Information Resources Management Strategic PlanThe purpose of NASA’s Information Resources Management (IRM) Strategic Plan is to guide the direction, focus, mission alignment, principles, investments, initiatives and accountability of the NASA Information Technology organization and to maximize the value of IT to NASA programs, partners, stakeholders and the American public.As part of the section 3506(b)(2) of title 44 of the United States Code and the Clinger/Cohen Act of 1996, the Office of the Chief Information Officer is directed to develop and maintain a strategic information resources management plan. National Aeronautics and Space AdministrationNASA_f55c91c2-b9a3-11e1-8c66-74d59e792875Linda CuretonChief Information OfficerThe NASA IT organization is the very best in government_f55c97e4-b9a3-11e1-8c66-74d59e792875To increase the productivity of scientists, engineers, and mission support personnel by responsively and efficiently delivering reliable, innovative and secure IT services._f55c9938-b9a3-11e1-8c66-74d59e792875Mission-EnablementNASA IT must be mission-enabling and stakeholder and customer focused. Our services must meet the needs of our customers and be seen as a key enabler that helps our customers achieve their mission goals and objectives. We must include stakeholders and customers in our planning, execution and evaluation phases.InnovationInnovation is critical. NASA will identify, analyze and appropriately adopt value-added emerging information technologies in support of current and future mission, research and development, and mission support requirements.TeamworkTeamwork is essential. We work in a matrixed and distributed IT environment and we must be able to communicate and trust one another. We rely on each other for success.SecuritySecurity is central to mission integrity. NASA will proactively manage IT security risks, while ensuring mission success.AffordabilityAffordability influences what is possible. NASA’s IT budget is under pressure. We need to collaborate with our customers to balance supply with demand to ensure that capabilities are affordable within the budget horizon and align with long-term strategic goals.IntegrationIntegration of processes and information is necessary for mission success. NASA must implement and maintain IT that enables the integration of processes and information across organizational boundaries and empowers NASA through information sharing.EffectivenessEffectiveness and efficiency are basic tenets. NASA will implement value-added IT that balances efficiency, effectiveness and risks.EfficiencyInfrastructure and ApplicationsTransform NASA’s IT infrastructure and application services to better meet evolving stakeholder needs and support mission success._f55c9a1e-b9a3-11e1-8c66-74d59e7928751NASA utilizes many common enterprise capabilities such as integrated email, calendaring, instant messaging, directory services, and the NASA public web portal. Our strategy is to improve mission performance across our portfolio of enterprise IT assets, affordably, by delivering integrated services that are increasingly driven by customer priorities and collaboration and scaled appropriately to achieve cost savings and delivery efficiencies. The IT Infrastructure Integration Program (I3P) continues to be a key pillar in the ongoing transformation of our core IT services from a Center-based model to an enterprise-based service provisioning and management model. The scope of I3P is as broad as the impacts, including consolidation and central management of IT services within web technologies, enterprise business and management applications, integrated network and communications services, end user services, and Tier 1 service desk and ordering. To further enhance support across participants in NASA’s mission, we will continue to focus on advances in collaborative information sharing and integrating disciplined IT service management processes aligned with the IT Infrastructure Library (ITIL) framework to improve the efficiency, effectiveness, and consistency of service delivery.Computing ExperienceEnsure a positive end-to-end computing experience for stakeholders._f55c9b18-b9a3-11e1-8c66-74d59e7928751.1In order to enhance our users’ computing experience across the NASA enterprise, we must improve the integration of Agency IT services and processes to minimize the customer and technical impacts of IT service delivery. Standardization across computing services will be increased where appropriate, accompanied with the flexibility needed to meet diverse requirements when necessary to support our missions. Services will be refreshed to meet changing end user technology requirements and expectations, and will be seamlessly integrated into NASA’s IT architecture and support services. The successful migration of public and enterprise services from IPv4 to the fully supported IPv6 will help prepare us to support the diverse portfolio of applications that the Agency and participants in NASA’s mission will require in the future.EfficiencyAchieve efficiencies in providing IT services, e.g., Data Center Consolidation and Enterprise Service Desk (ESD)._f55c9c44-b9a3-11e1-8c66-74d59e7928751.2Our intent is to