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OPM.gov / About Us / Reports & Publications / Agency Plans / IT Strategic Plan / Appendix C: OPM IT Strategic Roadmap
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Appendix C: OPM IT Strategic Roadmap

Strategic Goal 1: Continue investing in diverse and skilled talent across all phases of the employment lifecycle

OPM IT Strategic Goals - Strategic Objectives - Initiatives FY 2023 - 2026
ID OPM IT Strategic Goal - Strategic Objective - Initiative Q4 2022 Q1 2023 Q2 2023 Q3 2023 Q4 2023 Q1 2024 Q2 2024 Q3 2024 Q4 2024 Q1 2025 Q2 2025 Q3 2025 Q4 2025 Q1 2026 Q2 2026 Q3 2026 Q4 2026 OPM Goal 1 OPM Goal 2 OPM Goal 3 OPM Goal 4
1 Continue investing in diverse and skilled talent
across all phases of the employment lifecycle		 ✓
1.1 Empower and train supervisors with the tools
to hire and retain qualified and skilled talent		 ✓
1.1.1 Train hiring managers to effectively leverage hiring
criteria and job descriptions		 ✕ ✕ — Continuous Improvements — ✓
1.1.2 Effectively utilize available programs designed to
attract appropriately skilled employees to OCIO		 ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✓
1.1.3 Align job descriptions to roles and responsibilities ✕ ✕ ✕ ✕ ✕ ✕ — Continuous Improvements — ✓
1.1.4 Track employee turnover at the division level ✕ ✕ ✕ ✕ ✕ ✕ — Continuous Improvements — ✓
1.2 Establish annual training and certification requirements
based on new technologies and business frameworks		 ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✓
1.2.1 Identify a digital transformation training pipeline and
communicate to OCIO staff		 ✕ ✕ — Continuous Improvements — ✓
1.2.2 Launch classes in the Scaled Agile Framework (SAFe)
practices		 ✕ ✕ — Continuous Improvements — ✓
1.2.3 Upskill the workforce to support a Cloud First agenda ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✓
1.3 Formalize an IT mentoring program in conjunction
with an OPM mentoring program		 ✓
1.3.1 Formalize a career mentoring program across OCIO
for employees at all levels		 ✕ ✕ ✕ ✕ ✕ — Continuous Improvements — ✓
1.3.2 Establish an OCIO leadership program for succession
planning		 ✕ ✕ ✕ ✕ — Continuous Improvements — ✓
1.3.3 Continuously implement and improve the IDP development
process		 ✕ ✕ ✕ ✕ ✕ — Continuous Improvements — ✓
1.4 Continue investing in diverse and skilled talent across
all phases of the employment lifecycle		 ✓
1.4.1 Establish IT recruiting and workforce success criteria ✕ ✕ ✕ ✕ — Continuous Improvements — ✓
1.4.2 Continue providing a diverse, equitable, inclusive, and
accessible work environment for all OCIO employees		 ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ — Continuous Improvements — ✓
1.4.3 Align OCIO strategic goals and objectives to individual
performance and development plans, including training
on new technologies and methodologies		 ✕ ✕ ✕ ✕ ✕ — Continuous Improvements — ✓
1.4.4 Assess the current organizational structure and align
position descriptions so that they are modern and
competitive in the marketplace		 ✕ ✕ ✕ ✕ ✕ — Continuous Improvements — ✓

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Strategic Goal 2: Adopt objective, trusted performance measures to establish value and trust with customers

