Blueprint for Sustainable IT Acquisition Reform

صفحه 1:
IT Acquisition Advisory Council (IT-AAC) A non-partisan think tank, 501.C3, representing; |., UofMD, UofTN, INSA, ICH, SSCI, ISSA, AIA, Center for American Progress, PRTM Blueprint for Sustainable IT Acquisition Reform Leveraging non-traditional expertise and benchmarked standards of practices outside the reach of the Defense Industrial Complex Chairman Mike Wynne, 21* AF SEC, Mike.Wynne@IT-AAC.org Marv Langston, IT-AAC Vice Chair marv@langston.org Kevin Carroll, Vice Chair, Kevin.Carroll@ICHnet.org www.IT-AAC.org 703 768 0400 

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Briefing Summary ‏سس‎ QO Purpose OToday's Situation QoOur Proposal to Assist DEN QO Way Forward Recommendation ocd = “Together, these steps will help to catalyze a fundamental reform of Federal IT, which is essential to improving the effectiveness and efficiency of the Federal Government” White House, OMB Director info@iCHnet.ora | www.ICHnet.ora 

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Today’s Situation -- as highlighted by the (Z) HASC Panel on Defense Acquisition Reform اسان سایق ‎TT propotr have Pound soe‏ موی لت وی با ان ملق ی ب ورن مایا امین بت 09 ۱ kite oer over bucket, wth he prio ovet rows emvewdka the origed bucket wore tks 09%. © OP the 1D propos thot ore coopeted, he Prod prockct opotatce poly 0% oP he orgy spec Ped Prutees. As was pointed out in testimony before the Panel, the traditional defense acquisition process is “ill-suited for information technology systems. Phase A is intended to mature technology; yet information technologies are now largely matured in the commercial sector”. Weapon system acquisition processes are often applied to IT systems acquisition, without addressing unique aspects of IT. “the weapon systems acquisition process is optimized to manage production risk and does not really fit information technology acquisition that does not lead to significant production quantities.” Defense Acquisition Panel, HASC 

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> The IT Acquisition Lifecycle is more than pe just contracting ‏#طعاص اسلا ممطل).‎ © ‏اص و9‎ hrne en mere opminty, uercee werk ennaney TD prone earl ores por. GOW ce ce ee ta bee eoxanamerchd arb tr Seon clench © Devers Bedbtoy! entin ffectr Prooren O cred Ochee Grea ‏رات(‎ eames. (Br cot ‏خر‎ ١ cre ‏اس اس‎ ‎teen onbery Devers‏ جو طبار یش اجه ماس سم کلم ند ((0) س ‎case dove hey muck‏ مها ت رسای سور ‎enter oP mk spas hr equ Weep. “Wore Peay wh he rok arma oe‏ یه ‎Gini © fer dovipker of Frat he teen nl‏ را سس ‎prong, can rhe‏ ‎© Reqeewrus ‏ایح و ول سا روا لها سای مور شمه موه‎ 04 preso wren ty de wore uth bow, we wet ‏اممجلط باس عن لطداسي دوي مول أن لسرب مقن تر هقد د سرج ی[‎ acon ‎alte ere Maree‏ و امعط فم قامس ها تا شهب اهنیا ‎id‏ كاله ست كط لل يذ ‎het bo‏ ی بدن مسري ‎ret GOD nck cand erry, Pad oF bee BO ex eres‏ الوسم و لسجه را لوي سمدم بسو سد 0۳ ‎0 1 ‏سس رد ام ا ا ا‎ hey, Dt eho ve of fe "ec ob emo ‏اس یاس لمحم ديد اه سا عن بلاج اس ملس‎ Woe oa ‏ان‎ ‏هه تساه سا ماد لمت عس هرس هم‎ pron ‏مصخي 11 حور ی سل 72090 فده مسي بعلي مه‎ ved FT ‏دعیی) تمس‎ chart OOD), tw ork ‏ها وی فا الاب رال سل ی دعس بل مس تال‎ catchers. Phe Sent ple YT we ‎Budhow: Orin he beta usher of ebony j breed ow mvalecred booed research umn Propo oom. “Phes tt‏ بو یی ‎et‏ ا ا 0 ‎۰ ‏سس مهو لو یسم‎ wo Gerare onl GOD porte eeu dante Por erento of ID (heat YP, ‏اسه مس ممه‎ dries Pore» Orviae Level @perts (S14Da), CoP aorare ver Gert (Ocak) cred Ob ‏هت مج 6 ۳ موجه‎ ow recy Feed fe ‏اج اف شمه میت با ماو شاد وس و ميت‎ ‎“IT Reform is about Operational Efficiency” ‎info@ictnet.ora www.ICHnet.ora ‎ ‎ ‎ ‎ 

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DoD IT Acquisition Challenges “We are buying yesterday's technology tomorrow” ۳ عمجا سبحا عا بو ‎ay‏ عمط لوا ی اجه رومام نم سوه ‎MOTE: “OED rekree o4 POROOr & tektengt roe‏ 060 © ‎Pate”‏ اد سای © OF Corre ‏سره‎ Beard CODD: PD> ceed opr serene ‏و اجه ای موی بای تيهنا لجح لا ما لام گس‎ ners. (P(Ds Presper hf rsh ore shes hie ceva ty ener bared Prine ‏سرت ساب سم‎ many Pore had ا ‎prove (DoD unk aymencm wenperereny ee erent‏ بز ‎Dire cert 1D ta C900)‏ بجا ججمطجصف سحب (:00:1490)) :0سا معي تس جمد سلجف ‎by hick meme oP‏ تما سانجا زوس ‎seek hk‏ سم چم : 006 6 0۵00 0004 هر مس ‎extn‏ با موی وی باس بجاو با © 060 CODD: Orpre Cyetwe Cre Gohters Broktchire ae Depend ‏سا سور‎ bea ‏اس‎ nek, reread woth ‏مت‎ YP Deng carta ftw sen Po he Pont pene rr سج یساس روما مهس سیم تلم وود اساسا موه ۲ ‎Deer‏ نات توص و حسف فحن مجو ‎tre merce owen prow‏ # BOOS ROT 0090۵۲۲۵۵ ۵۵: 6۵۵ ‏وا موم مت تا مشب سوام سوه له‎ Heme wh aun ‏مه سرد سم‎ (POR OOM re ene be beter nore مسج ‎he Pood pared UD‏ سم ‎Gey OOM COD: DAD tad eo o warkba YP Brag tote proce fea te‏ لك ‎“Weapons systems depend on stable requirements, but with IT, technology changes faster than the requirements‏ ‎process can keep up,” he said. “It changes faster than the budget process and it changes faster than the acquisition‏ milestone process. For all these reasons, the normal acquisition process does not work for information technology.” DepSec Bill Lynn statement at the 2009 Defense IT Acquisition Summit hosted by IT-AAC info@ictnet.ora www.ICHnet.ora 

