1.1.12 Chief Technology Officer

Manual Transmittal

March 12, 2015

Purpose

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

Material Changes

(1) This IRM has been updated to reflect the missions and responsibilities of the Information Technology (IT) organization. The IT 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 IT 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IRM 1.1.12, dated July 11, 2012, is superseded.

Audience

All Operating Divisions and Functions.

Effective Date

(03-12-2015)

Terence V. Milholland
Chief Technology 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 Technology Officer (CIO). The CTO reports to the Deputy Commissioner for Operations Support of the Internal Revenue Service (IRS).

  3. IT has two Deputy Chief Information Officers

    • Deputy CIO for Operations

    • Deputy CIO for Strategy/Modernization

  4. The Deputy CIO for Operations has one subordinate office

    • Filing Season Integration Services
      The mission of Filing Season Integration Services (FSIS) is to integrate and oversee the planning, executing, reporting, and analysis that comprises the filing season cycle, while also directing an end-to-end process, ensuring filing season readiness for all systems, and collaborating with key internal and external stakeholders. Filing Season Integration Services will enhance integration between the Information Technology critical activities and enhance the filing season experience for our stakeholders and partners.

  5. IT has nine subordinate offices:

    • Office of Management Services

    • Associate Chief Information Officer for Affordable Care Act-PMO

    • Associate Chief Information Officer for Enterprise IT Program Management Office

    • Associate Chief Information Officer for Cybersecurity

    • Associate Chief Information Officer for Applications Development

    • Associate Chief Information Officer for Enterprise Services

    • Associate Chief Information Officer for User and Network Services

    • Associate Chief Information Officer for Enterprise Operations

    • Associate Chief Information Officer for Strategy & Planning

Office of Management Services

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

  2. Management Services has five subordinate offices:

    • IT Human Capital Management Branch

    • Embedded Learning & Education Branch

    • Administrative Management Office

    • Succession Management and Strategy Branch

    • IT Hiring Branch

IT Human Capital Management Branch

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

Embedded Learning & Education Branch

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

Administrative Management Office

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

Succession Management and Strategy Branch

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

IT Hiring Branch

  1. The mission of the IT Hiring Branch is to plan and manage hiring programs in support of the Information Technology (IT) organization.

Associate Chief Information Officer for Affordable Care Act-PMO

  1. The Affordable Care Act Program Management Office (ACA PMO)is to support the administration of the Tax Provision of the Affordable Care Act through collaboration with government agencies and other stakeholders. The office seeks to:

    • Ensure stakeholders are aware of and understand their ACA tax benefits and responsibilities;

    • Support new and existing partners to enable the operations of ACA;

    • Support high levels of voluntary compliance while protecting the tax systems from fraud and other non-compliance;

    • Ensure efficient incorporation of ACA into tax administration

  2. ACA has five subordinate offices:

    • Healthcare Legislative Analysis & Implementation

    • Program Strategy & Integration

    • Core Applications Systems

    • Infrastructure Compliance

    • Implementation & Testing

Healthcare Legislative Analysis & Implementation

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

Program Strategy & Integration

  1. The Program Strategy and Integration office is responsible for driving the success of the IRS IT ACA PMO by promoting effective integration decision making and controls.

Core Applications Systems

  1. The mission of Infrastructure Compliance is to design, development, implement, and support new applications necessary to ensure compliance and prevent fraud under the provisions of the Affordable Care Act. For requirements supported by changes to existing systems, the organization is responsible for delivery oversight and coordination. It includes four major organizations: Strategy & Business Planning, ACA Coverage Data Repository, Information Applications, ACA Information Returns and Release Level Technical Support.

Infrastructure Compliance

  1. The mission of Infrastructure Compliance is to design, development, implement, and support new applications necessary to ensure compliance and prevent fraud under the provisions of the Affordable Care Act. For requirements supported by changes to existing systems, the organization is responsible for delivery oversight and coordination. It includes four major organizations: Strategy & Business Planning, ACA Coverage Data Repository, Information Applications, ACA Information Returns and Release Level Technical Support.

Implementation & Testing

  1. Implementation & Testing is to collaborate with Business and Information Technology partners to validate the design, development, integration and implementation of applications to ensure compliance under the provisions of the Affordable Care Act. The organization is responsible for ensuring comprehensive test plans and test documentation are developed and for coordinating, planning and executing Functional, Release Level and Interagency tests. Implementation and Testing also coordinates Performance Testing, Security Testing and Accessibility Testing.

