1.1.12 Information Technology

Manual Transmittal

August 01, 2018

Purpose

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

Material Changes

(1) This IRM has been updated to reflect the missions and responsibilities of the Information Technology organization. The Information Technology organization has undergone many reorganizations within all the areas in the IT organization. The IRM has been updated to reflect all the restructuring of the offices and any new offices that have been established. The Information Technology organization changes frequently due to the technology changes and with those changes comes restructuring of the entire content contained in the IRM with regards to the mission and function statements for each office.

Effect on Other Documents

IRM 1.1.12, dated March 12, 2015, is superseded.

Audience

All Operating Divisions and Functions.

Effective Date

(08-01-2018)

S. Gina Garza
Chief Information Officer

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. IT is led by the Chief Information Officer (CIO). The CIO reports to the Deputy Commissioner for Operations Support (DCOS) of the Internal Revenue Service (IRS).

  3. IT has two Deputy Chief Information Officers

    • Deputy CIO for Operations

    • Deputy CIO for Strategy/Modernization

  4. IT has seven subordinate offices:

    • Associate Chief Information Officer (ACIO) for Enterprise Program Management Office

    • ACIO for Cybersecurity

    • ACIO for Applications Development

    • ACIO for Enterprise Services

    • ACIO for User and Network Services

    • ACIO for Enterprise Operations

    • ACIO for Strategy & Planning

ACIO for Enterprise Program Management Office

  1. The mission of the Enterprise Program Management Office (EPMO) is to:

    • Serve as the Prime Integrator, driving program delivery and integration efforts in a consistent yet flexible manner

    • Continue to deliver on high priority program and initiative capabilities

    • Mature program management processes, strengthening program management functions and driving consistency through shared standards and best practices

    • Foster a culture of collaboration and integration with Business and Delivery Partners, creating a high-performing workforce and working environment

    • Serve as an incubator for newly proposed programs and/or initiatives within IT

  2. EPMO has eight subordinate offices:

    • Customer Account Data Engine 2

    • Enterprise Case Management

    • Enterprise Program Control

    • Emerging Programs & Initiatives

    • Foreign Account Tax Compliance Act

    • Revenue Integrity & Compliance

    • Web Applications

    • DevOps Practice

Customer Account Data Engine 2

  1. The mission of the Customer Account Data Engine 2 (CADE 2) program is to build a state-of-the-art individual taxpayer account processing system and leverage data-driven technologies to improve service to taxpayers, enhance IRS tax administration and ensure fiscal responsibility. To achieve this mission, CADE 2 will reengineer the Individual Master File (IMF) using modern programming languages, developing a relational database that aggregates individual taxpayer records and makes taxpayer data available to organizations across the IRS. CADE 2 will provide the technical improvements necessary to sustain ongoing administration of the nation’s tax laws while enabling future business process reengineering to improve taxpayer services. This program builds strong and mutually beneficial relationships with customers, delivery partners and stakeholders to ensure successful delivery and implementation of the CADE 2 solution.

Enterprise Case Management

  1. Enterprise Case Management (ECM) is a business-driven transformation program that will address the need to modernize, upgrade and consolidate case management systems with similar functionality in the IRS ecosystem today in order to improve service provided to taxpayers. The current case management ecosystem is massive, with redundant systems and a diverse set of enabling technology. Today there is limited visibility of case management practices between programs, as well as process redundancies and multiple handoffs that can lead to bottlenecks and increased risk. The ECM Future State consolidates case management systems onto a unified platform to streamline enterprise-wide case management processes throughout the case lifecycle. The case management functions will be developed as common services for multiple systems to share. Implementation of the solution will provide a consistent approach to case management across business units. Through delivery of ECM, the IRS will improve interaction with taxpayers by enabling IRS staff to easily access comprehensive, digital case information and streamlining communication channels between case workers.

Enterprise Program Controls

  1. The mission of Enterprise Program Control (EPC) is to lead IT program management practices and integration activities for EPMO Programs, providing shared services and controls for successful delivery of IT capabilities and initiatives.

    • Program Operations provides financial management and coordination of the EPMO and the individual programs and projects that the EPMO provides sponsorship.

    • Enterprise Organizational Readiness (EOR) provides an enterprise-wide approach for consistent program management practices to drive the resolution of deployment gaps across People, Process and Technology, through a joint partnership between IT Delivery Partners and Business stakeholders.

    • Technical Integration drives the delivery of integration services to achieve systems interoperability and information flow in a complex and secured environment; establishes technical management practices and infrastructure road maps to enable the EPMO programs to successfully deliver IT capabilities and initiatives.

    • Investment and Risk Management establishes uniformity and consistency in all investment reporting by collaborating with Strategy and Planning. Responsible for the consistent approach, level of quality, accurate reporting and detailed documentation among all EPMO major investments’ Office of Management and Budget (OMB) IT Business Cases and executes the Federal Acquisition Certification/Program and Project Managers (FAC P/PM) program for EPMO.

    • Program Control and Integration provides extended management support to EPMO organizations and supports surge requirements of EPMO programs.

    • Program and Oversight Reporting provides consulting, guidance and coordination support to the EPMO programs by driving consistency, standardizing and bringing a systematic, disciplined approach to improve the effectiveness of the following functions: Audit Oversight, Governance, Executive Reporting Coordination and Risk and Issue Management Standards.

    • Program Support Services provides enterprise-wide support and guidance to support management and operational needs in a timely, effective manner. Responsible for the following areas: support Health Assessment data collection and reporting and providing coaching and training to Project Managers, AD Domain staff and Health Assessment writers; provide SharePoint administration and management and support for EPMO Site Collection; conduct workforce planning and EPMO onboarding leadership including the EPMO Pathway Program and implement a Quality Assurance Program Office.

Emerging Programs & Initiatives

  1. The mission of Emerging Programs & Initiatives (EP&I) is to serve as the evaluative authority for newly proposed programs and/or initiatives within IT. At initial stand-up, resources, finances and scope are not yet clearly established. EP&I assesses these key areas and others to understand what is required to reach an operational level. EP&I works to close those gaps. As programs/initiatives reach an understanding of scope, effort and financials required, a decision is made relative to where the program will be permanently managed or if the program will continue.

Foreign Account Tax Compliance Act

  1. The mission of Foreign Account Tax Compliance Act (FATCA) is to implement the technical systems and processes needed to enable FATCA legislation. The FATCA IT Project Management Office (PMO) will be accountable for managing and integrating the required components, including building new services and applications, enhancing and extending existing applications and ensuring that the appropriate governance and control processes are followed throughout implementation.

  2. The vision of the FATCA IT PMO is to be the recognized solution center for all FATCA IT system needs by fostering a collaborative environment where information flows through proper channels and FATCA solutions are delivered and managed in an effective and efficient manner.

Revenue Integrity & Compliance

  1. The mission of Revenue Integrity & Compliance (RIC) is to provide essential leadership, program management and oversight for the development and delivery of identity theft fraud and non-compliance solutions for the IRS.

  2. RIC serves as the IT systems integrator, collaborating with business and IT delivery partners to provide leadership and project management support necessary for the Return Review Program (RRP), the IRS’s flagship identity theft and anomaly detection solution, as well as several legacy software solutions supporting identity theft and pre-refund fraud protection efforts.

  3. RIC’s portfolio includes:

    • RRP: An integrated and unified system that advances IRS’s effectiveness in detecting, addressing, preventing tax refund fraud and protecting US Department of the Treasury revenue. RRP leverages leading-edge data analytic technologies and hardware to select potential fraudulent returns for evaluation and review by tax compliance personnel.

    • Legacy Components: Existing software tools and systems that provide user interface and reporting capabilities, which include the Electronic Fraud Detection System (EFDS). As of October 2016, EFDS serves as the user interface and workflow management for Wage & Investment and Criminal Investigations to review and work identity theft and pre-refund anomaly selections, with all selections for identity theft and potential fraud being performed by RRP.

Web Applications

  1. The mission of Web Applications (Web Apps) is to improve interactions and communications across taxpayers, employers, the IRS and third parties by providing a broad range of self-service options, establishing secure information exchange options and building internal capabilities. By enabling third parties and taxpayers to interact digitally with the IRS, the investment will provide a better user experience, achieve significant savings by moving services to lower cost channels and deliver consistent data and services through reusable Application Programming Interfaces (APIs). Web Apps will transform the way the IRS does business by delivering a digital service that is the taxpayers’ first-choice when interacting with the IRS to get the information they need when they need it.

