Capital Planning and Investment Control (CPIC) is a systematic approach to selecting, managing, and evaluating information technology investments.  CPIC is mandated by the Clinger Cohen Act of 1996 which requires federal agencies to focus more on the results achieved through IT investments while streamlining the federal IT procurement process.

In an effort to adhere to Clinger-Cohen, OCIO has engaged Departmental senior managers (Deputy Under and Assistant Secretaries) in a decision-making exercise to yield IT investment recommendations aligned with the Department’s missions and to maximize efficient and effective utilization of DHS’s IT resources.   The Deputies received presentations from each mission area, and formal write-ups and assessments of each major IT investment.  OCIO developed a scoring process to rate each investment.

The Deputies’ review encompassed IT investments designated major because of their size, scope, or strategic impact to the Department.  The review criteria included impact on mission, risk, return on investment for new investments, along with performance criteria (cost, schedule, and performance goals) for systems that are underway.  Additionally, IT investments in the Evaluate phase were evaluated against Post-Implementation-Review criteria to determine how the systems were performing against the original design criteria.  The Deputies reviewed and scored the investments based on supporting documentation prepared by the agencies and met early in December to develop a consensus on investment scores and priorities. The review process took approximately two weeks.  Their report was reviewed by the Executive Technology Investment Review Board (EITIRB) prior to being forwarded to the Office of Management and Budget.  On December 9, 2005, the EITIRB adopted a FY 2006 IT portfolio for the Department of Homeland Security.

The implementation of the ISAP at BTR is being directed by the BTR IT Review Board known in BTR as the BTR Integrated Planning Team (IPT).  This review board meets quarterly and is comprised of key program managers from each BTR business area.  They jointly review implementation and development projects and provide counsel to the BTR Management Team on these issues.  The AIP team considers all business and technical aspects in their deliberations.

• Disaster Relief Victims Debit Card
• Payroll and Financial Management System
• Integrated Computer and Network Systems
• Data Warehouse