July 2009: Affirm Emerging Issues Round-table

Pivotal New IT Initiatives— What’s Being Said, and Not Said?

A Resource Paper Produced by the

Association for Federal Information Resources Management

July 2009

AFFIRM, the Association for Federal Information Resources Management, is a non-profit, volunteer, educational organization founded in 1979 to advance Federal Government Information Resources Management (IRM) and Information Technology. AFFIRM is large and diverse — composed of federal agency information technology, acquisition, and financial management professionals, Congressional staff, industry representatives, and others interested in the management of Federal Government information technology initiatives. AFFIRM is a Washington, D.C.-based council of the American Council for Technology (ACT).

For additional copies of this document, please visit the AFFIRM website: www.affirm.org

Publication courtesy of L-3 Communications

Letter from the AFFIRM President

July 23, 2009

Dear Colleagues: For the past fourteen years, the Association for Federal Information Resources Management (AFFIRM) Emerging Issues Forum has prepared a series of issue papers on topics of importance to the federal information technology community. On May 19, 2009, the Forum conducted a roundtable with a focus group comprised of senior government and industry officials. This report summarizes the opinions expressed by the participants as the focus group explored the “Pivotal New IT Initiatives—What’s Being Said, and Not Said?” AFFIRM hopes the report will prove useful to both government and industry executives in identifying what could be important, in terms of information technology and solutions, across the Federal Government over the next years. We will continue to sponsor similar studies to advance the state of knowledge and practice in managing federal information resources. As always, we solicit and appreciate your comments. I want to thank the AFFIRM Emerging Issues Forum committee members for their hard work and Chris Dorobek of WFED Federal News Radio for his excellent work in moderating the roundtable. And, of course, our special thanks go to the focus group members for taking the time to contribute to this important initiative.

Sincerely,

Jacquelyn Patillo President AFFIRM

AFFIRM EMERGING ISSUES FORUM AFFIRM ROUNDTABLE DISCUSSION MODERATOR AND PANELISTS Moderator

Chris Dorobek

Anchor and Managing Editor

WFED Federal News Radio

Panelists

Jonathan Benett

Manager, Program Management Division

Patent and Trademark Office

Sanjeev Bhagowalia

Chief Information Officer

Department of the Interior

Teresa Carlson

General Manager

Microsoft Federal

Linda Cureton

Chief Information Officer, Goddard Space Flight Center

NASA

Prashant Gaur

Director, Enterprise Integration, Business Transformation Agency

Department of Defense

Jeremy Grant

Vice President and Chief Development Officer

Acquisition Solutions, Inc.

Michael Kennedy

Assistant Deputy Associate Director of National Intelligence and Chief Information Officer

Office of the Director of National Intelligence

Peter Tseronis

Deputy Associate Chief Information Officer for Strategy and Innovation

Department of Energy

Kathleen Turco

Chief Financial Officer

General Services Administration

AFFIRM EMERGING ISSUES FORUM CO-CHAIRS, REPORT AUTHORS AND CONTRIBUTORS Robert Golas

Vision Genesis, Inc.

Stephanie Diane Akers

Consultant

Deirdre Murray

Qwest Government Services, Inc.

Mary Wall

Lockheed Martin, Inc.

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AFFIRM SUSTAINING PARTNERS 2008 – 2009 PROGRAM YEAR

Accela Consulting, Inc. Accelerated Information Management Accenture Acquisition Solutions, Inc. ATS Corporation Bomgar Corporation CACI, Inc. Cisco CSC Deloitte Deque Systems, Inc. eGlobalTech Endeavor Systems, Inc. ESRI FEAC Institute FedResults Giga Trust GTSI Corp. Guerra Kiviat, Inc. Hewlett Packard Highland Technology Services, Inc. Hosky Communications, Inc. IBM Information Innovators, Inc. Information Management Consultants, Inc. Intel Johnston McLamb Kearney & Company