DevOps Practice

  1. DevOps Practice is the application of Lean principles to the software development lifecycle for faster delivery and better quality. With a strong focus on collaboration, it espouses collapsing roles, automating processes to simplify handoffs and eliminating error-prone, time-consuming manual work.

  2. DevOps Practice represents the integration of IT products and capabilities (our entire delivery pipeline, including day-to-day IT operations and IT service delivery) at many levels. DevOps is a culture change focusing on process workflows and infrastructure management, as well as solution creation, deployment, and delivery and encompasses six practices/capabilities. Fundamentally, DevOps represents an accelerated, secure, more agile approach to conceptualizing business innovation and driving those ideas or processes into customer and user capabilities.

  3. The DevOps practice functions for each initiative are:

  4. Continuous Integration (CI) - Code is regularly delivered to a code repository and builds and tests are automatically performed to find any issues. Alerts are sent if issues arise during the automated build process.

  5. Automated Testing (AT) - Automated testing occurs continuously throughout the development lifecycle. It provides insight into the current health of the software so anomalies can be resolved early, providing the confidence required for deployment

  6. Continuous Delivery (CD) - Code continuously delivered to test environments and every software change is potentially deployable to production. Automated testing can drive the acceptance of software

  7. Software Define Infrastructure (SDI) - Technical computing infrastructure entirely under the control of software with no operator or human intervention. It operates independent of any hardware-specific dependencies and is programmatically extensible.
    •Platform as a Service (Paas) - Establishes PaaS best practices and strategies as well as standards for operational use in production. Aligns with all IT areas and commitments to ensure success and enable IT to meet existing commitments and goals including Solaris to Linux, Aging Hardware Refresh, and support of major upgrade activities and N/N-1 strategic commitments
    •Infrastructure as Code (IaC) - Establishes IaC best practices and criteria’s for operational use, in addition to focusing on streamlining the provisioning of servers through the use of automation, reducing the time needed to instantiate a server and configure the infrastructure

  8. Configuration Management - Tracks and control changes to the software code base and archiving of all file version into a central configuration management database. Provides organization for the software build process by accounting for multiple environments

  9. Continuous Monitoring - Continuously monitors the system and applications for issues and notifies responsible parties in case of anomalies. Provides analytics gathering capabilities to ensure application is performing at optimal levels and the system is secure

  10. Organizational Transformation (OT) - Fosters culture change to enable shifts in mind-sets and skills through organization change management and communications

  11. Security - Secures DevOps initiatives and lead activities that move security to the left in the Enterprise Life Cycle (ELC)

ACIO for Cybersecurity

  1. The mission of Cybersecurity is to protect Taxpayer information and the IRS’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. The IRM 1.1.25 has been incorporated into parts of the Mission and functions of Cybersecurity.

  2. Cybersecurity has three subordinate offices:

    • Architecture & Implementation

    • Cybersecurity Operations

    • Security Risk Management

  3. The Cybersecurity functions are:

    • Data protection and encryption

    • Computer Security Incident Response Center (CSIRC) management

    • Federal Information Security Management Act (FISMA) compliance

    • Security policy, process guidance

    • Disaster recovery coordination

    • Security stakeholder management

    • Systems security testing, certification

    • IT security engineering

Architecture & Implementation

  1. Architecture & Implementation (A&I) is responsible for security architectures, innovative security solutions through expert analysis, implementation of best of breed security tools, trusted advisory services and disciplined project management. A&I provides security project management, security and privacy project governance, technical security consulting (including disaster recovery), disaster recovery 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.

Cybersecurity Operations

  1. Cybersecurity Operations is responsible for ensuring the security and resilience of the IRS’s information and information systems in support of the federal tax administration processes through 24/7 cyber incident management, cyber/fraud analytics, compliance monitoring/reporting and situational awareness.

Security Risk Management

  1. Security Risk Management (SRM) 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 FISMA. This includes performing assessments of risks to IRS and supporting contractor systems, tracking security 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 Performance.

ACIO 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 IRS.

  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:

    • Delivery Management and Quality Assurance

    • Compliance Domain

    • Internal Management Domain

    • Corporate Data Domain

    • Submission Processing Domain

    • Data Delivery Services Domain

    • Customer Service Domain

    • Technical Integration Organization

Delivery Management and Quality Assurance

  1. The mission of Delivery Management and Quality Assurance is to drive quality and consistency with AD’s budget formulation, contracts, quality assurance, risk management, unified work requests and program/project management to deliver AD’s Portfolio, through strategic leadership, collaboration and standardization in alignment with IT strategic vision and guidance in order to make AD strong.

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 IRS in the Compliance arena.

Internal Management Domain

  1. The mission of the Internal Management (IM) Domain is to build, maintain, test and deliver internal systems critical to our business partners. Not limited to, but including financial, administrative and human resource integrated systems by conducting the following:

    • Manage the financial systems

    • Manage workforce time, payroll and productivity

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

    • Support the financial audit

    • Support Tax Courts and Litigation

    • Manage and support Independent Taxpayer Rights cases

    • Manage and support Organization Travel Systems and Reports

    • Protect IT assets and information

    • Make informed decisions

Corporate Data Domain

  1. The mission of the Corporate Data Domain is to:

    • Ensure the integrity of individual and business accounts and tax law administration

    • Provide services for the business and individual return data, information return data, employee plan data, corporate data and provide customer research, notice composition and online notice review capabilities

  2. The Corporate Data Domain areas of responsibility are authoritative databases, refund identification, notice generation and reporting Corporate data.

Submission Processing Domain

  1. The mission of the Submission Processing Domain is to collaborate across IT and with our customers to develop and deliver secure and effective paper and electronic solutions to accept tax returns, information returns and payments, including input and perfection of data through transactional and daily processing.

Data Delivery Services Domain

  1. The mission of the Data Delivery Services (DDS) Domain is to implement data-centric services for applications development through people, process and technologies. The goal is to enable agile and efficient delivery of functionality to our stakeholders. DDS accomplishes this by focusing on the collection, consolidation and certification of a broad array of data and providing secure, ready access methods and services to this data to enable stakeholder use.

  2. DDS is organized into seven services-focused subordinate branches/offices:

    • Technical Data Services Branch (TDS)

    • Anomaly Detection and Analytics Services Branch (ADS)

    • Enterprise Transactional Data Services Branch (ETD)

    • Enterprise Data Warehouse Services Branch (EDW)

    • Departmental Warehouse Services Branch (DWS)

    • ACA Analytics Data & Reporting Branch (AADR)

    • Executive Office (XO)

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

Technical Integration Organization

  1. The mission of the Technical Integration Organization (TIO) is to drive strategic technical change through shared services, leadership and standards for security, infrastructure, technology insertion and development in alignment with IT strategic vision and guidance, in order to make AD strong.

    • Integrated Technical Direction: Implement standard and integrated technical approaches, creating efficiencies and reducing technical re-work utilizing the AD Operating Principles and best practices

    • Close Technical Gaps: Identify, evaluate and close existing technical gaps in the AD organization

    • Facilitate Communications: Provide technical leadership, communications and collaboration across AD and our service delivery partners

  2. TIO is organized into six services-focused branches/offices:

    • Application Innovation (AI)

    • App Standards and Quality (ASQ)

    • Application Security (AS)

    • Technical Advisory Group (TAG)

    • Division Management Office (DMO)

    • Executive Office (XO)

ACIO for Enterprise Services

  1. The mission of Enterprise Services is to architect, design and test enterprise solutions, balancing efficiency and fit to connect the tax ecosystem in a seamless and leading-edge manner.

  2. Enterprise Services has six subordinate offices:

    • Enterprise Architecture

    • IT eDiscovery

    • Solution Engineering

    • Acquisition

    • Strategic Planning and Technology

    • Enterprise Systems Testing

Enterprise Architecture

  1. The mission of Enterprise Architecture (EA) is to set enterprise technology direction by translating business priorities into an effective enterprise technical framework, setting architecture guidance and establishing technology standards.