OPM IT Strategic Goals - Strategic Objectives - Initiatives FY 2023 - 2026
ID OPM IT Strategic Goal - Strategic Objective - Initiative Q4 2022 Q1 2023 Q2 2023 Q3 2023 Q4 2023 Q1 2024 Q2 2024 Q3 2024 Q4 2024 Q1 2025 Q2 2025 Q3 2025 Q4 2025 Q1 2026 Q2 2026 Q3 2026 Q4 2026 OPM Goal 1 OPM Goal 2 OPM Goal 3 OPM Goal 4
2 Adopt objective, trusted performance
measures to establish value and trust with customers		 ✓ ✓ ✓
2.1 Establish customer performance improvement goals
for each program office to showa direct connection
to the business value, and track metrics
to show improvement		 ✓ ✓ ✓
2.1.1 Improve past performance reporting compliance ✕ ✕ ✕ ✕ ✕ — Continuous Improvements — ✓ ✓ ✓
2.1.2 Establish enterprise-wide contract vehicles ✕ ✕ ✕ ✕ ✕ — Continuous Improvements — ✓ ✓ ✓
2.1.3 Establish enterprise-wide contract vehicles ✕ ✕ ✕ ✕ ✕ — Continuous Improvements — ✓ ✓ ✓
2.1.4 Implement IT workflows that use industry standards
to generate data that supports continuous improvement,
and successful mission delivery		 ✕ ✕ ✕ ✕ — Continuous Improvements — ✓ ✓ ✓
2.1.5 Use TBM-based cost, consumption, and performance
data to guide IT investment decisions		 ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✓ ✓ ✓
2.2 Define and establish all processes necessary to
enable tracking, utilization, and performance
by OPM program office		 ✓ ✓ ✓
2.2.1 Define the services that OCIO provides to each customer
and their appropriate measures		 ✕ ✕ ✕ ✕ ✓ ✓ ✓
2.2.2 Communicate service definitions and performance
measures to each customer		 ✕ ✕ ✕ ✕ ✓ ✓ ✓
2.2.3 Publish an OCIO service catalog ✕ ✓ ✓ ✓
2.2.4 Establish an industry standard measure for help desk
satisfaction ratings		 ✕ ✕ ✕ ✕ ✕ ✓ ✓ ✓
2.3 Define performance requirements with each customer ✓ ✓ ✓
2.3.1 Conduct discovery sessions with programs to build
a mutual understanding of current systems’ capabilities
and program offices’ needs		 ✕ ✕ ✕ ✕ ✓ ✓ ✓
2.3.2 Establish a service level agreement (SLA) with
each customer that includes performance measures
and establishes expectations when relevant		 ✕ ✕ ✕ ✕ ✓ ✓ ✓
2.3.3 Conduct customer experience research in alignment with
the goals of Executive Order 14058 Transforming
Federal Customer Experience and Service Delivery
To Rebuild Trust in Government		 ✕ ✕ ✕ ✓ ✓ ✓
2.4 Use cost, utilization, and performance data to
interact with each OPM program office		 ✓ ✓ ✓
2.4.1 Partner with all OPM program o‹ices so that all IT
development includes adequate full-time SME
participation from direct business partners		 ✕ ✕ ✕ ✕ ✕ ✓ ✓ ✓
2.4.2 Deliver regular service reports to customers ✕ ✕ ✕ ✕ ✕ ✓ ✓ ✓
2.4.3 Expand service performance reports to include
any services requested by customers		 ✕ ✕ ✕ ✕ ✕ ✓ ✓ ✓
2.4.4 Account for all costs of providing services ✕ ✕ ✕ ✕ ✓ ✓ ✓

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Strategic Goal 3: Align every IT investment to the business priorities of the agency