LGS Bell Labs Innovations Lockheed Martin Washington Operations M Squared Strategies, Inc. Management Concepts, Inc. McNeil Technologies Micro Focus Microsoft Federal National Center for Sustainability Nortel Government Solutions Northrup Grumman Oracle Corporation Palm Perot Systems Potomac Forum, Ltd. Project Performance Corporation RCG, Inc. Riverbed Technology SAIC SAS Serco, Inc. Sun Microsystems, Inc. Three Wire Systems, LLC TKC Technology Toderon, LLC Unisys Corporation Vangent, Inc. Zelinger Associates, Inc. ZemiTek

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TABLE OF CONTENTS A Resource Paper Produced by the...................................................................................................1 Association for Federal Information Resources Management......................................................................................................................1 July 2009...............................................................................................................................................1 Letter from the AFFIRM President...........................................................................................................................3 AFFIRM EMERGING ISSUES FORUM................................................................................................................4 AFFIRM ROUNDTABLE DISCUSSION MODERATOR AND PANELISTS.....................................................4 AFFIRM EMERGING ISSUES FORUM CO-CHAIRS, REPORT AUTHORS AND CONTRIBUTORS..............................................................................................................4 AFFIRM SUSTAINING PARTNERS......................................................................................................................5 2008 – 2009 PROGRAM YEAR..............................................................................................................................5 TABLE OF CONTENTS..........................................................................................................................................6 INTRODUCTION.....................................................................................................................................................7 EXECUTIVE SUMMARY.......................................................................................................................................8 QUESTIONS...........................................................................................................................................................10 CONCLUSION.......................................................................................................................................................20

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INTRODUCTION Can there possibly be another sequel? You mean something similar to the series of movies about a whip-carrying adventurer? Or, the series of movies about the super “human” from the planet Krypton? Not so fast with your answer. In this instance, we are talking about AFFIRM’s 2008 Spring roundtable/white paper entitled, “What Could be the Suggested IT Strategy for the Next Administration?” followed by AFFIRM’s 2009 Spring roundtable/white paper, “Pivotal New IT Initiatives—What’s Being Said, and Not Said?” Yes, different titles; but, the concepts are somewhat similar, and there is a nice follow on— albeit perhaps a sequel. Surprisingly, in the 14 years of AFFIRM Spring roundtable/white papers, this is the first time this has been done. And, not by accident. We may not see much change during the first year (CY2009) of the new Administration since this Administration will be working from the previous Administration’s submitted IT budget. The current Administration’s first budget impact will be for FY2010 and will be the first time we see where and what the Administration wants to invest in information technology—and the given IT direction for years to come. Yet, there are some signs as to what technologies and areas might be supported: Web 2.0 technologies; cloud computing; green technology related areas; national health/electronic record related items; cyber security; and, greater collaboration. These are but some of the areas that come to mind, and are showing real potential based upon what is being written in the various journals supporting the Federal Government sector. Who knows what other technologies and solutions will come to the forefront during this period, further complicating, challenging, and changing the IT budget priorities and process. It is from this perspective that AFFIRM, with its concomitant executive roundtable, chose to delve further into “Pivotal New IT Initiatives—What’s Being Said, and Not Said?”

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EXECUTIVE SUMMARY The following are some key points made during the AFFIRM 2009 Roundtable to address the topic: “Pivotal New IT Initiatives—What’s Being Said, and Not Said?”  The newly created position of a Federal CIO will provide leadership at the strategic level

within the context of operational issues such as defining new IT requirements, leveraging technology, and guiding acquisitions.  Relationship building is “where it’s at.” Everyone in a leadership role—the Federal CIO,