IT eDiscovery

  1. The mission of IT eDiscovery is to:

    • Institutionalize and execute IRS’s repeatable process for Electronic Discovery (E-Discovery)

    • Assure IRS responsiveness to litigation requiring E-Discovery for civil cases, as well as Freedom of Information Act (FOIA) requests (administrative phase)

    • Raise awareness across IRS and partner with all business functions to educate the workforce about E-Discovery

    • Integrate the E-Discovery process and technology (new and existing) with applicable business and IT enterprise processes

Solution Engineering

  1. The mission of Solution Engineering is to supply high quality design solutions by embracing simplicity, encouraging collaboration, viewing problems from different angles and early resolution of technical risks.

Acquisition

  1. The mission of Acquisition is to enable business transformation by providing integrated and agile acquisition solutions, services and standards.

Strategic Planning and Technology

  1. The mission of Strategic Planning and Technology is to set enterprise technology-related policies and goals, develop strategic plans, manage key aspects related to delivering world-class enterprise architecture/engineering and establish internal technical standards.

Enterprise Systems Testing

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

ACIO for User and Network Services

  1. The mission of the User and Network Services (UNS) organization is to provide the IRS with reliable, secure, innovative, cost-effective technology and services that enable communication, collaboration and business capabilities.

  2. Overview of UNS:

    • Manages the architecture, design, engineering, standards and operations for voice, video and data communications, contact center environment, converged networks and user infrastructure

    • Manages the enterprise service desk operations to business customers and end-users

    • Maintains the day-to-day operations environment while developing long-term network and process improvements in support of business requirements

  3. UNS has seven subordinate offices:

    • Customer Service Support

    • Operations Service Support

    • Service Planning and Improvement

    • Contact Center Support Division

    • Enterprise Field Operations

    • Unified Communications

    • Engineering

Customer Service Support

  1. Responsible for planning, coordinating, delivering and managing IT support activities for end-users in accordance with negotiated Service Level Agreements (SLAs). This is accomplished by:

    • Resolving end-user incidents and problems through the use of remote tools

    • Developing, designing, and managing solutions/knowledge that facilitates rapid resolution of end-user incidents and problems

    • Establishing and communicating policies related to the end-user environment

    • Conducting Problem Management through root cause analysis

    • Maintaining the infrastructure for the Operations Support Customer Assistance Telephone line

Operations Service Support

  1. Responsible for the integration, testing, provisioning, logistics, asset management and security configuration compliance of end-user computing hardware, software and peripherals

Service Planning and Improvement

  1. Responsible for delivering effective and cost efficient IT services in accordance with negotiated SLAs. Provides oversight of business operations to include IT Infrastructure Library (ITIL) continuous process improvement, acquisition, portfolio management and security standards

Contact Center Support Division

  1. Serves as the IT single Point of Contact (POC) for the Joint Operations Center and Business Operating Divisions, ensuring all contact center components and the network infrastructure are efficient, cost effective, secure and highly reliable

Enterprise Field Operations

  1. Delivers end-user effective and cost efficient IT services in accordance with negotiated Master Service Level Agreement (MSLA). This is accomplished by:

    • Managing/supporting the Local Area Network (LAN) environment (data network and voice systems)

    • Supporting deployment of key infrastructure initiatives

    • Establishing and communicating end-user policies and processes.

    • Managing/supporting end-user equipment (desktops, laptops and printers) to include proving oversight of assets throughout lifecycle

    • Resolving end-user incidents and satisfying requests for services

Unified Communications

  1. Responsible for providing leading technology for voice, video and data communications such as presence, chat, fax and web conferencing on a common single infrastructure. The goal is to connect people, information and teams to enable comprehensive and effective collaboration while delivering greater user functionality and capabilities

Engineering

  1. Responsible for architecture, technical direction, engineering design and standards, and the planning, execution and management of network services

ACIO for Enterprise Operations

  1. The mission of Enterprise Operations (EOps) is to provide efficient, cost effective and highly reliable computing (server and mainframe) services for all IRS business entities and taxpayers. To accomplish the mission, EOps will:

    • Deploy and maintain a secure infrastructure capable of supporting the business and administrative needs of the Service for both the current environment and modernized operations

    • Provide mainframe tax processing for the successful delivery of each filing season with all of the Service's consolidated customer sites

    • Standardize, consolidate and manage the server-computing infrastructure, mainframe computing infrastructure and ancillary systems/software

    • Provide technical and operational support for the Service’s Tier 2 tax processing and electronic commerce systems

    • Maintain and modify systems software products for the Service's mainframe computing environment

    • Provide sustaining operations and maintenance support for the IRS portal

    • Maintain continuity of tax processing and IT infrastructure operations

    • Develop policy and procedures and execute strategic plans and budgets for corporate computing services

    • Conduct capacity planning and performance measures for all systems and services managed by EOps

    • Provide services to business units/divisions within established SLAs

    • Provide planning and coordination for the successful implementation of all modernization initiatives into the corporate computing environment

  2. EOps has 10 subordinate offices:

    • Demand Management and Project Governance Division

    • Service Delivery Management Division

    • Security Operations & Standards Division

    • Enterprise Technology Implementation Division

    • Infrastructure Services Division

    • Server Support & Services Division

    • Data Management Services & Support Division

    • Enterprise Server Division

    • Enterprise Computing Center Division

    • IT Operations Command Center Division

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 POC 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 and provide implementation execution on pre-determined large projects

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

    • Advance EOps to World Class IT, with a focus on process improvement best practices and standardization ITIL maturity advancement

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

    • Provide governance and oversight for EOps Change Management

  2. Demand Management & Project Governance has the following subordinate branches:

    • Project Management Branch

    • World Class Center of Excellence Branch

    • Governance & Resource Management Branch

Project Management Branch
  1. The Project Management Branch (PMB) serves as the operational wing of the Demand Management and Project Governance Division (DMPG). PMB supports the EOps Divisions with project planning, management and coordination of available resources. PMB also serves as the gateway for all work entering EOps, coordinating with supplier Divisions to accomplish work and change requests.

World Class Center of Excellence Branch
  1. The World Class Center of Excellence Branch (WCOEB) provides the IT organization the means to leverage efficiencies and economies of scale by eliminating redundancies, streamlining workflows and implementing process improvements by utilizing industry best practices and de facto standards. The IT organization gains consistent and proven systematic procedures aligned with the business objectives. WCOEB:

    • Aligns strategic initiatives to “best of breed” practices in meeting organizational goals and objectives

    • Facilitates improved processes, workflows and products to meet business needs

    • Facilitates research and design to improve organizational capabilities that foster consistent management support and services enterprise-wide

    • Utilizes and adopts IT Infrastructure Library (ITIL), Capability Maturity Model Integration -Dev (CMMI-Dev), Lean Six Sigma and Project Management Body of Knowledge (PMBOK) methodologies to achieve transformational results for EOps divisions, branches and sections

    • Conducts training to institutionalize process standardization, centralization and integration enterprise-wide using proven techniques

    • Promotes continuous improvement mechanisms and methodologies in support of knowledge management, change management and configuration management initiatives enterprise-wide

Governance & Resource Management Branch
  1. The Governance & Resource Management Branch (GRMB) ensures fiduciary responsibility and appropriate governance for all EOps projects.

Service Delivery Management Division

  1. The mission of the Service Delivery Management Division (SMSD) is to provide program management for the EOps’ portions of IT programs under the purviews of the EPMO or other programs/projects as assigned by ACIO EOps. In delivering EOps responsibilities, SDMD will focus on leadership, best practices and continuous improvement to:

    • Direct the planning and implementation of the EOps portions of large programs and projects impacting the Enterprise environment, providing a consistent approach to managing programs but not limited to projects like CADE 2, FATCA, RRP, Web Applications, Enterprise Case Management and future programs

    • Manage the new EOps work associated with standing up these new programs and facilitate communication between the EPMO and the other EOps divisions

    • Provide standard EOps project governance for these programs and ensure EOps organizational readiness to support new projects at Milestone 4b

  2. Service Delivery Management has four subordinate offices:

    • Division Management Office

    • Large Program Support Office 1

    • Large Program Support Office 2

    • Large Program Support Office 3

Division Management Office
  1. The Division Management Office (DMO) provides leadership, management and oversight in the administration, planning and execution of IT Initiatives to ensure program goals and objectives are achieved.