purchase services rather than hardware when appropriate, and focus on efficient and productive service delivery instead of maintenance. NASA will promote uniformity across these enterprise IT services and provide increased transparency into service cost components. Consolidation of Agency and Center-specific data center operations will result in reduced power and water consumption, supporting both cost-efficiency and our desire for “Green IT”. In parallel, NASA will align with OMB’s “Cloud-first” IT reform policy.Mobile WorkforceEmpower the mobile workforce (anytime, anywhere, securely)._f55c9d3e-b9a3-11e1-8c66-74d59e7928751.3NASA’s workforce must be able to take advantage of new mobile technologies in the marketplace. Virtual collaboration has become a common expectation nationally and globally, and as these technologies improve, the need for expensive in-person meetings will continue to decrease. We will improve our enterprise-wide network management and provide sufficient capacity and reliability to support NASA’s increasing mission-related data transfer requirements. The communications infrastructure will use a combination of commercial and private entities to enable the delivery of data, voice, and video services across the Agency.ApplicationsProvide enterprise applications that support the Agency’s business and information needs, with new initiatives and enhancements focused on improving business & management practices._f55c9e60-b9a3-11e1-8c66-74d59e7928751.4In order to meet the changing demands of our enterprise workforce, we must deliver automated business and administrative systems that improve NASA’s overall business capabilities, efficiency, and mission effectiveness. Enterprise system domains include the Enterprise Resource Planning suite, financial management, supply management, and human capital management. Limited IT application funding and resources will be collaboratively prioritized with our customers to ensure delivery of actionable IT investments that are focused on affordably improving the Agency’s mission-focused capabilities.Information and CollaborationEnhance mission success by providing efficient and effective access to enterprise information and collaborative functionality._f55c9f78-b9a3-11e1-8c66-74d59e7928751.5The National Aeronautics and Space Act of 1958 established NASA and provided the mandate for the Agency to “provide for the widest practicable and appropriate dissemination of information concerning its activities and the results thereof.” NASA’s mission statement released in February 2011 carries this enduring theme, stating that “…what we do and learn will benefit all humankind.” We must enable participants in NASA’s mission to easily create, collect, share, discover, exchange information, and guarantee the source, quality, authenticity, and integrity of information throughout its lifecycle. These aims must be balanced with affordability and the increasing need for privacy protection and integrated records management practices. The Scientific and Technical Information (STI) program exemplifies an important component of the Agency’s open information sharing, by informing the public of NASA technology that is successfully made available and commercialized through the private sector, benefitting global competition and the economy.SecurityEnhance and strengthen IT Security and Cyber security to ensure the integrity, availability, and confidentiality of NASA’s critical data and IT assets._f55ca090-b9a3-11e1-8c66-74d59e7928752Environmental threats and vulnerabilities can change faster than our security posture. Some of these threats are well-resourced and highly motivated, and the threats we face consist of varying levels of sophistication. The IT Security program is undergoing a transformation that will efficiently provide enhanced protection of NASA’s information and information systems at a level commensurate with our mission needs and information value. We plan to reduce the fragmented approach to IT security by continuing to consolidate functions and services, such as through the centralized Security Operations Center, in order to achieve and realize economies of scale. By developing and utilizing an enterprise security architecture, we will improve our decision-making and risk management processes and increase visibility and responsiveness through enhanced information security monitoring of NASA’s mission systems across the enterprise.Security IncidentsImprove NASA’s capability to prevent, or to quickly and effectively respond to, any potential IT security incidents and centrally manage outcomes and the Agency’s response._f55ca252-b9a3-11e1-8c66-74d59e7928752.1NASA will build on recent successes by enhancing and expanding the preventative enterprise security capabilities and monitoring systems, and ensure that systems and networks are capable of self-defense. Real-time federated situational awareness of our assets and the related threats and vulnerabilities will be realized, allowing early detection, warning, and as possible, prevention of potential security incidents. This proactive IT security strategy will be complemented by our sustained security efforts that include penetration testing, vulnerability