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Federal IT Acquisition Root Causes compromising mission effectiveness and costing tax payer $40B/year ی ساسا ,ناه شبن نامه الصا رت 6 صف روا( ‎(OO@, OL) ry Pore on eoopkeee ve wore.‏ جات وم ‎wp CS % oa exwpkner without aay‏ وله و ©. Booed have (COW, OO 106, POR, OrvOOF) kok ePrvewed. = Crecueuiy cowpounded by Oxthoe lexdewed sad DKS; = DOOBE, JOAWEG, OOO, L1O1 were deokred Por Dearne Opotews, vosopete walls vtendards ged orkouprd tp “lackey Deed Practice. 6. CoP oF Ioterest varPproed, opted resourves wed expertor ‏السو واه‎ = POR probbie Qouraaery wah vented mierevis ta kupkxmzutaion shoul oot voy “Okteoe Pires” iy byes rues ‏سيجعجملي سكاني يعن عن‎ = Opteral emurces ta 1D Progrnn pheiry, work research, aed sokeoa ‏بمستحصدييت‎ ‎| ‏#متصصت فدات‎ wo red world best pronto aad trap vatzer oP the worker. Otrrckards bodes & woxeproPt reseurcks Ketter uener ‏لاف‎ yu can’t solve today’s problems with the same thinking that got you there in the first place” Einstei info@ictnet.ora www.ICHnet.ora 

صفحه 8:
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صفحه 9:
Critical Success Factors for Sustainable IT Acquisition Reform 49 peas oP studes suqcest the Polowteg oticd success Putors Por sustacable IT @rqustioa RePorw. Oy ww IP Crqustios provevy wil wed to weet he rue oP kaw: © Ore replace rack oP the exttey 1D Orquestra evyole buldker blocks (per OO® report) ord addeewy the ‏میات سوت‎ oP ter Pert pared ID warket (JOM, DOOGP, DOOGOOD, OGO1) Det be dered Prixy ovanverctd bevt pravioes (OO) Dl Oe word Ok Open by keverenge existe ‏اروت امن همست‎ (QO, DDD) Obed Pavor okenkirds oP practoey provewees dey provers ta hee worker 22 ‏لفق‎ be bowed va Opra, rexerene bed waters (OO@ (UCD) 2 ‏سا اس‎ wanhk, servaey onesie (ODDO Orca OOF) 2 hark be wewurche, reprudble orn swetiodhk, wil supportey ‏مسمسلاب وممصم‎ ood wearin (‘UR 6006( info@ictnet.ora www.ICHnet.ora 

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Leveraging Existing IT-AAC Investments can significantly reduce time, risk and cost (. Corbiched oa dieroave, code! Pree iho rds cowpored of fee works op comes cod woot respected pubke service mies, ©. Corbtched Root Cause oP Paker t Dol 1D Drqueston ced her ‏بادرس صصص‎ derived Prox; over PD cwapr sakes, © surveys, (21 niervews, 0 Leoderskiy Dorkchope aud ٩ ‏وی‎ 9. Beorkwarked Iekery 1D Droktecure & Doquston Best (Proctces wd Oournoa Pahwer, ( oP Porkce GD. @. Resrarched ax valkhted poopro stamdarde oP procter thot wok oxPready redken rts ood coat of 1D Bespestion RePorce PP Ports. 8. Crores Ply pled dlercave (1D Boqueivs processes coverky; requrrurds, archircure, weck worrsrwmeds, buskrss Care ‏واه هلوت رای‎ ©. Conbiched Decewa Doak ‏موه لس ۳ یه مه له رح امس‎ 0. unis OBO, whack eotdblehed an dhersave 1D Bextstes Preece) Curreakin, ©. @erbiched on 11D korwedk ‏امن‎ oP tous of trousers phir severd ‏لوهجم موه ۲۱۳ موم تمد‎ practtowers who are uke wah DDD vise. info@ictnet.ora www.ICHnet.ora 

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ane What IT-AAC Proposes to the DepSecDef to assure Sustainable DoD IT Acquisition Reform G. Operket che Gry Borde, Brtblek Drees oP OPPectrarer: ty dlr sne reemurces wol wager to prove aid eeu upper © he Depew el ۲] ‏سا اطفه تسم اس همم‎ tortor. (burke Pork oro ‏مسق محاطاات ب‎ Cesare ‏لحت‎ ‏سم‎ Por Gee DIP ore Oped ORB tiem of propane, hare, Rect ol ‏موس‎ 5 ‏سیون‎ oot nse ‏ورس رنه نموه لب سوه‎ (proce, rk, amy reeturcen nl erate) ua pba pater. Repurpine ext Anke cevelared by oleae neta, BOO, OCB, OP OBB, PEOG, OCG, IWOOT, 42, ADAP, RODD, Bare, DDD, Crmhet ‏مسجت سوت‎ loot ee ceca ‏طسو سوم‎ Ortend Cac (Paras 2 Dek 1P-OB0 Ovaket Rerkews Domrewowd hte rte byte eee “Operas” oP YT Doxgtetru promeny, (ide xt YP CBBO Leer} | ‏مهو سسوم ارفا‎ (ICD), orchactre (DDD), eck emer (MRL), ‏مه وه راجت‎ eke, ev ‏معفحه‎ ‏سم‎ سا بمب 1۲ سوه سس ‎ob ehery 1? Orgsrars Orel Prevtore,‏ م0 103/00۲۲۵ ممری تروق ‎enrnhath hatha drmenbs bers previ nt heats, Riche‏ یج جك ‎oP prcctoee‏ تلا ساسا 5 ‎cra re‏ امنحع ‎hey re ke procpsrem ther‏ | و 2 ه مد ‎Perks tet wines Gretna OD, LAR OKO proceen‏ رعسب 0 ها ‎wth‏ "مسرب" معفوت6 1۳ بل سقم مت ‎we‏ ,60۵ ۵۵ ,0000 ۳۵ ,0۵ و ,۵۵۵۵ ,۵۳۸ 10 تسس ‎] DOO w woke IP Boaters con purvinks wer meri programs, Brkt nt DOD's YP ‏مسج عصان‎ cxptars baochucrtl ‏سم ما همم له موم بسا وا‎ ‎info@ictnet.ora www.ICHnet.ora ‎Phase Phase 1 ‎Phase 3 ‎ ‎ ‎ ‎ ‎ ‎ ‎ ‎ 

