The Customer Account Data Engine (CADE 2) program implements a single data-centric solution that provides daily processing of taxpayer accounts. The first phase is Transition State 1 (TS1) which establishes the target CADE 2 data model and database The Customer Account Data Engine (CADE 2) program implements a single data-centric solution that provides daily processing of taxpayer accounts. The first phase is Transition State 1 (TS1) which establishes the target CADE 2 data model and database and uses the data to provide individual taxpayer account information to select external systems. Updated daily from the individual taxpayer account core processing applications, the database establishes the foundation for developing the CADE 2 solution and is critical to addressing the IRS financial statement audit material weakness. The TS1 solution will implement required security controls, leverage security capabilities available in the Security and Communications System (SACS) for account viewing, and begin to address identified security weaknesses. Although still developing an early implementation strategy and approach, the next phase of CADE 2, called Transition State 2 (TS2), builds upon the foundation established in TS1. Core applications will directly access and update the CADE 2 database implemented in TS1. TS2 will focus on the hardest and more critical financial management applications and address financial material weaknesses. Key scope elements include: a) Replace portions of current CADE 2 applications with state-of-the-art, modular applications using a modern programming language (e.g. Java) and tools; b) Address Federal Financial Management System Requirements compliance for most individual taxpayer accounts; c)Implement a modular application platform for Penalty and Interest calculation with documented standard posting rules to be used by all systems; d) Establish a standardized, integrated platform and environments for development, integration, testing and production; e)Implement changes to downstream systems required to support TS2; and f)Establish disaster recovery capabilities for new CADE 2 processing platform and applications. More..
FY2013 (CY) Spending
Time frame of Investment
2009 - 2019
Internal Revenue Service
The CADE 2 investment has no overall cost or schedule variances greater than 10%. Based on lessons learned from the limited deployment feed from the The CADE 2 investment has no overall cost or schedule variances greater than 10%. Based on lessons learned from the limited deployment feed from the CADE 2 database to downstream systems and a root cause analysis, IRS has developed a CADE 2 Transition State (TS)1 2014 Filing Season Release Plan to mitigate risks and ensure a clean and sustainable Filing Season production deployment. The plan shifts the focus from further proving out functionality of our legacy feed to downstream systems to a keen focus on data accuracy, robust and sustainable system performance, TS1 operational readiness as part of the Filing Season 2014 'engine', and designing/developing an automated database conversion capability and process for yearly filing season readiness, starting with Filing Season 2015. Transition State (TS)2 work is progressing steadily. The first Technical Review of the TS2 Conceptual Architecture and Integrated Master File Modularization recommendations was conducted with more than 100 stakeholders and received positive feedback. The TS2 Core Team continues on track to complete their early planning work by the end of April 2013. A BCR has been submitted to Treasury and is awaiting approval. More..
Number of Projects
|Project Name||Project Life Cycle Costs||Cost Variance||Schedule Variance|
|Transition State 2||$227.47 M|
|Transition State 1||$357.34 M|
|FY 2013 PMO/E&A||$33.09 M|
|Milestone 5 Exit Condition - IDRS||$9.4 M|
|Metric Description||Frequency||Unit of Measure||FY2013 Target||Most Recent Actual||Met/Not Met||Updated Date of Most Recent Actual|
|Faster Refunds. The percentage of refunds processFaster Refunds. The percentage of refunds processed daily. More..||Monthly||PercentagePercentage||31||56.66||Met||2013-03-28|
|Increased percentage of transactions processed daiIncreased percentage of transactions processed daily. The percentage of transactions processed daily compared to the total transactions processed by IRS. More..||Monthly||PercentagePercentage||40||61.35||Met||2013-03-28|
|Daily Updates to IDRS. Percent business days, theDaily Updates to IDRS. Percent business days, the CADE 2 solution will process transactions within 48 hours of receipt from submissions processing for days in which there are transactions to process. More..||Quarterly||percentagepercentage||90||100||Met||2013-02-28|
|Percent of individual taxpayers that will have indPercent of individual taxpayers that will have individual account data stored in the CADE 2 relational database and usable by IRS employees for viewing. More..||Semi-Annual||percentagepercentage||0||Not Met||--|
|Faster Notices. The number of daily notices generFaster Notices. The number of daily notices generated by CADE 2 (versus weekly notices). More..||Monthly||percentagepercentage||12||17.89||Met||2013-03-28|
|Does the investment have any activities with a planned duration greater than a year?:||Yes|
|Planned duration of the longest activity (days):||1642|
|Average planned duration of in-progress and future activities (days):||487|
|Planned cost of one activity is greater than 25% of total planned cost of all activities?:||No|
|Number of contracts applying modular development principles:||0|
All activity calculations assess only activities with no related child activities.
Note: All descriptions, dates, and costs are as reported by agencies.
This section includes details about the organizations and leadership responsible for the performance of this investment. Many of the details included in the IT Dashboard are based on the agency’s Exhibit 300 (also known as a Business Case), submitted to the Office of Management and Budget. Access this document by clicking View Exhibit 300. Performance Metrics established by the agency can also be viewed here.
The agency CIO evaluates every investment and assigns a score from 1-5. Visit the FAQs for details on the factors CIOs use to rate an investment.
Cost variance is calculated as the variance between the actual costs of an investment’s activities and their planned costs to date in dollars as a percentage of the activities’ total costs. Visit the FAQs for details on how the IT Dashboard calculates Cost variance.
Schedule variance is calculated as the variance between the investment’s planned and actual progress so far, in days as a percentage of the scheduled work so far. Visit the FAQs for details on how the IT Dashboard calculates Schedule variance.
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