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Part 1. Organization, Finance and Management

Chapter 1. Organization and Staffing

Section 12. Chief Information Officer (Cont. 1)

1.1.12  Chief Information Officer (Cont. 1)

1.1.12.7 
Associate Chief Information Officer for Applications Development

1.1.12.7.5 
Corporate Data Domain

1.1.12.7.5.10 
Customer Account Data Engine (CADE) Branch

1.1.12.7.5.10.1  (04-01-2007)
Delivery Assurance Office

  1. The mission of the Delivery Assurance Office is to ensure the development, implementation, and monitoring of cross-release activities for the CADE program. The organization’s major responsibilities can be grouped into two distinct categories: program and transition management, and strategic planning and budgeting.

  2. To accomplish its mission, the Delivery Assurance Office will:

    1. Coordinate acquisition planning, acquisition management, and task order development and issuance.

    2. Oversee the Acquisition Management Plan (IRS and PRIME).

    3. Manage budget formulation and execution (PRIME Project and Internal BSMO Budget).

    4. Manage Independent Government Cost Estimates for Acquisitions.

    5. Manage proposal development, issuance, and review.

    6. Manage Independent Third Party Assessments (SEI).

    7. Oversee Risk and Issue Management Coordination, Configuration Management Coordination (CADE PrCCB, and Change Requests, MITS CCB).

    8. Coordinate all activities with external oversight organizations (OMB, GAO, TIGTA, etc.).

    9. Maintain contents of DMS.

1.1.12.7.5.10.2  (04-01-2007)
Operations and Maintenance Office

  1. The mission of the Operations and Maintenance Office is to provide taxpayers and other external and internal customers with a world-class CADE production system by ensuring efficient, effective, and successful deployments, operations, and maintenance of CADE production releases.

  2. To accomplish its mission, the Operations and Maintenance Office will:

    1. Oversee CADE development and testing activities (FIT and GAT) to ensure systems are deployment ready.

    2. Coordinate on-going infrastructure-related dialogue with Enterprise Operations and IRS stakeholder organizations.

    3. Monitor CADE performance engineering, and ensure that CADE design and deployment meet efficiency requirements.

    4. Maintain production support and production environments, and coordinate deployment activities.

    5. Maintain CADE production baseline and monitor day-to-day production activities, risks, and issues.

    6. Monitor CADE quarterly maintenance build and implementation status on fixing defects.

    7. Coordinate and develop End-of-Year and Mid-Year activities.

    8. Support IRS annual Disaster Recovery practices.

    9. Support stakeholder organizations on transition to support activities.

    10. Manage Operations and Maintenance Task Order and monitor contract performance on budget, schedule, and service level agreements.

1.1.12.7.5.10.3  (04-01-2007)
Requirements Management and Architecture Office

  1. The mission of the Requirements Management and Architecture Office is to ensure that both business and systems requirements are defined, formalized, and controlled. Specifically, focus will be placed on requirements management, business rules harvesting, Logical Modeling, and the packaging of requirements into allocated baselines for the various releases.

  2. To accomplish its mission, the Requirements Management and Architecture Office will:

    1. Establish and maintain project and client alignment.

    2. Maintain the CADE Release Content Master Plan.

    3. Serve as liaison with the Enterprise Services Requirements Management Office.

    4. Coordinate incoming and outgoing UWRs that impact CADE.

    5. Participate in the Modernization Vision and Strategy to ensure alignment of CADE and Account Management Services projects.

    6. Develop an interim repository of CADE requirements to ensure traceability to releases until an enterprise-wide repository is available.

    7. Support individual CADE releases to ensure that requirements allocated to a specific release are accurately reflected throughout task order development.

    8. Track the development of requirements throughout the acquisition and development process.

1.1.12.7.5.10.4  (04-01-2007)
Development Management Office

  1. The mission of the Development Management Office is to manage software development, testing, and deployment of releases on a planned cycle of twice per year. This typically would involve major functionality changes deployed by July 30th of each year and tax law changes deployed by December 31st of each year. The assigned functionality for the releases is provided by the Requirements Management and Architecture Office after approval by the business owner and operational support organizations. After each deployment, the office transitions the deployed code and documentation to the Operations and Maintenance Office for ongoing oversight and support.

  2. To accomplish its mission, the Development Management Office will:

    1. Manage the Milestone (MS) 3, 4A, and 4B work associated with each release.

    2. Develop all MS Exit materials and documentation.

    3. Manage the reviews and approvals for MS Exits for the ELC phases listed above.

    4. Manage the development budget to include execution against task orders, in effect providing input for future year requests, and validating cost, schedule, and performance data for inclusion in the E300.

    5. Manage the risks and issues identified relative to releases that impact development, testing, and deployment as well as cost and schedule for a release.

    6. Drive the active management of Change Requests related to releases through the PrCCB in conjunction with the Delivery Assurance.

    7. Monitor and evaluate vendor performance against task orders.

    8. Monitor and evaluate Earned Value reports and projections provided by the vendor.

    9. Conduct task order acquisitions for each assigned release.

    10. Ensure that an Independent Government Cost Estimate (IGCE) is developed for each task order acquisition.

    11. Ensure that the Product Assurance testing (GAT and FIT, where appropriate) activities are carried out for each release.

    12. Ensure that Quality Management practices are followed in each development task order.

    13. Ensure that Security and Privacy Certifications are obtained for each release.

    14. Deploy production-ready software to Enterprise Operations at the conclusion of MS 4B performance.

1.1.12.7.6  (04-01-2007)
Submission Processing Domain

  1. The mission of the Submission Processing Domain is to define, develop, design, build, test, deliver, and maintain integrated information application systems and to provide project planning and management for new business systems that focus on electronic or paper processing of tax return data and modernization initiatives.

  2. Submission Process has six subordinate offices:

    • E-File Development and Deployment Branch

    • Document Perfection Branch

    • Document Input Branch

    • Electronic Tax Forms Branch

    • Electronic Input Systems Branch

    • Excise Tax E-File and Compliance Systems Branch

1.1.12.7.6.1  (04-01-2007)
E-File Development and Deployment Branch

  1. The E-File Development and Deployment Branch has project management responsibilities for the Operations and Maintenance (O&M) transition activities and Modernized E-File (MeF) Releases 3.2, 4, and 5.

  2. To accomplish its mission, the branch will:

    1. Support development of the O&M production environment.

    2. Plan, direct, and coordinate development interfaces.

    3. Analyze and coordinate UWR requirements.

    4. Ensure quality systems testing and coordinate quality reviews with AD stakeholders and the Product Assurance organization.

  3. The branch has three subordinate offices:

    • O&M Section

    • MeF Release Team A

    • MeF Release Team B

1.1.12.7.6.2  (04-01-2007)
Document Perfection Branch

  1. The mission of the Document Perfection Branch is to plan, design, program, implement, maintain, and enhance computer systems which support pipeline processing systems that transcribe, validate, correct, and control income tax data.