    • Oversees and reports on projects and all aspects of investment-portfolio management, identifying risks/issues with obtaining IT objectives

    • Plans, prioritizes, and recommends mitigating strategies to address risks/issues

    • Contributes to the IRS’s IT strategic management in terms of formulating and executing policy, its long-range objectives and internal administration

    • Serves as the division’s single point of entry for incoming suspense items and as a liaison to stakeholders and customers

    • Formulates and prepares supporting justifications for budgetary and staffing resources for programs, projects and activities, including cost projections and analyses and business cases for new investments

    In addition to the role of the DMO, the DMO Chief supports the division director and provides leadership, management, and oversight to DMO staff/project managers and to the division’s branch chiefs to ensure the mission of the division is met.

Large Program Support Office 1
  1. The Large Program Support Office 1 is responsible for representing EOps as a delivery partner for the applicable programs. They assist projects in following standard EOps processes to maintain the integrity and stability of the enterprise. They also provide EOps tasks and timelines so that they can be appropriately included in schedules to ensure the timely delivery of new infrastructure and applicable products and configurations. They also ensure the appropriate organizational readiness activities including staffing, training and documentation to allow seamless handoff to Operations and Maintenance processes and organizations.

Large Program Support Office 2
  1. The Large Program Support Office 2 is responsible for representing EOps as a delivery partner for the applicable programs. They assist projects in following standard EOps processes to maintain the integrity and stability of the enterprise. They provide EOps tasks and timelines so that they can be appropriately included in schedules to ensure the timely delivery of new infrastructure and applicable products and configurations. They also ensure the appropriate organizational readiness activities including staffing, training and documentation to allow seamless handoff to Operations and Maintenance processes and organizations.

Large Program Support Office 3
  1. The Large Program Support Office 3 is responsible for representing EOps as a delivery partner for the applicable programs. They assist projects in following standard EOps processes to maintain the integrity and stability of the enterprise. They provide EOps tasks and timelines so that they can be appropriately included in schedules to ensure the timely delivery of new infrastructure and applicable products and configurations. They also ensure the appropriate organizational readiness activities including staffing, training and documentation to allow seamless handoff to Operations and Maintenance processes and organizations.

Security Operations & Standards Division

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

    • Provide oversight and management of a comprehensive EOps IT Security program

    • Ensure that the EOps organization’s policies, plans and processes are compliant with the guidance specified in the 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 Disaster Recovery & Business Continuity activities

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

    • Oversee infrastructure inventory and asset management

    • Provide GAO/TIGTA support and coordination for all of EOps

    • Lead Enterprise Operations Patch Management activities

  2. The Security Operations & Standards Division has six subordinate branches/offices:

    • Division Management Office

    • Operational Assurance Branch

    • Authorizing Official Management Branch

    • IT Continuity Management Office

    • Account Management Branch

    • Security Operations Management Branch

Division Management Office
  1. The mission of the Security & Standards DMO is to support the Director by providing leadership, management and oversight in the administration, planning and execution of IT initiatives to ensure program goals and objectives are achieved. To accomplish this mission, the DMO:

    • Oversees and reports on projects and all aspects of investment-portfolio management, identifying risk/issues with obtaining IT objectives

    • Plans, prioritizes and recommends mitigating strategies to address risk/issues

    • Contributes to the IRS’s IT strategic management in terms of formulating and executing policy, its long-range objectives and internal administration

    • Serves as the division’s single point of entry for incoming suspense items and as a liaison to stakeholders and customers

    • Formulates and prepares supporting justifications for budgetary and staffing resources for programs, projects and activities, including cost projections and analyses and business cases for new investments

Operational Assurance Branch
  1. The mission of the Operational Assurance Branch (OAB) is to provide overarching management and oversight of EOps Asset Management functions, Standards development and enforcement, Patch Management, EOps audit coordination and management activities and risk-focused Project Infrastructure Analysis.

Authorizing Official Management Branch
  1. The mission of the Authorizing Official Management Branch (AOMB) is to provide daily operational support for the EOps Executive Authorizing Official activities related to General Support System (GSS) oversight, FISMA oversight and implementation, Plan of Action and Milestones (POAM), Change and Risk management within EOps.

IT Continuity Management Office
  1. The mission of the IT Continuity Management Office is to provide oversight and management of a comprehensive EOps Disaster Recovery program. The IT Continuity Management Office ensures that all FISMA applications are tested each year in compliance with guidance from Cyber Security. In addition, the office provides Business Resumption Strategy (BRS) for major outages. The IT Continuity Office also acts as a liaison for EOps for all contingency planning such as government shutdowns.

Account Management Branch
  1. The mission of the Account Management Branch is to provide customer service nationwide for access to mainframe systems such as the Integrated Daa Retrieval System (IDRS), Resource Access Control Facility (RACF), CADE2, Integrated Collection System (ICS), Automated Collection System (ACS), Security and Communications Systems (SACS), Computer Assisted Publishing System (CAPS), Mainframe platforms and web-based systems such as Integrated Employee Portal (IEP) and Register User Portal (RUP). Access problems are resolved and the appropriate role based privileges are enforced.

Security Operations Management Branch
  1. The mission of the Security Operations Management Branch is to secure the EOps IT systems through continuous monitoring of systems for compliance with required security configurations: correcting or directing the carrion of non-compliant systems: implementing Mainframe access controls and auditing through RACF and supporting the enterprise security tool deployments.

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 Commercial Off-the-Shelf (COTS) products. Specifically, the ETI will:

    • Lead the implementation of enterprise technology programs including third-party managed and EOps-operated services

    • Provide sustaining operations, maintenance and enhancement support of the portal environments

    • Support the delivery of world-class internal-facing intranet services for the IRS (e.g., EUP)

    • Provide operations, maintenance and enhancement support for the external facing Internet Portals (e.g., Public User Portal and the Registered User Portal)

    • Provide infrastructure planning, development, testing and O&M services to customer projects utilizing the IRS Internet Portals

    • Provide project management support related to implementation of Enterprise Infrastructure Projects

    • Provide governance and perform Operations and Maintenance support of the Enterprise SharePoint environment

  2. ETI has three subordinate offices:

    • Division Management Office

    • IRS Web Infrastructure Services Office

    • Technology Implementation Services Office

Division Management Office
  1. The mission of the DMO is to provide world class demand management service delivery processes in the form of centralized support for shared administrative functions; including but not limited to: finance, human resources, divisional data calls and communications and provides liaison services to offices outside ETI, EOps, IT and the IRS. The ETI DMO also guides the division in applying portfolio management practices to the myriad ETI projects.

IRS Web Infrastructure Services Office
  1. The mission of the IRS Web Infrastructure Services Office (WISO) is to provide program leadership, guidance and strategic direction for the IRS Web Services Infrastructure investment which provides the infrastructure for one-stop, Web-based services, including IRS.gov website, with the long-term goal of providing a virtual tax assistance center for internal and external users. This investment enables landing page access to services for taxpayers, businesses, practitioners, electronic return originators and IRS employees. Services enabled by the IRS Web Services Infrastructure investment include easy access to forms and publications, electronic payment transactions, delivery of transcripts, tracking of refunds and amended returns, modernized e-filing, free-file for certain taxpayers and other electronic services. Planned enhancements for the IRS Web Services Infrastructure include more secure and reliable portals with a modernized portal design and increased systems capacity.

  2. IRS WISO has three subordinate branches/offices:

Internet Services Branch
  1. The mission of the Internet Services Branch (ISB) is to provide continual operations and enhancements of external facing Internet Portals: Public User Portal (PUP) and the Registered User Portal (RUP). It provides portal planning, development, testing and operational services to projects utilizing the Internet Portals. The Internet Services Branch has two subordinate offices:

    • Internet Service Office

    • IEP Acquisition Office

Internet Service Office
  1. The mission of the Intranet Services Offices is to lead the visioning, development and operation of a world-class internal facing intranet service delivery platform for the IRS, integrating EUP, SharePoint, Internet Information Server/Structured Query Language (IIS/SQL), COTs products. The branch will promote operations and maintenance, version currency, operational risk management, governance, policy and process integration and continual service improvement.