scanning, patch management, and incident reporting to mitigate the growing spectrum of security threats.Risk-Based BalanceAchieve a risk-based balance between security, system operability, and the user’s experience._f55ca400-b9a3-11e1-8c66-74d59e7928752.2Our IT Security efforts must be measured – not at all costs. We will use a risk-based, cost-effective, mission enabling approach when evaluating the dimensions of the threats, vulnerabilities, potential impacts, and information value.CultureNurture a culture of security awareness that improves the accountability of IT resources and “bakes” security into IT solutions and everyday work habits._f55ca55e-b9a3-11e1-8c66-74d59e7928752.3Security is an ‘everyone’ responsibility. Information technology stakeholders require the appropriate awareness, tools, and resources needed to identify and effectively manage IT security risks and controls. To achieve this target environment, IT security policy, guidance, and training must be flexible to support our current and future mission needs while providing the adaptability necessary to address and protect NASA’s IT assets from the increasingly dynamic information security threats.Security PostureAchieve an integrated and adaptive enterprise security posture by increasing interoperability, visibility, and innovation across NASA’s enterprise security architecture._f55ca6d0-b9a3-11e1-8c66-74d59e7928752.4In coordination with the Agency’s Enterprise IT Architecture, NASA must develop and communicate an enterprise IT Security architecture through the creation of standards and a common enterprise approach for the security of our information systems. An integrated, enterprise-focused IT Security Program will improve the protection of information by proactively recognizing and responding to security threats, vulnerabilities, and deficiencies.New ITIdentify, test, and adopt new information technology that will make NASA’s missions more capable and affordable._f55cab08-b9a3-11e1-8c66-74d59e7928753Our Technology and Innovation Program will develop an architectural roadmap in order to provide a more consistent means to validate IT business decisions and facilitate the IT life cycle from initial strategy through deployment and continuous improvement. IT asset utilization will be optimized across our architectural domains, including applications, information, host and end user computing, communications, and security. This strategy will enable NASA to more effectively plan for and achieve efficiency gains and long-term cost savings across the enterprise and domain visions through the identification of innovative research and development opportunities, prototypes, and new technologies.Architectural RoadmapsDevelop effective architectural roadmaps for each NASA domain that reflect future mission requirements and provide an effective management tool for identifying and selecting new information technology._f55cac7a-b9a3-11e1-8c66-74d59e7928753.1In order to develop architectural roadmaps for each domain, NASA must define and commit to a long-term target state IT architecture that captures the desired environmental configuration across domains to enable NASA to achieve its mission goals more effectively through IT. The introduction and use of a technology infusion process will facilitate the identification of industry and technology trends that complement our IT technology portfolio. Together, these approaches will enable NASA to assess candidate technology from end user, business efficiency, IT security, and service integration perspectives, and ensure alignment with the target IT architecture.PartnershipsExpand partnerships with other Government Agencies and commercial partners to identify best practices in the acquisition, development, and maintenance of new IT, particularly in light of the proposed commercialization of space travel._f55cae28-b9a3-11e1-8c66-74d59e7928753.2NASA recognizes that open collaboration with other Agencies and industry partners is a key component in the identification and sharing of methodologies to efficiently and effectively transition solution capabilities into an operational environment. Furthermore, the performance of the new capabilities must be monitored and measured against the relevant business expectations to determine what, if any, further investment is warranted. This collaboration is expected to help more closely align NASA’s IT architecture, processes, and capabilities with industry trends. Supporting achievement of this objective, NASA will provide continued effort towards the E-Government initiative to transparently enhance citizen participation and reduce government costs through process and technology standardization.Innovative Information TechnologiesIdentify innovative information technologies and create active participation opportunities for NASA scientists and engineers to collaborate on missions._f55cafb8-b9a3-11e1-8c66-74d59e7928753.3Collaborative technologies have improved and expanded rapidly over the last decade. NASA must enable virtual collaboration that is as easy as face-to-face collaboration. An enabling technology that is expected to support this objective is the use of cloud computing. NASA is well