e x e c u t i v e s u m m a r y（是的，我是你的，我是你的）.docVIP

Executive Summary Information Technology and Construction Capital Planning and Investment Control Guide Over the past few years, legislative and Administration mandates have been introduced aimed at improving mission performance of the Federal government through more effective strategic, financial, and acquisition management. One significant piece of legislation is the Clinger-Cohen Act of 1996 (CCA), which seeks to improve mission performance by requiring agencies to clearly define and implement a Capital Planning and Investment Control (CPIC) process for selecting, controlling, and assessing IT investments. The CCA has introduced a new level of rigor to the way agencies approach the selection and management of IT initiatives, and has forced agencies to rethink how they do business. The Presidents Management Agenda reinforces the CCAs emphasis on improving mission performance through a CPIC process. This emphasis on improving capital planning strongly applies to the Federal governments construction investments. A well defined, effective CPIC process helps ensure that the United States Department of the Interior (DOI) will achieve its mission and goals. It complies with appropriate laws and regulations. An effective CPIC process ensures that investments made by DOI are supported by a strong business case and are based on objective criteria and support the mission and goals. Annually, DOI invests over $800 million in Information Technology (IT) assets and services and $1.2 billion on construction projects. The success of these IT and construction investments directly influences the ability of component bureaus and offices within DOI to execute business plans and fulfill missions. The Key Components Recognizing the importance of IT and construction investments, DOI is engaged in an ongoing effort to establish, maintain, and support a capital asset investment analysis and decision-making environment. In the effort to attain this environment, DOI has employed the