Chief Technology Officer (CTO), Cyber Security Coordinator (CSC), Chief Human Capital Officer (CHCO), the Chief Financial Officer (CFO)—must come to the table to exchange information and keep abreast of key initiatives.  The Federal CIO will serve as an authority and a catalyst to build coalitions, to forge a

positive partnership between government and industry.  Information germane to business needs to be coalesced, and information resources

management (IRM) standards—particularly in the area of data management—must be developed.  The Federal Government, working in collaboration with the state and local governments,

must continue to actively support initiatives to declassify and make information readily available.  Web sites such as Data.gov make business and financial data available to the citizen,

promoting the concept of a “green” government. Conducting virtual transactions on a widespread basis, nonetheless, largely depends on trusting networks at the application level.  Where data are concerned, there is risk attached to providing transparency, and risk

aversion is a big issue. Although one slip can lead to shut down, there must be willingness to take a “hit.”  As cloud computing within the context of Web 2.0 technologies moves ahead, the

Federal Government, the National Institute of Standards and Technology (NIST), and industry groups need to work together to develop data management standards.

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 A cloud typically represents a protected environment, and it will be critical to ensure

confidence that information will be protected at the correct levels. Measures must be adopted to close holes and provide data leakage protection.  Web 2.0 represents a set of tools that facilitates collaboration and the decision-making

process, and must be further defined in terms of how the technology can be used to transform government.  In terms of governance and stewardship, although email is now the information

management standard, Web 2.0 will be next. The opportunity is rife for another “killer” application to emerge as a leading star.  Mentoring the younger generation on the value of open and collaborative leadership will

foster innovative applications of technology (for example, the social media).  The Federal Government must re-align IT investments to advance systems design

through development, modernization, and enhancement (DME) instead of sustaining a steady state wherein 80% of systems are legacy based.  Efficiency can be achieved by rapid prototyping to adopt and deploy solutions. Return on

investment (ROI) can be further enhanced by improving and adapting existing software and hardware configurations to satisfy evolving requirements.  The system for recruiting and retaining highly qualified personnel needs improvement. It

must be remembered that the Federal Government will be only as good as the people who serve.

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QUESTIONS 1. With Mr. Kundra’s appointment as the first governmentwide CIO, is this a semantic change or does it represent a more significant change? What impact will the creation of this new position have on government IT? How will this be different from the past? The Obama administration has also created a chief technology officer position. What impact will that post have?

The Federal CIO is viewed as an advisor to the President on how IT can resolve business problems and advance the mission of government. However, the relevance of this position will be realized in how it unfolds operationally.

In this AFFIRM/WFED Federal News Radio roundtable, the consensus among the panelists is the President mandated change. The establishment of the role of Federal CIO is “unprecedented,” exciting, and represents that significant change. This measure is seen as a “quantum leap” forward from the past when the CIO served more of an operational role fixing broken systems versus one as an advisor of how information technology can resolve business problems and advance the mission of government. The new Administration understands the efficacy of information technology, and as such, the new Federal CIO will get more time with the President. There is optimism the Federal CIO will really have “a seat at the table” and the goals of Clinger-Cohen may be achieved. There also is interest in making sure all branches of the government understand the mission and benefits of this new Federal CIO, especially as to how technology can help. However, the relevance of the new role of Federal CIO will be shown in how it unfolds operationally. It must receive sufficient authority—and be positioned to look at the strategic level far beyond the technical. For example, the Federal CIO can mandate information sharing and direct collaboration to promote standards and information sharing. Furthermore, the Federal CIO can use his authority to influence the level of transparency in government. Another example of where the new Federal CIO can provide leadership to all government CIOs is on the Recovery.gov reporting requirements. This new program-level reporting requires strong leadership from OMB, performance metrics, and more guidance. Additionally, the Federal CIO’s role needs to be differentiated from the new Federal Chief Technology Officer (CTO) and the new Cyber Security Coordinator (CSC). For the CIO, “it’s all about the information.” There is a strong desire among the panelists to see a tighter alignment among the CIO, CTO, CSC, Chief Human Capital Officer (CHCO), Chief Financial Officer (CFO), and Chief Acquisition Officer (CAO) so together they could support a “high-performing government.” Their communication as a team will help build the relationships needed to collaborate and develop the trust required for information sharing, a key goal of the Federal Government.

