure the most appropriate,
useful and accurate data is provided to the public in the Dashboard and that its utility continues to be enhanced. For example,
we believe extending visibility across the entire investment life cycle (i.e., not just focusing in-depth on additional acquisition
execution data), and creating in the process a common taxonomy spanning all phases, would provide important context to understanding
these investments thus enabling better alignment with existing Office of Management and Budget processes for evaluating vision
(architecture), planning, budgeting, execution and performance.
Indicator(s):
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