OPM IT Strategic Goals - Strategic Objectives - Initiatives FY 2023 - 2026
ID OPM IT Strategic Goal - Strategic Objective - Initiative Q4 2022 Q1 2023 Q2 2023 Q3 2023 Q4 2023 Q1 2024 Q2 2024 Q3 2024 Q4 2024 Q1 2025 Q2 2025 Q3 2025 Q4 2025 Q1 2026 Q2 2026 Q3 2026 Q4 2026 OPM Goal 1 OPM Goal 2 OPM Goal 3 OPM Goal 4
3 Align every IT investment to the business priorities
of the agency		 ✓ ✓ ✓
3.1 Establish and maintain portfolio management and
governance processes for business input, feedback,
and transparency in OCIO operations		 ✓ ✓ ✓
3.1.1 Train hiring managers to effectively leverage hiring
criteria and job descriptions		 ✕ ✕ ✕ ✕ ✕ ✕ ✕ — Continuous Improvements — ✓ ✓ ✓
3.1.2 Create a technical architecture and roadmap that supports
OPM business modernization		 ✕ ✕ ✕ ✕ ✕ — Continuous Improvements — ✓ ✓ ✓
3.1.3 Incorporate the guidance of the OPM Strategic Plan into
OCIO plans and investment		 ✕ — Continuous Improvements — ✓ ✓ ✓
3.1.4 Create an OPM Digital Governance Board ✕ ✕ ✕ ✕ — Continuous Improvements — ✓ ✓ ✓
3.2 Establish a relationship management function for
OCIO customers		 ✓ ✓ ✓
3.2.1 Maintain a forum for stakeholder feedback ✕ ✕ ✕ ✕ ✕ — Continuous Improvements — ✓ ✓ ✓
3.2.2 Assign a project manager to major projects ✕ — Continuous Improvements — ✓ ✓ ✓
3.2.3 Eliminate duplicative systems across the enterprise ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✓ ✓ ✓
3.2.4 Communicate IT plans and actions to customers ✕ ✕ ✕ ✕ ✕ — Continuous Improvements — ✓ ✓ ✓
3.3 Develop a governance structure, processes, and tools
to identify, evaluate, prioritize, and track OPMʼs IT spend		 ✓ ✓ ✓
3.3.1 Establish a governance structure to prioritize and track OPM
IT spending		 ✕ ✕ ✕ ✕ — Continuous Improvements — ✓ ✓ ✓
3.3.2 Implement processes and tools to track OPM IT spending ✕ ✕ ✕ ✕ ✕ — Continuous Improvements — ✓ ✓ ✓
3.3.3 Establish a cloud governance structure and processes to
optimize OPM cloud usage		 ✕ — Continuous Improvements — ✓ ✓ ✓
3.3.4 Implement processes and tools to identify, evaluate, prioritize,
and optimize OPM’s cloud utilization		 ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ — Continuous Improvements — ✓ ✓ ✓
3.3.5 Establish and implement an IT Working Capital Fund (WCF) ✕ ✕ ✕ ✕ — Continuous Improvements — ✓ ✓ ✓
3.4 Establish budget plans and execution based on the
prioritized business needs defined through the
governance process		 ✓ ✓ ✓
3.4.1 Establish a prioritized budget for all OCIO expenditures ✕ ✕ ✕ ✕ — Continuous Improvements — ✓ ✓ ✓
3.4.2 Develop and implement strategic sourcing, so that OCIO
spending aligns with customer and agency priorities		 ✕ ✕ ✕ ✕ — Continuous Improvements — ✓ ✓ ✓
3.4.3 Submit all TMF-eligible projects to OMB for potential funding ✕ — Continuous Improvements — ✓ ✓ ✓
3.4.4 Proactively review and evaluate contracts to appropriately
support the OCIO’s short- and long-term goals and objectives		 ✕ — Continuous Improvements — ✓ ✓ ✓
3.4.5 Establish formulation and execution mechanisms and financial
management policies and controls that align with federal
financial management and business priorities		 ✕ ✕ ✕ ✕ ✕ — Continuous Improvements — ✓ ✓ ✓
3.4.6 Establish acquisition program management mechanisms to
efficiently use resources		 ✕ ✕ ✕ ✕ ✕ — Continuous Improvements — ✓ ✓ ✓
3.5 Implement standards and practices to reduce the number of
audit recommendations and findings		 ✓
3.5.1 Develop policies and a team to address outstanding GAO and
IG recommendations		 ✕ ✕ ✕ ✕ — Continuous Improvements — ✓
3.5.2 Resolve outstanding GAO and IG recommendations ✕ ✕ ✕ ✕ ✕ — Continuous Improvements — ✓
3.5.3 Improve the agency-wide FISMA and FITARA scores ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✓
3.5.4 Work to reduce new GAO and IG recommendations ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✓