IEP Acquisition Office
  1. The mission of the IEP Acquisition Office is to focus on acquisition planning and implementation of integrated enterprise portal Releases 1.5 and 2.0 (at least), including an integrated project prioritization approach and framework that will enable, support and integrate with high visibility interdependent Portal-related projects across the IRS IT organization (Portal Eco-System). As a key group in ETI, also participates in other acquisition and implementation efforts on going as needed.

Technology Implementation Services Office
  1. The mission of the Technology Implementation Services Office (TISO) is to:

    • Establish and maintain a results-oriented enterprise infrastructure project portfolio that implements and expands technology services

    • Apply portfolio management practices to enterprise infrastructure upgrades and IT insertion investments and projects

    • 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. TISO has two subordinate offices:

    • Ecosystem Management and Integration Office

    • Technology Deployment Support Office

Ecosystem Management and Integration Office
  1. The mission of the Ecosystem Management and Integration Office (EMIO) is to continually enhance IRS web-based services through effective coordination and integration of high-visibility, mission-critical, interdependent projects and major O&M activities in portal-related areas that reach across the IRS organizations (Portal Eco-System, including front-back end, infrastructure-application level). EMIO will enable the required coordination by implementing an integrated project management and governance approach, operations planning, performance management, process management and improvement, and operations integration.

Technology Deployment Support Office
  1. The mission of the Technology Deployment Support Office (TDSO) is to provide program level leadership, guidance and direction related to the enterprise initiatives involving large infrastructure technology changes, including programs and contracts, developing strategic direction for the planning, coordination and implementation of the enterprise Technology initiatives to ensure infrastructure currency, alignment with the IT Road Map and provide foundational capability for eRecords management, eRecords retention, the upgrade of the Windows Server Operating System, as well as other technology initiatives such as Web Content Management Systems (WCMS). TDSO also manages enterprise technology initiative projects along product lines (e.g., Microsoft Network Operating System Upgrades, Microsoft Desktop Operating System Upgrades, Microsoft Office Upgrades, SharePoint, etc.).

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, i. e. 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. ISD has four subordinate branches:

    • Directory Services Branch

    • Enterprise Messaging & Virtualization Branch

    • Automation Support Branch

    • Middleware Services Branch

Directory Services Branch
  1. The Directory Services Branch is responsible for overseeing the efforts of the Directory Management Sections and the Public Key Infrastructure (PKI) Section. The Mission of the Directory Services Branch is to provide program management for all EOps managed Active Directory forest(s), Certificate and PKI program management for the IRS, Directory Service management and support IRS Identity & Access Management solutions.

Enterprise Messaging & Virtualization Branch
  1. The mission of the Enterprise Messaging & Virtualization Branch is to work in partnership with EOps and all consumers of messaging resources and virtual infrastructure resources. We shall provide a robust, highly redundant and reliable platform for needs in these areas. We shall provide excellent support services and infrastructure to enable our customers the ability to meet their business objectives in a timely manner.

    • The Enterprise Messaging Systems are the core infrastructure technologies that provide the IRS Main and Chief Counsel with secure electronic messaging services and collaborative communications.

    • The Virtualization Support Section provides an integrated enterprise platform and technology expertise coupled with program guidance to support all virtual resource needs within the IRS enterprise.

Automation Support Branch
  1. The Automation Support Branch (ASB) provides tools and solutions which enable our IT partners to provide services that reduce manual burden. This ultimately results in improved timeliness and the best in customer service and delivery.

Middleware Services Branch
  1. Middleware Services Branch (MSB) provides support for the subset of COTS, Government Off the Shelf (GOTS), Open Source and custom software that acts as a connector whose primary function is to move data between disparate applications or systems (differing platforms, software applications or domains), temporarily storing and/or transforming the data as needed in order to effectively pass the data between the source and target system.

Server Support & Services Division

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

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

    • Provide coordination, direction, oversight and project management 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. SSSD has four subordinate branches/offices:

    • Server Build Branch

    • Support Services Branch

    • Division Management Office

    • Program and Project Management Office

Server Build Branch
  1. The mission of the Server Build Branch is to improve operational efficiency by leveraging technology, best practices and tools to provision Wintel, UNIX and Linux systems, software and services in a rapid, repeatable and agile manner for all IRS business units.

Support Services Branch
  1. The mission of the Support Services Branch is to provide comprehensive support for the versions of the IBM Rational tools currently deployed throughout the IRS and the processes/methodologies surrounding their use. We will bring projects in development under configuration management control, using the IBM/Rational ClearCase tool, install, configure, upgrade and maintain Rational ClearCase and other Rational tools and provide training and support to Rational customers.

Division Management Office
  1. The mission of the DMO is to provide leadership, management and oversight in the administration, planning and execution of IT initiatives to ensure program goals and objectives are achieved. To accomplish this mission, the DMO:

    • Oversees and reports on projects and all aspects of investment-portfolio management, identifying risks/issues with obtaining information technology objectives

    • Plans, prioritizes and recommends mitigating strategies to address risks/issues

    • Contributes to the Service’s IT strategic management in terms of formulating and executing policy, its long-range objectives and internal administration

    • Serves as the division’s single point of entry for incoming suspense items and as a liaison to stakeholders and customers

    • Formulates and prepares supporting justifications for budgetary and staffing resources for programs, projects and activities, including cost projections and analyses and business cases for new investments

    In addition to the role of the DMO, the DMO Chief supports the division director and provides leadership, management and oversight to DMO staff/project managers and to the division’s branch chiefs to ensure the mission of the division is met.

Program and Project Management Office
  1. The mission of the Program and Project Management Office (PPMO) is to provide leadership, management and oversight of the SSSD Project Management and Coordination team to ensure the mission of SSSD is met. The PPMO will provide the planning, and project management methodology that ensures cost, schedule, risk management control, and successful delivery. The PPMO will also manage and oversee SSSD Division specific initiatives, EOps projects, and support AD major releases.

Data Management Services & Support Division

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

    • Plan, build, operate and maintain the IRS’s 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:

    • Enterprise Database Services Branch

    • Data Storage & Protection Branch

    • Distributed Database Services Branch

Enterprise Database Services Branch
  1. The Enterprise Database Services 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.

Data Storage & Protection Branch
  1. The mission of the Data Storage & Protection Branch (DSPB) is to provide high availability of stored data for all Corporate IT assets. DSPB will provide continuous services to deliver enterprise level support and solutions for data requirements in regards to storage, protection, backup, replication and restoration. DSPB will provide these services to meet or exceed Business Requirements and SLAs. The DSPB 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.

Distributed Database Services Branch
  1. The Distributed Database Services 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.

Enterprise Server Division

  1. The mission of the Enterprise Server Division is to:

    • Evaluate, plan, build, test and deploy mainframe technologies

    • Provide Level 3 support for mainframe incidents

    • Evaluate, design, develop, test and deploy the IBM and Unisys Mainframe systems, making changes to meet evolving customer business needs in a manner consistent with established standards and IRS business objectives

    • Evaluate, design, develop, test, install and modify mainframe system infrastructure required for various ongoing Tax Processing systems

  2. The Enterprise Server Division has three subordinate branches:

    • z/Linux Security Services Branch

    • IBM z/OS Support Branch

    • Unisys Support Branch

z/Linux Security Services Branch
  1. The mission of the z/Linux Security Services Branch is to:

    • Evaluate, design, develop, test and deploy the IBM z Transaction Processing Facility (z/TPF) operating system, the z/VM operating system and COTS products supporting z/TPF and z/VM on the IBM mainframes

    • Perform Capacity and Performance Analysis for all z/VM Systems

    • Support IBM’s TPF Operations Server Support System (TOS), the Security Communications System Application (SACS), the Computer Assisted Publishing System (CAPS) and IBM’s Transactional Processing Facility Operating System

IBM z/OS Support Branch
  1. The mission of the IBM z/OS Support Branch is to:

    • Evaluate, design, develop, test, deploy and maintain the IBM z/OS operating system, the z/OS operating system and COTS products supporting z/OS and z/OS on the IBM mainframes

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

    • Perform Capacity and Performance Analysis for all z/OS Systems

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

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

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

    • Perform Capacity and Performance Analysis for all Unisys Systems

Enterprise Computing Center Division

  1. The Enterprise Computing Center (ECC) 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 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

    • Lead 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 ECC Division has ten subordinate branches/offices:

    • Mainframe Operations Branch

    • Server Infrastructure Support Branch

    • Server Product and Application Support Branch 1

    • Server Product and Application Support Branch 2

    • Server Product and Application Support Branch 3

    • Server Product and Application Support Branch 4

    • Operating Scheduling Branch

    • Enterprise Automated Deployment Branch

    • Project Response & Incident Management Office

    • Division Management Office

Mainframe Operations Branch
  1. The mission of the Mainframe Operations Branch (MOB) is to provide Computer Systems Analyst support on a 7x24x365 basis to ensure the mainframe systems deliver highly available, efficient and timely Real Time services and processing support to both internal and external customers. MOB also provides print and digital file delivery support to internal and external customers.

