Blueprint for Sustainable IT Acquisition Reform

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IT Acquisition Advisory Council (IT-AAC) A non-partisan think tank, 501.C3, representing; -MD, 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 That exceed CCA & Section 804 Mandates 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 bYg'703 768 6408 

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Senior Exec Briefing Summary Assuring Business Value from every IT $ Spent O purpose O Today's Situation O Our Proposal to Assist O Way Forward Recommendation O Predictable Outcomes 3 = (Center for American Progress = 5 (9 “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 

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Think Tank Purpose ee EAL ee Rk a ‏سم ام‎ weeded to quide the estublskwed oP u “best to chess” set oP IT @rquetica Processes ‏ی بت مب متس دنا‎ Ornate ‏هه‎ ond ‏لاو له لوب وولو‎ ontenk, wore hep mbory experts oad wero sender of prior iy pyar e ‏لح ها مسبت له لت عم سدق مه‎ Previne utewpty ‏:اه پوس رات‎ © @ pred - ‏بای‎ 041 cont nye Rowe view -O) years (may plots prove kes pombe) Oeorewmedd devebpard, texte, cn Phar — vier ove "bry bor” © Renirrwrds — SurrPce or dePer ‏دمج ماسب‎ Por speed sad COTO/OG utikzaten - Leverne estabtshed ‏تلو‎ of proctor onl opea worker phaPior cs ‎DoD’ wrke-rame TP ceeds — Prow wrderczkny OO tp urdu word procession soP are‏ یا ‎© ‏و0۳۳ م0 اجه موس من تمیق‎ - “Weds ID, oP Sharky, Opber Geowrty, Oousoictaed 11 ‏رس‎ Dunes Ose ‎“You can’t solve today's problems with the same thinking that got you there” Albert Einstein 

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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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3 IT-AAC brings forth Proven Expertise and ape Method across the Acquisition Lifecycle ¥ 1۳۵60 ‏م6 و0۳‎ Geet Prastory, Dekods wad Expertoe wooded 7 Dorwe Rept! Debvery oP IP Oupcbitew: ٩ ‏موی‎ ord Over aie how on mrp sport, verses oul ‏وت موسي 11 ممصي‎ wren porte. (OOD a ders tus cored rare ‏مج‎ ‏و هت‎ pyre © Drews! ‏هه ال‎ Pring orn Daraapcomn oad Odhe Otro Donk: rare. (Bs ‏ی یه مه اسح‎ deepen ‏مور‎ deca socio, ‘etn anv deh hw moked one OD) fox ohare hr ‏معا مقس تیک موش هه لس موش‎ ick © he dee ory es er no ‏لمن سعد 0 فد سحيت قا وها جف لا ححا حجان لعجيف سويت مان ا ع 0ك‎ resus wena میا فا قمر سا بلجي سيم سای مهو مالعا ‎core ub, en oh echo bt‏ یه ‎van errs‏ راخ کب رک موی ها کر ع0 000 ‎ ‎1۱ @rcktrokere: ‘i we oh cent ted eee of he pera akan eprint dot bb pres ‎et‏ اجيف م سحا جيه ا 0 09200 )لماك 0 لا يساك جل ‏لطا لمعنه لحن سو جاده مود عفنا ‎das (yu aclaeare s aba‏ لو نس مین ‎facet‏ ‎ ‏و ‏تسس سل ما سای اد مه مره یمد سس باس 8 ‎Duketrterash onetbe dw ab‏ سعص هروس ای ی بل رواد سا اد تال لمجم تسافا مو س4 تن اطلمی دق ۵۵ (6000) مدای مقصوی) جع دی ۱۵ ‎11١ gpk nents‏ ببح قاری طقس 016 هروه تم امه ‎ae‏ ی ‏یرل مسي عمجب هس ام رای ای اه شا هلا هی رای ‎etree Our Bodo: Onaocan te hotews ich‏ ‎Sonnac,‏ ‎Provence Oawed Donatos oad Drv oy: Picea a Sonic or GOO porta amu dame Por exper (hb bnew ojo) tig Rueu Oot mat Oxpmeoeee (OL). Ochre eure (af) Ol Dern, he wane wom det dear feed brag error Prine ‎rote caw wanna bt ‎“IT Reform is about Operational Efficiency and Innovation” 

