1.1.12  Chief Technology Officer (Cont. 1)

1.1.12.9 
Associate Chief Information Officer for Enterprise Operations

1.1.12.9.1  (03-12-2015)
Demand Management and Project Governance Division

  1. The mission of the Demand Management and Project Governance Division is to provide high-quality IT operations services and solutions that align with and enable the strategic imperatives of IT and IRS. These solutions will be scalable, value driven, reliable and secure. In delivering our solutions we will focus on leadership, best practices and continuous improvement to:

    • Serve as the central point of contact for EOps customers and manage customer outreach, including acting as administrator of the Unified Work Request (UWR) process for EOps and serve as the entry point for work requests for all EOps activities, including entry point for requests (“R tickets”, Security Requests, etc.) that do not route appropriately through the incident management process

    • Direct strategic planning for EOps, including Demand, Portfolio and Workforce management

    • Direct the governance and planning of programs and projects impacting the enterprise environment by providing a consistent approach to managing projects; provide implementation execution on pre-determined large projects

    • Serve as Point of Contact (POC) for the IT Level Governance Board (s)

    • Direct the governance and planning of programs and projects impacting the enterprise environment by providing a consistent approach to managing projects; provide implementation execution on pre-determined large projects

    • Advance EOps to World Class IT, with a focus on ITIL maturity advancement

    • Provide governance and planning support to EOps’ overall service management through the E2E Program

    • Provide governance and oversight for EOps Change Management

      Demand Management & Project Governance has the following subordinate branches/offices:

    • Demand Management and Governance Branch

    • World Class COE Office

    • End-to-End (E2E) Project Office

1.1.12.9.1.1  (03-12-2015)
Demand Management and Governance Branch

  1. The Demand Management and Governance Branch is the focal point for Enterprise Operations planning management at all levels in support of its overall EOps/IT mission. It will serve as “The Front Door” for all work coming into EOps and coordinate the appropriate distribution of requests internally. This includes strategic analysis and assisting in setting the direction for internal projects, technology adoption, and process improvement to insure long and short term success of the organizations’ business and technology operations. The aim of this branch is to work with division and section heads to formulate and analyze strategic and executable IT plans to help solve operational problems and position EOps to meet its growing service needs. Focus is on managing the IT Technology Road Map Waves. The Demand Management and Governance Branch is responsible for managing the governance of all projects within EOPS, both large and small (Large Portfolio, PMESC, PRESC, etc.). This branch also provides the EOPs Point of Contact (POC) for the IRS IT Managing Level Governance Board (MLGB). As the “Front Door”, its additional responsibilities include Demand Management, Workforce Management, Project Portfolio Management, and Customer Agreements Management.

1.1.12.9.1.2  (03-12-2015)
World Class COE Office

  1. The World Class COE Office provides a central source of standardized products, expertise, and leading practices for advancing EOps towards World Class IT, including developing, maintaining, and promoting consistency for most processes, including ITIL processes, related to EOps services. It also provides IT with visibility into quality and performance parameters of the delivered applications, helping to keep the entire organization informed and keeping applications aligned with business objectives. The World Class COE:

    • Deploys an industry best-practice ITIL management framework

    • Improves process efficiencies to free up capacity for other positive employee opportunities • Enhances the consistency of service delivered to IRS employees and taxpayers

    • Expands employee training and knowledge transfer

    • Uses Lean Six Sigma techniques and training to achieve transformational results in designated EOPs Divisions/Branches/Sections in waves

    • Oversees World Class throughout the duration of each project

    • Provides a Permanent, consistent set of team members working across all the waves

    • Responsible for diagnosing the area to target for improvement

    • Responsible for facilitating the project (e.g., analyses, design workshops, coach implementation team) for the wave phases: Research, Design, and Initiating Implementation