  2. To accomplish its mission, the Document Perfection Branch will:

    1. Support imaging and data capture of electronic storage functions to process paper input documents.

    2. Support documents received through electronic data interchange.

    3. Support the programming and maintenance of the Batch Block Tracking System.

  3. The branch has four subordinate offices:

    • BMF Document Specific Section

    • IMF Document Specific Section

    • GMF/GUF/SCCF Section

    • ERS Section

1.1.12.7.6.3  (04-01-2007)
Document Input Branch

  1. The mission of the Document Input Branch is to provide project management of systems that process returns via manual input, imaging, and data capture; to deploy programs for Pensions and Remittances Processing; and to assist in the planning, coordination, requirements definition, interface definition, and development of systems to support Pensions and Remittances, ISRP, and SCRIPS.

  2. The branch has three subordinate offices:

    • Pensions and Remittances Section

    • Integrated Submission and Remittance Processing Section

    • Service Center Recognition Image Processing System Section

1.1.12.7.6.4  (04-01-2007)
Electronic Tax Forms Branch

  1. The mission of the Electronic Tax Forms Branch is to plan, design, develop, implement, and maintain computer applications for specific electronic initiatives.

  2. To accomplish its mission, the Electronic Processing Branch will:

    1. Support current Electronic Filing Systems (EFS) production.

    2. Plan, direct, and coordinate EFS program development interfaces to accept and process electronically transmitted data between IRS and external customers.

  3. The branch has four subordinate offices:

    • BMF/ELF Section

    • DCM/PAC Section

    • IMF/ELF Section

    • IMF/ELF Support Section

1.1.12.7.6.5  (04-01-2007)
Electronic Input Systems Branch

  1. The Electronic Input Systems Branch has program responsibilities for directing the planning, design, development, integration, and implementation of electronic modernization initiatives, and for supporting existing Electronic Tax Administration systems.

  2. To accomplish its mission, the Electronic Input Systems Branch will:

    1. Ensure products and services developed are monitored from original concept through operation using a well-defined set of controls, procedures, reviews, and standards to ensure high quality.

    2. Deliver systems timely, within cost and meet the needs of the customer.

  3. The branch has four subordinate offices:

    • Electronic Development Section

    • Electronic Federal Tax Payment System

    • CTW Section

    • Electronic Management System Section

1.1.12.7.6.6  (04-01-2007)
Excise Tax E-File and Compliance Systems Branch

  1. The mission of the branch is to deliver Excise Tax e-file and Compliance Systems (ETECS) products and services mandated by the American Jobs Creation Act and the Safe, Accountable, Flexible, Efficient Transportation Equity Act of 2005.

  2. To accomplish its mission, the branch will develop programs and systems to detect and prevent excise tax fraud.

  3. The branch has two subordinate offices:

    • Forms 2290, 720 and 8849 Section

    • ExFIRS and Compliance Systems Section

1.1.12.7.7  (04-01-2007)
Program Administration, Support and Services

  1. The mission of the Program Administration, Support and Services (PASS) is to provide administrative, logistical, analytical, and consultative support and services to the AD to assist in meeting leadership commitments and goals. The members of PASS work as a team to plan, coordinate, and support the AD program-level management and employee engagement meetings; develop and coordinate presentations, issue papers and reports to assist in meeting stakeholder and oversight requests; coordinate and prepare responses to AD audits, information requests, and data calls; and provide guidance, coordination, monitoring, and implementation of ISY budget and human resource and training activities.

  2. To accomplish its mission, the PASS office will:

    1. Coordinate formulation and execution of the AD Strategic Plan/Business Plan, bimonthly Ops Reviews/BPRs, ISY Budget, HPI process, and corrective actions to satisfy Material Weaknesses.

    2. Coordinate and provide administrative and analytical support for weekly ACID direct reports meetings, AD bi-monthly program reviews, bi-weekly MET meetings, bi-weekly MeF Mandate Advisory Committee meetings, quarterly All-Hands meetings, weekly brown-bag lunches, and other ad hoc meetings.

    3. Develop presentations, issue papers, and reports on program-wide and project-specific subjects and answer Congressional QFRs and other requests for information on various AD programs and initiatives to support AD in meeting stakeholder and oversight needs.

    4. Act as subject matter experts, coordinate AD-wide activities and responsibilities, and provide support to functional divisions in execution of major program activities such as recruitment and hiring, mid-year and year-end performance management, in-house and out-service training, reorganizations, labor relations, EEO and diversity, NTEU relations, office space/restack, SETR/WP&C, Employee Survey/ES Tracker, employee awards, and records management.

    5. Meet reporting requirements and execute approval responsibilities on behalf of the AD organization on various tracking and control systems such as ITRAC, webRTS, OL-5081, TRAS, HRConnect, and ITAMS.

    6. Provide general administrative support and coordination for responsibilities for AD related to maintenance of delegation orders, IRMs, OGE 450 reporting, FAIR ACT compliance, technology standards and compliance, service level agreements, maintenance of distribution lists, and telephone directories.

  3. The Pass office consists of the following groups:

    • Program Budget, Support, and Training

    • Human Resource Services

1.1.12.7.8  (04-01-2007)
Customer Service Domain

  1. The mission of the Customer Service Domain (CSD) is to enable service and communication with internal and external customers. CSD will design, develop, test, deploy, and maintain applications and systems that provide tax law assistance, taxpayer education, and access to taxpayer account data. CSD will also design, acquire, develop, test, deploy, and maintain the modernized information systems that meet customer needs in the research, update, analysis and management of taxpayer accounts. CSD is the development organization for internet applications. Services to internal and external customers are provided through five primary means:

    • Centralized Contact Centers (for telephone, written, and electronic inquiries)

    • Self-service applications (via the telephone and Internet)

    • Field Assistance (for walk-in assistance)

    • Web Services

    • Management of Taxpayer Accounts

  2. The Customer Service Domain has five subordinate offices:

    • Account Management Services

    • Customer Communications Branch

    • Integrated Data Retrieval Branch

    • E-Services Acquisition Project Office

    • Web Services, Austin Branch

1.1.12.7.8.1  (04-01-2007)
Account Management Services

  1. The mission of the Accounts Management Services (AMS) is to design, acquire, develop, test, deploy, and maintain the modernized information systems that meet customer needs in the research, update, analysis, and management of taxpayer accounts.

  2. The Accounts Management Systems has four subordinate offices:

    • I-CAM Management Branch

    • CIS/DI Core Branch

    • Requirements Management and Architecture Office

    • Program/Project Operations Office

1.1.12.7.8.2  (04-01-2007)
Customer Communications Branch

  1. The mission of the Customer Communications Branch is to plan, design, develop, test, implement, and maintain several customer communications sub-systems within the Integrated Customer Communications Environment (ICCE). ICCE provides interactive services (applications) in support of taxpayers, practitioners, and employees through multiple contact channels including telephone and the web. ICCE interactive services include Automated Self Service Applications (ASSA) that help resolve tax law, compliance, collections, refunds, and other inquiries. Where automated assistance is insufficient or not desirable, ICCE interactive services gather information from taxpayers/practitioners to help route the contact to the best possible non-automated assistance source. ICCE focuses on interactive services that require access to taxpayer account information. TRIS, CCE (CC01), Teletax, and IRFOF were merged into the ICCE program.