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Strategic Goal 4: Modernize IT across OPM through investments in systems and technologies to improve customer experience

OPM IT Strategic Goals - Strategic Objectives - Initiatives FY 2023 - 2026
ID OPM IT Strategic Goals - Strategic Objectives - Initiatives Q4 2022 Q1 2023 Q2 2023 Q3 2023 Q4 2023 Q1 2024 Q2 2024 Q3 2024 Q4 2024 Q1 2025 Q2 2025 Q3 2025 Q4 2025 Q1 2026 Q2 2026 Q3 2026 Q4 2026 OPM Goal 1 OPM Goal 2 OPM Goal 3 OPM Goal 4
4 Modernize IT across OPM through investments in systems
and technologies to improve customer experience		 ✓ ✓ ✓
4.1 Empower and train supervisors with the tools to hire
and retain qualified and skilled talent		 ✓ ✓ ✓ ✓
4.1.1

Modernize OPM.gov and the intranet to include the following
strategies:

  • Use human-centered design principles to create a site
    that is designed for external customers (rather than
    for OPM program offices), helps customers efficiently
    obtain the information they need, and creates opportunities
    for feedback
  • Migrate to a cloud-hosted OPM.gov platform to allow
    for elasticity as demand increases or decreases, delivering
    a positive customer experience during peak usage
  • Implement a modern content management platform to update
    and maintain the content on OPM.gov more easily
  • Establish a unified approach to the development and
    maintenance of web content
 ✕ ✕ ✕ ✕ — Continuous Improvements — ✓ ✓ ✓
4.1.2

Transition the USA Suite to the cloud and enhance the customer
experience by improving USAJOBS®, USA Sta‰ing ®,
USA HireSM, USA Performance®, and USA Learning®
by using the following strategies:

  • Increase stakeholder access to USA Suite applications
    data to drive improvements to the federal hiring process
  • Collaborate with GSA’s Login.gov team to improve the
    USAJOBS® authentication experience
  • Implement USA Suite applications IT modernization efforts
    to leverage technology and process advancements
  • Improve USA Suite applications Voice of Customer sourcing
    and support mechanisms
 ✕ ✕ ✕ ✕ — Continuous Improvements — ✓ ✓ ✓
4.1.3 In support of the President’s Management Agenda, adopt the use of
modular, common building blocks for digital services, including
digital infrastructure, products, services, or channels, which
may be implemented singly or in combination		 ✕ ✕ ✕ ✕ ✕ — Continuous Improvements — ✓ ✓ ✓
4.1.4 Complete a user-centered design and develop a minimum viable
product for a new Federal Employees Health Benefits (FEHB) Program
decision support tool that will give eligible individuals the necessary
information to compare plan benefits, provider networks,
prescription costs, and other health information		 ✕ ✕ ✕ ✕ — Continuous Improvements — ✓ ✓ ✓
4.1.5 Launch a digital retirement system pilot to move from a
predominantly paper-based system to an all-digital-based system		 ✕ ✕ ✕ ✕ — Continuous Improvements — ✓ ✓ ✓
4.1.6 Develop a U.S. Postal Service Health Portal and decision support tool ✕ ✕ ✕ ✕ — Continuous Improvements — ✓ ✓ ✓
4.2 Improve OPM customer experiences by modernizing key internal
systems		 ✓ ✓ ✓ ✓
4.2.1 Consolidate all existing OCIO help desks into one help desk, to
reduce silos and implement enterprise solutions		 ✕ ✕ ✕ ✕ ✕ — Continuous Improvements — ✓ ✓ ✓
4.2.2 For the Retirement Services Call Center, add chat bot, knowledge
base development, and integration with legacy systems to speed the
retrieval of retiree information		 ✕ ✕ ✕ ✕ ✕ — Continuous Improvements — ✓ ✓ ✓
4.2.3 Modernize the Janus retirement calculator ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ — Continuous Improvements — ✓ ✓ ✓
4.2.4 Develop and upgrade user interfaces, modernize system components,
and enhance data integration of Retirement Services systems to
improvecustomer service		 ✕ ✕ ✕ ✕ ✕ — Continuous Improvements — ✓ ✓ ✓
4.2.5