Associate Chief Information Officer for Enterprise IT Program Management Office (EIT PMO)

  1. The mission of the EIT PMO is to serve as the IRS' systems integrator using a methodical approach in managing the execution of programs based on the Enterprise Lifecycle, ensuring coordination across IT delivery partners and business stakeholders for successful project delivery into production. EIT PMO will have an emphasis on major Business Systems Modernization programs such as CADE2 Transition State 1 (TS-1), CADE2 Transition State 2 (TS-2), Electronic Filing / Modernized e-File, Electronic Fraud Detection System, Return Review Program and Foreign Account Tax Compliance Act as well as enterprise solutions for such services as case management and infrastructure currency.

  2. EIT PMO has seven subordinate offices:

    • Business Operations

    • Enterprise Program Control

    • CADE2 Transition State 1

    • CADE 2Transition State 2

    • Revenue Integrity & Compliance

    • Electronic Filing

    • FATCA Program Management Office

Business Operations

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

Enterprise Program Control

  1. The Enterprise Program Controls (EPC) Office will lead the EIT PMO in Information Technology Enterprise-wide program management functions, and will assist the Applications Development (AD) organization in cross domain support for a variety of project management disciplines. The EPC office is comprised of three sections: Health Assessments, Configuration Management and Program Budget-Contract Management.

CADE2 Transition State 1

  1. The mission of the CADE2 Transition State 1 (TS1) is to provide state-of-the-art individual taxpayer account processing and data-centric technologies to improve service to taxpayers and enhance IRS tax administration. The CADE 2 TS1 Office facilitates and provides oversight in the establishment of the CADE 2 database that will house data on individual taxpayers and their accounts; coordinates and directs integration activities across supplier organizations to ensure projects and underlying infrastructure are delivered on schedule and within budget and ensures that all component projects and affected applications or systems operate interdependently at deployment through assuring interfaces and impacts are clearly identified, engineered and implemented.

CADE2 Transition State 2

  1. The mission of the CADE2 Transition State 2 (TS2) organization is to build a state-of-the-art individual taxpayer account processing system and leverage data-centric technologies to improve service to taxpayers and enhance Internal Revenue Service (IRS) tax administration. Transition State 2 will begin reengineering of the Individual Master File (IMF) using modern programming languages, establishing CADE 2 as the authoritative data source, and implementing functionality to address the Unpaid Assessment (UA) and Financial Material Weakness (FMW) for individual taxpayer accounts. These objectives are central to delivering the business and technical improvements necessary to sustain the ongoing administration of the nation’s tax laws, while enabling future business process reengineering that will improve taxpayer services. This organization builds strong and mutually beneficial relationships with customers, delivery partners and stakeholders to ensure successful delivery and implementation of the CADE 2 solution.

Revenue Integrity & Compliance

  1. The mission of Revenue Integrity & Compliance is comprised of and has oversight of three organizational components Electronic Fraud Detection System (EFDS); Project Management Office and the Return Review Program (RRP) Program Management Office.

FATCA Program Management Office

  1. The mission of FATCA Program Management Office is to implement the technical solutions using the best practices of IRS IT to deliver world class solutions that have the appropriate governance, oversight, and support to successfully achieve the program objectives detailed in the FATCA IT Program Charter.

Associate Chief Information Officer for Cybersecurity

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

    • CSIRC management

    • FISMA compliance

    • Security policy, process guidance

    • Disaster recovery coordination

    • Security stakeholder management

    • Systems security testing, certification

    • IT security engineering

Architecture & Implementation

  1. Architecture & Implementation is responsible for security architectures, innovative security solutions through expert analysis, trusted advisory services and disciplined project management. Architecture & Implementation (A&I )provides security project management, security and privacy project governance, technical security consulting (including disaster recovery), disaster recovery 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 serves as the main IRS source for identifying, pre- venting and providing education on cyber vulnerabilities. The Technical Operations (Computer Security Incident Response Center and Enterprise Computing Center) security teams work on maintaining the security of the infrastructure and networks. The Field Security staff provides onsite support to 52 IRS post-of-duty locations for incident handling, incident investigations and security awareness training. Together, the two sides of this organization handle the people and the technology.

Security Risk Management

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

Associate Chief Information Officer for Applications Development

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

  2. The Applications Development functions are:

    • System design, development, testing, deployment and maintenance

    • Test, assurance, documentation

    • Program management

  3. Applications Development has eight subordinate offices:

    • Applications Technical & Sec Svrs

    • Quality Assurance & Continuous Improvement

    • Compliance

    • Internal Management

    • Corporate Data

    • Submission Processing

    • Data Delivery Services

    • Customer Service

Applications Technical & Sec Svrs

  1. The AD Applications Tech & Sec Svcs Branch is the lead organization for IT security enhancements and Java technologies within the Application Development environment. We will work with internal/external stakeholders to incorporate security and Java best practices; and provide guidance as subject matter experts (SME) on technical requirements. We provide strategies to migrate AD applications to component based Java applications, support the open source software (OSS) evaluation and testing, and support applications compliance with NIST, FISMA, Treasury and IRS policies, procedures and guidelines.