1.1.12.9.1.3  (03-12-2015)
E2E Project Office

  1. End-to-End (E2E) was chartered in July 2010 to improve IT’s ability to monitor, measure, manage, and improve IT service availability from our customers’ perspective, end-to-end. The Program is focused on people, process, and technology advancements, and is grounded in IT operations leading practices. The Program is currently monitoring 3 IRS services: Account Management Service (AMS), Branded Prescription Drug (BPD), Email (Exchange& Blackberry), Active Directory and infrastructure components network, servers, and storage. Using the metrics collected for these services the Program has begun to measure and collect key performance indicators such as, uptime, frequency of outages, and component-level issues. In the future, this information will be used to support informed restoration and improvement decisions to more effectively react to system outages and degradations, and proactively plan to prevent outages from occurring. In FY12, the Program is working with service owners to integrate additional applications or services with the E2E tool to increase the total number of services monitored end to end In 2011, the team expanded to include process automation and operational monitoring of CADE 2 critical systems that is now combined with E2E.

1.1.12.9.2  (03-12-2015)
Service Delivery Management Division

  1. The mission of the Service Delivery Management Division is to provide high-quality IT program management services and solutions that align with and enable the strategic imperatives of IT and IRS. In delivering our solutions we will focus on leadership, best practices and continuous improvement to:

    • Direct the planning and implementation of programs and projects impacting the enterprise environment, providing a consistent approach to managing projects like CADE 2 and ACA

    • Provide project governance for EOps projects lead by the Project Offices Subordinate Offices

  2. Service Delivery Management has the following subordinate offices:

    • CADE 2 Project Office

    • ACA Healthcare Project Office

1.1.12.9.2.1  (03-12-2015)
CADE 2 Project Office

  1. The CADE 2 Support Team is a temporary, four-year office, established to lead support for CADE 2 to ensure functions are identified, planned and delivered on schedule and within budget. It is also responsible for providing environments, technology, and procedures needed to successfully deploy a sustainable operating environment, ensuring that mechanisms are in place for security, privacy and data integrity, implementing process monitoring and performance modeling to set processing thresholds for determining successful run processing on the CADE 2 daily cycle, and making these new capabilities transferable to other major initiatives. It is also responsible for delivering an operational process monitoring dashboard for monitoring daily performance, dove-tailing with the enterprise end-to-end monitoring effort.

1.1.12.9.2.2  (03-12-2015)
ACA Healthcare Project Office

  1. The ACA Healthcare Support Team is a temporary office established to support the implementation of tax provisions related to the Affordable Care Act. It is responsible for ensuring that new functions are identified, planned and delivered on schedule, within budget to provide environments, technology, and procedures needed to successfully deploy a sustainable operating environment. It is also responsible for ensuring that mechanisms are in place for security, privacy, and data integrity. The team will provide support and coordination for People, Processes, and Technology. Coordination specific to EOps will be centered on ensuring the set-up of infrastructures and servers to support Healthcare related development, testing and production environments; creation and monitoring of baselines and project schedules to ensure timely deliverable of EOps related tasks. Coordination efforts will also focus on the development of employee training required supporting Healthcare environments.

1.1.12.9.3  (03-12-2015)
Security Operations & Management Division

  1. The mission of the Security Operations & Standards Division is to:

    • Provide oversight and management of a comprehensive Enterprise Operations IT Security program

    • Ensure that the EOps organization’s policies, plans and processes are in compliance with the guidance specified in the Federal Information Security Management Act (FISMA) • Integrate all security components within EOps

    • Ensure that there is a cohesive operational action and response to all security related matters

    • Lead all EOps DR & Business Continuity activities

    • Develop and maintain server and configuration standards and enforce those standards through effective environment management

    • Oversee infrastructure inventory, asset management and procurement

    • Provide GAO/TIGTA Support and Coordination for all of EOps

    • Operate and Chair the IMCCB and is subordinate TRB (those people are coming over in the Infrastructure & Acquisitions Management Branch

  2. The Security Operations & Standards Division has one advisory section

1.1.12.9.3.1  (03-12-2015)
Environment Management

  1. The mission of the Standards Enforcement (Environment Management) Section is to increase visibility into EOps infrastructure products and ensure that changes are implemented consistently across tiers and environments. It also provides procurement and instillation services to EOps.