Partner with HCDMM and the Office of Privacy to expand the quality
and use of OPM’s federal human capital data as appropriate

  • Advance data quality, timeliness, and accessibility of
    key data assets to internal and external customers
  • Upgrade user interfaces, two-way data integration, and
    other capabilities of priority systems
  • Expand accessibility of HR analytics via reports, tools,
    and services that support critical external customer decision
    making for talent needs
  • Build and expand OPM’s capacity to use advanced analytical
    tools and methods like Artificial Intelligence (AI) and
    Machine Learning (ML) in support of customer goals
  • Improve OPM-wide data governance, including data privacy
    considerations, across all critical data efforts
 ✕ ✕ ✕ ✕ ✕ — Continuous Improvements — ✓ ✓ ✓ ✓
4.2.6 Support HCDMM to implement a data-driven approach to recruitment,
assessment, and hiring strategies that strengthen and support
Diversity, Equity, Inclusion, and Accessibility (DEIA) across the
federal government. This includes creating easy to use, insight-focused
DEIA dashboards for federal agencies		 ✕ ✕ ✕ ✕ ✕ — Continuous Improvements — ✓ ✓ ✓
4.2.7 Complete the transition of background investigation systems
support to DCSA		 ✕ — Continuous Improvements — ✓ ✓ ✓
4.3 Expand and leverage cloud services to enhance employee
productivity and cybersecurity protections		 ✓ ✓ ✓ ✓
4.3.1 Continue to fully support the OCIO’s Cloud Center of Excellence
(CCoE) and its mission to provide oversight and consultation
on cloud best practices throughout the agency		 ✕ ✕ ✕ ✕ ✕ — Continuous Improvements — ✓ ✓ ✓
4.3.2 Develop new applications in the cloud, and use application
rationalization to set priorities for existing applications to migrate
to the cloud		 ✕ ✕ ✕ ✕ ✕ ✕ — Continuous Improvements — ✓ ✓ ✓
4.3.3 Migrate mainframe and on-premises databases to the cloud ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ — Continuous Improvements — ✓ ✓ ✓
4.4 Continually evaluate and upgrade solutions to improve the
communications of todayʼs hybrid workforce		 ✓ ✓ ✓ ✓
4.4.1 Accommodate a hybrid workforce ✕ ✕ ✕ ✕ ✕ — Continuous Improvements — ✓ ✓ ✓ ✓
4.4.2 Maintain systems remotely without on-premises dependencies ✕ ✕ ✕ ✕ ✕ — Continuous Improvements — ✓ ✓ ✓
4.5 Expand the Champions Network, OCIOʼs partnership across the
agency to help with technology and change management		 ✓ ✓ ✓
4.5.1 Formalize the Champions Network in policy and approach, to use
the Champions Network for the rollout of any new system		 ✕ ✕ ✕ ✕ ✕ — Continuous Improvements — ✓ ✓ ✓
4.5.2 Document “lessons learned” from the Champions Network support
to improve its value for future system rollouts		 ✕ ✕ ✕ ✕ ✕ — Continuous Improvements — ✓ ✓ ✓

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Strategic Goal 5: Enhance the customer experience through the application of innovative technology

