7 apr 2015 strategic outlook of im/it project delivery presentation to afcea tony hoe, dgimpd
TRANSCRIPT
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7 Apr 2015
Strategic Outlook of IM/IT Project DeliveryPresentation to AFCEA
Tony Hoe, DGIMPD
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Outline
Organizational Overview
Portfolio Overview
Strategic Direction
Summary
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National Defence HQ
DGIMPD
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DGIMPD Vision
We deliver solutions
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DGIMPD is the "go to" DND/CF organization to deliver joint and enterprise IM/IT capabilities and solutions
DGIMPD is recognized as the best IM/IT Project delivery organization in the Government of Canada
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DGIMPD Mission
DGIMPD collaboratively partners with
clients, stakeholders, and IM Group colleagues to
strategically plan, design, develop, and deploy
technology enabled solutions, capabilities and changes to the IM/IT capability of DND/CF.
Identification Option Analysis Definition Implementation Closed Out
$ $
Fully engaged through whole project lifecycle, from conception to closed out
DND Project Life Cycle
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DGIMPDTony Hoe
Mgt Info Systems
Robert Boudreault
Comms &Sense
Jim Clark
Common InfoSystems
Christine Stanczyk
Command &Control
John Langen
Intelligence & SurveillanceHari Gupta
Chief of Staff/Project Planning and Control
Col Paul Bosse
Civ & Mil HR & Pay, Learning, Carling Campus
Space, SATCOM,SAR
Crypto Modernization, IT Service Mgt
Joint C2 applications, Cyber
Top Secret level,EW, Intelligence & Surveillance
DGIMPD Organization and Portfolio
Portfolio Summary: 43 projects of $5B investment
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IdentificationOptions Analysis
Definition Implementation Close Out
• Identify capability deficiency
• Seek DCB approval for capability based planning validation and resource allocation prior to proceed for options analysis
• Formulate Options
• Assess full costs & benefits
• Examine risk(s)
• Seek DCB approval for selected option
• Seek PMB approval for definition
• Procurement review (SPAC/PRC)
• SRB / IPMRB
• Detailed review, risk assessment & costing
• Implementation planning
• Seek PMB approval for implementation
• Seek revised SPAC/PRC
• SRB / IPMRB
• Implementation management & monitoring
• Procurement strategies
• Status reports
• SRB
• Investment Plan Change Proposal -IPCP
• Business Case Analysis (BCA) -Strategic Context Step 1 and 2
• Project Brief (PB)
• Strategic Context Document
• HLMRs (SOR)
• Initial PCRA
• Project Charter/PB• SOR development• Risk Assessment
Docs (PORA or PB)• Update PCRA/IPCP• Complete full BCA
(steps 1 – 5)• Memo to Cabinet
(MC) as required
PA Submission for DefinitionD
ocu
men
tati
on
Act
ion
• Finalize SOR
• Upkeep – Project Charter, PB, PCRA/ PORA
• Project Management Plan (PMP)
• MC (if required)
PA Submission for Implementation
• Upkeep – Project Charter and PB
• IOC and FOC Certificates
• Capture lessons learned
• Close-out activities (Standard close or Effective close)
• Project Completion Report -PCR
• Project Closeout Checklist - PCOC
PA (Def) PA (Imp) FOCIOCMilestones SCD SOR
KeyStakeholder C Prog C Prog PL/ImpPL/Imp
OA
PL/Sponsor PL/Sponsor
FCP IP
CFD Fin CS
DCB
CFD
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Portfolio Strategic Direction(next 3 to 5 years)
Joint C4ISR capabilitiesEnterprise IM/IT
solutionsEnterprise Service
Management
Markets: Dominant Growing Emerging
MILSATCOM & Search and Rescue (SAR)
Surveillance and Situation Awareness
Top Secret Environment and Capabilities
Command & Control Joint Capabilities
HR, Pay, Pension Operational Efficiencies
IM/IT Security
Cyber Defence
Information Management
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Strategic Direction
DGIMPD is the Solutioner not just an implementer:• Engage project sponsors at conception (ID phase) of projects• Partner with stakeholders throughout entire project life cycle• Support project sponsors in leading business transformations
Engage and influence R&D direction and investment:• Partner with business clients in sponsoring DRDC R&D projects• Participate in allies and industry technology investment fora• Ensure outcomes of R&D projects are channelled into projects
Pay attention to architecture, system view and evolution:• Recognize most transformational projects are evolutionary in nature• Ensure project outcomes are building blocks of “the future”• Be perceptive, agile and incremental in delivering timely solutions
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Awards and Recognitions
Government Technology Exhibition and Conference (GTEC) 2011
• Defence Crypto Modernization (Secure Voice) – Honouree
2012
• Project Polar Epsilon – Judges’ Choice Award – Medalist
• Canadian Forces Health Information System – Medalist
• Enterprise Information Technology Service Management – Honouree
2013
• Defence Learning Network – Medalist
2014
• Joint Space Support Project – Medalist
• Maritime Security Operations Centres – Honouree
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Awards and Recognitions
IM/IT Community Recognition Awards 2012
• Project Polar Epsilon for Excellence in Project
Management
2014
• Pascal Michaud for Innovation (Grey Goose)
• Eric Charbonneau for Excellence in Project
Management (Surveillance of Space)
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Summary
DGIMPD is a division of DND IM Group:• Solutioner delivering joint and enterprise capability• well recognized in public service and IM/IT community• manage a portfolio of 43 projects of $5B investment
Portfolio is expanding, strategic domains are:• C4ISR• Enterprise IM/IT solutions• Enterprise Service Management
Strategic engagement with partners is essential:• Research (S&T) technology research and adoption• Business clients project identification and business transformation• Industry technology maturity and implementation capacity
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QUESTIONS
?