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۴ 56 ۰ ۶ Continuous Process Improvement for Sustainable Acquisition Effectiveness |. DorkPorce Beopowernedt: Botbksk robvet 1D Braunton Prarie oad Deviorieg proorcne uk the ۲۱۵ tee bar ‏امه 00/۲۳۷۵ من‎ Buk oul Bent Proctcry Olarnkve wih reveubke ‏مس ماوت‎ peer onl ‏ما و وم رح ماو وا‎ 1. Pavttcted 10۳۰ ‏پجوی‎ std hokbery! (Boidbiok (Siuke WLokler ‏اجه )انس( ,موی‎ Lexnkeroky (Porno ‏لا )اه مت جات نو جا‎ vohar) ewhworkry ood Dorset research: ‏بان‎ her hu ieke su. Dorekar red world wets od erie robs. Leverenty 1O W's deve cetoork oP experts od experton ‏هه لو م۳ مامت اب‎ (har recs oP he pombe). Bey Badee! Dhu 1) ‏لوط لح بسا میج پیت (میمی) سوت 8 وروی مس‎ (ohored server), vi GOO, ۲۳ kePramiructre, Onn Oowrateny bent priory Toices Bal ore oy taney Pera 1 Denese buerd va proved puddewe to delver. Levers provent . Orqieton ‏تایه‎ Roadway: Sireunke narra (SecOOF, OO) 1 ‏ما سس مسجت‎ مصصوت لاو ‎Grey (Brand One hol marron re‏ مساو وم اجه و موه نم روت ‎uy). Leverage wxttey provesmen ced kaw,‏ با )لا مها اج info@ictnet.ora www.ICHnet.ora 4. ۷ © Technology 7 g Process ۷ People 

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Np ۳ ‏مر‎ Recommended Actions for Agency Heads operationalize Sec804 and Gates Efficiency Initiatives بصاس موی ۱ سعد ذا سبي لج سا 0( میمرت مج ‎oqites Boonairw‏ ماه ‎lei (Pore oa ckeroect uk pony‏ بت سس و و 6۱ لو مه له روم و له سول ما ملس موی امه وس موی ‎rok‏ 1۳ ‏مس له تسم لو مان سل‎ of ‏امه جات و2۳۳‎ oP tke stake hokler's to opiate crt to ] ۳ ‏ی‎ deBrase user, (e, researchers, aeadecom, Rmeuaiors. (stoke kokter uke) Briere DOO ‘eckery Oost Prenwey Oba rateney: bois he hoowkek cep. Ocpure ace revee red world erewice ‏او‎ ‏يمست ممم مسمس يي شيج‎ erm nc ee ‏ی‎ مر هس و اه ‎Onriory: (Recicr duplraoa oul meveare taeropercbiiy by‏ و1۸ 17 و0 ‎copdiire & server kel can by ready kvercnard (bse keer).‏ مه روج و سل روص هر ‎bara Prow brik Pokies aml surcmmare: CODES, DBOC, CPOE TOPE, OM COC.‏ ما و ‎se‏ رس اس ‎tt have proves to wort; Gervice‏ و ‎“opr‏ مها گرا رهطم ‎Deckwkxy Dssesswed, Oowprart- based Orcktechrs, Dwvirira Codtce‏ ] ‎oer‏ موی ما و ام موی ان ‎Pracon & Deion: estdiich want Pro‏ سوه سوه ‎chomp)‏ لفح ‎De. (deur‏ موت يا ‎info@ictnet.ora www.ICHnet.ora ‎oO ‎ ‎ ‎ 

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‎hy‏ هب0 اس ‎BP, Oar, 0600, OT, B68, OWE, 08 PROOGCOO, 0160, O18 ‎PO, 000, BPO, 0 004, 007, ove ‎۵, ۵۵0۵ OPO, Day CHOEG, PPO, BPO, 60 OP, ay, OG0O, PS ‎PG, OGO ‏و‎ ‎ ‎IT-AAC Baseline Assessment of Alternative IT Acquisition Processes ‎Opes, ‏تسس‎ ‏طذدسیت اسر‎ ‏و مه ‏مه رم ‎Genes Based‏ ‎COTEIOGS ‎omeed, oppor PR ‏اس ماه ‎COTE bared se‏ ‎vic sont‏ سيا ‏000 موس موس ‎ ‏سب ‏موه ‏0 ‏)0@©( ‎Ocke Grea‏ ‎wl Bete‏ سره ‎Dever‏ ‎O0G FEO Re‏ ‎GE1GOERT‏ ‏مدت :00 سبط ] ‎۵۵00۵۵0 ‎000 ‎200000000 ‎OW Oke ‏طلى © »۵ مولید)‎ ‎ ‎۱۳ ‏۳ سرا ‎LP ects‏ ‎er need Por COTS, GO, OGG ‏و0‎ ‏رس ‎Onw,‏ سوم ‎bok‏ سره هر ‎A Denes dover,‏ بخ ‏اجه( ‏۳ ‏هه ‎0 ‏مهار‎ Por ED) info@IcHnet.ora ‎ ‎OG, 1 ox ‎DADE ‏سره‎ ‏مومت‎ ‎Dred ‎۳0۳ ‎Dearne ‏عاد سا مه ‎OAD SOOO Over Ceres Lhe ee (BODY ‎ ‎ ‎ ‎ ‎ ‎ ‎ ‎ ‎ ‎ 

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Leveraging Patterns of Success Alternative IT Acquisition Processes already exist! USAF: Procurement of E-FOIA System using AAM Completed AoA, BCA, AQ Selection in just 4 months. BTA: Assessment of External DoD Hosting Options using AAM $300 million in potential savings with minimal investment JFCOM: MNIS Evaluation of Alternatives for Cross Domain Solutions Evaluated 100’s of Options USAF: Streamlined COTS Acquisition Process. Applied to Server Virtualization. Established optimal arch million savings GSA: Financial Mgt System consolidation using AAM. Moved FMS from OMB “red” to “green”. Eliminated duplicative investments that SaVEW SZOOMT GPO: Developed Acquisition Strategy for Future Digital System Led to successful acquisition in 90 days, enabling stake holder buy in and source اسب سس Navy: Assessment of AFLOAT Program - CANES SOA & Security Strategy Eliminated hi-risk 100Ms in potential savings USMC: AoA and BusCase for Cross Domain, Thin Client Solutions Greatly Exceeded Forecasted Saving in both analysis and wo BTA: Apply AAM to complete ‘AoA and BCA for DoD SOA Project Reduced pre-acquisition and implementation on time, on budget and 80% cheaper cycle time and cost of Analysis by 80% 3 (Aimonths' vs 48)>perability Clearinghokba Be NARADRMSieveloping role as an honest SACEMMMateroperability. Iochnologies, no matter what the source is especially needed. Such eforts should be supported by any organization that wants t0 stop ‘putting all ofits money into maintaining archaic software and obtuse data formats, and instead start focusing on bottomline issues of Droductivity and costoffectve use of information technology.“ OSD Commissioned Assessment of Interop. Clearinghouse (Mitre info@icHnet.ora www.lCHnet.ora 2000) 

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Backup Slides in case you want to do something about IT info@ictnet.ora www.ICHnet.ora 