OPM IT Strategic Goals - Strategic Objectives - Initiatives FY 2023 - 2026
ID OPM IT Strategic Goal - Strategic Objective - Initiative Q4 2022 Q1 2023 Q2 2023 Q3 2023 Q4 2023 Q1 2024 Q2 2024 Q3 2024 Q4 2024 Q1 2025 Q2 2025 Q3 2025 Q4 2025 Q1 2026 Q2 2026 Q3 2026 Q4 2026 OPM Goal 1 OPM Goal 2 OPM Goal 3 OPM Goal 4
5 Enhance the customer experience through the application
of innovative technology		 ✓ ✓ ✓ ✓
5.1 Foster an innovative, collaborative culture ✓ ✓ ✓ ✓
5.1.1 Initiate an OCIO policy to move forward in an agile manner ✕ ✕ ✕ ✕ ✕ — Continuous Improvements — ✓ ✓ ✓ ✓
5.1.2 Establish a policy requiring Agile/DevSecOps for all OCIO
systems development projects, and incorporate customer
experiences and practices in the DevSecOps lifecycle		 ✕ — Continuous Improvements — ✓ ✓ ✓ ✓
5.1.3 Require all OCIO sta− to adopt Agile management practices
via robust training, an awareness program, and policy
reinforcement		 ✕ ✕ ✕ ✕ ✕ — Continuous Improvements — ✓ ✓ ✓ ✓
5.1.4 Incorporate customer experiences and practices in the
DevSecOps lifecycle		 ✕ — Continuous Improvements — ✓ ✓ ✓ ✓
5.2 Enhance the customer experience by establishing
an innovation team, staffed with both OCIO and customer
champions, to experience and evaluate new technology
products and solutions. After a pilot, solutions will be
considered for possible enterprise implementation		 ✓ ✓ ✓ ✓
5.2.1 Charter an OPM IT innovation working group to review and
authorize innovation investments		 ✕ ✕ ✕ ✕ ✕ — Continuous Improvements — ✓ ✓ ✓ ✓
5.2.2 Establish enterprise-wide budget and funding mechanisms
for innovation investments as approved through the
governance process		 ✕ ✕ ✕ ✕ ✕ — Continuous Improvements — ✓ ✓ ✓ ✓
5.2.3 Evaluate innovation projects to date, and graduate key
successes to production		 ✕ ✕ ✕ ✕ — Continuous Improvements — ✓ ✓ ✓ ✓
5.2.4 Evaluate innovation investments aligned to business results ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ — Continuous Improvements — ✓ ✓ ✓ ✓
5.2.5 Establish an OPM Innovation Network that works to
identify outside sources of expertise, practices, and
solutions that OPM can leverage		 ✕ ✕ ✕ ✕ ✕ — Continuous Improvements — ✓ ✓ ✓ ✓

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Strategic Goal 6: Protect citizen data and build trust with a comprehensive security strategy