Quality Assurance & Continuous Improvement

  1. The mission of Quality Assurance & Continuous Improvement is to facilitate the management and continuous improvement of the AD portfolio of applications via policy, standards, training, measures, reviews and reporting so that decision-makers and staff are equipped with information and tools to deliver world-class services and products to our customers.

Compliance Domain

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

Internal Management Domain

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

    • Manage workforce time, payroll, and productivity.

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

    • Prepare financial information to support internal and external reporting.

    • Support other internal decision making.

Corporate Data Domain

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

Submission Processing Domain

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

Data Delivery Services

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

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

Associate Chief Information Officer for Enterprise Services

  1. The mission of Enterprise Services is to enable business transformation through integrated solutions, services, and standards.

  2. Enterprise Services has six subordinate offices:

    • Enterprise Architecture

    • Business Relationship and Service Delivery

    • Solution Engineering

    • Acquisition

    • Strategic Planning and Technology Direction

    • Enterprise Systems Testing

  3. The Enterprise Services functions are

    • Enterprise Architecture

    • Solutions Engineering

    • Portal Program Management

    • Customer Relationship Management

    • Service Delivery Management

    • Integrated Process Management

    :

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.

Business Relationship and Service Delivery

  1. The mission of Business Relationship and Service Delivery (BRSD) is to build on IT relationships with customers and improve the overall customer experience. BRSD ensures that IT is focused on all aspects of service delivery, including planning, implementation, quality, and integration.

Solution Engineering

  1. The mission of Solution Engineering is to manage IT engineering design and development for the IRS and supply high quality design solutions by embracing Solution Engineering 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 Enterprise Systems services.

Associate Chief Information Officer for User and Network Services

  1. The mission of the User and Network Services (UNS) organization is to provide reliable, secure and cost effective computer hardware, software, and services in support of the IRS mission and to positively satisfy business unit requirements by providing all forms of electronic communications (voice, data video, wireless) in the most efficient and effective manner and by managing the day-to-day operations of the contact center environment. UNS is responsible for managing the design and engineering of the telecommunications environment including development of long-range enterprise networks strategy and infrastructure in support of the modernization projects, and for management of telecommunications projects in support of current production environment and future business initiatives.

  2. User and Network Services:

    • Provides all user support in accordance with negotiated service level agreements

    • Provides strategic planning, direction and oversight while coordinating business needs and the technology roadmap

    • Complies with government security regulations

    • Assures IT operational issues are resolved effectively and efficiently

    • Establishes and enforces hardware and software standards

  3. End-User Equipment and Services 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 delivering end-users effective and cost efficient IT services 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 providing strategic direction, forecasting and long range planning and oversight of business needs and ensures compliance with government and security regulations and also converting business requirements into IT services.

Service Planning and Improvement

  1. Responsible for delivering effective and cost efficient IT services in accordance with negotiated Service Level Agreements (SLAs) and converting business requirements into IT services. Provide strategic direction, forecasting and long range planning and oversight of business needs and ensures compliance with government security regulations.

Contact Center Support Division

  1. Responsible for serving as the IT single point of contact for the Joint Operations Center/Business and all business divisions using contact center technology to ensure that design and schedules integrate across IT products, services, and on-going commitments. This will include modernization as well as changes to the installed base systems and services. Additionally, the division will ensure that all contact center components and the network are efficient, cost effective, secure, and highly reliable.

Enterprise Network Operations

  1. Responsible for delivering IRS end-users effective and cost efficient IT Deskside and Telecommunications services in accordance with the negotiated Master Service Level Agreement (MSLA). This is accomplished by Managing/supporting end-user equipment (PCs, Laptops and printers).

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

    • Supporting deployment of key infrastructure initiatives.

    • Establishing and communicating policies and processes to customer.

    • Supporting the accuracy of assets throughout lifecycle.

    • Conducting problem management through root cause analysis.

    • 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 serving as the point of contact for coordination of network assets and integrating new technology into the network. Engineering provides the architecture, technical direction, engineering design and standards, and planning, execution and management of network services.

