The Corporate Management Improvement Program (CMIP) was initiated by the Department in recognition of the fact that corporate legacy systems that support administrative functions were nearing the end of their life cycles. An investment to replace and modernize severely outdated information technology (IT) systems would prove a much more efficient expenditure of scarce IT dollars than the continued enhancement, maintenance, and operation of legacy systems. CMIP is an initiative to modernize and improve software applications, hardware, and infrastructure which support a wide range of Department-wide IT based business systems. CMIP permits the Department to have a secure, contemporary, interoperable, and cost-effective process for enhanced efficiency and mission alignment of its corporate systems.

What Is the Corporate Management Improvement Program?

The Corporate Management Improvement Program (CMIP) was initiated by the Department of Energy (DOE) as a way to modernize and update information management systems. DOE developed a cost-effective approach to improve software applications, hardware, and infrastructure by implementing CMIP and integrating DOE external policy defined by Congress and the Administration into its Information Technology (IT) initiatives. CMIP follows the IRM Strategic Plan which serves as the strategic document for the Office of the Chief Information Officer (OCIO) to support a wide range of Department-wide IT based systems. The DOE IRM Strategic plan responds to the Government Paperwork Elimination Act (GPEA) of 1998, the E-Government Act of 2002, the Clinger-Cohen Act of 1996, the Federal Information Security Management Act (FISMA), Office of Management and Budget (OMB) Circular A-130, the Government Performance Results Act of 1993, and the Federal Enterprise Architecture.

CMIP initiatives support the two IRM strategic goals to: 1) revitalize cyber security across the Department of Energy; and 2) use IT to improve mission accomplishments, at lower cost.

Information technology is a key supporting element in accomplishing DOE goals; by enhancing the established Capital Planning and Investment Control (CPIC) process, the Department has the ability to manage IT investments as a financial portfolio. Through this process CMIP will ensure that the Department's portfolio of IT investments adequately addresses DOE's business strategies and is managed to achieve the expected benefits in accordance with accurate and complete cost, schedule, technical and performance baselines. Monitoring and controlling investments are as important to ensure CMIP success as selecting the right portfolio of projects or investments. Investments are monitored over time and resources are shifted to investments that perform best, keeping in mind the established investment rules and guidelines with regard to risks and returns. DOE recognizes that effective IT portfolio-management practices result in significant savings of Departmental annual IT budgets, enhanced efficiency, and increased mission alignment of its corporate systems.

Describe how CMIP has improved agency operations at DOE.

• CMIP has improved agency operations at DOE through alignment and support of the two IRM Strategic Goals:
  
  o REVITALIZE CYBER SECURITY ACROSS THE DEPARTMENT OF ENERGY
  Objective 1: Develop Cyber Security Technical Management Requirements for Departmental Elements that set a baseline for securing the Department’s systems and data
  Objective 2: Improve Compliance with FISMA
  Objective 3: Deploy a Corporate Asset Management system to identify and mitigate vulnerability in information systems, and maintain an up to date inventory of IT assets
  o USE INFORMATION TECHNOLOGY TO IMPROVE MISSION ACCOMPLISHMENT, AT LOWEST COST
  Objective 1: Create an environment that enables the Department to use technology to continuously improve its processes
  Objective 2: Support the President’s E-Government initiatives
  Objective 3: Implement the Most Efficient Organization and create Enterprise Licensing Agreements to consolidate services and save the Department and taxpayer money
  Objective 4: Develop and maintain an Enterprise Architecture and Capital Planning process that allows the Department’s Senior Leaders to make informed decisions when managing Information Technology
  Objective 5: Recruit, develop, and retain the best and brightest people for the Department’s Information Technology workforce while ensuring effective management of IT projects to successfully maximize the government’s investment
  

Last Reviewed: 1/16/2009