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Will the new Federal CIO make a difference? While there is support for an information technology “master chef,” it remains to be seen if the goals of Clinger-Cohen will become a reality. Nonetheless, the government now has a strong advocate at the President’s level to lead the charge in the government’s use of technology in furthering the mission of the Federal Government. As one panelist stated, “It was part of the President’s campaign…..that he was going to have a CIO, a CTO, and a cyber security advisor at the presidential level. …..just the fact that a President is talking about that suggests real progress.”

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2. Information must be appropriately available for use in order to be of maximum value. What approaches to data sharing and transparency, such as cloud computing and other distributive technologies, have been tried and proven successful? And, why?

As Web 2.0 technologies like “the cloud” are deployed, it will be critical to ensure that information will be secure, and at the correct levels.

Information technology (IT) is a business tool, an enabling vehicle, to manage and transmit information essential to accomplishing the mission of the Federal Government. As clearly illustrated in the work of the Intelligence Community, when distributed information is compiled and analyzed, the whole frequently becomes greater than the sum of the parts. The value of information in terms of achieving mission objectives depends on the capacity to share relevant data in a timely and efficient manner. Web 2.0 technologies provide an emerging set of sophisticated tools that facilitate data sharing and collaboration across networks, throughout government (at the federal, state, and local levels), industry, and the citizen population. Transparency of business operations depends on the willingness to share information, a mindset that recognizes the power of IT to enable business and mission success. Distributive technologies, such as cloud computing, reflect a cultural shift along a continuum of increasing readiness to trust networks at the application level. A cloud typically represents a protected environment, which necessitates “guns, guards, and gates,” i.e., appropriate measures for security. However, while information must be adequately protected on one hand, it is vitally important that information be made readily available to those who have that “need to know.” Since the cataclysmic events of 9/11, the Federal Government has worked collaboratively with state and local governments to declassify and make information more readily available to those who need it. As Web 2.0 technologies like the cloud are deployed, it will be critical to ensure confidence that information will be secured, and at the correct levels. Information germane to business requirements needs to be coalesced, and information resources management (IRM) standards—particularly in the area of data management—must be developed. As cloud computing within the context of Web 2.0 technologies moves ahead, data management standards must be developed in tandem with the National Institute of Standards and Technology (NIST) and industry groups. Universal or “open” standards implemented across the infrastructure, combined with data availability, create a needed synergy. Challenges relating to this include executing the task of re-platforming documents and the responsibility of managing tools and services within the context of who owns a particular “cloud.” Web 2.0 technologies provide the tools essential to collaboration and the distribution of information. More technical solutions are emerging everyday, and innovation will occur if data are well managed and made available.

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There are many new improvements emanating from technical developments within the realm of cloud computing, and other distributive technologies, that are based on the principle that collaboration and transparency are really about sharing information. The distribution of information online (as compared with paper) delivers a substantial ROI based on time savings. Web sites such as Data.gov promote the twin concepts of transparency and “green” government by making business and financial data available to the citizen. However, “Leadership 101” requires focus on more than the processes; there is a critical dimension involving the “human factor.” Mentoring on the value of open and collaborative leadership will foster innovative applications of technology (for example, the social media) and will further enhance the transparency of business transactions. It must be remembered that the Federal Government will be only as good—as efficient and effective—as the people who serve. Serious consideration must be given to improving the system for recruiting and retaining highly qualified personnel so as to realize these improvements.

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3. Web 2.0, blogs, Twitter, et al, seem to be the new way of conducting “business.” In fact, “Web 2.0/Collaborative technologies” was the number one critical technology, as voted in AFFIRM’s December 2008 Federal CIO Thirteenth Annual Top Ten Challenges Survey. Yet, departments and agencies are using them, perhaps with some trepidation. Will the government be openly adopting these newer technologies outright? How can agencies address security? What are some of the pitfalls of these new tools? What are some of the opportunities?

The key is how technology, specifically all the new tools, can be applied toward achieving the organization’s mission—and achieving it more effectively.