Associate Chief Information Officer for Enterprise Operations

  1. The mission of Enterprise Operations 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, Enterprise Operations will:

    • Deploy and maintain an 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

    • Provide effective planning, direction and coordination of the Service's Master File operations

    • 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

    • 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 Enterprise Operations

    • Provide services to business units/divisions within established Service Level Agreements (SLAs)

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

  2. Enterprise Operations has ten subordinate offices:

    • Demand Management and Project Governance Division

    • Service Delivery Management Division

    • Security Operations & Standards Division

    • Enterprise Technology Implementation

    • Infrastructure Services Division

    • Server Support & Services Division

    • Data Management Services & Support Division

    • Mainframe Services & Support Division

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

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

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

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

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

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

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

    • Provide governance and oversight for EOps Change Management

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

    • Demand Management and Governance Branch

    • World Class COE Office

    • End-to-End (E2E) Project Office

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

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

    • Deploys an industry best-practice ITIL management framework

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

    • Expands employee training and knowledge transfer

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

    • Oversees World Class throughout the duration of each project

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

    • Responsible for diagnosing the area to target for improvement

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

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

Service Delivery Management Division

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

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

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

  2. Service Delivery Management has the following subordinate offices:

    • CADE 2 Project Office

    • ACA Healthcare Project Office

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

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

Security Operations & Management Division

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

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

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

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

    • Lead all EOps DR & Business Continuity activities

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

    • Oversee infrastructure inventory, asset management and procurement

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

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

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

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

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

    • Infrastructure Management Branch

    • Security Oversight, Audit & Remediation Office

    • Disaster Recovery & Risk Management Branch

    • Security Account Administration Branch

    • Security Operations Management Office

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

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

    • Oversight of the EOps Security Program (ESP)

    • Facilitate the EOPs Security Council

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

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

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

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

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

Enterprise Technology Implementation Division

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

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

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

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

  2. Enterprise Technology Implementation Division has three subordinate branches:

    • Portal Project Management Branch

    • Portal Operations Management Branch

    • Technology Program Management Office

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

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

    • Ensure successful delivery and implementation of the new portal

    • Migrate existing applications timely to the new portal environment

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

    • Guide technical innovation initiatives by vendors

    • Close out the existing portal contract

    • Manage projects in the new portal environment

    • Monitor technical performance of solution providers

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

    • Ensure successful operation of the current portal infrastructure

    • Ensure successful operation of transitioned new portals

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

    • Manage the contractor operating model

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

    • Facilitate service delivery assurance, including security

    • Coordinate with required operational support groups

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

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

    • Ensure complete Root Cause Analysis for portal service problems

    • Supply operational and monitoring requirements for new portals

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

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

    • Ensure cross-IT coordination of enterprise technology initiative projects

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

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

  2. The Technology Program Management Office has one branch:

    • Program Management Branch

  3. Program Management Branch

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

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

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

    • Ensure cross product dependencies and full integration

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

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

    • Perform the daily program management tasks for each product

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

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

    • Refine existing processes and facilitate developing automated processes

    • Provide guidance and leadership in the area of standardization

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

    • Provide triage and incident management support

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

Infrastructure Services Division

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

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

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

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

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

  2. The Infrastructure Services Division has three subordinate branches:

    • Directory Services Branch

    • Enterprise Messaging & Middleware Branch

    • Enterprise System Management Branch

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

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

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

Server Support & Services Division

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

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

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

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

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

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

    • Server Test Administration Branch

    • Server Support Services Branch

    • Server Operating Systems Support Branch

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

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

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

Data Management Services & Support Division

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

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

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

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

    • Mainframe Database Management Branch

    • Data Storage Branch

    • Server Database Management Branch

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

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

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

Mainframe Services & Support Division

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

    • Plan, build, test, and deploy mainframe technologies

    • Provide Level 3 support for mainframe incidents

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

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

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

    • IBM Support Services

    • IBM Z/OS Support Services

    • Unisys Support Services

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

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

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

    • Ensure IBM mainframe computer resources have adequate capacity

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

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

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

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

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

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

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

    • Ensure Unisys mainframe computer resources have adequate capacity

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

ECC Operations Division

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

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

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

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

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

  2. The Operations Division has six subordinate branches:

    • Mainframe Operations Branch

    • Unix Server Systems Branch

    • Wintel Server Systems Branch

    • Operations Scheduling Branch

    • Enterprise Configuration Management & Processing Validation Branch

    • Systems Integration Coordination Branch

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

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

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

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

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

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

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

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

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

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

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

IT Operations Command Center Division

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

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

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

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

  2. The IT Command Center has three subordinate branches:

    • Problem Management Branch

    • Server Operations Command Center Branch

    • Incident Management Branch

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

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

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

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

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

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

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

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

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

    • Classifying and providing initial support of incidents

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

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

Associate Chief Information Officer for Strategy and Planning

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

  2. Strategy and Planning as four subordinate offices:

    • Financial Management Services

    • Business Planning & Risk Management

    • Investment & Portfolio Management & Oversight

    • Vendor & Contract Management

Financial Management Services

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

Business Planning & Risk Management

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

Investment & Portfolio Management & Oversight

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

Vendor/Contract Management

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

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

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

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