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1 IT-AAC understands IT Acquisition Dilemma Wave 3 Solutions can’t be acquired using MilSpec processes... pe وان سم ‎Dae O‏ 2۳ جوا راجت و سو 60۶ ۷ ام و مر ججروب رجو وجا لج م0 ۷ 9 ‏لمحا0 - صمحه1‎ 0000 Sere tet a ۲۳ ‏وس د‎ Y Orkdoy Prootood raphy her beoowe rari gee 1's ‏عجو سه ممه ور‎ Y ‏قعص سم سوسا سنا جرصات لف‎ whercblies haw beoowe wore oricd ‏و‎ ae ۶ ‏لوط یطوق‎ ts bo werver card chet poner bewy ‏هناهد من سح‎ devebpcoed ocd poral pote ‏موس‎ Do ۵00 ۰.8 | Pockcohnd) ‏سج‎ ® 

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Resource Optimization Considerations 0. 6۵806: Devt vuted Por qwrt wate RED ord Oourve Orkevsoa, 9, 9 ‏ط‎ Devebpwrdt Oree (800), Trade Beeorratow: اسهم ای همست مت سا مه ‎OP Peek‏ ‎Oe.‏ ,ساره ری واه ‎oP‏ سوم ‎9. ‏موی‎ etnies, bobo & ‏مه تا( نموه‎ of ‏ام سنا‎ reach, plotter of ‏مان رو‎ ort vet prove ki ‏وی بل‎ (DPPeeive tr VD & axis ‏مج‎ ‎. Ovwukowier, B&BO Prue: xeric Por JOO end sourve ekvton P Pree oP ‏وهای وج‎ or kopkrnectatoa hieresty. Qua wate OO ‏دز عسوم‎ retin. ‎6. ‏نو و0 ,1602 ,موم‎ Phe rene oP kmvatioa. Dost oPPeoive onl eho way oP ‏مه بط‎ ‎aa. Orest svurve of retrwer owe oats od best provtory.‏ ۳ تور ‎6. ‏موق‎ require! Opitotned Por keys souk: kovkectaiza oad pubpurnien. Love siyaPicadt earns oP scae cred ‏بواتادف بو ساسمصاتصة‎ Rechte. ‎info@ictnet.ora www.ICHnet.ora 

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۱۲-۸۸ = Efficiency 1 Transforming & Informing the IT Acquisition Lifecycle Structure: Public/Private service think tank composed of multiple universities/UARCs, non-profits, research institutes and renown experts working collaboratively for the common good. Dedication: Ushering in benchmarked industry implementation & gevempnce best practices and lessons learned, Align and Streamlining IT cquisition Lifecycle for greater mission effectiveness. Capabilities: Root Cause Analysis, Service Oriented Enterprise, Architectures, Grey Beard Program Reviews, Decision Analytics, Performance Metrics and Technology Assessments. Focus: Business Systems, Cyber Security, Info Sharing, IT Infrastructure, Heat IT, Net Centricity, SOA Infrastructure (core government mission threads) Results: Assured Mission Outcomes through organizational alignment and. continuous process improvement... Measurable, sustainable, and. repeatable processes°& OULCOMESra — www.iCHinet.ora 