  2. The Customer Communications Branch has four subordinate offices:

    • Account Applications Analysis Section

    • Call Management Applications Section

    • Applications Development Section

    • Data Services Development Section

1.1.12.7.8.3  (04-01-2007)
Integrated Data Retrieval Branch

  1. The mission of the Integrated Data Retrieval Branch is to plan, design, program, schedule, implement, and maintain the Integrated Data Retrieval System (IDRS).

  2. To accomplish its mission, the Integrated Data Retrieval Branch will:

    1. Maintain Integrated Data Retrieval System (IDRS) programs including EIN Research and Assignment System (ERAS), Statutory Notice System (STN), Transcript Research System (TRS), and twenty research command codes.

    2. Provide pending transactions (prior to master file posting) on taxpayer accounts Servicewide.

  3. The Integrated Data Retrieval Branch has five subordinate offices:

    • CAF/RAF Section

    • Weekly TIF Section

    • Transcripts/ERAS Section

    • EOD Section

    • Daily TIF Section

1.1.12.7.8.4  (04-01-2007)
E-Services Acquisition Project Office

  1. The mission of the E-Services Acquisition Project Office is to:

    1. Develop, program, and enhance computer programs to support business requirements for 1120/1120S and electronic filing processing.

    2. Analyze and coordinate UWR requirements with the business operating divisions and ITS stakeholders.

    3. Perform quality systems testing and coordinate quality reviews with the ITS stakeholders and the Product Assurance organization.

    4. Provide support to the Director, Office of Professional Responsibility via the Enrolled Practitioner System (EPS), including programming and technical support.

    5. Provide programming and technical support to the National Work Planning and Control System (NWP&C) which tracks resource activity by programs against work plans (work planning and control, WP&C).

    6. Provide programming and technical support to the 6020(b) System. This role is part of the larger collection process of the IRS and requires continuing programming due to Congressional and tax law changes.

    7. Provide programming and technical support to the Workload Information Tracking System (QWIT).

    8. Provide oversight for the technical and operational activities of all web development activity in this section. This includes oversight of all web development activity, support and operation of the EUP and RUP via managed services contracts, support of the INET infrastructure and operation of its components in partnership with EO, support of applications running on INET and the web hosting environment in ECC-Detroit, and change control actions for these activities.

  2. The E-Service Acquisition Project Office has three subordinate offices:

    • E-Services Section

    • Client/Server Development Section

    • Web Development Section

1.1.12.7.8.5  (04-01-2007)
Web Services, Austin Branch

  1. The mission of the Web Services, Austin Branch includes the responsibility to convert the IRS from a location-based collaboration model to one that is based on a technology-supported virtual environment that will support the strategic goals and objectives of the IRS.

  2. The Web Services, Austin Branch will provide the following products and services:

    • Virtual meeting environment (Centra), including: Centra training, testing of updates, Centra help desk, developing training materials, testing and implementing e-Meeting features.

    • Portal and website re-design

    • Enterprise collaborative environment

    • Enterprise taxonomy design

    • Vignette content management

    • ELMS support

    • Section 508 guidance and support

  3. The Web Services, Austin Branch will provide the following support and administration:

    • Product testing and evaluation

    • Virtual classroom and meeting

    • Consultation services

    • Visioning

    • Review of new technology

    • Infrastructure design

    • Implementation of Content Management Design

    • Development and support of Enterprise Portal

    • Enterprise Collaborative Environment

    • Web Services UWR consolidation

    • Performance Support Systems

    • Security for Compliance

    • Maintain database for supported applications

    • System administration for supported applications

    • Maintain development site for testing of hardware and software

    • ELMS support

  4. The Web Services, Austin Branch has two subordinate offices:

    • Web Services, Austin Section 1

    • Web Services, Austin Section 2

1.1.12.7.9  (04-01-2007)
Test, Assurance, and Documentation Office

  1. The Test, Assurance, and Documentation Office will work in partnership with its customers to improve the quality of IRS information systems, products and services.

  2. To accomplish its mission, the Test, Assurance, and Documentation Office will:

    1. Plan, develop, schedule, and conduct systems testing of systems from the perspective of an end-user (SAT, FIT, etc.).

    2. Provide documentation and source code configuration control, integration, and system specific builds.

    3. Provide an environment for testing and integrating systems that accurately emulates the target environment.

  3. The Test, Assurance, and Documentation Office has eight subordinate offices:

    • Compliance Testing Branch

    • Internal Management Branch

    • Electronic Submission Testing Branch

    • Corporate Data Testing Branch

    • Submission Processing Testing Branch

    • Source Code and Documentation Control Branch

    • Systems Integration Branch

    • Customer Service Branch

1.1.12.7.9.1  (04-01-2007)
Compliance Testing Branch

  1. The mission of the Compliance Testing Branch is to assure customer requirements for quality systems and projects are met through established software testing practices.

  2. To accomplish its mission, the Compliance Testing Branch will:

    1. Conduct systems acceptability tests (SATs) of modernization and production systems according to guidelines outlined in IRM 2.6.1 and/or established software development life cycle processes.

    2. Independently assess the quality of application software through development of test cases, and verification through controlled data and predetermined results.

    3. Participate in analytical, design, development, and implementation reviews and coordinations.

    4. Review project documentation for clarity, consistency, accuracy, and adherence to standards.

    5. Plan, develop, schedule, and conduct SATs of tax administration and other IRS systems related to customer service, compliance, and modernization.

    6. Simulate the production environment for testing and integrating modernization and production systems.

    7. Verify and validate software requirements through all available systems documentation.

    8. Establish metrics and ensure continued success of authorized software delivered to production.

  3. The Compliance Testing Branch has five subordinate offices:

    • Collection Section

    • Compliance Services Section

    • Compliance IDRS Section

    • Examination Section

    • Ogden Compliance Section

1.1.12.7.9.2  (04-01-2007)
Internal Management Branch

  1. The mission of the Internal Management Branch is to assure customer requirements for quality systems and projects are met through established software testing practices; perform budget, program planning and execution activities; and provide testing automation for SAT.

  2. To accomplish its mission, the Internal Management Branch will:

    1. Plan, develop, schedule, and conduct acceptability tests on accounting and HR systems.

    2. Develop and maintain customized software to automate data preparation and output review.

    3. Perform budget and contract administration for the Test, Assurance, and Documentation Office, both Current Production Environment (CPE) and Modernization initiatives, including direct input to the formulation and review of applicable OMB Exhibit 300 submissions.

  3. The Internal Management Branch has four subordinate offices:

    • Accounting Section

    • SAT Automation Section

    • Budget and Contract Administration Section

    • HR Testing Section (Placeholder)

1.1.12.7.9.3  (04-01-2007)
Electronic Submission Testing Branch

  1. The mission of the Electronic Submission Testing Branch is to work in partnership with its customers to assure the quality of information systems products, and to provide data to help customers determine system readiness for nationwide production.

  2. To accomplish its mission, the Electronic Submission Testing Branch will:

    1. Review all project documentation for clarity, consistency, accuracy, and adherence to standards.

    2. Maintain critical test files according to established guidelines.

    3. Participate in Post-Implementation Reviews.

    4. Plan, develop, schedule, and conduct acceptability tests on electronic tax administration input systems processing.

    5. Simulate the production environment of new or revised systems, procedures, forms instructions, and computer programs designed to process tax returns, related documents, and various other forms of data in campuses and the ECC.

