Part 2. Information Technology

Chapter 126. Transition Management

Section 1. Enterprise Organizational Readiness Policy

2.126.1 Enterprise Organizational Readiness Policy

Manual Transmittal

November 20, 2019

Purpose

(1) This transmits revised IRM 2.126.1 Enterprise Organizational Readiness, Enterprise Organizational Readiness Policy.

Material Changes

(1) Changes are as follows:

  • Chapter title and section title changed from Transition Management to Enterprise Organizational Readiness (EOR) to be more reflective of all phases of the Enterprise Life Cycle, not just Transition Management.

  • Edits have been made throughout this document to reflect the name change.

  • Integrated standardized processes and procedures for pre-deployment, deployment, and post-deployment organizational readiness activities

  • Replaced Transition Management Guide with EOR Guide

  • Replaced Transition Management Plan with the EOR Workbook

  • Streamlined the review and approval process

Effect on Other Documents

Supersedes IRM 2.126.1, Transition Management Directive dated July 20, 2015. And, incorporates interim guidance memorandum, IT-02-0219-0001.

Audience


The provisions in this manual apply to all IRS organizations.

Effective Date

(11-20-2019)


Chief Information Officer

2.126.1.1 (11-20-2019)

Program Scope and Objectives

  1. This document describes the formal Information Technology (IT) policy for implementing the requirements of the Enterprise Organizational Readiness (EOR) Process. It provides the purpose, scope, authority, and mandates for institutionalizing this process.

2.126.1.1.1 (11-20-2019)

Background

  1. The EOR Office is the IRS Enterprise Life Cycle (ELC) Process owner for all EOR activities, and provides guidance, tools, training, and other support. The EOR Office promotes the use of the EOR Guide in leading activities and adhering to best practices which position Programs/Projects for success throughout the entire life cycle.

  2. The EOR Office works closely with Program/Project Managers and stakeholders to ensure all are ready to perform their pre-deployment, deployment and post-deployment roles and responsibilities for delivery, ownership, use, operations, and maintenance. Stakeholders are provided tools and templates that can be scaled and customized to drive the identification and resolution of gaps.

2.126.1.1.1.1 (11-20-2019)
Purpose

  1. The purpose of the EOR Office is to ensure the EOR Process is incorporated into the ELC Process. The EOR Office provides:

    • Guidance on how to use the EOR Process throughout the ELC

    • Information regarding the expansion of the role of EOR

2.126.1.1.1.2 (07-01-2019)
Scope

  1. IRS Enterprise-wide

2.126.1.1.2 (11-20-2019)

Authority

  1. The EOR Office is responsible for the development, implementation, and maintenance of this policy. Approval of this policy, including updates, rests with the EOR Office. All proposed changes to this directive must be submitted to the EOR Office.

2.126.1.1.3 (11-20-2019)

Mandate

  1. The EOR Office assists stakeholders in successfully managing change and achieving desired outcomes. The EOR Process can be tailored to meet the specific needs of a Program/Project to bring together enterprise-level stakeholders from Functional Operating Divisions (FODs), Business Operating Divisions (BODs), and the IT Division. The process consists of four phases: 1) Engage, 2) Organizational Alignment, 3) Gap Identification and Closure, and 4) Continual Service Improvement.

  2. EOR Process inputs are used as triggers to initiate the process and to produce the desired outputs. Users, stakeholders or other processes provide inputs. The Request for EOR Service and Memorandum of Understanding (MOU) are the two inputs for this process:

    • Request for EOR Service: A form used to request EOR service which contains initial information about the Program/Project including POCs and proposed milestone exit dates. Additional information is solicited to assess EOR applicability. Moreover, the EOR service request form contains questions about which ELC Path will be followed (ex: Waterfall, Agile, Iterative, etc.), staffing, training, documentation and business process to determine EOR impacts throughout the entire lifecycle.

    • Memorandum of Understanding: The MOU is the agreement between the Program/Project and EOR Office identifying the level of service to be provided. Once an EOR Coach is assigned, a MOU will be initiated by the Program/Project Office documenting the roles of the Program/Project Office and the EOR Office based upon the level of service.

  3. Each of the four phases of the EOR Process contain activities that must be performed within the phase. The EOR Phases are defined as follows:

    • Engage is the initial phase with the objective of preparing and planning for the changes, and determining EOR service level support.

    • Organizational Alignment is the phase which ensures all stakeholders and their respective organizations are engaged and validated for participating in the EOR Process. Analyzing the current and future state is a primary activity to ensure EOR activities address readiness. An initial approach on how EOR activities will be executed is presented during an EOR Kickoff meeting.

    • Gap Identification and Closure is the phase comprised of activities to assess readiness for pre-deployment, deployment, and post-deployment within four readiness categories: People, Process, Technology, and Financial.

    • Continual Service Improvement is the phase which focuses on identifying EOR Process strengths and areas that need improvement to drive more efficient future outcomes for readiness.

  4. The following are outputs and artifacts of the EOR Phases, and the associated activities:

    • EOR Workbook: The EOR Workbook summarizes and documents the EOR activities executed during the Engage, Organizational Alignment, Gap Identification and Closure, and Continual Service Improvement Phases. The EOR Workbook is a required ELC deliverable.

    • Gap Log: The EOR Gap Log is the authoritative document for recording all gaps and reflects the progress in closing or mitigating these gaps. Gaps identified at any point during the Program/Project life cycle are documented within the Gap Log, which is a key artifact of the EOR Workbook. Throughout the execution of EOR activities, the Program/Project team has the responsibility to identify an owner for each gap. The Gap Log is part of the EOR Workbook document but can be used independently and separately.

    • Lessons Learned: The EOR Lessons Learned documentation is essential, as it provides insight on the positive and/or negative experiences ascertained from the execution of EOR activities. The EOR Team facilitates a discussion with stakeholders on what went well, what did not go well, and possible improvements to the EOR Process.