ADVISORY SERVICES

Client and Project

The Department of Homeland Security (DHS) Enterprise Business Management Office (EBMO) provides the business and governance support needed for successful IT execution within the agency. BRMi led the EBMO in implementing Federal Information Technology Acquisition Reform Act (FITARA) compliance strategies.

Significance

The FITARA was the first comprehensive law in over a decade addressing federal IT reform. The purpose of FITARA is to enhance the authority and accountability of agency chief information officers (CIOs), increase transparency and improve risk management in IT investments, guide the Federal Data Center Consolidation, expand the training and use of IT cadres, maximize the benefits of the Federal Strategic Sourcing Initiative, and implement the government-wide software purchasing program. EBMO needed a strategy to implement FITARA’s 17 baseline requirements to comply with the legislation while respecting the diverse set of interests and sensitivities of the agency’s lines of business.

BRMi’s Impact

BRMi worked with the DHS from the onset to develop a strategy for executing the 17 baseline requirements across all component agencies. We conducted a departmental self-assessment, developed action items to address gaps, and prepared policies and procedures to help DHS become fully compliant with the legislation. BRMi coordinated working groups and conducted “road shows” to increase awareness of FITARA and bring DHS chief executive officers together to achieve FITARA objectives. BRMi navigated many interests and political sensitivities to successfully bring these working groups together to enhance the CIO’s role within DHS. As a result, DHS leadership is actively engaged in the planning, programming, budgeting and execution processes, acquisition plan reviews and has incorporated FITARA requirements into Senior Executive Service (SES) performance plans. DHS has seen an increase in overall compliance and execution of the 17 baseline requirements due to these actions.

Client and Project

The Department of Homeland Security’s (DHS) Identity, Credential, and Access Management (ICAM) Program Management Office (PMO) provides the public safety community with leadership, education, and guidance on securing communication systems, radio sites, public safety facilities, credentials, and access controls. They needed the ability to track progress in implementing personal identity verification (PIV) controls to make informed decisions related to protecting public safety personnel and the public.

Significance

Controlling access to places, systems, and other public safety resources is critical to ensuring public safety by limiting unauthorized access or misuse of critical assets.

BRMi’s Impact

BRMi provided program management oversight assistance and developed artifacts to support program execution for the agency’s many stakeholders. We developed and implemented an agency and enterprise-wide communication strategy and plan, including supporting templates and artifacts. This plan has been vital in promoting program achievements and, more importantly, keeping key stakeholders apprised of important project updates and ongoing activities of project updates. We enhanced the ability to track implementation progress, ensuring that project and program annual performance goals were met. BRMi developed SharePoint sites and reporting processes which greatly improved the efficiency of the ICAM PMO.

Client and Project

The Transportation Security Administration’s (TSA) legacy applications of the Air Cargo Management Systems (ACMS) operate in silos, are costly, and have disparate data and functional redundancies. BRMi supports modernization toward cloud technology and agile development through the Program Management Office.

Significance

Modernizing via agile development and consolidating systems’ capabilities via cloud service technology provides many benefits, such as a single interface for certification (screeners, facilities, air carriers, indirect air carriers, and known shippers) and data sharing. Security posture improvements, data cleanup, enhanced technological compatibility, and faster and more polished delivery of policy changes results in cost and manpower savings.

BRMi’s Impact

BRMi provides program-level deliverables (e.g., system roadmaps), facilitation (e.g., integrated project team meetings), and research and communications (e.g., user/stakeholder surveys). As it is necessary to implement TSA-specific release-management protocol and to respond to resource scarcity for external processes, we have introduced Agile-based practices selectively via language, processes, and facilitation of technology; or, meeting each team where they are.

BRMi replaced the top-down organizational structure with a more collaborative, cross-functional approach. Even when resources have hindered efforts, higher agility has kept integrated project teams communicating, frequently and efficiently, and allowed fluid course-correction responses. Because backlog items are groomed and meticulously organized, the development team can accomplish prioritized items, quickly modifying scope. Higher agility has helped to realize concurrent and follow-on goals, such as engagement with external agencies.