    6. Conduct all planning and testing activities in accordance with IRM 2.6.1.

  3. The Electronic Submission Testing Branch has four subordinate offices:

    • 1041/1065 ELF Section

    • Submission Input Section

    • BMF ELF Section

    • IMF/ELF/Electronic Remittance Section

1.1.12.7.9.4  (04-01-2007)
Corporate Data Testing Branch

  1. The mission of the Corporate Data Testing Branch is to work in partnership with business customers and software developers to continually improve corporate software systems, products, and services.

  2. To accomplish its mission, the Corporate Data Testing Branch will:

    1. Review, analyze, and assess customer requirements.

    2. Issue test plans to communicate scope, constraints, time-lines, and known and potential risks.

    3. Determine conditions to effectively validate customer requirements, create test cases and test data to validate each condition.

    4. Execute test, research failures and capture results.

    5. Ensure requirements traceability to design and software.

    6. Status with partners test progress against schedule, issue a formal report of test findings and perform close out activities.

  3. The Corporate Data Testing Branch has four subordinate offices and one modernization project office:

    • BMF Testing Section

    • IMF Testing Section

    • MF Notices Testing Section

    • Tax Data Online Testing Section

    • CADE Project Office

1.1.12.7.9.5  (04-01-2007)
Submission Processing Testing Branch

  1. The mission of the Submission Processing Testing Branch is to work in partnership with our customers to continually improve the quality of the IRS information systems, products, and services.

  2. To accomplish its mission, the Submission Processing Testing Branch will:

    1. Plan, develop, schedule, and conduct SATs of tax administration processing systems using dedicated test platforms to simulate the production environment of new or revised systems.

    2. Ensure the needs of our customers are met by adhering to processes and procedures in IRM 2.6.1 (PA) and IRS Standards.

    3. Empower each employee to accomplish SAT in an effective and efficient manner.

  3. The Submission Processing Testing Branch has three subordinate offices:

    • BMF SC Section

    • MeF Section

    • IMF SC Section

1.1.12.7.9.6  (04-01-2007)
Source Code and Documentation Control Branch

  1. The mission of the Source Code and Documentation Control Branch is to use comprehensive software and documentation version control procedures to ensure that only approved application code and associated documentation are provided to SAT, FIT, and Production, implement security across Test, Assurance and Documentation, and implement Configuration Management for Business Systems Development.

  2. To accomplish its mission, the Source Code and Documentation Control Branch will:

    1. Provide independent source code and documentation control of the Service’s critical systems and implement consistent control tools for all environments.

    2. Build and promote transmittals and application baselines to SAT, FIT, and Production environments for all tiers.

    3. Provide web and database support.

    4. Coordinate all PA security issues including the Security Certification and Accreditation of Test, Assurance and Documentation Systems.

    5. Coordinate and implement Configuration Management Control Boards and verify execution of CM plans throughout AD.

  3. The Source Code and Documentation Control Branch has four subordinate offices:

    • Documentation Repository Section

    • Tier 1 Configuration Section

    • Tier 2 and 3 Configuration Section

    • Transmittal Build Section

1.1.12.7.9.7  (04-01-2007)
Systems Integration Branch

  1. The mission of the Systems Integration Branch is to work with our partners and customers to improve the quality of the IRS IT products and services.

  2. To accomplish its mission, the Systems Integration Branch will:

    1. Implement, provide oversight, and manage the environments that emulate the target production environments for testing activities for SAT, FIT, and Modernization projects.

    2. Plan and execute the Final Integration Test (FIT).

    3. Support management and the testing organizations with measuring and reporting the progress of the TAD efforts.

  3. The Systems Integration Branch has three subordinate offices:

    • Test Integration Section

    • Tier 2 Test Administration Section

    • FIT Section

1.1.12.7.9.8  (04-01-2007)
Customer Service Branch

  1. The mission of the Customer Service Branch is to assure customer requirements for quality systems and projects are met through established software testing procedures for each system tested prior to nationwide Production release.

  2. To accomplish its mission, the Customer Service Branch will:

    1. Conduct systems acceptability tests (SATs) of modernization and production systems according to guidelines outlined in IRM 2.6.1 and/or established software development life cycle processes.

    2. Independently assess the quality of application software through development of test cases, and verification through controlled data and predetermined results.

    3. Prepare test plans, periodic status reports, End of Test Status Reports, and other test documents required by IRM 2.6.1.

    4. Participate in design and developmental progress reviews (e.g., coordinations and walkthroughs) and coordinate Test Readiness Reviews and Post-Implementation Reviews.

    5. Review documentation for clarity, consistency, accuracy, and adherence to standards.

    6. Prepare test data and predetermined results based on project documentation and requirements.

    7. Execute test, perform output review, document and track deficiencies using ITAMS, and perform regression testing on program changes.

    8. Maintain critical test files, project folders, and test logs according to IRM 2.6.1.

  3. The Customer Service Branch has three subordinate offices:

    • E-Services Section

    • Customer Service IDRS Section

    • Customer Communication Section

1.1.12.8  (04-01-2007)
Associate Chief Information Officer for Enterprise Services

  1. The mission of Enterprise Services is to enable business transformation through integrated solutions, services, and standards.

  2. Enterprise Services has two subordinate offices:

    • Business Integration

    • Systems Integration

1.1.12.8.1  (04-01-2007)
Business Integration

  1. The mission of Business Integration is to enable business transformation by providing integrated solutions, services, and standards. Business Integration is a strategic partner to the business owners and provides support and services on an enterprise level.

  2. To accomplish its mission, Business Integration will:

    1. Partner with business customers to fully understand business objectives, priorities, and needs.

    2. Match MITS support and services to the business needs and integrate service delivery components.

    3. Develop strategies and release plans designed to fulfill the business needs.

    4. Facilitate priorities and direction in establishing a multi-year investment portfolio.

    5. Provide solution concepts and full life-cycle costing to better define the portfolio.

    6. Identify and communicate resource implications of the IT portfolio.

    7. Manage all demand for MITS support and services, ensuring all work is strategically aligned.

    8. Facilitate and/or support prioritization.

    9. Formulate and provide baseline control of the IT modernization budget.

    10. Provide performance metrics and monitor business value.

    11. Establish policies, procedures, guidance, standards, and tools for program support and services (Demand Management, Program Control, Business Rules and Requirements, Release Planning, and Transition Management).

    12. Provide direct support in implementation of the management disciplines.

    13. Provide program control mechanisms (dashboard reporting and reviews) to ensure the stability of releases, portfolios, and the projects.

    14. Oversee the Program Governance process, conducting milestone exit reviews

    15. Maintain and provide training and guidance on the use of the Enterprise Life Cycle (ELC).

  3. Business Integration has seven subordinate offices:

    • Business Integration Support and Services

    • Resource Management

    • Business Rules and Requirements Management

    • Program Control and Process Management

    • Program Management Office Services

    • Demand Management

    • Business Enablement and Client Services

1.1.12.8.1.1  (04-01-2007)
Business Integration Support and Services

  1. The mission of Business Integration Support and Services is to provide critical customer-focused support to the operational and administrative components of Business Integration. The office is responsible for ensuring coordinated business planning, communications, and reporting.

