The EOR Office is the IRS ELC owner for all EOR activities. The EOR Office defines the scope of the EOR Process as it applies to Information Technology (IT), Business Operating Divisions (BODs), Functional Operating Divisions (FODs), and IT Delivery Partners. The EOR Office oversees all EOR activities and provides guidance, tools, training, and other support. Moreover, this office promotes the use of the EOR Guide in leading activities and adhering to best practices which position Programs/Projects for success throughout the entire life cycle.

This document describes the formal process and procedure for implementing the requirements of EOR. It provides an operational definition of the major components of the process and also describes the procedures that are essential to successfully complete the process and achieve desirable outcomes.

The EOR Process brings together stakeholders to ensure all are ready to perform their roles and responsibilities for delivery, ownership, use, operations, and maintenance.

The process consists of four phases which assist stakeholders in successfully managing change and to proactively identify gaps related to readiness. These phases are Engage, Organizational Alignment, Gap Identification and Closure, and Continuous Service Improvement.

Furthermore, each of the phases of the EOR Process consists of various activities that can be tailored to meet the specific needs of stakeholders.

The process definition laid out in this document further breaks down the Activities into Tasks, each of which have a complete set of attributes defined such as data and tool specifications, and the role(s) responsible for executing the tasks.

This includes identification and mitigation/closure of pre-deployment, deployment and post-deployment gaps in the readiness areas of People, Process, Technology and Financial

As the process owner, the EOR Office is responsible for the development, implementation, and maintenance of this IRM. Approval of this process and procedure, including updates, rests with the EOR Office. All proposed change requests must be submitted to the EOR Office.

Each process defines at least one role. Each role is assigned to perform specific tasks within the process. The responsibilities of a role are confined to the specific process. The role does not imply any functional standing within the hierarchy of an organization. For example, the process manager role does not imply the role is associated with or fulfilled by someone with functional management responsibilities within the organization. Within a specific process, there can be more than one individual associated with a specific role. Additionally, a single individual can assume more than one role within the process, although typically not at the same time.

Program Reports: The EOR office maintains a SharePoint dashboard which is updated on a monthly basis by the EOR Coaches for each Program/Project. This data is used to assess trends in readiness gaps. Furthermore, the EOR office uses this tool to monitor Program/Project status and to track progress towards gap closure or mitigation.

Program Effectiveness: EOR Coaches facilitate a lessons learned session at the end of each Program/Project. This activity is a discussion with stakeholders on what went well, what did not go well, and possible improvements on the executed EOR activities. The objective is to complete a short survey which is used by the EOR office to identify process improvements for future EOR activities.

The EOR office has a dedicated process team who manage the content of a detailed guide used to inform and educate Program/Project stakeholders on the principles, strategies, and activities supporting successful deployments and transformations throughout the IRS Enterprise. The EOR Guide is the reference document for the EOR process and provides instruction on the development of the EOR Workbook and Gap Log deliverables. Furthermore, the process team also ensures the currency of all tools and templates used throughout the process.

Activities involved in ensuring a process is predictable, stable, and consistently operating at the target level of performance.

The following table defines terms relevant to this program that are used throughout this IRM section:

The following table defines acronyms frequently used throughout this IRM section:

Additional guidance on the EOR Process can be found in the following:

Process training involves training all stakeholders about key processes that are crucial for an organization to deliver business objectives. Training provides clarity to employees on a set of procedures that needs to be carried out as part of the process and the best possible way to do them. Listed below are the training resources available for this process:

Main Process Diagram

Figure 2.126.2-1

Main Process Flow DiagramMain Process Flow Diagram

Please click here for the text description of the image.

Process inputs are used as triggers to initiate the process and to produce the desired outputs. Users, stakeholders or other processes provide inputs. The following is a list of inputs for this process:

Each process produces tangible outputs. These outputs can take the form of products or data and can be delivered to a user or stakeholder, or they can be used as inputs to other processes. Outputs are measurable in terms of quantity and quality.

An activity is a major unit of work to be completed in achieving the objectives of the process. A process consists of a sequence of related activities that transforms inputs into outputs and performed by the roles defined in the process. Activities are measurable in terms of efficiency and effectiveness. Identify the activities in the process and provide a brief description. The activities must correspond with the high- level process flow diagram above.

A procedure provides the step by step instructions, or tasks, in how to perform each activity in the process and usually applies to a single role that will be responsible in performing the task.