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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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Federal IT Acquisition Challenges “We are buying yesterday's technology tomorrow” © 060 MOTE: “OED rekree o4 POROOr & tektengt roe ‏سوه‎ oP cen thet, rua heer bar depen ay ‏عمجا سبحا عا بو‎ ‏اد سای‎ Pate” © 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 

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Federal IT Acquisition Root Causes compromising mission effectiveness and costing tax payer $40B/year و1 سس مططمظ 1۳ ‎٩.‏ من هواس ررقلمه شوج راهطا سای 8 سفق ‎Deer‏ = ‎ve ners.‏ امه نس سم ‎(O0®, OLO) py‏ ‎fo rk,‏ مس وی فجن موه ی ‎00٩‏ ناو ‎speek‏ و ©. Booed kee (COB, OO 106 ۵6: 2/6 06( ‏مخت تایه‎ = Creneul) uportal by Bd = DOOBE, JOE, OOO, L101 were deoteged Ps vtendards ged orkouprd tp “lackey Deed Practice. نت وروی روط نموت 6. ‏امن اس وتلسی سا جه سالون‎ resourves wed expertor pverbohed: = POR prokits Couirasers wil: vented miereuty ta kopkxnectaioa should ‏وجنات" مح اس‎ Pred” iy bees rdee or crac usar oder = 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 vader utzed, Insanity is continuing the same process over and over again and expecting different results” Albert Einstein 

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Root Cause (cont.) CP, Acris CiPed/etsble i Dect Dobos! = Prenkiord OieKPPROOs wre ‏سا موه لو و ۲ مت للم‎ prartcrs. = POs backs ‏را ماو مهویی لجن عم موم ون لصا وی راهم مهو‎ ieee uncer to ‏موه موی امن سا ان مهو‎ or beuchararhed beet ‏لس سس لجی ص‎ ‏یتقو‎ Iewmvanry oad Pubke Gerace ries (1k, or, (808) ore venkor ‏مر() رم اتف‎ ‏موه من وی‎ eb Pore. 0. ‏سس مها فا‎ ant wit ‏رحس اجه سوت اس مرن سر(‎ oper” aera! = OkSpre Recnérrwrets (IOUS), Brokterrare (DADOE), Perk Doorman ۷۵ 60( ‏سم سس‎ ‏لج (۵۵ )م۳ (0۷۵) مسق‎ Baier rree Damxpwent (ODD) processes ore terme Als Pret paced 1D cnarket (m1 opie of Paperwork Rechirtera Bet, OO, Grote OOP end OO (UO drecaver) = Gee OOP ol ‏لاور با موم توا مرن‎ vere) ‏مهم‎ reso wrens onl exporter ft ‏له‎ ‎cared OkKSper proven 2. (POO) dour seve por eoktowe: ‎ob ty poidhtok counnoa & teteropordble mBracructure seniors whirk arco Por PD%‏ يجتام ‎veer‏ راو سم موم( امصا ‎oP eu IP prone by. Cocerpts the GO®, Olrd Creeper on Service‏ ‎braced iho a cho a the ebove.‏ 

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IT-AAC exceeds the CSFs for Sustainable IT Acquisition Reform 1۳-۹۵۵0 where ta proves coro ond expertor ty suppor Pub oP ٩۲۳ ‏جلف ساسا موجه‎ blocks (per OGO report) ord addres he vege chalercey oP the Pest pared 1D corarket, (0000) سم سا ی ما لح ‎FD Der be‏ FD Der ard OlSper by kverne extvieny ‏مهوت ای مها‎ ))00000, )0۱۷۱۵۸0( © Ohad Povo otek oP prucioes procesoes dieady proven ta he warhet © Ohad be breed va Open, ocorene breed wettunk (OOO MI) Fl Owwt be waxhlar, service orected (DOOD ‏مسق‎ 006( © Ohad be wewurtble, repeudble urn! ovetacabe, wth upportiey ‏رم لمن مس رب‎ (VR S009) 15 years of studies suggest the following critical success factors for sustainable IT Acquisition Reform. An “Open” IT Acquisition process will still need to conform to the rule of law (non-MilSpec): 