  2. To accomplish its mission, Business Integration Support and Services will:

    1. Facilitate business planning in terms of workload and workforce management through the development of business plans and strategies that align with allocated staffing targets.

    2. Design and implement a strategic communication program that focuses on our commitments and facilitates our ability to deliver on those commitments.

    3. Establish timely, consistent communications, ensuring key messages are clearly communicated to all affected stakeholders.

    4. Ensure that operational reporting requirements are clearly understood and that established time-frames are met.

    5. Provide accurate reporting of workload and workforce data in various management information systems.

    6. Ensure administrative and operational processes, plans, standards, and procedures are understood and followed.

1.1.12.8.1.2  (04-01-2007)
Resource Management

  1. The mission of Resource Management is to institute standards enabling timely and accurate financial and statistical reporting for decision-makers and stakeholders.

  2. To accomplish its mission, Resource Management will:

    1. Serve as the office responsible for all BSM and BI budget communications.

    2. Track and report BSM and BI project cost, schedule, and scope changes.

    3. Provide timely, accurate data to support management decision-making.

    4. Review and improve processes and procedures to institute a standard approach to BSM and BI budget planning, tracking, and reporting.

    5. Enable business transformation through "one voice" that articulates all BSM and BI project financial data reported in the annual Expenditure Plan.

    6. Serve as a bridge to oversight stakeholder organizations for BSM project financial data.

1.1.12.8.1.3  (04-01-2007)
Business Rules and Requirements Management

  1. The mission of the Business Rules and Requirements Management is to provide IRS Modernization with a quality requirements baseline that reflects the needs of the business and its customers and results in the deployment of solutions that meet those needs.

  2. To accomplish its mission, Business Rules and Requirements Management will:

    1. Establish an integrated methodology and approach for Rules and Requirements, designed to provide a holistic solution for projects to establish better, clearer requirements.

    2. Focus on customer business needs.

    3. Provide tools and templates to customers to aid in the process of gathering and documenting rules and requirements.

    4. Provide support to projects while maintaining a program view for the stewardship of rules and requirements.

  3. Business Rules and Requirements Management has three subordinate offices:

    • Business Rules and Requirements Program Office

    • Business Rules and Requirements Assets Office

    • Business Rules and Requirements Services Office

1.1.12.8.1.4  (04-01-2007)
Program Control and Process Management

  1. The mission of Program Control and Process Management is to facilitate effective program and project management capability through the development and institutionalization of sound management practices. The focus is to provide decision makers and project owners the disciplines, tools, and information to ensure IT projects achieve desired program and project outcomes.

  2. To accomplish its mission, Program Control and Process Management will:

    1. Establish and fully mature the IRS Enterprise Life Cycle (ELC) methodology and other management processes and provide the highest quality management information and diagnostic capability to facilitate program control and risk management.

    2. Ensure efficient, cost-effective management of IT resources through implementation and oversight of management process controls that measure performance and minimize risk.

    3. Develop measures that drive desired outcomes while assessing progress toward delivering project performance and business results, and ensure delivery of quality systems and solutions.

    4. Strengthen enforcement of management policies through sound governance practices.

  3. Program Control and Process Management has five subordinate offices:

    • ELC and Process Management

    • Program Control

    • Management Acquisition and Estimation Support Services

    • Program Performance Management

    • Program Governance

1.1.12.8.1.5  (04-01-2007)
Program Management Office Services

  1. The mission of Program Management Office Services is to promote an enterprise-wide strategic approach to planning, delivering, and receiving information technology that enables the IRS to achieve its objectives.

  2. To accomplish its mission, Program Management Office Services will:

    1. Serve as a broker to facilitate cross-organizational planning, estimation, and selection of MITS and Business strategic IT priorities.

    2. Coordinate integrated delivery and transition activities across projects and receiving organizations.

  3. Program Management Office Services has three subordinate offices:

    • Release Management

    • Transition Management

    • Investment Decision Support Services

1.1.12.8.1.6  (04-01-2007)
Demand Management

  1. The mission of Demand Management is to assist business customers in defining IT requirements; to provide or facilitate coordination, analysis, documentation and agreement to IT solutions and the associated resource costs; and to allocate committed MITS resources against the proper MITS portfolio/spending plan components. This will allow MITS to manage the demand for IT services, and focus on performing work that is in alignment with the IRS strategic direction.

  2. To accomplish its mission, Demand Management will:

    1. Capture the universe of resource demand in the form of work requests.

    2. Coordinate requirements analysis and definition of impact on MITS organizations.

    3. Determine the impact of legislation and other mandates.

    4. Create staffing profiles for projects, to be used in solution concept analysis.

  3. Demand Management has four subordinate offices:

    • Unified Work Request (UWR) Coordination Office

    • UWR Tracking and Reporting System Branch

    • Legislative and Customer Liaison Services Office

    • Human Resource Capacity Management Office

1.1.12.8.1.7  (04-01-2007)
Business Enablement and Client Services

  1. The mission of Business Enablement and Client Services is to provide executive leadership and direction in development and implementation of the MITS strategic plan and to ensure that MITS delivers timely and cost-effective IT products and services that meet the needs of the business customers. Leadership and direction is provided through the execution of the Customer Relationship Management Program.

  2. To accomplish its mission, the Business Enablement and Client Services Division will:

    1. Serve as the focal point for business IT services.

    2. Provide insights into aligning MITS and business strategic plans, budgets, and concept of operations.

    3. Advise and recommend on investment decisions.

    4. Provide technical and project management consulting.

    5. Provide oversight and management of the business IT portfolio (non-major).

    6. Ensure delivery of MITS standard products and services within our scope.

    7. Facilitate process development, implementation, and use.

    8. Act as ombudsman for strategic and operational issues.

    9. Ensure consistency and compliance of technology solutions for non-major projects.

    10. Maintain focus on the future vision and evolution of MITS.

    11. Provide Customer Relationship Management.

  3. Business Enablement and Client Services has eleven subordinate offices:

    • Division Information Officers (8)

    • Information Resources Accessibility Program

    • Integrated Service Delivery

    • Acquisition Management and Financial Control

1.1.12.8.2  (04-01-2007)
Systems Integration

  1. The mission of Systems Integration is to ensure a coordinated strategy for all systems integration activities and to develop the technology infrastructure, including networks, security, and portal redesign, to support the business and information technology infrastructure modernization objectives and projects.

  2. To accomplish its mission, Systems Integration (SI) will:

    1. Define, maintain, apply, coordinate, and enforce the Enterprise Architecture (including business and technical architecture, data architecture, Enterprise Transition Strategy, and Release Architectures).

    2. Provide engineering support (systems engineering, security engineering, network engineering, and infrastructure engineering) to selected modernization projects. This includes chartering modernization projects to be consistent with the Enterprise Architecture; development of architecture alternatives analysis assessments and solution concepts for new modernization initiatives; and supporting project engineering activities, life cycle stage reviews and milestone exits throughout the enterprise life-cycle (ELC).