OPM IT Strategic Goals - Strategic Objectives - Initiatives FY 2023 - 2026
ID OPM IT Strategic Goal - Strategic Objective - Initiative Q4 2022 Q1 2023 Q2 2023 Q3 2023 Q4 2023 Q1 2024 Q2 2024 Q3 2024 Q4 2024 Q1 2025 Q2 2025 Q3 2025 Q4 2025 Q1 2026 Q2 2026 Q3 2026 Q4 2026 OPM Goal 1 OPM Goal 2 OPM Goal 3 OPM Goal 4
6 Protect citizen data and build trust with a comprehensive
security strategy		 ✓ ✓
6.1 Define OPMʼs overall IT security strategy and budget
based on current cybersecurity tools and best practices		 ✓ ✓
6.1.1 Achieve and self-fund IT security strategy objectives for
the life of this Strategic Plan		 ✕ — Continuous Improvements — ✓ ✓
6.1.2 Implement all elements of Executive Order 14028
Improving the Nationʼs Cybersecurity		 ✕ ✕ ✕ ✕ ✕ — Continuous Improvements — ✓ ✓
6.1.3 Develop and implement a security architecture leveraging
cloud-based solutions		 ✕ ✕ ✕ ✕ ✕ — Continuous Improvements — ✓ ✓
6.1.4 Coordinate with Facilities, Security, and Emergency
Management (FSEM)regarding appropriate responses to
disaster scenarios		 ✕ ✕ ✕ ✕ ✕ — Continuous Improvements — ✓ ✓
6.1.5 Implement a risk quantification program ✕ ✕ ✕ ✕ ✕ — Continuous Improvements — ✓ ✓
6.1.6 Streamline Authorization to Operate (ATOs) and move to
a continual systems security authentication process		 ✕ ✕ ✕ ✕ ✕ — Continuous Improvements — ✓ ✓
6.2 Increase cyber visibility and protection of key systems ✓ ✓
6.2.1 Continue enhancing enterprise logging and monitoring
capabilities with OPM key systems		 ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ — Continuous Improvements — ✓ ✓
6.2.2 Continuously enhance enterprise vulnerability and
baseline configuration scanning capabilities with
OPM key systems		 ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ — Continuous Improvements — ✓ ✓
6.2.3 Continuously improve logging, log retention, and
log management capabilities to enhance visibility and
incident response actions		 ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ — Continuous Improvements — ✓ ✓
6.2.4 Execute action plans to address gaps in cyber
supportability for OPM key systems		 ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ — Continuous Improvements — ✓ ✓
6.3 Achieve cyber modernization to counter everchanging
and increasing threats to OPMʼs mission		 ✓ ✓
6.3.1 Continue to comply with OMB Memorandum M-22-09,
Moving the U.S. Government Toward Zero Trust
Cybersecurity Principles by the end of FY 2024,
and implement an OPM-wide Zero Trust program		 ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✓ ✓ ✓ ✓
6.3.2 Establish an enterprise-wide Identity, Credential, and
Access Management (ICAM) program		 ✕ ✕ ✕ ✕ — Continuous Improvements — ✓ ✓
6.3.3 Continue improving the authentication capabilities and
experience for all OPM customers		 ✕ ✕ ✕ ✕ ✕ — Continuous Improvements — ✓ ✓
6.3.4 Use the Security Orchestration, Automation, and
Response (SOAR) platform to automate and improve
existing processes		 ✕ ✕ ✕ ✕ — Continuous Improvements — ✓ ✓
6.3.5 Implement a rigorous application security testing
program		 ✕ ✕ ✕ ✕ — Continuous Improvements — ✓ ✓
6.3.6 Implement cloud native cybersecurity AI and ML
tools		 ✕ ✕ ✕ ✕ — Continuous Improvements — ✓ ✓
6.4 Train OPM staff in cybersecurity role and
responsibilities		 ✓ ✓
6.4.1 Continue defining and reevaluating security
responsibilities for all OPM stakeholders		 ✕ ✕ ✕ ✕ ✕ — Continuous Improvements — ✓ ✓
6.4.2 Continue requiring that OPM staff complete basic
cybersecurity training to learn about cybersecurity
roles		 ✕ ✕ ✕ ✕ ✕ — Continuous Improvements — ✓ ✓
6.4.3 Improve quality in advanced cybersecurity training,
and provide OPM staff with appropriate advanced
cybersecurity training		 ✕ ✕ ✕ ✕ ✕ — Continuous Improvements — ✓ ✓
6.4.4 Establish continuous improvement objectives for
OPM staff in security awareness and compliance		 ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✕ ✓ ✓
6.5 Increase the perception of OPM as a trusted entity
in the protection of customer and stakeholder data,
and mission-critical processing		 ✓ ✓
6.5.1 Continue improving OPM’s communications around
the agency’s IT security posture		 ✕ ✕ ✕ ✕ ✕ — Continuous Improvements — ✓ ✓
6.5.2 Continue improving OPM’s system owner visibility into
the system’s security posture		 ✕ ✕ ✕ ✕ ✕ — Continuous Improvements — ✓ ✓

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