  2. Security & Standards Division has five subordinate branches/offices:

    • Infrastructure Management Branch

    • Security Oversight, Audit & Remediation Office

    • Disaster Recovery & Risk Management Branch

    • Security Account Administration Branch

    • Security Operations Management Office

1.1.12.9.3.2  (03-12-2015)
Infrastructure Management Branch

  1. The mission of the Infrastructure Management Branch (IMB) is to serve as a focal point to manage customer agreements, provide technical and governance support, provide contract management over EOps IT products and services, and manage the inventory of EOps assets.

1.1.12.9.3.3  (03-12-2015)
Security Oversight, Audit and Remediation Office (SOAR) -- (previously Security Management & Requirements Office)

  1. Function: The SOAR Office provides Security oversight, audit coordination and remediation guidance for security related tool scans for assets managed and maintained by the EOps ACIO area. This Office also services external customers for issues related to Operational Security. Guidance is provided for enterprise security tool deployment and assistance to other areas needing to place security related tools on servers owned and managed by EOps. Key areas managed by the Office include

    • Oversight of the EOps Security Program (ESP)

    • Facilitate the EOPs Security Council

    • Provide a forum for the Business Unit and functional SPMOs to work with EOps for server and application remediation efforts and to share information on mitigating both infrastructure and application risks

    • Provide guidance on security scanning and monitoring tools and the remediation strategies for those tools

1.1.12.9.3.4  (03-12-2015)
Disaster Recovery & Risk Management Branch

  1. The mission of the Security Oversight and Risk Management Branch is to provide oversight and management of a comprehensive EOps IT Security program. The Security Oversight and Risk Management Branch ensures that EOps' organizational policies, plans and processes are in compliance with the guidance specified in the Federal Information Security Management Act (FISMA).

1.1.12.9.3.5  (03-12-2015)
Security Account Administration Branch

  1. The mission of the Security Account Administration Branch is to provide customer service nationwide for access to mainframe systems such as IDRS, RACF, Control-D, MasterFile, CADE2, IAP, SACS/Unisys, CAPS Mainframe platforms, and web based systems such as Employee User Portal (EUP) and Registered User Portal (RUP). Access problems are resolved and the appropriate role based privileges are enforced

1.1.12.9.3.6  (03-12-2015)
Security Operations Management Office

  1. he mission of the ECC Security Management Office (SMO) is to coordinate all security and disaster recovery related activities for the Enterprise Computing Center Division. These activities include GAO and TIGTA audit support, the monitoring of EOPs IT systems for compliance with required security configurations, and correcting or directing the correction of non-compliant systems.

1.1.12.9.4  (03-12-2015)
Enterprise Technology Implementation Division

  1. The mission of the Enterprise Technology Implementation Division (ETI) is to lead the implementation and operations of enterprise technology programs including third-party managed and EOps-operated services. A primary focus is managed service and enterprise-wide COTS products. Specifically, the ETI will:

    • Lead the portal redesign process for the purpose of ensuring successful development of a new modernized portal for the Public User Portal (PUP), Employee User Portal (EUP), and Register User Portal (RUP)

    • Provide sustaining operations and enhancement support of portal components within the development, test and production environments

    • Provide project office, operations and maintenance support related to implementation of enterprise technology initiative projects (i.e., SharePoint 2010, Windows 7, Office 2010, etc.)

  2. Enterprise Technology Implementation Division has three subordinate branches:

    • Portal Project Management Branch

    • Portal Operations Management Branch

    • Technology Program Management Office

1.1.12.9.4.1  (03-12-2015)
Portal Project Management Branch

  1. The mission of the Portal Project Management Branch is to transition the equipment infrastructure, applications, and functionality resident on the current portals (PUP, RUP, EUP) to the new portal. Project management duties will include the development of procedures and repeatable processes that will ensure all portal projects share a common program management and integration approach during transition and in their new state. It provides technical leadership in planning new portal infrastructure and new portal application projects. To accomplish the mission, the Portal Project Management Branch will:

    • Engage portal project customers and stakeholders to derive and refine technical requirements