    3. Coordinate development of integrated schedules and monitor and resolve release schedule issues.

    4. Ensure appropriate release management and change management for new releases deployed to production. Technology Release Management also defines, maintains, applies, coordinates, and enforces policies, procedures, and metrics for integration testing and deployment, and creates Servicewide Configuration Management policies, programs, training, and tools.

    5. Support implementation of Configuration Control Boards and change management procedures throughout MITS, and conduct project CM assessments.

    6. Support cost effective and timely acquisition and delivery of Commercial-Off-The-Shelf (COTS) hardware, software, and maintenance to support modernization.

    7. In addition, the DITE, a comprehensive set of shared development, test, and integration environments is used to support evaluation, development, testing, deployment, and maintenance of modernized systems implemented on the modernized portals and core infrastructure.

    8. Coordinate development of critical MITS-wide architectures, engineering and infrastructure initiatives, including leadership of the Infrastructure Roadmap initiative.

    9. Coordinate implementation of an Active Directory Tiger Team to develop requirements, and design, engineer, and implement solutions for Active Directory implementation across MITS.

    10. Coordinate implementation of an Active Directory engineering, development, and testing environment.

    11. Coordinate technology research activities and support technology prototyping activities in the end-to-end prototype lab environment to test/integrate new technology components or to test project/program integration solutions or new third party contractor software products for solution concepts prior to making vendor product selections.

    12. Satisfy IRS business unit communications requirements. The primary role is to support the development of a comprehensive, integrated enterprise network architecture and a total engineering program to include 4th level operational support, which will provide for the engineering design, prototype testing, and standards and capacity management services for the current and future electronic communications infrastructure.

    13. Assure adequate protection of taxpayer and other sensitive data during the development, acquisition, and deployment of information technology solutions in the IRS. The goal is to implement and maintain a secure IT Infrastructure and applications within IRS.

    14. Execute the Portal Redesign and Modernization Program. The primary role includes stabilization of the current Web portal environment, building a scalable new Web portal environment, and providing Web portal planning, development, test, and operational services to the projects.

  3. Systems Integration has nine subordinate offices:

    • Systems Integration Support and Services

    • Enterprise Architecture

    • Enterprise Data Management

    • Infrastructure Architecture and Engineering

    • Systems Architecture and Engineering

    • Information Technology Security Engineering

    • Technology Release Management

    • Network Architecture and Engineering

    • Portal Program Management

1.1.12.8.2.1  (04-01-2007)
Systems Integration Support and Services

  1. The mission of Systems Integration Support and Services is to provide senior management with confidence that the products being built and the services being provided for all Systems Integration activities are produced by repeatable, standardized, and effective processes and conform to applicable contractual, program, and project requirements in support of their goals and objectives. Systems Integration Support and Services is responsible for ensuring processes, plans, standards, and procedures are followed and adhered to, and providing support to Systems Integration.

  2. Systems Integration Support and Services is responsible for management of several Systems Integration front office program areas:

    • Program Management

    • Human Resources/Administrative Support

    • Training and Recruitment

    • Operational/Program Reviews and Other Meetings

    • Management of Controls/other assignments

    • Coordination of front office meetings, travel, conferences, and other arrangements

  3. To accomplish its mission, Systems Integration Support and Services will:

    1. Provide support for special projects as assigned.

    2. Provide support to executives and managers within the Systems Integration front office.

    3. Develop, monitor, and recommend actions to ensure effective workforce planning.

    4. Maintain effective records management for Systems Integration.

    5. Update and maintain Systems Integration controls to ensure all activities are appropriately assigned and responded to timely and accurately.

    6. Gather, consolidate, and analyze information.

    7. Maintain Systems Integration Project Status Dashboard for management review and approval.

    8. Monitor and report status on High Priority Initiatives (HPIs), and update status of HPIs bi-weekly in ITRAC.

    9. Monitor, coordinate, and provide monthly updates of Strategic Plan issues.

    10. Update and maintain actions, issues, and risks assigned to Systems Integration via ITRAC.

    11. Perform financial management as it relates to budget execution for training, travel, awards, supplies, processing and tracking requisitions, hiring plan coordination, relocation coordination, and Information Systems budget activities.

    12. Assist SI immediate office with monitoring GAO and TIGTA corrective actions, developing status reports, and preparing monthly updates.

    13. Coordinate annual OGE-450 Filing and 450 ethics briefings, mandatory briefings, savings bond programs, and Combined Federal Campaign (CFC).

    14. Manage the performance process for executives, senior managers, front line managers, and management officials, including performance plans/commitments, mid-year reviews, annual appraisals, bonuses/awards, and appeals.

    15. Effectively coordinate training for Systems Integration, including needs assessments and solicitation of nominees for the following programs: Front Line Readiness Program, Senior Manager Readiness Program, and other leadership training.

    16. Conduct ESI quarterly training needs assessments and process training requests and perform out-service training needs assessments, including review and approvals of SF-182s and RTS requests.

    17. Communicate guidance throughout the Systems Integration organization, and coordinate, and submit materials for: CIO Operational Reviews, Application Development (AD) and Enterprise Services (ES) program reviews, and SMDRs.

1.1.12.8.2.2  (04-01-2007)
Enterprise Architecture

  1. The mission of Enterprise Architecture is to provide a comprehensive enterprise architecture for the IRS. The Enterprise Architecture will include target architecture, as-built architecture, transition strategy, and release architecture. Enterprise Architecture will inform, guide, and constrain IT investments in the IRS and align with Federal and Treasury guidance. Enterprise Architecture activities will support the goals of the IRS and direct the development and maintenance of integrated systems that meet the needs of the customer and allow the business to quickly and easily respond to a changing customer environment.

  2. To accomplish its mission, Enterprise Architecture will:

    1. Ensure successful development of Enterprise Architecture compliant systems.

    2. Effectively use resources to create an Enterprise Architecture that guides, informs, and constrains the development and evolution of integrated systems.

    3. Effectively support activities for Release Architecture (RA) development and integration with Current Production Environment (CPE).

    4. Effectively support activities for implementing the IRS Service Based Architecture approach for IRS projects.

    5. Develop and maintain an Enterprise Transition Planning document.

    6. Work with other Directors (Security Engineering, Infrastructure Architecture and Engineering, Network Architecture and Engineering and Systems Architecture and Engineering) to integrate their efforts into the As-Built Architecture, Release Architecture, and Enterprise Architecture; including Service Based Architecture/Common Services.

    7. Collaborate with IRS engineering groups to ensure that all IRS architecture activities are effectively integrated.

    8. Effectively support the collection and population of the CPE within the As-Built Architecture (ABA) model.

    9. Educate stakeholders in the understanding and use of the architecture.

    10. Produce prototyped architectural patterns used to design and development projects.

    11. Ensure project compliance with the architecture.

    12. Promote innovative engineering and technology leadership across the IRS.

    13. Effectively articulate business and technical strategies.

    14. Ensure that IRS has a world class Enterprise Architecture.

  3. Enterprise Architecture has three subordinate offices:

    • As-Built Architecture

    • Transition Strategy and Release Architecture

    • Target Enterprise Architecture

1.1.12.8.2.3  (04-01-2007)
Enterprise Data Management

  1. The mission of Enterprise Data Management is to create an enterprise-wide data environment that manages the current and future data needs of the IRS, provides a means for information sharing, supports interoperability among information systems, and supports IRS business goals.