IT Acquisition Advisory Council (IT-AAC) A non-partisan think tank, 501.C3, representing; AFCEA Intl., UofMD, UofTN, INSA, ICH, SSCI, ISSA, AIA, Center for American Progress, PRTM Blueprint for Sustainable IT Acquisition Reform Leveraging non-traditional expertise and benchmarked standards of practices outside the reach of the Defense Industrial Complex Chairman Mike Wynne, 21st AF SEC, Mike.Wynne@IT-AAC.org Marv Langston, IT-AAC Vice Chair marv@langston.org Kevin Carroll, Vice Chair, Kevin.Carroll@ICHnet.org www.IT-AAC.org 703 768 0400 904 Clifton Drive * Alexandria * Virginia 22308 www.IT-AAC.org * (703) 768-0400 ™ Briefing Summary  Purpose  Today's Situation  Our Proposal to Assist  Way Forward Recommendation “Together, these steps will help to catalyze a fundamental reform of Federal IT, which is essential to improving the effectiveness and efficiency of the Federal Government” White House, OMB Director 501.C6 Non-Profit Research Institute ICH Proprietary © 1999- 2009 All Rights Reserved 703-768-0400 info@ICHnet.org www.ICHnet.org www.IT-AAC.org 2 ™ Think Tank Purpose To provide the DepSecDef with an alternative set of resources to guide the establishment of a “best in class” IT Acquisition Process and Governance Structure. The IT-AAC partnership believes the DepSecDef IT Acquisition Task Force will need access to deep industry expertise and emerging standards of practice needed to overcome common failure patterns and cultural impediments that have prevented previous attempts to achieve following objectives: Speed -- achieve 12-36 month cycle times vice 7-8 years Incremental development, testing, and fielding -- vice one "big bang" Actionable Requirements -- Sacrifice or defer customization for speed - Use establish standards and open modular platforms Meet DoD's wide-range IT needs -- from modernizing Nuclear C2 to updating word processing software Focused on Outcomes and Operational Effectiveness - Health IT, InfoSharing, Cyber Security, Consolidated IT Infrastructure 501.C6 Non-Profit Research Institute 703-768-0400 ICH Proprietary info@ICHnet.org www.ICHnet.org © 1999- 2009 All Rights Reserved www.IT-AAC.org 3 ™ Today’s Situation -- as highlighted by the HASC Panel on Defense Acquisition Reform Studies of both commercial and government IT projects have found some disturbing statistics;  Only 16% of IT projects are completed on time and on budget.  31% are cancelled before completion.  The remaining 53% are late and over budget, with the typical cost growth exceeding the original budget more than 89%.  Of the IT projects that are completed, the final product contains only 61% of the originally specified features. As was pointed out in testimony before the Panel, the traditional defense acquisition process is “ill-suited for information technology systems. Phase A is intended to mature technology; yet information technologies are now largely matured in the commercial sector”. Weapon system acquisition processes are often applied to IT systems acquisition, without addressing unique aspects of IT. “the weapon systems acquisition process is optimized to manage production risk and does not really fit information technology acquisition that does not lead to significant production quantities.” Defense 501.C6 Non-Profit Research Institute ICH Proprietary © 19992009 All Rights Reserved 703-768-0400 info@ICHnet.org www.ICHnet.org www.IT-AAC.org Acquisition Panel, HASC 4 The IT Acquisition Lifecycle is more than just contracting ™ Building blocks include:  Governance: how an enterprise supports, oversees and manages IT programs and on-going portfolio. SOA as defined in the commercial market is governance tool not technology.  Decision Analytics: enables effective Program Management and Value Stream Analysis execution. As most of these sub-processes are designed to improve decision making, a relative new discipline has evolved (since 86), that addresses the human and cultural challenges in decision making. Decision Analytics is the discipline of framing the essence and success criteria of each gate in the acquisition lifecycle. It brings focus to the high risk areas of a program, and reduces analysis/paralysis.  Requirements Development: Actionable requirements must be constrained by the realm of the possible. With pressures to do more with less, we must embrace mechanisms that force a relative valuation/impact of the gap/capability, with clearly defined outcomes  Solution Architecture: This is one of the most critical elements of the acquisition lifecycle, as it should represent all stake holder agreements. The market embrace of SOA is not about technology, but a refocusing of the EA on service level management and data. requirements, technologies and acquisition strategy. A good architecture is a lexicon that links  Technology Assessment: Understanding the limitation of technology early in the process is key. Without a clear view of the “realm of the possible” validated by real world results, we often find ourselves in high risk areas and over specification. Market research must be done early to help users constrain requirements and embrace the inherent business practices that codify . Recognizing that 70% make up of every IT application is vested in IT infrastructure (netcentric, cloud, SOA), it is critical to establish a common infrastructure/infrastructure standard by which all applications can share. The most prolific is ITIL to date.  Business Case Analysis: Demonstrating the business value of technology investments, based on evidenced based research and lifecycle cost. This is a core requirement of Clinger Cohen Act.  Procurement and Contracting: Software as a Service and SOA portent a new dynamic for acquisition of IT (health IT, cyber, business systems), that brings focus to Service Level Agreements (SLAs), Software as a Service (SaaS) and SL Management. If the previous activities do not directly feed the acquisition strategy or provide mechanisms for contractor accountability, all is lost. “IT Reform is about Operational Efficiency” 501.C6 Non-Profit Research Institute 703-768-0400 ICH Proprietary info@ICHnet.org www.ICHnet.org © 1999- 2009 All Rights Reserved www.IT-AAC.org 5 DoD IT Acquisition Challenges ™ “We are buying yesterday’s technology tomorrow”  DSB IATF: “DoD reliance on FFRDCs is isolating it from sources of new technologies, and will hinder the departments ability to get the best technical advise in the future”  AF Science Advisory Board 2000: PMs need greater access to real world lesson learned and innovations of the market to mitigate risk and cost overruns. PMs frequently enter high risk areas due to limited access to lessons learned from those who have already forged ahead.  CMU SEI Study 2004: The DoDAF alone is not effective for IT architectures, lacks business view, performance metrics or means of avoiding over specification. DoDAF (C4ISR) was developed by Mitre and IDA in 1986 to provide DoD with a systems engineering documentation tool for existing system implementations. 2009 NDAA Sec 803 : Government needs a high integrity knowledge exchange by which innovations of the market can be objectively assessed.  DSB 2009: Weapons Systems Style Solution Architecture and Acquisition Processes take too long, cost too much, recommend establishing a separate IT Acquisition market that is tuned for the fast paced market.  IT-AAC 2009: Major IT Programs lack senior leadership support, and have few vested in the success. All participants, including oversight, must be incentivized in meeting program goals and outcomes.  BENS RPT on ACQUISITION 2009: DoD needs independent architecture development that is not compromised by those with a vested interest in the outcome. FAR OCI rules must be better enforced.  