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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. - وا اما ساب سس بلج ‎chen, tke set be pricd wd cen dengan, co‏ جد لصيف ‎pee nites‏ میب ‎Boban! Price‏ جاجد بيو “دن ‎hoes btu deplee prucer Pd perk bok hate be Peter cn‏ 

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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 ‎Phase Phase 1 ‎Phase 3 ‎ ‎ ‎ ‎ ‎ ‎ ‎ ‎ 

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‎IT-AAC Offer to Agency Heads and PMs‏ مر لاه موه لو مهم جوا مشاه ‎YP onesies pokey,‏ مه و ‎wend cape‏ سا نت ۱ موی مومت و و0 موق ‎| echoogy assessed, od procure@et. (Pos oo akeement us aqeooy ssiza oben as ‏اه )هل ‏مس 0( لو هی هط رو ما و لو سول ما ماورن روط 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 ‎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 MM Marwved ‎ ‎IT-AAC Baseline Assessment of Alternative IT Acquisition Processes ‎Opes, ‎Guero ‎ter, crexbhar ‏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 ‏ج01 ,01011 هت من ‎ ‏۳ سرا ‎LP ects‏ ‎(er ced Por COTS, GO, OGG ‏و0‎ ‏رس‎ ‏سوم‎ Onw, ‏سره‎ bok ‏هر‎ ‎A Denes dover, ‏بخ‎ ‏اجه( ‏۳ ‏هه ‎0 ‏مهار‎ Por ‘ED ‎ ‎OG, 1 ox ‎DADE ‏سره‎ ‏مومت‎ ‎Dred ‎۳0۳ ‎Dearne ‏عاد سا مه ‎OAD SOOO ‏م60 صر‎ Perks (BOL) ‎ ‎ ‎ ‎ ‎ ‎ ‎ ‎ ‎ ‎ 

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IT-AAC Coalition of the Wil Industry Participants (partial) تسه موه تا ر(مم) ‎Ochoa ber Orr‏ 0ك Aleks Drttr, JOE Pena & Ob ‏بسمسعسوة‎ 11-00 0 میمعت ,با نیوا سس تسوا سل اس ‎Cd‏ ‏ی ميات 0۱ ,من اما رجات لب ۵0 نت 0۵ و مس سل سا بو لس ۵00 مسر لس 0 این م6 م۳ مایا مس( ‎Pokey, OF OO‏ من ۵ تسوا ال مت مس سل Crk Phils, JO ‏مج ملسم سس‎ | BP GEO GP Dray Oren Dey Cure, Fore BF BON Oreetr (hey Geary, Porcoer Ompour GOP oP @rokseokwen Oketroxrs Drkeel Dyer, Porcoer Croretey oP DOP Ges (re) Orochd Pome, Gr Prine OF mee Grae Doors 000 ‏قاجا بل حاسمت مسلط (م)‎ 0 ‏رد سس راتس (س)‎ 0 ODOR ‏لاسما‎ Crk, PD, DoD Crh of Orbe Pokey ‏ساسا‎ Dae Ober, Pram 8D ONL, BHOS Aare cle Gur eye, Persea BP BO Orci Or Gamers Graney, Force DRO CA ernkd Ver, Pormer Deyn Orectr, BO, Porcrer Dey Sre Por ‏با رسوسی( 01۳۵0۵ ترا 0 بط مق‎ IO Cob 0 و 0 چم 050 شم سل (مم) ‎Ui Gerard‏ ‎VED‏ 0 تما لس م00 الب مسج 000 091 00 سس انس ‎OP Geer (rt) Pod Orbos, OBO, 000‏ Deane ‏رها شین ان سس مه‎ OF ‏سس‎ Gets Corral, Porn Pray PEO BAS, 10 Corp ‏سحا‎ ‏لجل‎ Bags, TP-BBO One Oke, PRP Dre 

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Leveraging Patterns of Success Rapid IT Acquisition Processes and Best Practices exist outside the reach of the Defense Industrial Complex! 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 productivity and cost-effective use of information technology.” OSD Commissioned Assessment of Interop. Clearinghouse (Mitre 2000) 

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9 IT-AAC = Innovation ۶ 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 & governance 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, Health 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 & outcomes. 