    • Ensure successful delivery and implementation of the new portal

    • Migrate existing applications timely to the new portal environment

    • Coordinate and author new portal task order technical Statements of Work

    • Guide technical innovation initiatives by vendors

    • Close out the existing portal contract

    • Manage projects in the new portal environment

    • Monitor technical performance of solution providers

1.1.12.9.4.2  (03-12-2015)
Portal Operations Management Branch

  1. The mission of Portal Operations Management Branch is to provide direction and oversight of the activities that keep the portals in operation from their current state, through their transition, and into their new state. It includes both the equipment infrastructure and the applications and functionality resident on the portals. It also guides technical resolution for portal operational problems for the current portal and new portal environments. To accomplish the mission, the Portal Operations Management Branch will:

    • Ensure successful operation of the current portal infrastructure

    • Ensure successful operation of transitioned new portals

    • Monitor daily operations of the existing RUP, EUP, and PUP and the new portal when operational

    • Manage the contractor operating model

    • Manage the operations and maintenance of the portal environment, ensuring 24 x 7 availability

    • Facilitate service delivery assurance, including security

    • Coordinate with required operational support groups

    • Lead portal service problem technical triage to identify and engage appropriate owners

    • Oversee and manage the releases of changes/enhancements into accepted and operational system components

    • Ensure complete Root Cause Analysis for portal service problems

    • Supply operational and monitoring requirements for new portals

1.1.12.9.4.3  (03-12-2015)
Technology Program Management Office

  1. The mission of the Technology Program Management Office (TPMO) is to:

    • Establish and maintain a results-oriented PMO that is responsible for the administration and coordination of projects that implement and expand technology services

    • Ensure cross-IT coordination of enterprise technology initiative projects

    • Ensure that processes, procedures, and products used to produce and sustain the software conform to all relevant requirements and standards

    • Identify, monitor, and resolve risks from the inception of a product to the implementation of the product and across product lines

  2. The Technology Program Management Office has one branch:

    • Program Management Branch

  3. Program Management Branch

  4. The mission of Program Management Branch is to provide direction and oversight for large programs (e.g., Microsoft upgrades) from initial concept stage through implementation. To accomplish this mission, the Program Management Branch will:

    • Create a project schedule and ensure all projects use a consistent, IRS-approved project management framework

    • Assist with integrating projects into the integrated master schedule and linking dependencies between the projects

    • Ensure cross product dependencies and full integration

    • Coordinate with other projects where there are technical interdependencies and ensure the solution integrates within the enterprise

    • Participate in solutions design and ensure that technical decisions being made will work for the overall solution

    • Perform the daily program management tasks for each product

    • Manage enterprise technology initiative projects along product lines (e.g., Office 2010, SharePoint, etc.)

    • Utilize IT and business processes to govern a product from its inception to implementation

    • Refine existing processes and facilitate developing automated processes

    • Provide guidance and leadership in the area of standardization

    • Manage the test lab at New Carrollton that supports the TPMO

    • Provide triage and incident management support

    • Identify, assist, develop, and enhance processes to enable effective implementation of technical upgrades enterprise-wide

1.1.12.9.5  (03-12-2015)
Infrastructure Services Division

  1. The mission of the Infrastructure Services Division (ISD) is to:

    • Manage systems that provide end-to-end infrastructure services best supported within a single directorate. (example x86 Virtual Infrastructure)

    • Deliver a reliable integrated enterprise-wide secure electronic messaging system for the enterprise.

    • Be responsible for the IRS Directory Service architecture, including management oversight of all objects in the IRS Active Directory forest(s), integration of identity management solutions, and enforcement of IRM driven security configuration settings

    • Manage all Enterprise Systems Management efforts, including developing and testing Enterprise system tools and ESM tool administration and reporting

  2. The Infrastructure Services Division has three subordinate branches:

    • Directory Services Branch

    • Enterprise Messaging & Middleware Branch

    • Enterprise System Management Branch

1.1.12.9.5.1  (03-12-2015)
Directory Services Branch

  1. The Directory Services Branch is responsible for overseeing the efforts of the Directory Management and Virtualization Support sections.

