by clicking on the page. A slider will appear, allowing you to adjust your zoom level. Return to the original size by clicking on the page again.
the page around when zoomed in by dragging it.
the zoom using the slider on the top right.
by clicking on the zoomed-in page.
by entering text in the search field and click on "In This Issue" or "All Issues" to search the current issue or the archive of back issues respectively.
by clicking on thumbnails to select pages, and then press the print button.
this publication and page.
displays a table of sections with thumbnails and descriptions.
displays thumbnails of every page in the issue. Click on a page to jump.
allows you to browse through every available issue.
FCW : January and February 2017
op and implement sophisticated IT systems. Government leaders must recog- nize that a program management office is much more than just the program manager or the contract officer. Instead, it requires a broad and diverse set of skills. The next administration must drive a change in cul- ture in which agencies are expected to establish proj- ect and program manage- ment disciplines, develop their employees’ skills in needed disciplines and get proper help when they have troubled programs, among other things. 3. Continue and enhance the focus on cybersecu- rity. The Office of Person- nel Management’s data breach was a wake-up call that resulted in the govern- mentwide cybersecurity sprint and the establish- ment of the Cybersecurity National Action Plan. Those are positive devel- opments, but we still have a long way to go to properly secure the sensitive data our government holds, particu- larly data related to citizens and gov- ernment employees. Multifactor authentication that ensures we know who is accessing data and encryption that protects sen- sitive data stores are now standard off-the-shelf technologies, yet many agencies still struggle to put basic protections and monitoring in place. Although the Continuous Diagnostics and Mitigation program is good for agencies, it has taken years to make even the most basic inventory and prevention services available. We are moving much too slowly to address the ever-evolving threat. OMB should work with agencies to ensure that those three initia- tives work synergistically to support improving federal IT. As an example, OMB could demand that agencies inventory and develop a consolida- tion plan for human resources systems over a two-year period that: • Eliminates duplication of standard HR systems. • Capitalizes on existing software-as- a-service-based HR offerings, possibly in an existing shared-services model. • Deploys commercial cloud offerings that comply with the Federal Risk and Authorization Management Program. By starting with consolidation of IT infrastructure and standard back- office systems (such as HR), agencies can more rapidly generate savings they can then plow back into con- solidation and modernization efforts for mission systems. Further, I believe that for most agencies, moving to modern cloud- based infrastructure is more secure than the legacy data centers many agencies continue to operate. It does not matter where the servers live; the access controls and monitoring used in the operation of those services are more important. Having worked in federal IT at two agencies, I recognize that there will be significant resistance to the approach outlined above, both within agencies and from the ven- dor community. Agency users will say they risk losing functionality that is unique to supporting their particular bureau or depart- ment. In the short run, they are correct, but if we are ever to break out of the sta- tus quo, organizations must recognize that moving to consolidated, modern plat- forms will ultimately bring them additional capabilities at a lower price. It will take a few years, but with solid program and acquisition management of standard back-office systems, benefits can certainly be realized in the first term of a Trump administration. In the vendor community, compa- nies that support legacy systems that are likely to be eliminated will fight such change. That is understandable and expected, but agency leaders should be steadfast in their focus on improving program management and acquisition management capabilities so they can run modernization pro- grams and related procurements that are fair and defendable, and so they can rapidly consolidate and eliminate systems. Only through this approach do agencies have a chance to eliminate the albatross of legacy systems that consume ever more of their resources to operate and maintain. n January/February 2017 FCW.COM 31 The challenge has not been the technology but the leadership (and authority) to break down barriers to consolidate and eliminate systems. 0217fcw_030-031.indd 31 1/24/17 9:47 AM
November and December 2016