The U.S. Secret Service contracted with Vergys LLC to document a five-year IT strategic plan that aligned with the Technology Refresh investment, the Department of Homeland Security IT Strategic Plan, and the U.S. Secret Service Strategic Plan. more
Guiding organizations through each phase of the CPIC process–select, control, and evaluate. more
Ensuring IT portfolios are developed, prioritized, and optimized based on agency goals. more
Deploying key elements of the Project Management Institute’s Body of Knowledge to minimize project risk. more
Aligning financial data and key performance measures to mission goals and objectives.
Implementing BI and ABC solutions to support process improvement efforts.
Vergys is committed to honoring the original premise of management consulting – providing independent counsel to organizations and leaders based on learned experiences in order to ensure positive outcomes.
Whether boosting performance at IRS, helping DHS go green, or eliminating shelfware at the Secret Service, Vergys is dedicated to client success.
The Internal Revenue Service was plagued by poorly aligned and poorly defined Exhibit 300 performance measures for many of its most high profile investments. “Too often the performance measures were unclear or were not meaningful representations of the agency’s investment goals,” noted Eric Thomas, partner at Vergys LLC. With the firm’s guidance, IRS improved their performance measures to better demonstrate results and align with the agency’s aims for greater transparency and accountability.
Congressional reporting can be lengthy and time consuming, none more so than budget justifications. In fact, DHS spends over 20,000 man hours and uses 3,000 pages to develop their budget each year. A team of consultants led by Vergys redefined DHS processes by implementing budget software that reduced workload to 4,000 hours and eliminated printed pages. Kevin Sawyer, partner at Vergys, stated, “these results have spurred interest from other agencies looking for similar efficiencies.“
The 2007 IT Strategic Plan at US Secret Service had collected dust for over 2 years. “Some elements were still relevant but many were not. The organization no longer used the document to drive decisions,” said Eric Thomas, partner at Vergys. Vergys supported the new CIO in defining an IT Strategic Plan that contains performance metrics, an accountability framework, and budget references. As a result, the new IT Strategic Plan is reviewed during monthly executive meetings.