1.1.12  Technology Officer

Manual Transmittal

July 11, 2012

Purpose

(1) This transmits revised IRM 1.1.12, Organization and Staffing, Chief Technology Officer.

Material Changes

(1) This IRM has been updated to reflect the missions and responsibilities of the Information Technology (IT) organization.

Effect on Other Documents

IRM 1.1.12, dated April 2007, is superseded.

Audience

All Operating Divisions and Functions.

Effective Date

(07-11-2012)

Terence V. Milholland
Chief Technology Officer

1.1.12.1  (05-19-2012)
Mission

  1. The mission of Information Technology (IT) is to deliver IT services and solutions that drive effective tax administration to ensure public confidence..

  2. MITS is led by the Chief Technology Officer (CIO). The CTO reports to the Commissioner of the Internal Revenue Service (IRS).

  3. MITS has nine subordinate offices:

    • Office of Management Services

    • Associate Chief Information Officer for Affordable Care Act-PMO

    • Associate Chief Information Officer for Modernization Program Management Office (CADE2)

    • Associate Chief Information Officer for Cybersecurity

    • Associate Chief Information Officer for Applications Development

    • Associate Chief Information Officer for Enterprise Services

    • Associate Chief Information Officer for User and Network Services

    • Associate Chief Information Officer for Enterprise Operations

    • Associate Chief Information Officer for Strategy & Planning

1.1.12.2  (05-19-2012)
Office of Management Services

  1. The mission of Management Services is to provide direction in all strategic matters relating to the design, development, delivery, and evaluation of wide-ranging human resource programs that effectively services its customers and contributes to the IT Services overall mission. These programs include workforce planning, recruitment and retention, career management, performance management, labor/employee relations, position management, workplace improvement, succession management and servicewide responsibility for IT training and education.

  2. Management Services has four subordinate offices:

    • IT Human Capital Management Branch

    • Embedded Learning & Education Branch

    • Administrative Management Office

    • Succession Management and Strategy Branch

1.1.12.2.1  (05-19-2012)
IT Human Capital Management Branch

  1. The mission of the IT Human Capital Management Branch (formerly Embedded Human Resources Branch) is to plan and manage human capital programs supporting the Modernization and Information Technology Services (IT) organization.

1.1.12.2.2  (05-19-2012)
Embedded Learning & Education Branch

  1. The IT Learning and & Education Branch mission is to effectively develop IT employees and leaders by providing comprehensive training and development that address their strategic, business, and technical needs.

1.1.12.2.3  (05-19-2012)
Administrative Management Office

  1. The mission of the Administrative Management Office (AMO) is to support IT by delivering administrative products, services, and solutions that minimize customers' burdens and promote a quality work environment..

1.1.12.2.4  (05-19-2012)
Succession Management and Strategy Branch

  1. The mission of the Succession Management and Strategy Branch is to support and prepare the IT Organization by developing a dynamic Leadership Succession Plan, developing and coordinating the organization’s Business Continuity Plan, and is a business unit leader for the IT community in all matters related to Telework activities, and further the Telework agenda.

1.1.12.3  (05-19-2012)
Associate Chief Information Officer for Affordable Care Act-PMO

  1. The Affordable Care Act Program Management Office (ACA PMO) is responsible for setting the overall direction, providing day to day management and oversight and delivery of the Information Technology contribution for implementing the provisions in the Affordable Care Act legislation for which the IRS has either direct or shared responsibility..

  2. ACA has six subordinate offices:

    • Affordable Care Management Office

    • Healthcare Legislative Analysis & Implementation

    • Program Strategy & Integration

    • Core Healthcare Systems

    • Compliance & Doc-Matching

    • Implementation & Testing

1.1.12.3.1  (05-19-2012)
Affordable Care Management Office

  1. Affordable Care Management Office provides direction in all strategic matters relating to the design, development, delivery, and evaluation of wide-ranging human resources programs that effectively services its customers and contributes to the Affordable Care Act’s overall mission. These programs include workforce planning, recruitment and retention, career management, performance management, labor/employee relations, position management, workplace improvement, succession management and responsibility for training and education

1.1.12.3.2  (05-19-2012)
Healthcare Legislative Analysis & Implementation

  1. Healthcare Legislative Analysis & Implementation office is to support the ACA-PMO by providing direction and coordination of legislative provisions amongst the IRS Information Technology and business organizations, states, and other federal agencies. Healthcare Legislative will be a facilitator for the IT solutions for business requirements and analyze and determine the impact of all ACA legislative provisions that may impact the IT systems.

1.1.12.3.3  (05-19-2012)
Program Strategy & Integration

  1. The Program Strategy and Integration office maintains and provides innovative professional level strategic planning, analysis, assessment, and monitoring capabilities, methodologies, and approaches to assist the IT ACA Program Management Office in the development, implementation, and management of systems and applications designed to meet the IRS' responsibilities in Affordable Care Act legislation.

