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Information Technology Management Reform Act of 1996: Difference between revisions

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Information Technology Management Reform Act of 1996 (view source)

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The Act directed the development and maintenance of Information Technology Architectures (ITAs) by federal agencies to maximize the benefits of information technology (IT) within the Government.  In subsequent guidance on implementing the  Act, the [[Office of Management and Budget]] stipulated that agency ITA's "...should be consistent with Federal, agency, and bureau information architectures.."<ref name="OMB9702-9716">OMB Guidance Memos on implementation of Clinger-Cohen (1997). [https://obamawhitehouse.archives.gov/omb/memoranda_m97-02/ M–97–02, "Funding Information Systems Investments" M–97–16, "Information Technology Architecture"], [https://obamawhitehouse.archives.gov/omb/memoranda_m97-16/]</ref> In keeping with this mandate, in 1999 the [[US Federal CIO Council]] initiated the [[Federal Enterprise Architecture]], essentially a federal-wide ITA that would "... develop, maintain, and facilitate the implementation of the top-level enterprise architecture for the Federal Enterprise."  <ref name="CIOC99">The Chief Information Officers Council (1999). [https://obamawhitehouse.archives.gov/sites/default/files/omb/assets/egov_docs/fea_v2.pdf Federal Enterprise Architecture Framework Version 2]. January 2013.</ref>
The Act directed the development and maintenance of Information Technology Architectures (ITAs) by federal agencies to maximize the benefits of information technology (IT) within the Government.  In subsequent guidance on implementing the  Act, the [[Office of Management and Budget]] stipulated that agency ITA's "...should be consistent with Federal, agency, and bureau information architectures.."<ref name="OMB9702-9716">OMB Guidance Memos on implementation of Clinger-Cohen (1997). [https://obamawhitehouse.archives.gov/omb/memoranda_m97-02/ M–97–02, "Funding Information Systems Investments" M–97–16, "Information Technology Architecture"], [https://obamawhitehouse.archives.gov/omb/memoranda_m97-16/]</ref> In keeping with this mandate, in 1999 the [[US Federal CIO Council]] initiated the [[Federal Enterprise Architecture]], essentially a federal-wide ITA that would "... develop, maintain, and facilitate the implementation of the top-level enterprise architecture for the Federal Enterprise."  <ref name="CIOC99">The Chief Information Officers Council (1999). [https://obamawhitehouse.archives.gov/sites/default/files/omb/assets/egov_docs/fea_v2.pdf Federal Enterprise Architecture Framework Version 2]. January 2013.</ref>


== Overview ==
== Background ==
In February 1996, Congress enacted the Clinger–Cohen Act to reform and improve the way Federal agencies acquire and manage IT resources.<ref name=NASA00>[http://oig.nasa.gov/audits/reports/FY00/pdfs/ig-00-038.pdf NASA’S ORGANIZATIONAL STRUCTURE FOR IMPLEMENTING THE CLINGER-COHEN ACT] AUDIT REPORT, July 17, 2000.</ref> Central to implementing these reforms is the need to establish effective IT leadership within each agency. The law requires each agency head to establish clear accountability for IT management activities by appointing an agency [[chief information officer]] (CIO) with the visibility and management responsibilities necessary to carry out the specific provisions of the Act. The CIO plays a critical leadership role in driving reforms to:<ref name=NASA00/>  
In February 1996, Congress enacted the Clinger–Cohen Act to reform and improve the way Federal agencies acquire and manage IT resources.<ref name=NASA00>[http://oig.nasa.gov/audits/reports/FY00/pdfs/ig-00-038.pdf NASA’S ORGANIZATIONAL STRUCTURE FOR IMPLEMENTING THE CLINGER-COHEN ACT] AUDIT REPORT, July 17, 2000.</ref> Central to implementing these reforms is the need to establish effective IT leadership within each agency. The law requires each agency head to establish clear accountability for IT management activities by appointing an agency [[chief information officer]] (CIO) with the visibility and management responsibilities necessary to carry out the specific provisions of the Act. The CIO plays a critical leadership role in driving reforms to:<ref name=NASA00/>  
* help control system development risks;
* help control system development risks;
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* to evaluate the information resources management practices of the executive agencies with respect to the performance and results of the investments made by the executive agencies in information technology.
* to evaluate the information resources management practices of the executive agencies with respect to the performance and results of the investments made by the executive agencies in information technology.
* to issue the head of each executive agency to:
* to issue the head of each executive agency to:
**  establish effective and efficient capital planning processes for selecting, managing, and evaluating the results of all of its major investments in information systems;
  establish effective and efficient capital planning processes for selecting, managing, and evaluating the results of all of its major investments in information systems;
** determine, before making an investment in a new information system:
determine, before making an investment in a new information system:
*** whether the function to be supported by the system should be performed by the private sector and, if so, whether any component of the executive agency performing that function should be converted from a governmental organization to a private sector organization;
* whether the function to be supported by the system should be performed by the private sector and, if so, whether any component of the executive agency performing that function should be converted from a governmental organization to a private sector organization;
*** whether the function should be performed by the executive agency and, if so, whether the function should be performed by a private sector contract or by executive agency personnel;
* whether the function should be performed by the executive agency and, if so, whether the function should be performed by a private sector contract or by executive agency personnel;
** analyze the missions of the agency and, based on the analysis, revise its mission-related processes and administrative processes,  before making significant investments in information technology for those missions;
analyze the missions of the agency and, based on the analysis, revise its mission-related processes and administrative processes,  before making significant investments in information technology for those missions;
** ensure that the information security policies, procedures, and practices are adequate.
ensure that the information security policies, procedures, and practices are adequate.
* guidance for undertaking efficiently and effectively interagency and Government-wide investments in information technology
* guidance for undertaking efficiently and effectively interagency and Government-wide investments in information technology
* periodic reviews of selected information resources management activities of the  agencies
* periodic reviews of selected information resources management activities of the  agencies
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[[Category:Enterprise architecture]]
[[Category:Enterprise architecture]]
[[Category:United States Office of Management and Budget]]
[[Category:United States Office of Management and Budget]]
[[Category:Acts of Congress]]
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