1.1.12.9.5.2  (03-12-2015)
Enterprise Messaging & Middleware Branch

  1. The Enterprise Messaging & Middleware Branch is responsible for overseeing the efforts of the Middleware Support Sections and SEMS Sections, which provide maintenance and support for an enterprise wide electronic messaging system.

1.1.12.9.5.3  (03-12-2015)
Enterprise System Management (ESM) Branch

  1. The ESM Branch is responsible for overseeing ITSM Process Support, Enterprise Tools Ownership, Enterprise Analysis and Reporting, Production support, Campus Processing Section, and the IBM Automation Section. ESM provides automation tools and solutions enabling our IT partners to provide services that reduce the manual burden which ultimately results in improved customer service and delivery.

1.1.12.9.6  (03-12-2015)
Server Support & Services Division

  1. The mission of the Server Services & Support Division is to:

    • Provide guidance to customers and manage Infrastructure which consists of hardware and software components on server platforms

    • Provide coordination, direction and oversight for a multi-level technology testing environment, both physical and virtual, to meet evolving customer business needs in a manner consistent with established standards and IRS business objectives

    • Ensure server computer resources maintain sufficient capacity to meet system functional and performance demands

    • Build the COTS software infrastructure for UNIX, Linux and Wintel servers

  2. The Server Support & Services Division has three subordinate branches/offices:

    • Server Test Administration Branch

    • Server Support Services Branch

    • Server Operating Systems Support Branch

1.1.12.9.6.1  (03-12-2015)
Server Test Administration Branch

  1. The Server Test Administration Branch maintains the server environments in support of the Test and Documentation organization of Applications Development (previously known as the DITE), and FIT and SAT test environments

1.1.12.9.6.2  (03-12-2015)
Server Support Services Branch

  1. The Server Support Services Branch provides capacity management and analysis, manages the server refresh program, and builds the COTS software infrastructure for Windows, Linux and UNIX systems. The mission of the Server Refresh Section is to manage, coordinate and provide leadership for the server refreshment process and forecast refreshment activities on a four-year cycle.

1.1.12.9.6.3  (08-15-2014)
Server Operating Systems Support Branch

  1. Server Operating Systems Support Branch will be a recognized center of excellence in leveraging information technology to stimulate the exchange of and creation of knowledge, committed to improve operational efficiency with technology and best practices in the Wintel, UNIX and Linux test environments. Provide reliable, integrated technology support to our customers in a range of testing throughout the project life cycle in our test and development infrastructure, UNIX, Wintel and Linux environments

1.1.12.9.7  (03-12-2015)
Data Management Services & Support Division

  1. The mission of the Data Management Services & Support Division is to:

    • Plan, build, operate, and maintain the IRS’ data management technologies and processes

    • Perform database and storage administration and provide Level 2 and 3 support

  2. The Data Management Services & Support Division has three subordinate branches:

    • Mainframe Database Management Branch

    • Data Storage Branch

    • Server Database Management Branch

1.1.12.9.7.1  (03-12-2015)
Mainframe Database Management Branch

  1. The Mainframe Database Branch designs, develops, and deploys Database Products for the IRS Mainframe systems, to meet evolving customer business needs in a manner consistent with established standards and IRS business objectives.

1.1.12.9.7.2  (03-12-2015)
Data Storage Branch

  1. The mission of the Data Storage Branch (DSB) is to provide high availability of stored data for all Corporate IT assets. DSB will provide continuous services to deliver enterprise level support and solutions for data requirements in regards to storage, protection, backup, replication, and restoration. DSB will provide these services to meet or exceed Business Requirements and Service Level Agreements. The DSB staff is dedicated to providing high level day to day customer support including continued focus on being a collaborative partner to IT Service Continuity Management and Business Resumption Planning.

1.1.12.9.7.3  (03-12-2015)
Server Database Management Branch

  1. The Database Management Branch designs, develops, and deploys Database Products for the IRS server systems, to meet evolving customer business needs in a manner consistent with established standards and IRS business objectives.