The challenges of adopting the newer technologies of Web 2.0 and social media in the conduct of business are currently being met within the federal workforce. Federal agencies need to embrace Web 2.0 as another set of tools to be used, and to understand how these tools can enhance the accomplishment of federal organization missions. In reality, mission effectiveness is a federal organization’s Profit and Loss (P&L) equivalent. If these tools can save lives by communicating via the channels used now, then agencies must continue to use them to be successful. The opportunity these tools provide is tremendous in helping the Federal Government to achieve openness and access. Panelists noted Web 2.0 already provides service for web mail, wiki, ivideo, social bookmarking, and others. The key is how technology, specifically all the new tools, can be applied to achieving an organization’s mission—and achieving it more effectively. If use of social media tools has to be mandated, then the battle may have been lost. The key is to make the new tools available and let the organizations create rapid prototypes. Organizations almost always adapt these tools for their community/areas of interest. The last resort is “to code,” now seemingly unpopular words. The most beneficial tools are the ones already being used by young workers because they know how to use them. Nonetheless, lots of training is still needed to make sure the job is done efficiently and securely. The real bottom line is that federal organizations and their employees need to get over their fears of using something new. It is the effective application of these new tools that will ultimately enable the transformation of government. In terms of human capital, requirements are clear—new staff skills are needed leading into the 21st century and the Web 2.0 era. Some panelists believe the current government “brain drain” is not so bad; new entrants bring energy and ideas. However, the hiring process is broken, and once hired, new employees need to be mentored. This puts further pressure on staff that may or may not have the right skills to use Web 2.0 et al to transform their organizations. A key to success in implementing Web 2.0 is early engagement of the Chief Executive Officers (CEOs), Inspectors General (IGs), and legal staff—get them to the table and use them to help drive improvements.

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What are the challenges? Security is the primary one. The consensus is security concerns need to be overcome, just as they were when credit cards began to be used for online transactions or when, on Flag Day, June 14, 1996, GSA became the first agency to give email addresses and Internet access to all employees. Pertaining to Web 2.0 and cloud computing, documents need to be re-platformed because there can be security holes in the cloud. Standards for cloud computing need to be developed in tandem with NIST and industry groups, while federal organizations need to use a protected environment, meet the gate of system certification, AND provide confidence the information to be shared is protected at the right level. By 2010, there should be lots of examples of how well the cloud concept is working. Records management is another challenge. Federal organizations need to address their policies and governance, the same as when email became a system of record. Other challenge areas mentioned by the panelists were data encryption and 508 compliance as it pertains to delaying implementation of Web 2.0 applications. From this array of challenges stem many opportunities within the Web 2.0 and social networking environment. While these tools are here to stay—(authors’ note: at least for this round)—some federal organizations will rise to meet the challenges and embrace them with vigor—some won’t. Time will tell.

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4. The mandate of fiscal responsibility permeates the new Administration’s agenda as a whole. From an IT perspective, how do you assess the significance of initiatives to: a) reduce software development time; b) increase the development capability of the government; and, c) modernize software in place?

Proactive measures to reduce costly software development time and finding new methods to streamline modernization of software in place will save substantial dollars.

In terms of software applications, it is necessary to promote an environment that embraces rapid prototyping so that the software development life cycle (SDLC) moves quickly to adopt and deploy solutions. Software and hardware have a shelf life; there is no silver bullet where one size fits all, so ways must be found to save resources across the life of IT investments. Proactive measures to reduce costly software development time and finding new methods to streamline modernization of software in place will promote smooth migration and substantial conservation of dollars. Return on investment (ROI) can be maximized by increasing the development capability of the government to adapt and upgrade existing systems and applications to better suit current requirements. In this scenario, staff would have the added advantage of being already familiar with the software/hardware configuration and be able to determine an optimal approach. Look to the resourcefulness and diversity of the Web 2.0 generation for new and innovative ideas in the software development arena. As contrasted with government, the profit and loss (P&L) currency within the private sector is measured in terms of hard dollars. Industry must comply with Sarbanes-Oxley (SOX), and where applicable, regulations for pursuing business on an international or global scale. Within the Federal Government, P&L currency is mission effectiveness—to save lives. A dollar value cannot be placed on ensuring and securing the preservation of life. The business of the Federal Government is mission excellence, and performance is mission based. The real bottom line for government, then, can be measured in terms of improved performance. Factors that impact government performance include numerous laws, rules, and regulations. The point is that valuable lessons can be learned from both sides of the table. The Federal CIO needs to be strategic, innovative, and bring a holistic perspective to managing and funding the business of the Federal Government. Ultimately, leadership in each operational area and a well-integrated strategic plan are absolutely essential to achieving mission effectiveness. Leaders need to meet at the table on an everyday basis, including the CIO, CTO, CSC, CHCO, CFO, and CAO. By establishing a working forum, it will be possible to exchange information, keep abreast of key initiatives, relay functional requirements, and create transparency throughout the operational leadership. As a result of this transparency, the determination of optimal funding levels for designated program goals and objectives can be made based on a clear definition and solid understanding of operational requirements. 16