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Solution Architecture Innovation Lab (SAIL) assessment, and testing efforts Cost/time Delta 2 1 ‏سیم‎ SSSR SAIL Collaboratory reduces time, cost and risk of redundant IT research, High Confidence Level Low Strategy / Capability Def / Tech Validation / AoA / Acqu. Strat / Source Selection Results Sharing reduces Acquisition Time Line and cost erkertot Deck Dewevre ceed Peston, 8011 Ockboraae Rrorarck ol Ockkato — 

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Backup Slides in case you want to do something about IT 

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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. 

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5 ۲ Acquisition Value Chain Optimization Trade Offs iy) Per Clinger Cohen Act and FAR Tye |PPRDO [Over ‏رصن بطق موه‎ | ovate, ‏عا ,سهد توارط | اه سحو‎ 080: ۳ ۵۳ | ‏طصر حا سب م۵‎ |& Grades [B&O Pree | ‏مدت مره‎ سما ام ‎ms ace Po‏ 07777775555 -00805۲۵۵] سس ‎Renerord,‏ ‎oe‏ سم ما رل لو سس جع وم ماه ما بو جر 66 ‎rmimerer ((P). [Oracd Boke |For emnsimenem. [memes of had are. feo‏ اعد (66 سم سامخفین| 6 (6.6) سعد م00 ۵۵| و ۳ سم تسم | مييق مج بر سمخ ال | 0 317151515 ورم مسمسیل ب ‏ بر ۳ ,6) مب | () سید سس 5 وس ا ا ل مس مش[ 61080 ۱۵۵6 د ‎poke‏ میب 3 (0)) سید ها ‎a 39‏ و امس ‎ ‎ ‎ ‎[Primm‏ ل ل ‎Fo rr erases echo‏ ‎ ‎ ‎ ‎ ‎ ‎ 

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IT-AAC Streamlined IT Acquisition Models Validates and aligns business drivers with proven interoperable IT Services + Os Phe ©: Deckwhay 