  2. To accomplish its mission, Enterprise Data Management will:

    1. Develop an enterprise view of data that reflects standard meanings and values across the IRS.

    2. Maintain/update the Enterprise Data Architecture.

    3. Maintain/update Enterprise Logical Data Model and Enterprise Conceptual Data Model.

    4. Develop an IRS data strategy to support the Modernization Vision and Strategy.

    5. Develop and implement enterprise-wide standards and policy directives to ensure confidentiality and reliability of information resources.

    6. Implement a metadata strategy which establishes a framework of content, definition, and standards that document data resources and artifacts.

    7. Provide a clear, authoritative forum and single point of contact for addressing data management issues and concerns.

    8. Provide guidance and oversight to development and maintenance projects.

    9. Provide guidance and oversight to the daily operational functions of data and database management.

    10. Develop data standards for various data base management systems and for data interchange.

    11. Support TIGTA audits on data integration.

    12. Develop and maintain a controlled vocabulary of IRS terms for common data interchange.

    13. Implement and maintain a registry and repository of XML schema components and related component assets.

    14. Develop and maintain IRS XML naming and design rules.

    15. Review project data architectures, models, and interfaces for EA compliance.

    16. Support Enterprise Data Management contract and financial management.

    17. Develop and maintain database object naming and design standards for all EA DBMS platforms.

1.1.12.8.2.4  (04-01-2007)
Infrastructure Architecture and Engineering

  1. The mission of Infrastructure Architecture and Engineering is to provide engineering services in order to build an agile information technology infrastructure that is scalable, interoperable, flexible, manageable, and features standardized operations and a single security and enterprise systems management framework.

  2. To accomplish its mission, Infrastructure Architecture and Engineering will:

    1. Engineer and provide project management support to deploy an integrated shared information technology infrastructure to include hardware, software, shared applications and data, telecommunications, security, and an enterprise approach to systems and operations management.

    2. Manage and implement core infrastructure projects (e.g., security, systems management, audit trails, registered and employee user portal, and enterprise application integration broker) and support project infrastructure requirements, both for "core infrastructure projects" and infrastructure to support applications development projects.

  3. Infrastructure Architecture and Engineering has four subordinate offices:

    • Enterprise Infrastructure Engineering Support

    • Project Infrastructure Engineering Support

    • Infrastructure Acquisition Management

    • Infrastructure Engineering

1.1.12.8.2.5  (04-01-2007)
Systems Architecture and Engineering

  1. The mission of Systems Architecture and Engineering is to provide engineering and system requirements support for all Customer Service, Accounts Management, Compliance, Submission Processing, Corporate Data, Internal Management, and Enforcement projects. Additionally, Systems Architecture and Engineering will support the Center Of Excellence for Document Management, Business Intelligence, and provide engineering support to other common business services/solutions such as Enterprise Architecture Integration Broker, notice services, Universal Case History, Portal management, and tax computation.

  2. To accomplish its mission, Systems Architecture and Engineering will:

    1. Support the Modernization Vision and Strategy and Capital Planning and Investment Control (CPIC) processes to prioritize and select Development/Modernization/Enhancement (D/M/E) projects.

    2. Work with Business Systems Planning and Division Information Offices (BSP/DIOs) to ensure D/M/E projects are aligned with the Enterprise Architecture and Release Architecture.

    3. Monitor projects for each release to ensure integration across domains.

    4. Work with the RA development team and provide RA project content including project impact on the Current Production Environment (CPE).

    5. Develop alternative analyses that support investment decision management across production/modernization systems.

    6. Review project/application development products throughout the project life-cycle to ensure sound engineering practices (selected projects). For selected projects (all major projects, selected strategic non-major and other projects), participate in project engineering teams and provide leadership in formulating architecturally compliant solutions.

    7. Perform ad hoc project engineering as requested/required (performance assessment, interface resolution, etc.).

    8. Manage technical Centers of Excellence (CentEx): Document Management CentEx, Business Intelligence CentEx, and other common services as identified.

    9. Develop IRS standards and directives for system engineering.

    10. Facilitate UWR and ERB evaluation.

  3. Systems Architecture and Engineering has five subordinate offices:

    • Common Services Support

    • Customer Service and Accounts Management

    • Compliance Processing

    • Submission Processing

    • Corporate Systems and Data Management

1.1.12.8.2.6  (04-01-2007)
Information Technology Security Engineering

  1. The mission of Information Technology Security Engineering (ITSE) is to assure the adequate protection of taxpayer and other sensitive data during the development, acquisition, and deployment of information technology solutions in IRS. Information Technology Security Engineering’s goal is to implement and maintain a secure IT Infrastructure and secure applications within IRS.

  2. To accomplish its mission, Information Technology Security Engineering will:

    1. Identify and mitigate security vulnerabilities that would undermine the integrity of agency operations and thus the confidence of the taxpaying public.

    2. Work to enforce the security controls of the Enterprise Architecture and FISMA/NIST guidance as well as specific IRS and Treasury directives.

    3. Provide security engineering support to projects to further their understanding of secure architectures, designs, and alternatives.

    4. Provide executive and program management consultation with the goal of furthering the Service’s overall protection profile through risk based management, and operational and technical decisions based on certification and accreditation strategies.

    5. Support evaluation, acquisition, and delivery of secure Commercial-Off-The-Shelf (COTS) hardware and software solutions for integration into the enterprise.

    6. Provide contract language review to ensure that the Service’s procurements are written in such a way as to provide value added and secure support.

  3. Information Technology Security Engineering has two subordinate offices:

    • Security Architecture Support

    • Security Engineering Customer Support

1.1.12.8.2.7  (04-01-2007)
Technology Release Management

  1. The mission of Technology Release Management is to ensure thoroughly baselined, planned, and tested releases that minimize crises and disruption to production processes, and deliver systems as described in the project plans, fulfilling stated requirements.

  2. To accomplish its mission, Technology Release Management will:

    1. Ensure strategic long-term and near-term release planning for transitioning from the installed systems base to the modernized architecture.

    2. Develop MITS-wide release management.

    3. Develop the MITS-wide Release Readiness Review Board.

    4. Provide an integrated testing and deployment program that verifies that business and systems requirements will be met by the business change projects.

  3. Technology Release Management has four subordinate offices:

    • Technical Release Schedule/Planning

    • Test Program Office

    • Technical Release Implementation

    • Configuration Management

1.1.12.8.2.8  (04-01-2007)
Network Architecture and Engineering

  1. The mission of Network Architecture and Engineering is to satisfy IRS business unit communications requirements as the sole organization providing for the architecture, design, and engineering standards for all forms of electronic communications (e.g. voice, data, video, wireless), including the Contact Center Environment, the Domain Name service, and Internet Protocol addressing. This includes providing leadership and direction over monitoring, evaluating, and selecting new technologies and products that can be applied and/or integrated into the IRS telecommunications networks and systems, as well as meeting the day-to-day engineering requirements of MITS and the business units. The primary role of Network Architecture and Engineering is to support the development of a comprehensive, integrated enterprise network architecture and a total engineering program to include 4th level operational support.