Management and mitigation of risk factors is a major issue, particularly with respect to ensuring the security of classified information. Transparency of data and operations always carries an inherent level of risk that must be bridged. Circular A-123, “Management Accountability and Control,” stipulates that as federal employees develop and implement strategies for reengineering agency programs and operations, it is essential to design management structures to ensure accountability for results that include appropriate, costeffective controls. This directive provides guidance on improving the accountability and effectiveness of federal programs and operations by establishing, assessing, correcting, and reporting on management controls designed to mitigate risk. The focus must be on the bottom-line business mission, the outcome, the results; technology is an enabler. Great things are happening in terms of internal and external transparency, and there are numerous success stories that substantiate the value of sharing information. There is a far-reaching litany of positive outcomes to report, ranging from providing expanded services to citizens to delivering tangible (and vital) supplies essential to support warfighters abroad. A good example of the benefits associated with information sharing and transparency can be found in the Department of the Interior “Report to Citizens.” This publication offers considerable insight to the function of this Department, and answers the question: “What do we do for the citizens?” Reference may also be made to the efforts of the DoD community to work with state and local governments to declassify and disseminate information. Obviously, data management standards are of key importance. While federal managers are responsible for governance and stewardship, the programs are the owners of the information essential to achieving the business mission. Web 2.0 technologies provide an expansive array of tools for attaining target performance results with maximum efficiency. It will be necessary to migrate to new systems architecture, new data bases, new technologies, and new strategies like cloud computing. At the present time, there is a steady state to surmount given that 80% of federal systems are legacy based. This fact alone suggests that there needs to be a new approach to the Exhibits 300 and overall resource allocation to effectively address this issue. It is crucial to align acquisitions to more substantially support system design modernization, instead of maintaining steady state, and the federal workforce is steering in that direction. The application of Web 2.0 on a daily basis enables the Federal Government to “work smarter” with virtualization. Thus the challenges of Business Process Reengineering (BPR) and software development, combined with fiscal pressures, offer new opportunities. Leadership and innovation will return hard dollar savings in the long run by enabling government to do more (and do it better) with less (fewer resources).

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5. Summary Comments As the roundtable discussion concluded, the panelists offered summary comments regarding what’s being said or not said pertaining to new federal IT initiatives.

We must never be comfortable where we are…We must always seek to be more efficient and more effective because this is how our return on investment (ROI) is measured.

 The Federal CIO will have an audience with the President and be in a position to bring

an overarching perspective to the table. The Federal CIO must be courageous, vigilant, visionary, meet challenges head-on, and deliver results according to the stated mission.  The Federal CIO can provide a new dimension of leadership and the necessary impetus

to propel decision making and innovation essential for optimal ROI. Within the Federal Government, ROI is measured by efficiency and effectiveness in fulfilling the mission of securing the Homeland and protecting life.  There needs to be a line of sight to the mission stemming from the Federal CIO as

contrasted with a perceived present-day disconnect between the work of the CIO and the agency mission. Ideally, there would also be more interaction, partnering, and harmonizing throughout the CIO community. We must work toward sustaining a “Federal Government,” not a “federated government.”  The appointment of a Federal CIO offers a window of opportunity to validate the value