Server Infrastructure Support Branch
  1. The mission of the Server Infrastructure Support Branch is to provide System and Product Administration to support a stable server environment for development, test, pre-production, production and Disaster Recovery/Alternate Site Production Environment (DR/ASPE) for developers, testers, project offices, internal IT customers and end users.

Server Product and Application Support Branch 1
  1. The mission of the Server Product & Application Support Branch 1 is to provide Product and Business Application administration support for a portfolio of projects to deliver a stable server environment for development, test, pre-production, production and DR/ASPE for developers, testers, project offices, internal IT customers and end users.

Server Product and Application Support Branch 2
  1. The mission of the Server Product & Application Support Branch 2 is to provide Product and Business Application administration support for a portfolio of projects to deliver a stable server environment for development, test, pre-production, and DR/ASPE for developers, testers, project offices, internal IT customers and end users.

Server Product and Application Support Branch 3
  1. The mission of the Server Product & Application Support Branch 3 is to provide Product and Business Application administration support for a portfolio of projects to deliver a stable server environment for development, test, pre-production, and DR/ASPE for developers, testers, project offices, internal IT customers and end users.

Server Product and Application Support Branch 4
  1. The mission of the Server Product & Application Support Branch 4 is to provide Product and Business Application administration support for a portfolio of projects to deliver a stable server environment for development, test, pre-production, and DR/ASPE for developers, testers, project offices, internal IT customers and end users.

Operations Scheduling Branch
  1. The Operations Scheduling Branch (OSB) assures efficient and secure information processing by integrating and supporting automated schedules, completing secure file transfers and developing efficient operating procedures to support and fund government agencies for the American Taxpayer.

Enterprise Automated Deployment Branch
  1. The mission of the Enterprise Automated Deployment (EAD) 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 Production environments. To accomplish this mission, the EAD Branch will:

    • Provide oversight and management of enterprise wide strategic plans for filing season and the deployment of systems, services and support to the Production environment

    • Balance, validate and certify accuracy of Master File and CADE 2 refunds

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

    • Under software configuration management guidelines, provide independent source code and documentation control of the Service’s critical systems

    • Coordinate, track and consolidate requests for change within the Division

    • Balance and validate master file and CADE 2 runs

    • Certify accuracy of master file and CADE 2 refunds

    • Coordinate, plan and manage filing season release plans and reports

    • Serve as the IT Filing Season Release and Deployment coordinators

Project Response & Incident Management Office
  1. The mission of the Project Response & Incident Management Office is to provide leadership, management and oversight for the Enterprise Computer Centers Special Programs, Incident and Problem Management and Data Center Strategy initiatives.

Division Management Office
  1. The mission of the DMO is to provide oversight for the ECC day-to-day operations, resource planning and strategy communications and filing season readiness.

IT Operations Command Center Division

  1. The IT Operations Command Center (ITOCC) division serves as IT’s first line of defense; we execute Event Management, Incident Management and Program Management activities on the IRS’s mainframes, servers and the enterprise network by:

    • Providing 24x7x365 Level 1 & 2 monitoring and triage for the IRS enterprise

    • Proactively monitoring infrastructure and applications to avoid and minimize outages

    • Managing the restoration of service to customers during outages

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

  2. ITOCC also develops and delivers technologies that support cross-IT service management processes, i.e. IT Service Management (ITSM) and ITIL. Current technologies being delivered include:

    • End-to-End Business Systems Management (E2E)

    • Knowledge, Incident/Problem, Service and Asset Manager (KISAM)

    • Enterprise Configuration Management System (ECMS)

    • E-Help Support Systems (EHSS)

  3. ITOCC has six subordinate branches/offices:

    • Division Management Office

    • Mainframe/Triage Branch

    • Server & Network Monitoring/Triage Branch

    • Incident & Problem Management Branch

    • Monitoring Solutions Branch

    • IT Services Management Branch

Division Management Office
  1. The mission of the DMO is to provide leadership management and oversight in the administration, planning and execution of IT Initiatives to ensure program goals and objectives are achieved. To accomplish this mission, the DMO:

    • Oversees and reports on projects and all aspects of investment-portfolio management, identifying risks/issues with obtaining information technology objectives

    • Plans, prioritizes and recommends mitigating strategies to address risks/issues

    • Contributes to the IRS’s IT strategic management in terms of formulating and executing policy, its long-range objectives and internal administration

    • Serves as the division’s single point of entry for incoming suspense items and as a liaison to stakeholders and customers

    • Formulates and prepares supporting justifications for budgetary and staffing resources for programs, projects and activities, including cost projections and analyses and business cases for new investments

  2. In addition to the role of the DMO, the DMO Chief supports the division director and provides leadership, management and oversight to DMO staff/project managers and to the division’s branch chiefs to ensure the mission of the division is met.

Mainframe/Triage Branch
  1. The mission of the Mainframe/Triage 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. The Branch utilizes industry best practices and processes and employees Level 1 & 2 Event Management (EM) and Incident Management (IM) methodologies to support these services. This branch is responsible for providing support for the systems used to receive and process tax returns and payments.

Server & Network Monitoring/Triage Branch
  1. The mission of the Server & Network Monitoring/Triage Branch is to ensure normal IT service operations are maintained for servers & the enterprise network to minimize service outages. It is responsible for providing 24x7x365 solutions for proactive monitoring and resolution of critical infrastructure issues. The branch utilizes industry best practices and processes and employs Level 1 and 2 EM and IM methodologies to support these services. This branch is also responsible for providing support for all infrastructure and application servers enterprise-wide that house the applications responsible for the receipt and processing of tax returns and payments.

Incident & Problem Management Branch
  1. The mission of the Incident & Program Management Branch is to provide operational oversight to the Incident Management and Problem Management Sections.

    • Conducting initial evaluation and correlation of logged incidents to determine impact and premium service priority

    • Notifying, collaborating and coordinating with the appropriate service providers and stakeholders for diagnoses and resolution

    • Reporting IM status in relation to service operations and ongoing Incident Assessment, Service Restoration and Management assessment activities

    • Training and coaching of Incident Managers of record (IMR) and other service providers and stakeholders as needed

    • Creating Performance and Quality Metrics for continuous improvement and reporting to senior management to minimize the adverse impact of incidents on the business that are caused by underlying errors within the IT environment, to prevent recurrence of incidents related to these errors, to determine the root cause of incidents, document and communicate known errors and initiate actions to improve or correct the situation

Monitoring Solutions Branch
  1. The mission of the Monitoring Solutions Branch is to deploy World Class monitoring and metrics across the enterprise. E2E is the ability to actively measure and monitor all infrastructure and application components that support a particular IT service request – from the time a user “presses enter” through the local LAN, to the server/mainframe, through the application, and back again – to ensure a quality user experience. The E2E Monitoring Branch focuses on deploying new monitoring capabilities, tuning existing monitoring capabilities, and maintaining the entire E2E technology platform. The primary objectives are to provide:

    • Increased Visibility into Critical Processing - System dashboards and up-time reports provide increased visibility into operational status and infrastructure capacity

    • Expedited Incident Identification and Resolution - Automated ticketing and assignment rules report incidents without manual intervention. Integrated Knowledge Article references provide instant access to troubleshooting and resolution procedures

    • Metrics - Metric and Data Collection capabilities provide a framework for regression and analysis that supports decision making and planning

  2. The branch provides operational oversight to the Monitoring Management Section and the Monitoring Implementation Section.