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 That exceed CCA & Section 804 Mandates 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 904 Clifton Drive * Alexandria * 0400 Virginia 22308 www.IT-AAC.org 703 768 www.IT-AAC.org * (703) 768-0400 Senior Exec Briefing Summary ™ Assuring Business Value from every IT $ Spent  Purpose  Today's Situation  Our Proposal to Assist  Way Forward Recommendation  Predictable Outcomes “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.C Non-Profit Research Institute IT-AAC Proprietary © 2008- 2010 All Rights Reserved 703-768-0400 www.IT-AAC.org 2 ™ Think Tank Purpose To provide the Decision Makers with an alternative set of resources and expertise needed to guide the establishment of a “best in class” set of IT Acquisition Processes and Governance Structure. Acquisition Practitioners and workforce will need commercial methods, access to deep industry expertise and emerging standards of practice to overcome common failure patterns and cultural impediments that have prevented previous attempts to achieve following objectives: Speed -- achieve 6-12 month cycle times vice 7-8 years (early pilots prove this is possible) Incremental development, testing, and fielding -- vice one "big bang" Actionable Requirements -- Sacrifice or defer customization for speed and COTS/OS utilization - Leverage established standards of practice and open modular platforms Meet DoD's wide-range IT needs -- from modernizing C2 to updating word processing software Focused on Outcomes and Operational Effectiveness - Health IT, InfoSharing, Cyber Security, Consolidated IT Infrastructure, Business Systems “You can’t solve today’s problems with the same thinking that got you there” Albert Einstein 501.C Non-Profit Research Institute IT-AAC Proprietary 703-768-0400 www.IT-AAC.org © 2008- 2010 All Rights Reserved 3 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.C Non-Profit Research Institute IT-AAC Proprietary © 2008- 2010 All Rights Reserved Wave 3 capability 703-768-0400 www.IT-AAC.org 4 IT-AAC brings forth Proven Expertise and Method across the Acquisition Lifecycle ™ IT-AAC Offers Benchmarked Best Practices, Methods and Expertise to needed to Assure Rapid Delivery of IT Capabilities:  Governance and Oversight: 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. DoD5000 and BCL represent the current approaches.  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. A good architecture is a lexicon that links requirements, technologies and acquisition strategy.  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.  Performance Based Acquisition and Metrics: 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 and Innovation” 501.C Non-Profit Research Institute IT-AAC Proprietary 703-768-0400 www.IT-AAC.org © 2008- 2010 All Rights Reserved 5 ™ 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 toProprietary significant production quantities.” Defense 501.C Non-Profit Research Institute IT-AAC © 20082010 All Rights Reserved 703-768-0400 www.IT-AAC.org Acquisition Panel, HASC 6 Federal 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.C Non-Profit Research Institute IT-AAC Proprietary © 2008- 2010 All Rights Reserved 7 703-768-0400 www.IT-AAC.org 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. Insanity is continuing the same process over and over again and expecting different results” Albert Einstein 501.C Non-Profit Research Institute IT-AAC Proprietary 703-768-0400 www.IT-AAC.org © 2008- 2010 All Rights Reserved 8 Root Cause (cont.) ™ 4. Innovation Stifled/Invisible to Decision Makers: – Traditional Sis/FFRDCs are insulated from IT innovations and commercial best practices. – PMs lacks effective outreach/research capabilities needed to inform the requirements and acquisition lifecycle. Lacks timely access to innovations of the market, commercial expertise, or benchmarked best practices and lessons learned. – Small Businesses, Innovators and Public Service entities (.edu, .org, SDOs) are under utilized, threatening Open Systems and Open Architecture efforts. 5. MilSpec Acquisition Processes in conflict with Open Systems, best practices and drive “design to spec” approach: – MilSpec Requirements (JCIDS), Architecture (DoDAF), Tech Assessment (TRL/C&A), Business Case Analysis (AoA), Procurement (DoD5000) and Enterprise Management (CMM) processes are inconsistent with fast paced IT market (in spite of Paperwork Reduction Act, CCA, Section 804 and OMB A119 directives) – Section 804 call Open Process cannot be implemented using the same resources and expertise that created the current MilSpec processes 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. 