  2. To accomplish its mission, Network Architecture and Engineering will:

    1. Perform architecture planning and integration for networks and telecommunications as a member of the Enterprise Architecture Council.

    2. Ensure that a disciplined, repeatable systems management approach is used to assess, prioritize, and carry out assigned duties and responsibilities including process improvements and re-engineering efforts.

    3. Effectively coordinate and partner with Enterprise Architecture and other engineering functions in Systems Integration, other MITS partners, Treasury, and other agencies to achieve programmatic goals related to network integration, network enterprise architecture, network engineering, and network enterprise transition strategy.

    4. Develop IRS standards and directives for network and telecommunications systems.

    5. Establish internal and technical standards, procedures, practices, and controls.

    6. Establish and manage the highest level enterprise telecommunications configuration and change control boards.

    7. Formulate, execute, and monitor a Network Architecture and Engineering strategic financial plan.

  3. Network Architecture and Engineering has three subordinate offices:

    • Enterprise Network Architecture and Integration

    • Network Engineering and 4th Level Help Desk Support

    • Customer Service Engineering

1.1.12.8.2.9  (04-01-2007)
Portal Program Management

  1. The mission of Portal Program Management is to execute the Portal Redesign and Modernization Program by stabilizing the current Web portal environment; building a scalable new Web portal environment; and providing Web portal planning, development, test, and operational services to projects. The guiding principles applied will include leveraging external skills for expedient delivery, emphasizing transition planning for optimal retention of critical skills and knowledge, and focusing on timely service delivery to projects without sacrificing movement towards strategic goals.

  2. To accomplish its mission, Portal Program Management will:

    1. Use the output of the Portal and Enterprise Application Integration Broker (EAIB) Roadmap Taskforce as a foundation.

    2. Ensure successful delivery and implementation of the current portal infrastructure and establish a new portal with transitional environment.

    3. Continually rely on current portal contractors to provide short-term improvements and operational support for the current portal.

    4. Develop and support new projects in the new portal environment.

    5. Migrate existing applications aggressively to either the transitional or the new portal environment.

    6. Continuously plan and provide for future projects based on the new portal environment.

    7. Provide direction and oversight for the activities that keep the portals in operation from their current state, through transition, and into the new re-engineered and fortified state.

    8. Integrate all engineering and technical disciplines, Infrastructure, Systems Engineering, Security, and Network, for any new enhancements on the Public User Portal (PUP), Employee User Portal (EUP), and Register User Portal (RUP) by the projects.

    9. Ensure that key IRS stakeholders are cognizant of future web portal capabilities and functionality as it relates to the delivery of the Service’s modernized vision and strategy.

1.1.12.9  (04-01-2007)
Associate Chief Information Officer for End-User Equipment and Services

  1. The mission of the End-User Equipment and Services (EUES) organization is to provide end-user computer products, services, and consulting support.

  2. To accomplish its mission, End-User Equipment and Services will:

    1. Serve as a single point of accountability and ownership for all end-user support activities including desktop support, help desk problem resolution, and voice/data telecommunications connectivity.

    2. Ensure standardization and programmatic refresh of the end-user computing environment.

    3. Build customer relationships with operating unit BSPs and DIOs.

    4. Capture and act on service delivery feedback.

    5. Participate in high-level service agreement negotiations.

    6. Assure that IT operational issues are resolved.

    7. Develop efficient and effective processes for capturing and delivering customer requirements.

  3. End-User Equipment and Services has nine subordinate offices:

    • Business Administration

    • Planning, Coordination, and Asset Management

    • Data Security Operations

    • Enterprise Systems Management

    • Enterprise Service Desk

    • Area Offices (Northeast, Southeast, and Western)

    • Tax Processing Operations Support

1.1.12.9.1  (04-01-2007)
Business Administration

  1. Business Administration provides support and guidance for the full range of planning, directing, managing, and executing human resources and financial activities for all of EUES.

  2. To accomplish its mission, Business Administration will:

    1. Be responsible for general management, delegation orders, OGE financial disclosure forms, and the performance management system.

    2. Develop EUES hiring plans and provide overall HR guidance to EUES organizational components on topics such as position management and classification.

    3. Develop, analyze, submit, and periodically update operational and project specific funding requirements for programs and initiatives delivered by EUES.

    4. Monitor and track the creation and status of all obligating documents for both labor and non-labor expenditures to ensure compliance with applicable laws, regulations, policies, and procedures.

    5. Monitor financial reports and take corrective actions when expenditures are charged to incorrect and/or inappropriate financial codes.

    6. Assist MITS-wide Purchase Card and Travel Card program managers administer these programs within established policies and procedures.

    7. Monitor and analyze the execution of budgeted funds to ensure full utilization within all applicable operating financial guidelines.

    8. Develop, analyze, submit, and periodically update training requirements for IT employees. Develop, analyze, coordinate, instruct, and periodically update training requirements for new hires from the business (i.e., STABLE). Coordinate training delivery with the MITS Learning and Education Branch.

  3. Business Administration has three subordinate offices:

    • Strategic Planning and Finance

    • Training Project Office

    • Administrative Services

1.1.12.9.1.1  (04-01-2007)
Strategic Planning and Finance

  1. Strategic Planning and Finance will provide support and guidance for the full range of planning, directing, managing, and executing financial activities for all of EUES.

  2. To accomplish its mission, Strategic, Planning and Finance will:

    1. Develop, analyze, submit, and periodically update operational and project-specific funding requirements for programs and initiatives delivered by EUES.

    2. Monitor and track the creation and status of all obligating documents for both labor and non-labor expenditures to ensure compliance with applicable laws, regulations, policies, and procedures.

    3. Monitor financial reports and take corrective actions when expenditures are charged to incorrect and/or inappropriate financial codes.

    4. Assist MITS-wide Purchase Card and Travel Card program managers administer these programs within established policies and procedures.

    5. Monitor and analyze the execution of budgeted funds to ensure full utilization within all applicable operating financial guidelines.

1.1.12.9.1.2  (04-01-2007)
Training Project Office

  1. The Training Project Office will provide support and guidance for the full range of training activities to ensure continuous employee development and training.

  2. To accomplish its mission, the Training Project Office will:

    1. Develop, analyze, submit, and periodically update training requirements for IT employees.

    2. Coordinate training delivery with the MITS Learning and Education Branch.

    3. Partner with EUES infrastructure projects to develop and deliver training to EUES technicians to support project implementation and maintenance.

    4. Perform administrative training duties including: conducting training needs assessments, administering the out-service training program, updating ELMS, and tracking/reporting mandatory training statistics (e.g., Annual Mandatory Briefings, security training).

    5. Develop, analyze, coordinate, and periodically update training materials for business unit new hires and for recipients of refreshed equipment.

    6. Coordinate, develop, and deliver the annual EUES Continuing Professional Education program.

    7. Coordinate the Employee Engagement program for EUES.

    .


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