REPORT OF AUDIT - COMMUNICATIONS IN THE 21ST CENTURY PROGRAM

• Document Type: FOIA
• Collection: FOIA Collection
• Document Number (FOIA) /ESDN (CREST): 06636466
• Release Decision: RIPPUB
• Original Classification: U
• Document Page Count: 25
• Document Creation Date: December 28, 2022
• Document Release Date: October 3, 2018
• Case Number: F-2016-02227
• Publication Date: September 30, 2003

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REPORT OF AUDIT
(U) Communications in the 21st Century Program
Central Intelligence Agency
� Office of Inspector General
Audit Staff
(b)(3)
30 September 2003
DATE ISSUED
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Report of Audit
(U) Communications in the 21st Century Program
� (U) EXECUTIVE SUMMARY
(U) OBJECTIVES
(U) The objectives of the audit were to determine whether:
� The Communications in the 21st Century Program
(Commo 21) is meeting planned cost and schedule targets.
� The Commo 21 Program Office is employing sound
acquisition and program management techniques.
(U) BACKGROUND
(C) Commo 21 is a multi-year program to develop and implement secure
and reliable telecommunications and information services for the Agency.
Commo 21 was established in December 1998 to modernize the Agency's
field information technology infrastructure in accordance with theDCr
Strategic Direction.
The Commo 21
Program Office, which is under the Chief Information Officer (CIO),
Information Services Infrastructure (ISI), provides budget, schedule, and
process control as well as systems integration, systems engineering,
architectural development, and configuration management for Commo 21.
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(U) RESULTS IN BRIEF
(U) Commo 21 Program Office Personnel are employing sound program
management processes and techniques to manage the technical aspects of
Commo 21. Technical risks associated with Commo 21 have been identified
and are being effectively managed. Program office personnel have established
appropriate functional, capacity, and performance acceptance testing plans
and processes. Effective customer training has been developed and
implemented. Commo 21 customers have been closely involved in program
development and have expressed a high level of satisfaction with the technical
progress and management of the program.
(U/7,6�140) The Commo 21 Program Office does not, however, have
adequate procedures for monitoring and controlling program costs. Program
office personnel effectively manage the Commo 21 fiscal year allotment, but
do not perform total program cost management. Program office personnel do
not calculate and analyze variances between the Commo 21 cost estimate and
actual costs incurred to determine the impact of the variances on Commo 21
cost and schedule performance. As a result, program office personnel do not
know whether Commo 21 will be completed within the program's overall
baseline cost estimate.
Informed corporate resource planning and budgeting decisions require
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up-to-date information on the projected costs, risks, and
interdependencies associated with Commo 21.
(U) MANAGEMENT COMMENTS AND OUR EVALUATION
--(-S-)�The audit found that Commo 21 contractors are required to compare
actual and estimated costs and report cost variances for individual contracts
in their monthly contract status reports. Although this is a good internal
control for managing contractor performance on individual contracts, it
does not, of itself, provide an assessment of overall Commo 21 cost and
schedule performance. While the CCB is responsible for assessing the cost
impact of Commo 21 changes, it does not continually monitor overall
program costs and compare actual costs to the Commo 21 cost estimate.
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(U) Table of Contents
(U) OBJECTIVES, SCOPE, AND METHODOLOGY 1
(U) BACKGROUND 2
(U) CIO Project Management Process 5
(U) DETAILED COMMENTS 5
(U/1f64J.0)_ The Commo 21 Program Office is Effectively
Managing the Technical Aspects of Commo 21 5
(U) Audit Team Members Exhibit C
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(U) OBJECTIVES, SCOPE, AND METHODOLOGY
(U) The overall objective of this audit was to determine the
�effectiveness of the Communications in the 21' Century (Commo 21)
Program Office. Specific objectives were to determine whether:
� Commo 21 is meeting planned cost and schedule targets.
� The Commo 21 Program Office is employing sound
acquisition and program management techniques.