501.C Non-Profit Research Institute IT-AAC Proprietary 703-768-0400 www.IT-AAC.org © 2008- 2010 All Rights Reserved 9 ™ IT-AAC exceeds the CSFs for Sustainable IT Acquisition Reform IT-AAC ushers in proven methods and expertise to support full range of IT Acquisition lifecycle building blocks (per DSB report) and address the unique challenges of the fast paced IT market;  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) 15 years of studies suggest the following critical success factors for sustainable IT Acquisition Reform. An “Open” IT Acquisition process will still need to conform to the rule of law (non-MilSpec): 501.C Non-Profit Research Institute IT-AAC Proprietary 703-768-0400 www.IT-AAC.org © 2008- 2010 All Rights Reserved 10 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. "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.C Non-Profit Research Institute IT-AAC Proprietary 703-768-0400 www.IT-AAC.org © 2008- 2010 All Rights Reserved 11 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.C Non-Profit Research Institute IT-AAC Proprietary 703-768-0400 www.IT-AAC.org © 2008- 2010 All Rights Reserved 12 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.C Non-Profit Research Institute IT-AAC Proprietary 703-768-0400 www.IT-AAC.org © 2008- 2010 All Rights Reserved 13 ™ IT-AAC Offer to Agency Heads and PMs institutionalize transformation and operational efficiency 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.C Non-Profit Research Institute IT-AAC Proprietary 703-768-0400 www.IT-AAC.org © 2008- 2010 All Rights Reserved 14 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 Oversight Bus Capability 501.C Non-Profit Research Institute Lifecycle (BCL) Milestone based, not ICH Clinger effective for IT Cohen Act Guide IT-AAC Proprietary 703-768-0400 www.IT-AAC.org Integrated SOA BTA, OSD best©practices HA, Navy, 2008- 2010 All Rights Reserved 15 ™ 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.C Non-Profit Research Institute – Marty Evans, former AF AQI Director – Skip Snow, former Citigroup SVP of Architectures IT-AAC Proprietary 703-768-0400 www.IT-AAC.org © 2008- 2010 All Rights Reserved 16 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.C Non-Profit Research Institute – – – – – – – – – – – – – – – – – – 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 IT-AAC Proprietary 703-768-0400 www.IT-AAC.org © 2008- 2010 All Rights Reserved 17 Leveraging Patterns of Success ™ Rapid IT Acquisition Processes and Best Practices exist outside the reach of the Defense Industrial Complex! 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.C2000) Non-Profit Research Institute IT-AAC Proprietary © 2008- 2010 All Rights Reserved 18 703-768-0400 www.IT-AAC.org IT-AAC = Innovation ™ Transforming & Informing the IT Acquisition Lifecycle Structure: Public/Private service think tank composed of multiple ICH universities/UARCs, non-profits, research institutes and renown experts Methods 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, and repeatable processes & outcomes. 501.C Non-Profit Research Institute IT-AAC Proprietary 703-768-0400 www.IT-AAC.org © 2008- 2010 All Rights Reserved 19 ™ Solution Architecture Innovation Lab (SAIL) SAIL Collaboratory reduces time, cost and risk of redundant IT research, assessment, and testing efforts High Confidence Level S.A.I.L. Results Sharing Cost/time Delta Acceptable Risk Level Risk Delta Project A Project B Project C Inconclusive findings Low Strategy / Capability Def / Tech Validation / AoA / Acqu. Strat / Source Selection Results Sharing reduces Acquisition Time Line and cost Redundant Tech Assessment and Testing SAIL Collaborative Research and Validation 501.C Non-Profit Research Institute IT-AAC Proprietary 703-768-0400 www.IT-AAC.org © 2008- 2010 All Rights Reserved 20 ™ Backup Slides in case you want to do something about IT 501.C Non-Profit Research Institute IT-AAC Proprietary 703-768-0400 www.IT-AAC.org © 2008- 2010 All Rights Reserved 21 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.C Non-Profit Research Institute IT-AAC Proprietary 703-768-0400 www.IT-AAC.org © 2008- 2010 All Rights Reserved 22 IT Acquisition Value Chain Optimization Trade Offs Per Clinger Cohen Act and FAR ™ Partner Type FFRDC SDLC Phase User Groups, Standards Communities of development Practice orgs, trade associations 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 Requirement, Gap Analysis Only when no OMB Lines of other company Business offers can support (4). Critical Role (6,7) SDOs = Primary driver for open systems. Conflict free structures (2,3) Architecture and Planning, Mkt Research 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.C Non-Profit Research Institute Forbidden IT-AAC Proprietary 703-768-0400 www.IT-AAC.org Primary partnership area © 2008- 2010 All Rights Reserved 23 IT-AAC Streamlined IT Acquisition Models Validates and aligns business drivers with proven interoperable IT Services ™ Stake Holders Business Requirements & Capability Gaps Phase 1: Business Process: Value Stream Analysis Biz Process Re-Engineering Service Component • Feasibility • Architecture • SLAs Phase 3: Technology Assessment: • Selection • Certification • Interop • Openness Integrators Vendors/ISVs SDOs/Labs/ Universities Prioritized Business Requirements • Determination • Prioritization • Validation Phase 2: Govt CxOs Measurable Outcomes Business Metrics Proven IT Solutions Solution Exist? Y N Align Proven Capabilities w/ business needs Model New Solution Knowledge Exchange Service Oriented Specs and SLAs Normalized Service Components Validated Past Performance Solution Architecture Validation and Demonstrations 501.C Non-Profit Research Institute Solution Set Evidenced-Based Assessment Analysis of Alternati Y N ves Vetted Solution Architecture Validated Blue Prints & Build of Materials COTS Comparative Analysis, Evidence IT-AAC Proprietary 703-768-0400 www.IT-AAC.org © 2008- 2010 All Rights Reserved 24