IT Services Management Branch
  1. The mission of the IT Services Management Branch (ITSM) is to provide systems support and services based on ITIL processes – which include integration and solution development, application administration for incident management, problem management, configuration data management, asset management administration, change management administration, metric and reporting and ITSM tool administration and Infrastructure and Service Metric reporting. This includes the integration of those tools and business services for a holistic approach for ITSD and System Availability. Decisions are made regarding the application of appropriate technology to successfully manage and support Service Delivery in the IT environment.

  2. The branch provides operational oversight to the Automation Reporting and Metrics Section, ITSM Tools Administration Section and the Continuous Service & Innovation Section.

ACIO for Strategy and Planning

  1. The mission of the Strategy and Planning (S&P) organization is to provide strategic and financial leadership to achieve responsible planning, execution and stewardship of IT.

  2. S&P collaborates with IT leadership to provide policy and direction on administration of essential programs. Managed functions in S&P are strategic and capital planning, governance, vendor and contracts control, demand and risk management, space management and incident/emergency planning.

  3. The ACIO for S&P leads the organization and reports to the CIO.

  4. S&P has four subordinate offices/branches :

    • Financial Management Services

    • Business Planning & Risk Management

    • Investment & Portfolio Control & Oversight

    • Strategic Supplier Management

Financial Management Services

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

  2. FMS has three subordinate branches:

    • Budget Execution Branch

    • Budget Planning Branch

    • Support Services Branch

Budget Execution Branch
  1. The Budget Execution Branch manages the IT budget and all aspects of plan execution, including certification, funding, transfers, labor projections, analyses and supporting budgeting systems. This includes the development and distribution of financial guidance outlining rules governing the expenditure of IT resources, and defining roles, responsibilities and the timeline related to the development and execution of the IT budget.

  2. The Budget Execution Branch has three subordinate sections:

    • Financial Plan Management

    • Program and Policy

    • Labor Management

Budget Planning Branch
  1. The Budget Planning Branch coordinates and develops the annual IT budget submissions in compliance with the IRS’s goals and objectives, including Business Systems Modernization programs. The major functions of this office include:

    • Submission of budget requests to IT leadership, Department of the Treasury, Office of Management and Budget and Congress

    • Development of an IT Spend Plan

    • Development of lifecycle estimates for IT projects and legislative proposals.

  2. The Budget Planning Branch has three subordinate sections:

    • Plan Development

    • Special Programs

    • Estimation Program Office

Support Services Branch
  1. The Support Services Branch oversees finance operations for assigned IT Divisions and enhances their ability to meet the IRS's business requirements through the execution of innovative financial solutions consistent with organizational goals and priorities.

  2. The Support Services Branch has four teams that provide help and services:

    • Team A

    • Team B

    • Team C

    • Team D

Business Planning & Risk Management

  1. The Business Planning and Risk Management (BPRM) supports IRS IT through demand and risk management, managing Enterprise Intake and leveraging management reporting 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 Control and Oversight Division. Additionally, BPRM provides Section 508 Compliance and Assistive Technology Support business requirements support, audit oversight and reporting, Enterprise Life Cycle support across a diverse range of IT initiatives and Enterprise Risk Management support for IT. This branch supports a wide variety of processes and management reporting across IT, specifically integrating demand processes and data with Enterprise Services and conducting an Annual Enterprise Risk Assessment and Filing Season Risk & Readiness Assessments.

  2. BPRM has five subordinate offices:

    • Enterprise Intake

    • Enterprise Life Cycle

    • Information Resources Accessibility

    • Program Oversight Coordination

    • Requirements Program Office

Enterprise Intake
  1. The Enterprise Intake (EI) office unites efforts between IRS business units, IT and suppliers in all phases of the investment and work request cycles. Through detailed investment analysis, this group makes recommendations to our Governance bodies to help them make informed investment decisions that align with the IRS’ strategic direction. EI has three subordinate offices.

Business Planning and Analysis Office
  1. The Business Planning and Analysis (BPA) Office partners with IRS executives and external stakeholders to ensure Selection, Planning and Management of an IT investment portfolio that aligns with IRS strategic priorities and demonstrates business value.

Technical Support Office
  1. The Technical Support Office (TSO) manages and supports all HP-Project Portfolio Management (PPM) Modules including Work Request Management System (WRMS), Enterprise Demand Management (EDM), Resource Management (RM) and Investment Proposals as well as Business Object reportings. TSO provides Release Management, Change Management, Configuration Management, Requirements Management, Design, Development and Quality Assurance for WRMS.

Work Request Support Office
  1. The Work Request Support Office (WRSO) allows the IRS to register demand for IT products and services. Using WRMS, WRSO supports the coordination between requesting organizations and suppliers in all phases of the WRMS process.

Enterprise Life Cycle Office
  1. The purpose of the Enterprise Life Cycle (ELC) Office is to provide direction, processes, tools and assets based on best practices to accomplish change in a consistent and repeatable manner. The ELC is a framework used by IRS projects to ensure consistency and compliance with government and industry best practices. The ELC framework is the workflow that projects follow to move an IT solution from concept to production while making sure that they follow IRS guidelines and are compatible with the overall goals of the IRS.

Information Resources Accessibility Program Office
  1. The Information Resources Accessibility Program (IRAP) Office delivers technical guidance and support on Section 508 and accessibility principles, assists customers with assistive technology features & functions and provides technical assistance to local Desktop Support staff to resolve complex assistive technology hardware and software issues. IRAP has two branches.

508 Customer Support Branch
  1. The 508 Customer Support Branch evaluates the needs of qualified individuals with disabilities to determine the appropriate assistive technology to accommodate functional limitations, evaluate new assistive technologies for potential use within the IRS and purchase assistance technology, maintenance and training.

508 Program Support Branch
  1. The 508 Program Support Branch provides Section 508 conformance oversight for all IT requisitions, capital planning documents and ELC milestones. This office also represents and supports the IRS for all external 508 reporting to such entities as OMB and Department of the Treasury and represents the IRS in cross-agency think tank groups towards improving 508 across the Government.

Program Oversight Coordination Office
  1. The Program Oversight Coordination Office works to ensure that all Department of the Treasury Inspector General for Tax Administration (TIGTA) and General Accounting Office (GAO) IT audits centric audits are properly coordinated, monitored and that audit reports and responses reflect appropriate conclusions and findings. This team also works to assure that conclusions leading to published recommendations are likely to be beneficial in reducing future programmatic, technical, business or IT risk. This team also helps coordinate and manage all audit-related data extracts are properly accounted for and delivered timely by the accountable parties across IT.

Requirements Engineering Program Office
  1. The Requirements Engineering Program Office (REPO) is the IRS authority that provides standards and guidance on requirements engineering activities, process modeling and requirements-related solutions. REPO has two subordinate offices.

Requirements, Guidance & Outreach Office
  1. The Requirements, Guidance & Outreach Office provides holistic requirements engineering methodology that offers consistent policies, standards, methods, techniques, handbooks and templates incorporating the full life cycle of business analysis practices, rules and requirements for waterfall, iterative, COTS and planned maintenance projects. This office also provides robust requirements training and target information sharing exchanges for the requirements user community.

Requirements Support Office
  1. The Requirements Support Office provides coaches and requirements project managers to business systems projects on the application and tailoring of the standards and practices. The office also manages the standard requirements engineering tool suite and provides customized tools training and support to projects using the tools. The office provides varied levels of service depending on the needs of the projects and the level of rigor and requirements support required.

Investment & Portfolio Control & Oversight

  1. Investment & Portfolio Control & Oversight (IPCO) 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 IPCO Division implements and manages the various levels and venues of governance, as well as gathers, assesses and analyzes performance metrics. In addition, IPCO 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 the Treasury on many aspects of the IT portfolio.