(U1F0)- In conducting the audit, we:
� Identified and reviewed applicable Federal laws and
regulations, Agency policies and regulations, and relevant
Office of Inspector General audit and inspection reports.
� Reviewed applicable Agency program manager and
contracting officer's technical representative (COTR)
certification policies and procedures, as well as CIA
University project management training course material.
� Evaluated the management controls related to Commo 21
planning; scheduling; risk management; project monitoring
and oversight; scope and resource management; and
functional, capacity, and performance testing.
� Reviewed a sample of Commo 21 contracts and
interviewed contracting officers and COTRs.
� Attended Commo 21 planning and oversight meetings.
� Surveyed members of the Commo 21 Senior Stakeholders
Advisory Group to ascertain their level of satisfaction with
the performance and progress made by the Commo 21
Program Office.
� Extracted and analyzed data on Commo 21 from the
Aaencv Financial Manaaement System (AFMS) and
1 (U) AFMS is the Agency's financial accounting system.
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� Interviewed key senior Agency personnel regarding
oversight of Commo 21.
� Benchmarked Agency project management practices with
industry best practices?
(U) We focused our review on program activities from January 2000
through April 2003. Although Commo 21 began in 1998, the program was
re-baselined3 and a new program manager was assigned in FY 2000.
(U) The audit was conducted from May 2002 to May 2003 and was
conducted in accordance with generally accepted government auditing
standards. Comments on a draft of this report were provided by the Chief
Financial Officer (CFO) and the Chief Information Officer (CIO) and were
considered in the preparation of the final report.
(U) BACKGROUND
(C) Commo 21 is a multi-year program to develop and implement secure
and reliable telecommunications and information services for the Agency.
Commo 21 was established in December 1998 to modernize the Agency's
field information technology infrastructure in accordance with the DCI's
Strategic Direction�I
Other ongoing communications network
tion projects have been consolidated under Commo 21:
gency Acquisition Keview Hoar
acquisition plan in February 1999.7
The
2 (U) We benchmarked Agency practices with the practices promulgated by Project Management
Institute (PM10) in their book A Guide to the Project Management Body of Knowledge. PMI is a
professional association of more than 70,000 industry and government members. We also used the
Project Management Essential Library series published by Management Concepts Institute to
benchmark Agency practices.
3 (U) A baseline is a cost, schedule, or technical description of what is to be accomplished that can
be used as a basis for work authorization, budgeting, and program control. When a cost, schedule,
or technical document has been coordinated with the stakeholders and approved by the appropriate
officials, the document is referred to as having been baselined.
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(U) CIO Project Management Process
(U//FOU0) In September 2002, the CIO prescribed that all information
systems projects that have not reached preliminary design review adopt the
CIO Project Management Process (CPMP). Commo 21 is in the process of
transitioning to CPMP for its Phase 2 requirements. The CPMP defines the
roles and responsibilities involved in project management and consists of
seven phases covering the life cycle of a system: assess investment, plan
project, select developer, execute project, deploy system, operate and
maintain system, and deactivate system. Each phase contains one or more
control gates to monitor the health and status of the project. Control gates
are reviews of a project's technical accomplishments and programmatic
status.
(U) DETAILED COMMENTS
(IMPOttet)- The Commo 21 Program
Office is Effectively Managing the
Technical Aspects of Commo 21
(UPrOtTej Commo 21 Program Office personnel are employing sound
program management processes and techniques to manage the technical
aspects of Commo 21. Technical risks associated with Commo 21 have
been identified and are being effectively managed. Program office
personnel have established appropriate functional, capacity, and
performance acceptance testing plans and processes. Effective customer
training has been developed and implemented. Commo 21 customers have
been closely involved in program development and have expressed a high
level of satisfaction with the technical progress and management of the
program.
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Exhibit C
(U) Audit Team Members
(U//FOU0) This audit report was prepared by the Procurement and
Technology Division, Audit Staff, Office of Inspector General.
Chief
Auditor-in-Charge
Auditor
Auditor
/ Auditor
Auditor
This Exhibit is UNCLASSIFIED//fittitr�
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