1.1.12.9.8  (03-12-2015)
Mainframe Services & Support Division

  1. The mission of the Mainframe Services & Support Division is to:

    • Plan, build, test, and deploy mainframe technologies

    • Provide Level 3 support for mainframe incidents

    • Design, develop, and deploy the IBM Mainframe systems, including systems to meet evolving customer business needs in a manner consistent with established standards and IRS business objectives

    • Develop, install, maintain, and modify the infrastructure required for various on-going Tax Processing Unisys mainframe systems

  2. The Mainframe Services & Support Division has three subordinate offices:

    • IBM Support Services

    • IBM Z/OS Support Services

    • Unisys Support Services

1.1.12.9.8.1  (03-12-2015)
IBM Support Services Branch

  1. The mission of the IBM Support Services Branch is to:

    • Evaluate, design, develop, and deploy and maintain non-Z/OS operating systems for the IBM mainframe

    • Install, customize, test and maintain releases on transactional software

    • Ensure IBM mainframe computer resources have adequate capacity

1.1.12.9.8.2  (03-12-2015)
IBM Z/OS Support Services Branch

  1. he IBM Z/OS Support Services Branch designs, develops, and deploys the IBM Mainframe systems, including systems software products, databases and operating systems for the IBM Platform, to meet evolving customer business needs in a manner consistent with established standards and IRS business objectives. To accomplish this mission, the IBM Z/OS Support Services Branch will:

    • Build the systems software infrastructure on the IBM Tier 1 Platforms

    • Provide all aspects of IBM Tier 1 systems software support for the IBM mainframes, including production, program development, product assurance and disaster recovery platforms

    • Plan, evaluate, design, develop and deploy operating systems and COTS products for the IBM Systems

1.1.12.9.8.3  (03-12-2015)
Unisys Support Services Branch

  1. The mission of the Unisys Support Services Branch is to:

    • Evaluate, design, develop, test, deploy and maintain Unisys operating systems and communications products for the Unisys mainframe

    • Install, customize, test and maintain releases on transactional software

    • Ensure Unisys mainframe computer resources have adequate capacity

    • Provide technical Unisys systems expertise to Enterprise Computing Center and Applications Development personnel

1.1.12.9.9  (03-12-2015)
ECC Operations Division

  1. The ECC-Operations Division manages EOps technology support throughout the production life-cycle of the service and application infrastructure. It executes IT management processes and procedures established by IT controls and oversight. The ECC-Operations Division functions within the internal control environment and clearly captures institutional processes and procedures and activities to minimize risk. The division employs a fully integrated solution that manages key functions that:

    • Manage operation services, scheduling, and validation through planning, coordination and staff support related to computer workload management for Operations system schedules, processing and related balancing and controls

    • Provide 7x24x365 Mainframe Operations support, Unix Support, and Wintel Support

    • Resolve incidents and maintain stable processing environments for production and development systems and disaster recovery operations

    • Leads Release Management by serving as the IT Filing Season Release/Deployment Manager and developing and maintaining the enterprise-wide release management plan for deployment of quality IRS IT systems, services and support to the production environment. This includes Coordinate, plan for and manage Filing Season, including the daily calls and reports.

  2. The Operations Division has six subordinate branches:

    • Mainframe Operations Branch

    • Unix Server Systems Branch

    • Wintel Server Systems Branch

    • Operations Scheduling Branch

    • Enterprise Configuration Management & Processing Validation Branch

    • Systems Integration Coordination Branch

1.1.12.9.9.1  (03-12-2015)
Mainframe Operations Branch

  1. The mission of the Mainframe Operations Branch is to provide Computer Operator and Computer Systems Analyst support on a 7x24x365 basis to maintain and operate mainframe systems to deliver highly available, efficient, secure, and timely computer operations and processing support to internal and external customers

1.1.12.9.9.2  (03-12-2015)
Unix Server Systems Branch

  1. The Unix Server Systems Branch builds the infrastructure for the Unix-based systems, to include the hardware and operating systems, as well as the hardening to ensure IRM compliancy. The mission of the Unix Server Systems Branch is to provide operations support in order to facilitate a stable production and application environment to achieve maximum customer satisfaction.

