transformation roadmap for achieving sustainable it acquisition reform assuring acquisition agility...

Transformation Roadmap for Achieving Sustainable IT Acquisition Reform Assuring Acquisition Agility for COTS and Enterprise Resource Planning

John Weiler, Managing DirectorKevin Carroll, former Army PEO EISDr. Marv Langston, former DoD CIO

Gen Ted Bowlds, former AF ESC CMDR

Relationship Mgr: [email protected]

703 768 0400

IT Acquisition Advisory Council A non-profit public/private do-tank

Assuring the business value of IT at the Speed of Need

http://www.it-aac.org/

ICHnet.org Company Confidential

IT-AAC Public/Private Partnershipassuring the business value of IT

“A knowledgeable & elastic IT Community of Practice, working in the public interests to

usher in agile methods, real world expertise and innovations needed to transform Federal

IT and assure mission outcomes”

Honorable Mike Wynne, 21st AFSEC, Co-Founder and Chairman Emeritus, IT-AAC

“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


Think Tank Purpose

Just in Time Expertise - (vs butts in seats) that taps a virtual pool of seasoned experts from non-profits, SDO, academia, NGOs, independent consultants and nontraditional advisors. Partner capabilities are best in class of; capability analysis, innovation research, solution architectures, tech assessment, business case analysis, performance metrics, BPR.

Standardized Agile Acquisition Processes – AF, Navy & BTA deemed AAM as measurable, repeatable and sustainable. Derived from commercial best practices maintained as an Open Source Offering (on GSA Schedule)

Innovation Research – decision analytics templates that define the realm of the possible needed to avoid over specification. Reduces time/cost of TRLs as applied to Open Source and COTS. Risk mitigation via evidenced based research.

Acquisition Ecosystem Empowerment – Workshops, Training and Mentoring services using IT-AAC’s Grey Beards.

To provide the Decision Makers and Stake Holder with an alternative set of Agile Methods, Decision Analytics and IT Expertise needed to assure rapid delivery of Commercial IT Solutions

“You can’t solve today’s problems with the same thinking that got you there” ……”insanity is continuing the same process over and over again and expecting different results” Albert Einstein


Root Cause Analysis Summary findings of 40 Studies & 20+ Program Failures across DHS,

DoD and the IC

1. Us of Weapon Systems IT Acquisition Methods; Bureaucratic processes, upside-down incentives, redundant oversight, missing metrics (MOE, SLA) puts focus on compliance vs outcomes. Programs spending up to 25% on compliance without any reduction in risk. MilSpec Acquisition methods do not work for fast paced IT market. DODAF, JCIDS, NESI, LISI were designed for Weapons Systems (by FFRDCs), and have no track record for successful delivery of IT.

2. Mis-application of FFRDCs and Defense Contractors who lack organic access to commercial best practices or low cost mechanisms to measure business value of commercial IT Solutions and Cloud Services, 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.

3. Innovations and Best Practices Stifled: Contractors with IT buy/sell tech agreements or outcomes cannot objectively advise or firewall of OCI issues. Defense Industrial Complex suppliers are vested in costly design-to-spec development approaches that obscure commercial innovations. Traditional SIs are insulated from commercial IT innovations and industry best practices.


Unmet CCA and OMB’s IT Reform Directives

Clinger Cohen Act Requires: (1) Streamline the IT Acquisition Process

(2) Change business processes (BPR), not COTS

(3) Favor COTS/OSS over custom development.

(4) Build business case and acquire based objective assessment criteria

(5) Use architecture for investment decisions

(6) Adopt Commercial Standards and Best Practices

OMB 25 Point Plan Requires:

“IT Reform efforts must Align the Acquisition Process with the Technology Cycle.

Point 13. Design and develop a cadre of specialized IT acquisition professionals .

Point 14. Identify IT acquisition best practices and adopt government-wide.

Point 15. Issue contracting guidance and templates to support modular development

Point 16. Reduce barriers to entry for small innovative technology companies”


Unmet Defense Acquisition Reforms

if implemented, would drive down IT cost overruns

2009 NDAA: ‘‘Implementing Management for Performance and Related Reforms to Obtain Value in Every Acquisition’’. Requires:(1) Determine clear performance metrics for specific programs from the start;(2) Foster an ongoing dialogue during the technology development process between the system developers and thewarfighters;(3) Promote an open architecture approach that allows for more modularization of hardware and software;(4) Develop a plan for how to strengthen the IT acquisition workforce;(5) Implement alternative milestone decision points that are more consistent with commercial product development for IT;(6) Develop a process for competitive prototyping in the IT environment;(7) Develop a new test and evaluation approach that merges developmental and operational testing in a parallel fashion;(8) Place greater emphasis on the up-front market analysis; and(9) Conduct a rigorous analysis of contracting mechanisms and contract incentive

2010 NDAA Sec 804: “The Secretary of Defense shall develop and implement a new acquisition process for information technology systems. The acquisition process developed and implemented pursuant to this subsection shall, to the extent determined appropriate by the Secretary--

– be designed to include– 1) early and continual involvement of the user; 2) multiple, rapidly executed increments or releases of capability; 3) early, successive prototyping to support an evolutionary approach; and 4) a modular, open-systems approach”

2011 NDAA Sec 933: “The Secretary of Defense, in consultation with the Secretaries of the military departments, shall develop a strategy to provide for the rapid acquisition of tools, applications, and other capabilities for cyber warfare for the United States Cyber Command and the cyber operations components of the military departments. The Strategy shall include:”

– Basic elements (1) An orderly process for determining and approving operational requirements. (2) A well-defined, repeatable, transparent, and disciplined process for developing capabilities to meet such requirements, in accordance with the information technology acquisition process developed pursuant to section 804 (3) The allocation of facilities and other resources to thoroughly test such capabilities.