NDAA Sec 804 2010: DoD will establish a modular IT Acquisition process that is responsive to the fast paced IT market. "Weapons systems depend on stable requirements, but with IT, technology changes faster than the requirements process can keep up," he said. "It changes faster than the budget process and it changes faster than the acquisition milestone process. For all these reasons, the normal acquisition process does not work for information technology.” DepSec Bill Lynn statement at the 2009 Defense IT Acquisition Summit hosted by IT-AAC 501.C6 Non-Profit Research Institute 703-768-0400 ICH Proprietary info@ICHnet.org www.ICHnet.org © 1999- 2009 All Rights Reserved www.IT-AAC.org 6 Federal IT Acquisition Root Causes ™ compromising mission effectiveness and costing tax payer $40B/year 1. IT Acquisition Ecosystem Ineffective: – Missing incentives & metrics, redundant oversight, vague accountability, ineffective governance (MOE, SLA) puts focus on compliance vs outcomes. – Programs spending up to 25% on compliance without any reduction in risk. 2. Good laws (CCA, OMB 119, FAR, Sec804) lack enforcement. – Frequently compounded by Ad-hoc Implementations and MilSpec methods. – DODAF, JCIDS, NESI, LISI were designed for Weapons Systems, compete with standards and orthogonal to Industry Best Practices. 3. Conflict of Interest unenforced, optimal resources and expertise overlooked: – FAR prohibits Contractors with vested interests in implementation should not use “Chinese firewalls” to bypass rules or gain unfair advantage. – Optimal resources in IT Program planning, market research, and solution engineering overlooked, inhibiting access to real world best practices and innovations of the market. Standards bodies & non-profit research institutes under utilized. ou can’t solve today’s problems with the same thinking that got you there in the first place” Einstein 501.C6 Non-Profit Research Institute 703-768-0400 ICH Proprietary info@ICHnet.org www.ICHnet.org © 1999- 2009 All Rights Reserved www.IT-AAC.org 7 Root Cause (cont.) ™ 4. Innovation Stifled: – Traditional SIs and FFRDCs are insulated from commercial IT innovations and best practices. – DoD lack organic mechanisms for tapping innovations of the market, commercial expertise, or real world lessons learned. Public Service organizations (.edu, .org, SDOs) often left out of the equation. 5. Current IT Processes in conflict with best practices and drive “design to spec” approach: – MilSpec Requirements (JCIDS), Architecture (DoDAF), Tech Assessment (TRL/C&A), Business Case (BCA) and Procurement (DoD5000) and Enterprise Management (CMM) processes are disconnected and inconsistent with fast paced IT market (violating Paperwork Reduction Act, CCA, and OMB A119) 6. Budgeting (POM) approaches drive stove pipe solutions: – Frequently undermining ability to establish common & interoperable infrastructure services which accounts for 70% of every IT program buy. Concepts like SOA, Cloud Computing and Service Level Management cannot be embraced without a change in the above. "It is not a great mystery what needs to change, what it takes is the political will and willingness, as Eisenhower possessed, to make hard choices -- choices that will displease powerful people both inside the Pentagon and out” Defense Secretary Robert Gates 501.C6 Non-Profit Research Institute 703-768-0400 ICH Proprietary info@ICHnet.org www.ICHnet.org © 1999- 2009 All Rights Reserved www.IT-AAC.org 8 ™ Critical Success Factors for Sustainable IT Acquisition Reform 15 years of studies suggest the following critical success factors for sustainable IT Acquisition Reform. Any new IT Acquisition process will need to meet the rule of law :  Must replace each of the existing IT Acquisition lifecycle building blocks (per DSB report) and address the unique challenges of the fast paced IT market (JCIDS, DODAF, DOD5000, NESI)  Must be derived from commercial best practices (CCA)  Must avoid MilSpect by leverage existing investments and capabilities (CCA, NTTAA)  Should favor standards of practices processes already proven in the market  Should be based on Open, consensus based methods (OMB A119)  Must be modular, services oriented (NDAA Section 804)  Should be measurable, repeatable and sustainable, with supporting training, education and mentoring (HR 5013) 501.C6 Non-Profit Research Institute 703-768-0400 ICH Proprietary info@ICHnet.org www.ICHnet.org © 1999- 2009 All Rights Reserved www.IT-AAC.org 9 Leveraging Existing IT-AAC Investments ™ can significantly reduce time, risk and cost 1. Established an alternative, conflict free think tank composed of the worlds top minds and most respected public service entities. 2. Established Root Cause of Failure in DoD IT Acquisition and their devastating impact, derived from; over 40 major studies, 2 surveys, 121 interviews, 21 Leadership Workshops and 4 conferences. 3. Benchmarked Industry IT Architecture & Acquisition Best Practices and Common Failures, 10 of Fortune 50. 4. Researched and validated emerging standards of practice that would significantly reduce risk and cost of IT Acquisition Reform efforts. 5. Successfully piloted alternative IT Acquisition processes covering; requirements, architecture, tech assessments, business case analysis, and source selection. 6. Established Decision Analytic tool, documentation, and case studies for rapid adoption 7. Partnership with DAU, which established an alternative IT Acquisition Training Curriculum. 8. Established an IT knowledge network of tens of thousands plus several hundred government IT Acquisition executives and practitioners who are aligned with IT-AAC vision. 501.C6 Non-Profit Research Institute 703-768-0400 ICH Proprietary info@ICHnet.org www.ICHnet.org © 1999- 2009 All Rights Reserved 10 www.IT-AAC.org What IT-AAC Proposes to the DepSecDef ™ to assure Sustainable DoD IT Acquisition Reform Phase Phase 1 1 1. Conduct Value Stream Analysis, Establish Measures of Effectiveness: tap alternative resources and expertise to provide critical resource support to the DepSec and IT Acquisition Task Force to establish performance metrics. Guide Task Force in establishing Governance Structure and Incentives for Sec804 and Operational Efficiencies in terms of process, culture, incentives and mentoring. 2. Conduct Root Cause Analysis and Prioritization: of current acquisition ecosystem (processes, culture, acqu resources and incentives) with public/private partners. Repurpose existing studies developed by objective sources; GAO, DSB, AF SAB, BENS, CSIS, IAC/ACT, ICH, IT-AAC, RAND, Battelle, NDIA. Conduct impact assessment and cost of maintaining status quo. Establish Critical Success Factors 3. Task IT-AAC Conduct Readiness Assessment while gaining buy-in among “Operators” of IT Acquisition process. Build out IT-AAC Leadership Forums to identify existing capabilities, expertise, and emerging standards of practice. “804 Solution” must address weakness of all acquisition lifecycle processes; requirements (JCIDS), architecture (DoDAF), tech assessment (TRL), acquisition strategy, source selection, decision analytics (oversight). Phase Phase 2 2 4. Repurpose ICH/PRTM Benchmark of Industry IT Acquisition Best Practices: Document emerging IT Requirements, Architecture, Assessment & Acquisition standards of practices, approaches, processes, processes standards that have already been proven in the market. Reduce cost and risk of “build from scratch” or “reshaping broken processes”. Identify high risk programs where new processes can be piloted. Phase Phase 3 3 5. Institutionalize New IT Acquisition “Ecosystem” with Defense Agency Partners that addresses Section 804, HR 5013 process implementation, training and piloting of the new IT Acquisition process. Mentor high profile IT programs ( who are already looking for change) through new 804 process; TMA’s EHR, DEEMs, Army FCS, DISA NECC, AF SOA, etc. 6. Work with DAU to establish IT Acquisition training curriculum and mentoring program. Build out DAU’s IT Clearinghouse to capture benchmarked industry best practices and proven innovations of the market. 