Last year a new Non-IT Program was required to develop its first OMB 300. If needed, the CPIC Administrator will set up collaborative sessions with the DHS Subject Matter Experts (SME) and IPT to resolve specific or systemic issues/questions identified by the SME.Ĭooperation: At TSA, PMs and the CPIC Administrator continuously work to foster a Cooperative environment. Often the CPIC Administrator attends and tries to provide guidance to address issues that have been identified. The PM and IPT meet weekly to discuss the ongoing development of business. This helps to divide up the development business to several individuals and ensure stakeholder voices are heard early and often. At TSA to assist in alleviating the burden on the PM, we recommend the PM form and continuously use an IPT to develop and maintain the OMB 300, and its key supporting artifacts. This enables the CPIC Administrator to quickly pass along focused information, but also provides the Program Manager (PM) a place to return for information/guidance.Ĭollaboration: TSA’s Collaborative relationship revolves around several key individuals, namely the CPIC Administrator, PM and the Integrated Product Team (IPT). The relevant guidance is then communicated two ways – via email and then posted on the CPIC iShare page in the form of an announcement. By maintaining continuous communication with DHS, the CPIC Administrator is able to keep a pulse on current events, and communicate relevant information the Program Managers will need. At this meeting guidance from the Office of Management and Budget (OMB) and DHS regarding the CPIC process is disseminated. They attend the bi-weekly CPIC Administrator Group (CAG) meeting and are kept abreast of the latest developments in CPIC. Here are the “Three C’s” TSA follows to make it work:Ĭommunication: The CPIC Administrator (Team) is the primary interface with the Department of Homeland Security (DHS). There are plenty of reasons to establish a strong CPIC process. Enables the appropriate governing body to make sound investment decisions based on the results of clear, comprehensive analysis and factual evidence.Provides investment oversight by emphasizing reporting on variances from approved milestones and issues requiring executive decisions.Provides a simple and flexible but also efficient and effective process.Allows agencies to better govern and manage their portfolios, increasing return on investment (ROI).Enables all parties associated with an investment to have defined roles and responsibilities.We’ll look at each of the three C’s in turn, but first, a quick reminder on why the CPIC investment management process is important, and as we reported in another recent post, is so much more than a “paper tiger” reporting requirement. Specifically, I’ve found that the success of TSA with its CPIC scores can be traced back to the “Three C’s” of Communication, Collaboration and Cooperation and having a “Strong” CPIC Administrator (Team) governing the CPIC Process. For example, in the past two years, I’ve seen TSA achieve an all “Green” rating on its entire OMB 300 Portfolio by bringing these skills to bear. This can often mean the difference between a lower or a higher rating (e.g., “green” score). But how is this accomplished?īased on my experience supporting teams through many Capital Planning and Investment Control (CPIC) cycles, I’ve seen business cases become compliant and coherent when the team applies so-called “soft” skills to execute applicable governance processes in a repeatable, systematic way. One way to show soundness is to demonstrate the business cases are compliant and coherent. W ith budgets and resources stretched more than ever, portfolios are under fire to demonstrate the value of their investments through sound business cases.
0 Comments
Leave a Reply. |
AuthorWrite something about yourself. No need to be fancy, just an overview. ArchivesCategories |