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The Clinger–Cohen Act (CCA), formerly the Information Technology Management Reform Act of 1996 (ITMRA), is a 1996 United States federal law, designed to improve the way the federal government acquires, uses and disposes information technology (IT). The Clinger–Cohen Act supplements the information resources management policies by establishing a comprehensive approach for executive agencies to improve the acquisition and management of their information resources, by:〔OMB (2000) (CIRCULAR NO. A-130 Revised ). at whitehouse.gov. Accessed 21 Dec 2008.〕 * focusing information resource planning to support their strategic missions; * implementing a capital planning and investment control process that links to budget formulation and execution; and * rethinking and restructuring the way they do their work before investing in information systems. The Act directed the development and maintenance of Information Technology Architectures (ITAs) by federal agencies to maximize the benefits of information technology (IT) within the Government. In subsequent guidance on implementing the Act, the Office of Management and Budget stipulated that agency ITA's "...should be consistent with Federal, agency, and bureau information architectures.."〔OMB Guidance Memos on implementation of Clinger-Cohen (1997). (M–97–02, "Funding Information Systems Investments" M–97–16, "Information Technology Architecture" ), ()〕 In keeping with this mandate, in 1999 the US Federal CIO Council initiated the Federal Enterprise Architecture, essentially a federal-wide ITA that would "... develop, maintain, and facilitate the implementation of the top-level enterprise architecture for the Federal Enterprise." 〔The Chief Information Officers Council (1999). (Federal Enterprise Architecture Framework Version 2 ). January 2013.〕 == Overview == In February 1996, Congress enacted the Clinger–Cohen Act to reform and improve the way Federal agencies acquire and manage IT resources.〔(NASA’S ORGANIZATIONAL STRUCTURE FOR IMPLEMENTING THE CLINGER-COHEN ACT ) AUDIT REPORT, July 17, 2000.〕 Central to implementing these reforms is the need to establish effective IT leadership within each agency. The law requires each agency head to establish clear accountability for IT management activities by appointing an agency Chief Information Officer (CIO) with the visibility and management responsibilities necessary to carry out the specific provisions of the Act. The CIO plays a critical leadership role in driving reforms to:〔 * help control system development risks; * better manage technology spending; and * succeed in achieving real, measurable improvements in agency performance. The Act provides that the government information technology shop be operated as an efficient and profitable business would be operated. Acquisition, planning and management of technology must be treated as a "capital investment." While the law is complex, all consumers of hardware and software in the Department should be aware of the Chief Information Officer's leadership in implementing this statute.〔(Clinger-Cohen Act GENERAL ) at ed.gov. Accessed 21 Dec 2008.〕 The Act emphasizes an integrated framework of technology aimed at efficiently performing the business of the Department. Just as few businesses can turn a profit by allowing their employees to purchase anything they want to do any project they want, the Department also cannot operate efficiently with hardware and software systems purchased on an "impulse purchase" basis and installed without an overall plan. All facets of capital planning are taken into consideration just as they would be in private industry.〔 The Act assigns the Director of the Office of Management and Budget (OMB) responsibility for improving the acquisition, use, and disposal of information technology by the federal government. The Director should aim to improve the productivity, efficiency, and effectiveness of federal programs, including through dissemination of public information and the reduction of information collection burdens on the public. The Act supplements the information resources management (IRM) policies contained in the Paperwork Reduction Act (PRA) by establishing a comprehensive approach to improving the acquisition and management of agency information systems through work process redesign, and by linking planning and investment strategies to the budget process.〔US Department of the Treasury Chief Information Officer Council (2000). (Treasury Enterprise Architecture Framework ). Version 1, July 2000.〕 抄文引用元・出典: フリー百科事典『 ウィキペディア（Wikipedia）』 ■ウィキペディアで「Clinger–Cohen Act」の詳細全文を読む スポンサード リンク
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