501.C6 Non-Profit Research Institute 703-768-0400 ICH Proprietary info@ICHnet.org www.ICHnet.org © 1999- 2009 All Rights Reserved 11 www.IT-AAC.org Process Process Technology Technology People People ™ Continuous Process Improvement for Sustainable Acquisition Effectiveness 1. Workforce Empowerment: Establish robust IT Acquisition Training and Mentoring program with the IT-AAC that builds on DAU/IT-AAC Partnership. Build out Best Practices Clearinghouse with reusable acquisition decision templates and solution architectures already proven in the market 2. Facilitated IPTs among stake holders: Establish Stake Holder agreements, Measure of Effectiveness, and Leadership Forums to align with mission objectives. (stake holder value) 3. Industry Benchmarking and Market research: Closing the knowledge gap. Baseline real world metrics and service levels. Leveraging ICH’s deep network of experts and expertise not available from traditional sources. (the realm of the possible). 4. Capability Gap Analysis: What IT infrastructure capabilities & services (netcentric) exist that can be readily leveraged (shared services), via SOA, IT Infrastructure, Cloud Computing best practices 5. Lean Six Sigma: Identify and eliminate legacy processes and policies that are no longer relevant to IT Acquisition outcomes. Establish streamlined set of methods & tools based on proven evidence to deliver. Leverage proven standards of practices that deliver. 6. Acquisition Transformation Roadmap: Streamline current (Sec804, CCA)) IT Acquisition Processes by focusing on outcome, metrics and proven approaches. A Grey Beard Council that exposes real world expertise and lessons learned. (close the gap). Leverage existing processes and laws. 501.C6 Non-Profit Research Institute 703-768-0400 ICH Proprietary info@ICHnet.org www.ICHnet.org © 1999- 2009 All Rights Reserved 12 www.IT-AAC.org ™ Recommended Actions for Agency Heads operationalize Sec804 and Gates Efficiency Initiatives 1. Acquisition Ecosystem Readiness Assessment: ID specific inefficiencies and gaps in current IT acquisition policy, governance/oversight, architecture, technology assessment, and procurement. Focus on alignment with agency mission objectives and outcomes. (not compliance) 2. Transform Oversight: eliminate redundancies and increase decision transparency. Establish incentives and MOEs that encourage risk management vs risk avoidance. 3. IT Value Chain Re-alignment: Establish Measure of Effectiveness with each of the stake holder’s to optimize contribution to mission outcomes; defense users, SIs, researchers, academia, innovators. (stake holder value) 4. Enhance DAU Industry Best Practices Clearinghouse: Closing the knowledge gap. Capture and reuse real world metrics and service levels. Leveraging IT-AAC’s deep network of experts and expertise not available from traditional sources. (the realm of the possible). 5. Common IT Infrastructure Services: Reduce duplication and increase interoperability by establishing a set of common infrastructure services. First document existing infrastructure capabilities & services that can be readily leveraged (the known). Capture lessons learned from both failures and successes; CANES, NECC, AFNETOPS, DII COE. 6. Transform Acquisition Lifecycle: Institutionalize “open processes” that have proven to work; Service Oriented Enterprise, Agile Development, Technology Assessment, Component-based Architectures, Decision Analytics 7. Acquisition Management Workforce Training & Mentoring: establish a conflict free pool of expertise and expertise that can mentor less experiences PMs. (drive cultural change) 501.C6 Non-Profit Research Institute 703-768-0400 ICH Proprietary info@ICHnet.org www.ICHnet.org © 1999- 2009 All Rights Reserved 13 www.IT-AAC.org IT-AAC Baseline Assessment of Alternative IT Acquisition Processes ™ MilSpec Acquisition Processes Assessment against Sec 804 Criteria Alternative Acquisition Process Assessment against Sec 804 Criteria Where successfully applied Decision Analytics Ad hoc, not formalized Largest gap in IT Lifecycle Acquisition Assurance Method (AAM) Open, Successfully piloted, modular AF, Navy, USMC, BTA, GSA, DISA, Requirements Development JCIDS, IT Box Not tuned for COTS, SOA, OSS Market Value Stream Analysis w/ Agile Development Exceeds criteria US TRANSCOM, DISA, CIA Architecture DoDAF Systems Engineering Method Missing Metrics, Infrastructure View, Stake holder perspectives OMB FEA RMs SEI SMART Strong evidence, Services Based PTO, DOC, GPO, GSA, DOI, DOT, DHS Technology Assessment: TRL Assessment IT Matures at a very fast rate AF Solution Assessment Process (ASAP) COTS/OSS Focused, support BPR AF, USMC, BTA, Navy CANES, PTO, GPO, GSA Risk & Cost Management Analysis of Alternatives, Time consuming, not aligned with industry B.P. ASAP/AAM BCA Effective w/ COTS based sys Limited risk mgt AF, Navy, USMC, BTA BTA ERAM Governance and DoD 5000 Milestone based, not ICH Clinger Integrated SOA BTA, OSD Oversight Bus Capability effective for IT Cohen Act Guide best©practices HA, Navy, 501.C6 Non-Profit Research Institute ICH Proprietary 1999- 2009 All Rights Reserved 703-768-0400 info@ICHnet.org www.ICHnet.org www.IT-AAC.org Lifecycle (BCL) 14 ™ IT-AAC Coalition of the Willing Industry Participants (partial) – Chairman Michael Wynne, former Secretary of USAF – Admiral Lenn Vincent (ret), Defense Acquisition University – Gen (ret) Arnold Punaro, Sr Fellow Defense Science Board – Will Thomas, Director IT, Center for American Progress – ADM (ret) Edmund Giambastiani, Vice Chair, Joint Chiefs of Staff – John Weiler, ICH Founder & Chief Strategist, IT-AAC Vice Chair – ADM (ret) Mike Bachmann, former Navy SPAWAR CMDR – Honorable Jack Gansler, PHD, UofMD School of Public Policy – Honorable Dave Oliver, former OSD ATL, EADS – Larry Allen, Executive Director, Coalition for Government Procurement – Honorable Sue Payton, former AF AQ Director – Ed Black, President, Computers & Communications Industry Consortia – Dr Susan Gragg, former NRO CIO – Stephen Buckley, Kerberos Consortia, MIT Sloan – Randall Yim, former Deputy Director, GAO, former DepSec for Installations, first DHS FFRDC Managing Director, ICH Fellow – Dr Joe Besselman, former AF GCSS PM – Lt General (ret) Jack Woodward USAF, former AF Deputy CIO and Joint Staff J6 – Susan Maybaum-Wisniewski, BENS.org – Edward Hammersla, EVP Trusted Computing Solutions – William Lucyshyn, Director of Research, School of Public Policy, U of MD – Dr. Marv Langston, former OSD C3I DCIO – Dan Johnson, Sr. Council, Computers & Communications Industry Association – AF General (ret) Paul Nielson, CEO, SEI CMU – Kirk Phillips, ICH Fellow, Founder Kirk Group – Dave Patterson, former OSD Comptroller, University Of Tennessee – Frank Weber, former AF ESC 554 Wing Commander – Kevin Carroll, former Army PEO EIS, ICH Corp Relations – Rahul Gupta, IT-AAC Vice Chair, PRTM Director 501.C6 Non-Profit Research Institute 703-768-0400 – Marty Evans, former AF AQI Director – Skip Snow, former Citigroup SVP of Architectures ICH Proprietary info@ICHnet.org www.ICHnet.org © 1999- 2009 All Rights Reserved 15 www.IT-AAC.org IT-AAC Coalition of the Willing ™ Government Participants (partial) – – – – – Honorable Bill Lynn, DepSecDef – Honorable Beth McGrath, Deputy Chief Mgt Officer – LtGen Jeff Sorenson, Army G6/CIO – MGen Susan Lawrence, Army NetCom Commander – LtGen Mark Shackelford, Deputy SAF, Acquisition – Blaise Durante, SES, AF AQ – Dr. James McMichael, President, DAU (acting) – Honorable Claude Bolton, Executive in Residence, DAU – Jan Frye, Chief Acquisition Officer, Veterans Administration – Tim Harp, SES Deputy Asst Secretary Acquisition, OSD NII – Mark Bogart, SES, CAO, DIA – Gary Winkler, SES Director Army PEO EIS – James Washington, VP and Chief Acquisition Officer, FAA – John Higbee, SES Director Acquisition Management, Department of Homeland Security – Ralph Roman, SES Director IT Acquisition Council, Department of Homeland Security – Keith Seaman, DBSAE, BTA – James (Raleigh) Durham, DDR&E, OSD ATL – Chris Miller, Executive Director, PEO C4I, Navy – Stephan Warren, Deputy CIO, VA 501.C6 Non-Profit Research Institute 703-768-0400 – – – – – – – – – – – – – – – – – – Mike Kennedy, Director Operations, INTELINK, DNI Steve Cooper, Former DHS CIO, CIO FAA OTA Robert Osborn, J6 CIO, US TRANSCOM Frank Garcia, Professional Staff, House Permanent Select Committee on Intelligence Dave Weddell, Deputy N6/CIO, Navy Jake Haynes, Program Manager, Defense Contracting Management Agency Greg Gardner, Deputy CIO, Director for National Intelligence Kathy