1.1.12.9.9.3  (03-12-2015)
Wintel Server Systems Branch

  1. The Wintel Support Services Branch builds the infrastructure for the Wintel based systems, to include the hardware and operating systems, as well as the hardening to ensure IRM compliancy. The mission of the Wintel Server Systems Branch is to provide operations support in order to facilitate a stable production and application environment to achieve maximum customer satisfaction.

1.1.12.9.9.4  (03-12-2015)
Operations Scheduling Branch

  1. The overall mission of the Operations Scheduling Branch is to provide necessary planning, coordination and staff support related to computer workload management for Enterprise Computing Center (ECC) system schedules, processing and related balancing and controls. Responsible for the development and accurate execution of system schedules for Master File, CADE and Service Center processing. OSSV balances and validates the integrity of master file and CADE runs and provides reciprocal balancing back to the service centers. It certifies the accuracy of master file and CADE refunds prior to submission to the Financial Management System (FMS). It is also responsible for the problem management function that receives, assigns and tracks identified problems.

1.1.12.9.9.5  (03-12-2015)
Enterprise Configuration Management & Processing Validation Branch

  1. The mission of the Enterprise Configuration Management & Processing Validation Branch is to use comprehensive procedures to control versions of software and documentation and ensure that only approved source code is provided to Systems Acceptability Testing (SAT), Final Integration Test (FIT), and Production environments. To accomplish this mission, the Enterprise Configuration Management & Processing Validation Branch will:

    • Support Application Development’s efforts to implement Configuration Management Control Boards; institute, establish and maintain Capability Maturity Model Integration (CMMI®) Standards; and verify execution of configuration management plans throughout Application Development

    • Bring projects in development under configuration management control, using the IBM/Rational ClearCase tool

    • Provide independent source code and documentation control of the Service’s critical systems

    • Establish and maintain the baseline of project and users’ documentation

    • Under software configuration management (SCM) guidelines, use automated CM tools to control changes to test and production baselines for major IRS systems

1.1.12.9.9.6  (03-12-2015)
Systems Integration Coordination Branch

  1. The mission of the System Integration Coordination Branch is to provide systems administration support for all Appeals and Counsel Infrastructure servers enterprise-wide and Application servers.

1.1.12.9.10  (03-12-2015)
IT Operations Command Center Division

  1. This division serves and EOps first line of defense executing Problem Management and Incident Management, and Monitoring activities on the IRS’s mainframes and servers by:

    • Provide 24x7 Level 1 monitoring and triage for the IRS enterprise • Incident Management – restoration of service to our customers during outages

    • Problem Management – root cause analysis of applicable incidents to identify systemic deficiencies, opportunities for automation, and additional monitoring requirements

    • Event Management – proactive monitoring to avoid and/or minimize outages

  2. The IT Command Center has three subordinate branches:

    • Problem Management Branch

    • Server Operations Command Center Branch

    • Incident Management Branch

1.1.12.9.10.1  (03-12-2015)
Problem Management Branch

  1. Problem Management’s mission is to identify, mitigate, and resolve issues before it places enterprise systems and operations performance at risk. The branch also analyzes incident records and uses data collected by other IT Service Management processes to identify trends or significant performance issues and to initiate a root cause analysis process to investigate and resolve the underlying issue. The primary objectives of this branch is to prevent problems and resulting incidents from happening, to eliminate recurring incidents and to minimize the impact of incidents that cannot be prevented. Problem Management is intended to proactively identify and resolve potential performance issues with supported systems before they impact the stability of enterprise operations by:

    • Reviewing and determining the cause of a problem then providing notification of the problem, and its solution

    • Determining the root cause of a recognized trend of incidents and come to a general consensus on a solution

    • Determining recommended resolution to the problem and the required activities needed to implement the resolution

    • Monitoring, tracking, and communicating the problems and resolutions, and inform the user of actions

    • Conducting and evaluating the lessons learned to improve the problem processes in the future

1.1.12.9.10.2  (03-12-2015)
Server Operations Command Center Branch

  1. The mission of the Service Operations Command Center Branch is to ensure that normal IT service operations are maintained for mainframes and servers to minimize service outages. It is responsible for providing 24x7x365 solutions for proactive monitoring and resolution of critical infrastructure issues. SOCCB employs Level 2 Incident Management (IM) support, Service Restoration Teams (SRTs) and Problem Management Teams (PMTs) to support these services. It employs industry best practices and processes through Event Management, Incident Management, and Problem Management to facilitate the Service Restoration Team’s part of Incident Management. This branch is responsible for providing support for the systems used to receive and process tax returns and payments, all infrastructure servers enterprise-wide, and application servers.