of IT in terms of improving performance and achieving cost savings across the board. It is crucial to seek a positive return on performance management relative to attainment of the respective business mission.  The Federal CIO must be empowered to assist the Federal Government in the effort to

move beyond the current steady state of legacy systems to a “Beta Government.” In the present IT environment, approximately 80% of resources are committed to managing and maintaining legacy systems while only the remaining 20% are allocated to development, modernization, and enhancement (“DME”).  Business Process Reengineering (BPR) will be necessary to streamline operations so that

the business mission can be effectively accomplished. Governance and stewardship are essential supporting disciplines. In the final analysis, budget, technology, and leadership have to stand together.

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 Industry seeks to work side-by-side with government, particularly in the arena of

standards development for data quality and management. In terms of achieving optimal levels of transparency and information sharing, the number one challenge is ensuring data quality. It is clear that effective cloud computing within a collaborative environment will be based on adherence to data standards.  Technology enables collaboration, breaking down of silos, transparency, sharing of

information, and the rapid prototyping of innovative solutions that promote green government. It is an exciting time—there are many ways to do business within the stakeholder community. There will, however, be a filtering phase as not all media are suitable or effective in the workplace (for instance, not everyone in their 30s uses Facebook).  Team building establishes a foundation for optimal performance throughout the Federal

Government, and it starts with the leadership: the CIO, CTO, CSC, CHCO, CFO, and CAO. Diversity found within the team enhances and reinforces our capabilities. The important point is to make the best use of the unique talents and individual perspectives that each member offers.  It is tremendously important that we revitalize current employee recruiting methods,

candidate selection processes, and the hiring system for federal personnel. Attracting and retaining well-qualified professionals and supporting staff are critical elements of effective human capital management. We must always remember that we are only as good as our people.

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CONCLUSION In last year’s AFFIRM hot topic paper, “What Could be the Suggested IT Strategy for the Next Administration?,” we asked if the role of the CIO should be elevated. It has been. We also talked about the influx of younger, more IT-savvy staff with higher expectations of what IT could do for the Administration, departments/agencies, and the citizenry, with one panelist summarizing, “The real key is to focus on results: service not technology; and, quality data and information and not infrastructure.” This similar theme/result, along with the positive influence of the Federal Government’s younger IT generation, was also brought forth in this year’s AFFIRM panel discussion of “Pivotal New IT Initiatives—What’s Being Said, and Not Said?” One of the topics panelists discussed within this AFFIRM 2009 roundtable/white paper was “mentoring the younger Federal Government IT generation.” But, are they not (the younger generation) upward IT mentoring “the establishment,” as well? A few years ago, one of the authors was visiting a daughter who had, at that time, four-year-old twin boys. When entering the house, the author asked, “Where are the boys?” “Back in the computer room,” the daughter responded. When entering the computer room, the author saw the four-year-old twin grandsons sitting on a soft bench with their faces and necks stretched upward so that their little foreheads, eyes and noses could barely clear the top of the table to see the computer monitor, as one was feverishly working an application with the mouse. Noticing their grandparent, one of the twins scooted his little bottom off the bench and slapping the bench said, “Sit here. You do it; you do it.” While the author/grandparent was somewhat tech savvy, the grandparent “graciously” opted out. Why? Because the grandparent was now being technically “threatened” by two four-year-old tykes who did not view what they were doing as computer technology, but, rather, viewed it only as a part of their “life.” With each passing year, Federal Government IT support services get better and better—through education and training of the establishment, and through the addition of the younger, more tech-savvy (and perhaps adaptable) workforce generation. The panel concluded with the comment/thought that while “cheaper, better, faster” are important, “cheaper, better, and agile” are now more important. Challenges and changes are now happening at a much faster rate, and agility is needed to handle these pivotal new initiatives in making information technology truly supportive of the mission. And, in the final analysis, it is the mission that really counts.

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