1.1.12.3.4  (05-19-2012)
Core Healthcare Systems

  1. The Core Healthcare Systems organization is responsible for the design, development, implementation and support of all applications necessary to collect, store, manage and share data and information required to ensure successful implementation of the Affordable Care Act legislation. It includes four major components: build out of a Healthcare Data Warehouse; Information Return Processing to collect and store external data; Information Sharing and Reporting to deliver reports and / or data to both internal management and external stakeholders; and Income and Family Size verification to ensure appropriate handling of tax credits.

1.1.12.3.5  (05-19-2012)
Compliance & Doc-Matching

  1. ACA Compliance & Doc-Matching Systems is responsible for the design, development, implementation and support of new applications necessary to ensure compliance and prevent fraud under the provisions of the Affordable Care Act. For requirements supported by changes to existing systems, the organization is responsible for delivery oversight and coordination. It includes four major organizations: Individual Compliance, Employer Compliance, Subsidy and Payment Reconciliation, and Compliance and Fraud Detection

1.1.12.3.6  (05-19-2012)
Implementation & Testing

  1. Implementation & Testing will collaborate with Business and Information Technology partners to validate the design, development, integration and implementation of applications to ensure compliance under the provisions of the Affordable Care Act.

1.1.12.4  (05-19-2012)
Associate Chief Information Officer for Modernization Program Management Office (CADE2)

  1. The mission of the Modernization Program Management (PMO) CADE2 Program is to provide state-of-the-art individual taxpayer account processing and data-centric technologies to improve service to taxpayers and enhance IRS tax administration.

  2. Modernization PMO CADE2 has four subordinate offices:

    • Business Operations

    • Program Management & Control

    • Delivery Management

    • Transition State 2 Program Management

1.1.12.4.1  (05-19-2012)
Business Operations

  1. The Business Operations (Bus Ops) function provides financial management and acquisition leadership for the Modernization PMO CADE 2. Within the area of financial management, Bus Ops plans, formulates, executes and reports on all budget activities, including the development and maintenance of the OMB Exhibit 300 and Exhibit 53, or Capital Asset Plan. For acquisition management, Bus Ops facilitates and guides all PMO acquisitions and serves as the primary interface to the IRS Procurement organization.

1.1.12.4.2  (05-19-2012)
Program Management & Control

  1. Program Management & Control Using standardized processes and tools, the Program Management and Control (PMC) function provides effective CADE 2 risk and issue management, governance and program/project performance monitoring and reporting, in order for decision makers to have the information necessary to achieve desired outcomes. PMC is also responsible for CADE 2 communications, organizational change management, and relationship management, quality assurance, and business case/benefits management. In addition, PMC provides leadership and centralized management for the Program’s planning, training, human resources, and knowledge management functions.

1.1.12.4.3  (05-19-2012)
Delivery Management

  1. The mission of the Delivery Management (DM) organization is to build strong and mutually beneficial relationships with customers, delivery partners, and stakeholders to ensure the delivery and implementation of the CADE 2 solution for each Program transition state. The DM function coordinates and directs integration activities across supplier organizations to ensure projects and underlying infrastructure are delivered on schedule and within budget. The DM office ensures that all component projects and affected applications or systems operate inter-dependently at deployment through assuring interfaces and impacts are clearly identified, engineered, and implemented. The office reports on project status, identifies risks and issues that impact objectives and demonstrates alignment with organizational processes and policies.

1.1.12.4.4  (05-19-2012)
Transitions State 2 Program Management

  1. The mission of the Transition State 2 Program Management Office is to provide oversight of the requirements management, technical solutions, and planning and management functions within the Modernization PMO CADE2

1.1.12.5  (05-19-2012)
Associate Chief Information Officer for Cybersecurity

  1. The mission of Cybersecurity is to protect Taxpayer information and the Internal Revenue Service's electronic systems, services, and data from internal and external cyber security related threats by implementing World Class security practices in planning, implementation, management, and operations.

  2. Cybersecurity has four subordinate offices:

    • Architecture & Implementation

    • Cybersecurity Operations

    • Security Risk Management

    • Oversight & Strategic Management

  3. The Cybersecurity functions are:

    • Data Protection and encryption

    • CSIRC management

    • FISMA compliance

    • Security policy, process guidance

    • Disaster recovery coordination

    • Security stakeholder management

    • Systems security testing, certification

    • IT security engineering

1.1.12.5.1  (05-19-2012)
Architecture & Implementation

  1. Architecture & Implementation is Responsible for security architectures, innovative security solutions through expert analysis, trusted advisory services and disciplined project management. Architecture & Implementation (A&I) provides security project management, security and privacy project governance, technical security consulting (including disaster recovery), disaster recovery lan development, security policy management and interpretation, security performance metrics and monitoring, investment management, pre-milestone security posture impact of new technology/architecture, external representation on technical industry and cross-government initiatives and security engineering for systems/applications..

  2. To accomplish its mission, FMS will:

    1. Establish and provide policies, procedures, and guidelines to assure adherence to government-wide policies, laws, and regulations for MITS programs and operations.