1.1.12.9.10.3  (03-12-2015)
Incident Management Branch

  1. The mission of this branch is to capture and address any event that disrupts, or could disrupt, EOps service, and that is communicated by users through either the Enterprise Service (Customer Service Center) or the Demand Management Tool. It minimizes the adverse impact on business operations by restoring normal service operations as quickly as possible. This office also ensures that the best level of service quality and availability are maintained across the enterprise by:

    • Detecting, logging and communicating incidents to all the relevant offices and divisions

    • Classifying and providing initial support of incidents

    • Collaborating and coordinating with the appropriate organizations to investigate incidents for diagnoses and eventual resolution

    • Monitor, track, resolve, and close all aspects related to incidents

1.1.12.10  (03-12-2015)
Associate Chief Information Officer for Strategy and Planning

  1. The mission of the Strategy and Planning office is to facilitate the alignment of IT and business through strategic planning and financial management practices that offer transparency of overall IT demand, supply and the value of IT investments. The Associate Chief Information Officer for Strategy and Planning reports to the Chief, Technology Office.

  2. Strategy and Planning as four subordinate offices:

    • Financial Management Services

    • Business Planning & Risk Management

    • Investment & Portfolio Management & Oversight

    • Vendor & Contract Management

1.1.12.10.1  (03-12-2015)
Financial Management Services

  1. Financial Management Services (FMS) supports IRS IT by formulating and executing IT budgets, preparing clear financial policy, and providing financial services to the ACIOs. Serving as IT’s link to the Chief Financial Officer, FMS represents IT’s funding needs to Corporate IRS.

1.1.12.10.2  (03-12-2015)
Business Planning & Risk Management

  1. Business Planning and Risk Management (BPRM) supports IRS IT through demand and risk management, managing Enterprise Intake and leveraging the Integrated Release Plan and other repeatable processes to support risk-based decisions. As IT investments are put into play with intended outcomes, these variables are shared with the Investment and Portfolio Management and Oversight Division. Additionally, BPRM provides Section 508 Compliance and Accessibility, requirements engineering, IT communications, audit oversight, and Enterprise Life Cycle support across a diverse range of IT initiatives. This group shares demand and risk factor data and processes across IT, and specifically integrates demand processes and data with Enterprise Services.

1.1.12.10.3  (03-12-2015)
Investment & Portfolio Management & Oversight

  1. Investment and Portfolio Management and Oversight (IPMO) supports IRS IT by monitoring investments currently executing in the control phase of the Capital Planning and Investment Control process, evaluating investments and projects that have completed implementation. The IPMO Division implements and manages the various levels and venues of governance, as well as gathers, assesses and analyzes performance metrics. In addition, IPMO staff facilitates internal and external reporting requirements (Business Performance Review and Omnibus IT Investment Report), and provides tools and applications for portfolio management at the project level (including risk tracking). This division serves as the primary liaison for the Department of Treasury on many aspects of the IT portfolio.

1.1.12.10.4  (03-12-2015)
Vendor/Contract Management

  1. Vendor Contract Management (VCM) supports IRS IT using an over-arching organizational concept of strategically managing IT acquisitions and vendors to maximize the IRS’ investment in key commodities, while simultaneously minimizing business risk. The primary goal of the VCM Division is to identify significant opportunities to improve IRS IT procurement capability by:

    • Achieving greater transparency around organizational structures, roles, and responsibilities to ensure accountability and limit “surprises;”

    • Committing resources to limit supplier advantage through competitive bidding processes, market research on rates, and internal staff training; and,

    • Maximizing value realized from existing vendor relationships through end-to-end vendor lifecycle management


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