positioned to develop and operate cloud services that allow our vast scientific missions to efficiently store, retrieve, and mine mission data, and strive to achieve economies of scale that drive down host computing costs while simultaneously increasing opportunities for rapid, open collaboration.Resources and ProcessesProvide enterprise resources and processes that foster mission success and allow NASA to attract and retain a highly performing IT workforce._f55cb152-b9a3-11e1-8c66-74d59e7928754NASA’s mission demands a high level of ongoing performance from our diverse workforce, whose knowledge, skills, and dedication are the backbone of our achievements. We empower and rely on our workforce for the timely and effective execution of the strategies defined within this IRM Strategic Plan. We are aligning our performance systems, organizational structure, policies, and processes to ensure that our resource mix is capable and focused on successfully completing the IT programs and projects tied to NASA’s strategic goals. Our IT governance councils have shared responsibility for sustaining alignment with NASA’s mission and our governing principles through a set of clear, transparent, and repeatable processes.Workforce CompetenciesAlign NASA IT workforce competencies with desired competency levels, and provide career enhancing opportunities and training to all IT employees._f55cb328-b9a3-11e1-8c66-74d59e7928754.1To deliver on the vision set forth in our IT strategy, we must recognize and invest in our human capital as a strategic asset and driver to effect the organizational changes required to successfully implement these IRM strategies. By proactively identifying and addressing the gaps between our current workforce capabilities and our future workforce needs, our organization will be better prepared to leverage the Agency’s training and development resources to help realign our employees in response to NASA’s changing mission priorities.Innovative MethodsUtilize innovative methods, including social media, to attract a productive IT workforce focused on efficiently achieving NASA’s IT mission._f55cb4d6-b9a3-11e1-8c66-74d59e7928754.2To ensure that we attract the future workforce generations that will influence, sustain, and drive NASA’s future information technology, we must embrace new recruiting channels to create awareness of opportunities at NASA. Social media, online networking services, informational videos, and other new media are becoming widely accepted channels to supply and receive information and collaborate with the Nation’s next-generation workforce. With this understanding, IT opportunities at NASA must be proactively represented in a clear, concise, and engaging manner within this spectrum of media. To complement this strategy, our existing IT organization must be prepared to seamlessly engage with the defining cultural characteristics of our next generation workforce.Best PracticesDevelop and improve enterprise best practices for governance, shared services, capital planning, IT project management, and performance management._f55cb698-b9a3-11e1-8c66-74d59e7928754.3The effectiveness of IT investment selection, program and project governance, and performance measurement provides the backbone for NASA’s information technology decision making. The use of boards with diverse stakeholder representation will help strategically to ensure that IT at NASA becomes increasingly customer-oriented while continuing alignment with NASA’s mission and the capital planning and investment (CPIC) process. Alignment with the governance component of OMB’s IT Reforms sets the stage for NASA to collaborate internally and externally to improve investment, program, and performancebased governance in concert with other Federal Agencies. Intuitive practices and shared services such as the use of a common model to fund Agency IT services and centralization of functions that manage contract administration, funding, and service level reporting are key areas for evaluation. Our aim is to provide timely strategic, tactical, and operational decision-making, with transparent, clear, and concise results that are communicated effectively across our stakeholders.CommunicationsImprove two-way communications with our internal and external customers regarding the IT services we provide._f55cb8aa-b9a3-11e1-8c66-74d59e7928754.4As we transform the delivery model for our IT services at NASA, we must continually engage our customers in priority setting and investment selection to ensure that we provide the most appropriate mix of information technologies, cost efficiencies, service levels, and innovation. And, as NASA’s mission changes, so will some of our customers’ IT priorities and, therefore, our priorities. In order to stay in touch with our customers’ changing needs while also clearly communicating the current and future capabilities of NASA IT, we must encourage this collaborative partnership to sustain alignment across NASA’s information technology choices.2012-06-18http://www.nasa.gov/pdf/589528main_NASA IRM Strategic Plan %28June 2011%29.pdfOwenAmburOwen.Ambur@verizon.net Submit error. Submit error.

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