4: EA and CPIC
Develop and maintain an Enterprise Architecture and Capital Planning process that allows the Department’s Senior Leaders to
make informed decisions when managing Information Technology
Other Information:
The Department views CPIC and IT portfolio management as a key tool in ensuring IT funding has the maximum impact on DOE mission
accomplishment. Implementing a comprehensive CPIC process ensures that the Department’s portfolio of IT investments fully
address DOE's business needs and strategies. A strong portfolio management will also allow DOE to achieve the expected benefits
in accordance with accurate and complete cost, schedule, technical, and performance baselines. Ensuring that DOE has the right
mix of IT investments that those investments are delivering real results for mission support, and that the portfolio is regularly
reviewed for currency will enable the OCIO to deliver maximum value to the DOE mission. Monitoring operational investment
performance is as important to ensure success as selecting the right portfolio of projects or investments. Investments are
monitored over time and resources are shifted to investments that perform best, keeping in mind the established investment
rules and parameters with regard to risks and returns. DOE recognizes that effective IT portfolio-management practices result
in significant savings of Departmental annual IT budgets, enhanced efficiency, and increased mission alignment. To date, the
Department has made significant progress in enhancing the CPIC process through the use of scorecards at the investment portfolio
level and at the Program level. In addition, improved linkages between IT investments and the annual budget process have been
implemented in partnership with the Office of the CFO. To further leverage these accomplishments; DOE is continuing to review
its CPIC processes in an effort to identify additional opportunities for improvement. The Department envisions a CPIC process
that provides decision-making bodies with the appropriate information to ensure that optimal decisions are made with regard
to the selection and maintenance of the Department’s IT portfolio. The architecture has been developed in a manner that allows
each completed piece to build momentum for successive efforts, heralding architecture as a business transformation and IT
modernization tool to garner support for the EA practice. DOE continues to develop and mature its EA through an updated Target
EA, Plan of Action & Milestones (POA&M), Enterprise Performance Model (EPM), and EA Transition Plan (EATP). Additionally,
the DOE EA extends to the core mission program areas through the integration of Cross Cutting Segment Architectures. These
efforts strive to add value to the core mission areas and accelerate adoption of cross agency initiatives for shared services
across common mission functions, such as Geospatial, Cyber Security and Supply Chain Management. These EA products serve as
a framework for managing investments and developing recommendations for improving DOE’s IT investment portfolio across the
enterprise. The Chief Architect chairs a Department-wide Architecture Review Board (ARB) to facilitate collaboration across
the Department and to collectively define and pursue an EA direction that provides value to all stakeholders at the Department
of Energy.
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