    2. Assist MITS Senior Leadership with budget cycles; incorporating strategic planning.

    3. Formulate the MITS budget and develop the MITS Financial Plan.

    4. Manage, monitor, and report on the MITS financial expenditures to internal and external stakeholders.

  3. FMS has two subordinate offices:

    • Budget Planning

    • Budget Execution

1.1.12.5.2  (05-19-2012)
Cybersecurity Operations

  1. Cybersecurity Operations serves as the main IRS source for identifying, preventing and providing education on cyber vulnerabilities. The Technical Operations (Computer Security Incident Response Center and Enterprise Computing Center) security teams work on maintaining the security of the infrastructure and networks. The Field Security staff provides onsite support to 52 IRS post-of-duty locations for incident handling, incident investigations and security awareness training. Together, the two sides of this organization handle the people and the technology.

1.1.12.5.3  (05-19-2012)
Security Risk Management

  1. Security Risk Management is responsible for ensuring IRS compliance with federal statutory, legislative and regulatory requirements governing measures to assure the confidentiality, integrity and availability of IRS electronic systems, services and data. In partnership with the business units, SRM monitors the implementation of the IT security program in accordance with the Federal Information Security Management Act (FISMA). This includes performing assessments of risks to IRS and supporting contractor systems, tracking compliance, monitoring risk remediation activities, performing comprehensive security control testing, managing disaster recovery and contingency plan testing, performing penetration and source code analysis, managing the security assessment and authorization (SA&A) process, and coordinating the enterprise continuous monitoring program. e performance.

1.1.12.5.4  (05-19-2012)
Oversight & Strategic Management

  1. Oversight & Strategic Management supports Cybersecurity stakeholders with budget, contract, personnel and oversight services, to include communications and special projects. This group is responsible for administering, planning, organizing, directing, controlling and evaluating activities to support Cybersecurity accomplishments and ensuring that day-to-day operations are functioning effectively and efficiently.

1.1.12.6  (05-19-2012)
Associate Chief Information Officer for Applications Development

  1. The mission of Applications Development (AD) is to build, test, deliver, and maintain integrated information applications systems that will support modernized systems and the production environment to achieve the vision and objectives of the Service.

  2. The Applications Development functions are:

    • System design, development, testing, deployment and maintenance

    • Test, assurance, documentation

    • Program management

  3. Applications Development has eight subordinate offices:

    • Enterprise Systems Testing

    • Program Management

    • Compliance

    • Internal Management

    • Corporate Data

    • Submission Processing

    • Data Delivery Services

    • Data Delivery Service

1.1.12.6.1  (05-19-2012)
Enterprise Systems Testing

  1. The mission of the Enterprise Systems Testing will work in partnership with its customers to improve the quality of IRS information systems, products and services.

1.1.12.6.2  (05-19-2012)
Program Management

  1. The Program Management Office (PMO) leads the Applications Development organization in cross-domain support of resources, funding, and contracts. It will also coordinate and support the project E300s and Expenditure Plan information..

1.1.12.6.3  (05-19-2012)
Compliance Domain

  1. The mission of the Compliance Domain (CD) is to develop, design, build, test, deliver, and maintain software applications to help achieve the business vision and objectives of the Service in the Compliance arena.

1.1.12.6.4  (05-19-2012)
Internal Management Domain

  1. The mission of the Internal Management Domain (IMD) is to build, test, deliver, and maintain integrated administrative, financial, and human resource systems for the business units so that they may:

    • Manage workforce time, payroll, and productivity.

    • Manage human capital functions (staffing, promotions, performance management).

    • Prepare financial information to support internal and external reporting.

    • Support other internal decision making.

1.1.12.6.5  (05-19-2012)
Corporate Data Domain

  1. The mission of the Corporate Data Domain is to develop, design, build, test, deliver, and maintain information technology applications that analyze, update, and provide access to all major databases containing taxpayer information.

1.1.12.6.6  (05-19-2012)
Submission Processing Domain

  1. The mission of the Submission Processing Domain is to define, develop, design, build, test, deliver, and maintain integrated information application systems and to provide project planning and management for new business systems that focus on electronic or paper processing of tax return data and modernization initiatives.

1.1.12.6.7  (05-19-2012)
Data Delivery Servcies

  1. The Data Delivery Service office is a part of the CADE2 program, which is established to move the IRS away from operating in two tax processing environments and to maintain a single system of record for all individual taxpayer accounts. The primary deliverable of the CADE2 DI project is a relational database that will house individual taxpayer account data, currently being processed by the Individual Master File and Current CADE systems.

1.1.12.6.8  (05-19-2012)
Customer Service Domain

  1. The mission of the Customer Service Domain (CSD) is to enable service and communication with internal and external customers. CSD will design, develop, test, deploy, and maintain applications and systems that provide tax law assistance, taxpayer education, and access to taxpayer account data. CSD will also design, acquire, develop, test, deploy, and maintain the modernized information systems that meet customer needs in the research, update, analysis and management of taxpayer accounts. CSD is the development organization for internet applications. Services to internal and external customers are provided through five primary means:

    • Centralized Contact Centers (for telephone, written, and electronic inquiries)

    • Self-service applications (via the telephone and Internet)

    • Field Assistance (for walk-in assistance)

    • Web Services

    • Management of Taxpayer Accounts


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