Laymon, Supply Chain Risk Mgt, US Army Maureen Coyle, Deputy CIO, VA MaryAnne Rochy, Deputy CIO and PEO Acquisition, OSD Health Affairs David Schroeder, Director External Relations, OSD HA CIO Gino Magnifico, CIO, Army Contracting Command Stewart Whitehead, SES J8, Joint Forces Command Dr Paul Tibbits, Deputy CIO and Director Enterprise Development, VA Dave Green, CTO, US Marine Corps Brad Brown, Director of Acquisition Policy, Defense Acquisition University Barry Robella, Professor of Systems Engineering, Defense Acquisition University Janice Haith, Deputy CIO, Information Sharing, OSD Dr. Tim Rudoph, CTO, AF ESC Bill McKinsey, Chief IT Management, FBI Terry Balven, CIO, AQ, Secretary of the AF Michele Hopkins, Deputy AQI, Secretary of the AF ICH Proprietary info@ICHnet.org www.ICHnet.org © 1999- 2009 All Rights Reserved 16 www.IT-AAC.org ™ Leveraging Patterns of Success Alternative IT Acquisition Processes already exist! Navy: Assessment of AFLOAT Program – CANES SOA & Security Strategy Eliminated hi-risk Requirements by 23%, $100Ms in potential savings USAF: Streamlined COTS Acquisition Process. Applied to Server Virtualization. Established optimal arch with ROI of 450% & $458 million savings USAF: Procurement of E-FOIA System using AAM Completed AoA, BCA, AQ Selection in just 4 months. USMC: AoA and BusCase for Cross Domain, Thin Client Solutions GSA: Financial Mgt System consolidation using AAM. BTA: Assessment of External DoD Hosting Options using AAM Greatly Exceeded Forecasted Saving in both analysis and acquisition Moved FMS from OMB “red” to “green”. Eliminated duplicative investments that saved $200M $300 million in potential savings with minimal investment BTA: Apply AAM to complete AoA and BCA for DoD SOA Project GPO: Developed Acquisition Strategy for Future Digital System JFCOM: MNIS Evaluation of Alternatives for Cross Domain Solutions Evaluated 100’s of Options Led to successful acquisition Reduced pre-acquisition in 90 days, enabling stake and implementation on time, cycle time and cost of holder buy in and source on budget and 80% cheaper Analysis by 80% than NARA RMS “. concept of the Clearinghouse is sound and vital. Its developing role as an honest selection. broker of all interoperability (4themonths vs Interoperability 18) technologies, no matter what the source, is especially needed. Such efforts should be supported by any organization that wants to stop putting all of its money into maintaining archaic software and obtuse data formats, and instead start focusing on bottom-line issues of productivity and cost-effective use of information technology.” OSD Commissioned Assessment of Interop. Clearinghouse (Mitre 501.C6 Non-Profit Research Institute ICH Proprietary © 1999- 2009 All Rights Reserved 17 2000) 703-768-0400 info@ICHnet.org www.ICHnet.org www.IT-AAC.org ™ Backup Slides in case you want to do something about IT 501.C6 Non-Profit Research Institute 703-768-0400 ICH Proprietary info@ICHnet.org www.ICHnet.org © 1999- 2009 All Rights Reserved 18 www.IT-AAC.org IT-AAC understands IT Acquisition Dilemma ™ Wave 3 Solutions can’t be acquired using MilSpec processes…  We are in early stages of Wave 3 information technology Information Driven Capability  Mainframe and Client-Server waves remain in place 3. Internet - Cloud  Waves represent many co-dependent technologies, matured over time  Adding functional capability has become easier with each new wave  But enterprise infrastructure gaps & vulnerabilities have become more critical • Virtualized compute; global network enabled, plug & play • IT Infrastructure decoupled from Applications • COTS & OSS Integration, Software as a Service 2. Client/Server - Decentralized • PC enabled and network • Software distributed in both server and client computers • Heavy focus on software development and point to point integration 1. Centralized - Mainframe • Central computer center, slow turn around • One size fits all • Limited reuse of application modules 195 0 196 0 197 0 198 199 200 201 0 0 0 Evolution0 Information Technology 202 0 DoD is using Wave 2 acquisition & budget processes; to acquire 501.C6 Non-Profit Research Institute © 1999- 2009 All Rights Reserved WaveICH3Proprietary capability 703-768-0400 info@ICHnet.org www.ICHnet.org www.IT-AAC.org 19 Resource Optimization Considerations ™ 1. FFRDCs: Best suited for govt unique R&D and Source Selection. 2. Standards Development Orgs (SDO), Trade Associations: Source of standardizations among suppliers, ISVs. Effective source for market communications and outreach. 3. Research Institutes, Labs & Academia: Excellent source of low cost research, piloting of emerging technologies not yet proven in the market. Effective in IT & acquisition training. 4. Consultancies, A&AS Firms: Excellent for IV&V and source selection if free of vendor relationships or implementation interests. Can mitigate OCI issues in acquisition. 5. Innovators, ISVs, Open Source: The engine of innovation. Most effective and efficient way of filling common industry IT gaps. Great source of customer case studies and best practices. 6. System Integrators: Optimized for large scale implementation and outsourcing. Have significant economies of scale and technology usability insights. 501.C6 Non-Profit Research Institute 703-768-0400 ICH Proprietary info@ICHnet.org www.ICHnet.org © 1999- 2009 All Rights Reserved 20 www.IT-AAC.org Value Chain Optimization Trade Offs ™ Partner Type FFRDC SDLC Phase User Groups, Standards Communities of development Practice orgs, trade associations Only when no OMB Lines of Requirement, other company Business offers Gap Analysis Mkt can support (4). Critical Role Research (6,7) SDOs = Primary driver for open systems. Conflict free structures (2,3) Research Institutes, Labs & Academia Consultants, Innovators, IV&V, Tech Mfg, A&AS Firms Open Source System Integrators Provide Conflict free structure and economies of scale (2,6) Limited access to industry lessons learned. Great source for customer use cases, lessons learned. FAR OCI Rules limit participation Architecture and Planning Only when no other company can support (4) Agency CxOs provides critical guidance (2, 3) Provide standards Principle source of practice, not of expertise support Primary source of expertise FAR OCI rules limit participation FAR OCI rules prohibit direct support PMO & IV&V Support Only when no other company can support (4) Not inherently governmental Play supporting role Optimized for this area Key role FAR OCI rules prohibit participation FAR OCI rules prohibit participation Solution Engineering Forbidden (4) Not inherently Governmental Support role Support role Provide developmental Primary partnership area Forbidden (4) System Impl., Maint, & Support Not inherently Governmental Lack Resources & Expertise Internal IV&V Provider of key for Prime contract technologies reduces risk. 501.C6 Non-Profit Research Institute 703-768-0400 Forbidden ICH Proprietary info@ICHnet.org www.ICHnet.org Primary partnership area © 1999- 2009 All Rights Reserved 21 www.IT-AAC.org IT-AAC = Efficiency ™ Transforming & Informing the IT Acquisition Lifecycle Structure: Public/Private service think tank composed of multiple ICH Methods universities/UARCs, non-profits, research institutes and renown experts working collaboratively for the common good. Dedication: Ushering in benchmarked industry implementation & governance best practices and lessons learned. Align and Streamlining IT Acquisition Lifecycle for greater mission effectiveness. Capabilities: Root Cause Analysis, Service Oriented Enterprise, Architectures, Grey Beard Program Reviews, Decision Analytics, Performance Metrics and Technology Assessments. Focus: Business Systems, Cyber Security, Info Sharing, IT Infrastructure, Health IT, Net Centricity, SOA Infrastructure (core government mission threads) Results: Assured Mission Outcomes through organizational alignment and continuous process improvement. Measurable,©sustainable, 501.C6 Non-Profit Research Institute ICH Proprietary 1999- 2009 All Rightsand Reserved 22 703-768-0400 info@ICHnet.org www.ICHnet.org www.IT-AAC.org repeatable processes & outcomes.