Information Technology: INS Needs to Better Manage the Development of Its Enterprise Architecture
AIMD-00-212
Published: Aug 01, 2000. Publicly Released: Aug 01, 2000.
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Highlights
GAO reviewed the Immigration and Naturalization Service's (INS) development of an enterprise architecture, focusing on the: (1) status of INS' efforts; and (2) effectiveness of INS' structures and processes for managing this development effort.
Recommendations
Recommendations for Executive Action
| Agency Affected | Recommendation | Status Sort descending |
|---|---|---|
| Directorate of Border and Transportation Security | The Commissioner of INS should submit the complete enterprise architecture to the Department of Justice Chief Information Officer for approval. |
Closed – Implemented
INS completed its enterprise architecture and submitted it to the Department of Justice's Chief Information Officer (CIO) in accordance with GAO's recommendation. The Justice CIO conditionally approved the enterprise architecture in January 2003, stating that it represented a "good initial foundation."
|
| Directorate of Border and Transportation Security | The Attorney General should direct the Commissioner of INS to designate development of a complete enterprise architecture, to include both a current and target architecture and a plan for moving between the two, as an agencywide priority and manage it as such. |
Closed – Implemented
The INS Commissioner designated the development of a complete enterprise architecture (EA)as a priority. INS also established structures and controls to manage the EA development. For example, INS established an executive body to oversee its EA development efforts, established a program office with responsibility for developing the EA, and developed a detailed project plan with milestones and schedules, and defined cost and schedule performance measures to track progress.
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| Directorate of Border and Transportation Security | The Commissioner of INS should assign responsibility and accountability for overseeing the development of an enterprise architecture to INS' investment resources board or some other corporate executive steering committee that the Commissioner may choose to establish. |
Closed – Implemented
INS assigned responsibility and accountability for development of its enterprise architecture to the Office of Strategic Information and Technology Development (SITD). The SITD Director reports directly to INS' Investment Approval Board.
|
| Directorate of Border and Transportation Security | The Commissioner of INS should establish an enterprise architecture program office and program manager, reporting to this corporate oversight body, and assign the program office and manager responsibility, authority, and accountability for developing an enterprise architecture. |
Closed – Implemented
INS established an enterprise architecture (EA) program office and program manager with responsibility for developing the EA, within the Office of Strategic Information and Technology Development (SITD). SITD is responsible for overseeing the development of INS' EA, and its Director reports directly to INS' Investment Approval Board, which has corporate oversight of the EA development effort.
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| Directorate of Border and Transportation Security | The Commissioner of INS should require that the enterprise architecture be developed in accordance with federal guidance and relevant Department of Justice policies and guidance. |
Closed – Implemented
INS used the Chief Information Officer Council's Federal Enterprise Architecture Framework to guide its enterprise architecture development efforts. INS coordinated its efforts with the Department of Justice to ensure compliance with relevant departmental policies and procedures.
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| Directorate of Border and Transportation Security | The Commissioner of INS should require that the program be formally managed, including having detailed plans, performance measures, and progress reporting. |
Closed – Implemented
INS is formally managing its enterprise architecture (EA) development efforts. First, INS established a management structure including business area teams, an integration team, a reference group, and an Investment Approval Board to develop and oversee its EA development efforts. Second, INS developed a detailed project plan with milestones and schedules. Third, INS defined cost and schedule performance measures to track program progress. Last, INS periodically reported progress on its EA development efforts to its Investment Approval Board and the Department of Justice.
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| Directorate of Border and Transportation Security | The Commissioner of INS should ensure that the program office receives the resources necessary to meet approved plans. |
Closed – Implemented
The resources necessary to manage the enterprise architecture (EA) effort were provided. INS, among other things, hired contractor support to develop the EA and made available subject matter experts to assist in the development of the business architecture.
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Topics
Information resources managementInformation technologyIT acquisitionsStrategic information systems planningSystems designSystems development life cycleSystem softwareEnterprise architectureTarget architectureInformation systems