  2. IPCO has four subordinate offices:

    • Portfolio Management & Oversight Office

    • Investment & Portfolio Governance Office

    • Investment Management Control Office

    • Investment & Portfolio Evaluation Office

Portfolio Management & Oversight Office
  1. The Portfolio Management & Oversight (PMO) Office enables more efficient and effective portfolio and program management reporting and decision making across the IRS through the design, development, implementation and administration of a web-based (IRS intranet) standard portfolio management tool, providing cost savings as an internal service provider. Additionally, PMO provides expertise, methods, practices and processes for meeting internal and external performance reporting requirements for IT, which includes the development and submission of deliverables to the CIO, the CFO, the DCOS, Department of the Treasury, OMB, Congress and the IRS Oversight Board. Below are significant work products produced by the PMO:

    • Administer Oracle Portfolio Management tool (formerly ProSight) including the development and maintenance of custom portfolio applications and reports

    • Dashboards - IT Internal/External Metrics Dashboards, and S&P Dashboard

    • Consultation with ACIO performance teams on measures development and adjustment

    • Quarterly IT Business Performance Review (BPR) development and submission of IRS Oversight Board measures

    • Quarterly Omnibus IT Investment Reporting support

    • IT Annual Management Discussion and Analysis (IRS end-of-year reporting)

Investment & Portfolio Governance Office
  1. Investment and Portfolio Governance Office (IPGO) designs, develops and maintains the governance framework, policy and preferred practices that supports the achievement of the IRS mission and strategic goals through the establishment of governance capabilities. This structure will be the basis for a working relationship between investments, programs and projects and their respective decision-making Executive boards and committees. This office provides direct support to key enterprise-level IT governance boards as well as coaching to other organizations with IT governance boards. IPGO serves as the process owner for the enterprise IT governance process and collaborates with the organizations owning related governance and other processes to ensure seamless oversight of IRS’s IT Portfolio. The services provided by the IPGO:

    • Maintains and enhances the Enterprise Information Technology Governance process, standards, guidance and training

    • Maintains a website and repository to house resources and documentation for the Domain-based Executive Steering Committees (ESCs)

    • Maintains the IT Governance Register (ESC demographic data)

    • Maintains governance board charters and membership lists

    • Provides direct technical support to the enterprise-level governance boards as directed by the ACIO S&P

    • Provides coaching to governance boards not under direct support

Investment Management Control Office
  1. The purpose of the Investment Management Control (IMC) Office is to provide continuous monitoring of IT projects, investments or useful components/modules through the development or acquisition lifecycle to ensure that projects and systems are performing as expected. The Control Phase is characterized by decisions to continue, change or terminate an investment or useful component/module or to make future funding releases conditional on corrective actions. This phase is supported and coordinated by the IPM Investment Management Control (IMC), which provides information and analysis to the ESCs and other governing bodies to assist in monitoring portfolio and investment performance. The information generated through tracking of project and portfolio performance also informs the Evaluate, Pre-Select and Select phases to help in the analysis and decisions on project re-selection. Using the results of these analyses, IRS executives decide whether to continue, change or terminate an investment or to make future funding releases conditional on corrective actions. IMC supports and coordinates with a variety of other stakeholders to implement the Control phase and monitor and track the progress and performance of the IT investments. Stakeholders include IRS project managers, PMO, Business Systems Planning (BSP) offices of the business and functional operating divisions, Security and Privacy and Infrastructure. IMC provides the following services:

    • Provides cost/schedule baseline and performance measures for IT investments

    • Monthly variance reporting and subsequent meetings to brief Department of the Treasury

    • IT investment team training on the SharePoint Investment Knowledge Exchange (SPIKE) tool

    • Analytical support to the IT FMS and CFO organizations ensuring sound IT budget data

    • Department of the Treasury data calls focusing on the IRS IT portfolio

    • Investment/portfolio analysis for IRS leadership

    • Audit support on topics involving Control activities

Investment & Portfolio Evaluation Office
  1. The mission of the Investment and Portfolio Evaluation (IPE) Office is to equip IRS decision makers with information products and capabilities (enterprise policy and standards, measures, process analysis, reviews and reporting) that enable them to achieve desired portfolio, program and project outcomes related to the evaluation process of capital planning. The IPE office also provides guidance, process and tool support for the capture and disposition of Lessons Learned to assist programs in following repeatable best practices:

    • Enhance the Capital Planning and Investment Control (CPIC) evaluation process through Lessons Learned and in compliance with the OMB guidance

    • Execute Post-Implementation Reviews (PIRs) on major IT projects semi-annually and report results to executive leadership and the Department of the Department of the Treasury

    • Execute Operational Analysis (OA) on major IT investments annually and report results to executive leadership and the Department of the Department of the Treasury

    • Maintain the IT Lessons Learned Library

    • Maintain the IPE Evaluation SharePoint site

Strategic Supplier Management

  1. Strategic Supplier Management (SSM) supports IRS IT by:

    • Strategically managing key IT acquisitions and vendors maximizing the IRS' investment in related commodities

    • Coordinating across IT to integrate acquisition improvement initiatives

    • Managing integrated spend analytics tools and reports to improve acquisition-related processes, supplier management and contract management/administration activities

    • Serving as IT liaison for Lean Six Sigma (LSS) process improvements

    • Managing Rent Reduction, Shared Workstations, Unassigned Workspace/Hoteling, Critical Hiring and Workspace Standards projects/activities impacting IT employees

  2. SSM has three subordinate branches:

    • Strategic Management Support Branch

    • Program Management Branch

    • Space Continuity and Contingency Planning Branch

Strategic Management Support Branch
  1. The Strategic Management Support (SMS) Branch provides leadership and direction for high-impact acquisitions, vendor engagements and contract management initiatives across all IT functional areas/disciplines. Responsibilities include:

    • Overseeing and managing of the Software Assessment Management (SAM) activities for the IT organization

    • Improving effectiveness by: minimizing risk to IT service delivery; improving vendor performance; leveraging competition and synchronizing needs and vendor capabilities

    • Collaborating with the Office of Procurement and vendor/supplier community to develop high-value, enterprise-wide, IT business agreements that effectively execute statutory authority (e.g., improve service levels and reduce costs)

    • Reviewing IT requisitions greater than $5M annual contract value to identify potential cost-containment, gain efficiencies or improvements in the execution of the requisition reviews/approvals

    • Serving as the IT lead for the design, implementation and enhancement of integrated spend analytics systems, supplier management and contract management/administration activities

    • Conducting sophisticated, multi-year analyses to identify specific opportunities for cost containment, efficiency gains, re-purposing of funds and contract management improvements, maximize the value of obligated contract funds and minimize risk of expiring funds/Aged Unliquidated Obligations (AUO)

Program Management Branch
  1. The Program Management (PM) Branch serves as IT’s central POC for all matters related to acquisitions. It is the primary liaison across IT to integrate acquisition improvement initiatives into IT financial management processes; conducts targeted reviews of key commodities, contracts and supplier trends. Responsibilities include:

    • Providing centralized management and contract administration support for high-impact, enterprise-wide software, hardware, and vendor labor support contracts/delivery orders for pre-award and post-award activities

    • Serving as liaison to the Office of Procurement to facilitate meeting Acquisition Planning dates and finding solutions for cross-functional challenges

    • Serving as liaison across IT to collaborate with Acquisition Program Managers (APMs) on all matters related to procurement (e.g., Receipt and Acceptance, Contractor Performance Assessment Reports System (CPARS), AUOs and providing quarterly updates to the Procurement Spend Plan (PSP)

    • Serving as liaison to IT FMS and ACIO program areas to execute acquisition-related financial management processes and management controls to: document, capture, realign and monitor current year contract savings and modify the IT Core Services Budget to realize identified out-year savings/initiative results

Space Continuity and Contingency Planning Branch
  1. The Space Continuity and Contingency Branch coordinates Rent Reduction, Shared Workstations, Unassigned Workspace/Hoteling, Critical Hiring and Workspace Standards projects/activities impacting IT employees. In coordination with Facilities Management & Security Services (FMSS), prepares the IT organization for potential unforeseen events, such as man-made and natural disasters, or other emergencies. Develops the IT Contingency Plans (Filing and Non-Filing) for a potential government shutdown due to a lapse of appropriations. Responsibilities include:

  2. Space:

    • Graphics Database Interface (GDI) Hoteling/Reservations

    • Frequent Telework and Home as Post of Duty (POD) Furniture Policy

    • Workspace Assignments for Employee Moves and New Hires

    • Form 14703 - Employee Request for POD Change Manager’s Checklist

  3. Continuity:

    • IT Continuity Plan

    • IT Continuity Program Manager’s Toolkit

    • Shelter-in-Place (Occupant Emergency Plan Guidance)

    • Emergency Telework Guidance (2016 NA, Article 50, Section 7)

  4. Contingency:

    • IT Contingency Program Managers Toolkit

    • IT Contingency Plan Shutdown Guide (Filing Season; Non-Filing Season)