– Establish mechanisms to promote information sharing, cooperative agreements, and collaboration with international, interagency, academic, and industrial partners in the development of cyber warfare capabilities

2012 NDAA "Migration of Defense data and government-provided services from Department-owned and operated data centers to cloud computing services generally available within the private sector that provide a better capability at a lower cost with the same or greater degree of security.",


Critical Success Factors for Agile Acquisition & Assured Outcomes

Capabilities established by the IT-AAC partnership as the ounce of prevention;

Embrace of Open and Agile IT Acquisition frameworks (per DSB report) already proven to meet challenges of the fast paced IT market (AAM is the only conforming todate)

Dynamic access to evolving commercial innovations, implementation best practices and lessons learned (CCA), outside the reach of the Defense Industrial Complex

A bottom up view of commercial capabilities that feeds the requirements process, (realm of the possible) to prevent over specification and costly custom development.

Means of deriving SLAs from both Measures of Effectives and Standards of Practice, critical to managed services, capability based acquisition and service level management.

Means of empowering and educating IT Program Management workforce via time proven expertise, tapping a wide range of gray beards with no inherent conflicts of interests.

“To decrease risk in source selections, the DoD will follow proven commercial processes,increasing the emphasis placed on past performance and experience on prior

government andcommercial efforts in selecting IT providers.” DepSec Bill Lynn on Section 804

Implementation Plan


IT-AAC Centers of Excellence accelerating innovation and benchmarked best practices

IT-AAC Partnership brings forth wide range of IT expertise need to mentor PMs:

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.

Capability Specification: 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.

Procurement and Contracting: Software as a Service and SOA portend 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-AAC vs Traditional Defense Advisors transforming and informing acquisition ecosystem

Resource Type

CSF for IT Acquisition

Non-profit Public/Private Partnership

Federal System Integrator

SETA Contractors

FFRDC Academia

Open, inclusive structure by which innovations of the market can be quickly assessed

ITAAC partners do not sell, customize or integrate any IT to ensure objectivity

reseller agreements & implementation interests cannot be firewalled.

For profit structure inhibits knowledge sharing across many communities

Objective but lacking formal mechanisms for reusing past results.

Best suited for R&D activities associated with specific solutions

Access to real world commercial best practices, (CCA Mandate)

Partnership with SDOs and Testing Labs enable rapid assessments of IT

focus on stock holder value and profits harms reuse of 3rd party results

Non-conflicted but lacking organic access to innovations of the market or industry COPs

FFRDC restrictions prevent partnering with industry, limited access to real world expertise.

Focus on research issues. Most work done by students.

Ability to train and equip Acq. Core. Tap a wide range of SMEs when needed.

IT-AAC’s 14 Partners access 10s of thousands of just-in-time SMEs and evidence

limiting ability to bring in real world expertise outside of core bench

Depends or depth and breadth of company.

Often have higher percent of SMEs with advanced degrees. Academic approach not effective for implementation

Often have higher percent of SMEs with advanced degrees. Academic approach not effective for implementation

Standardized & Agile Acquisition Methods tuned for the fast paced IT market.

Acquisition Assurance Method already proven to conform to Sec 804 and OMB guidance.

Evidences suggests little incentive to use COTS, prefer costly build to spec model.

Cannot set standards. Can only adopt.

Not a focus area of FFRDCs, and contrary to OMB A119 and FAR restrictions

Not a focus area. Cannot set standards


Past Performance = Assured Outcomes

Where AAM and IT-AAC have proven: better, faster, cheaper

Navy: Assessment of AFLOAT Program – CANES SOA & Security Strategy

Contact Value: $350kEliminated hi-risk Requirements by

23%, $100Ms in potential savings

USAF: Streamlined COTS Acquisition Process. Applied to Server Virtualization.

Contract Value: $500kEstablished optimal arch with ROI of

450% & $458 million savings

USAF: Full application of AAM ModulesFor eFOIA (KM)

Contract Value: $150KCompleted AoA, BCA, AQ Selection

in just 4 months.

USMC: Solution Architecture, AoA and BBA for Cross Domain, Thin Client

Contract Value: $300kGreatly Exceeded Forecasted Saving

in both analysis and acquisition

GSA: Financial Mgt System consolidation using AAM.

Contract Value: $500kMoved FMS from OMB “red” to “green”. Eliminated duplicative investments that saved $200M

BTA: Build out of AAM into BTA IT360, with two completed PilotsContract Value: $300kM

$300 million in potential savings with minimal investment

BTA: Apply AAM to complete AoA and BCA for DoD SOA Project

Contract Value: $250kReduced pre-acquisition cycle time

and cost of Analysis by 80%(4 months vs 18)

GPO: Developed Acquisition Strategy for Future Digital System FDSys

Contract Value: $150kLed to successful acquisition and

implementation on time, on budget and 80% cheaper than NARA RMS

JFCOM: MNIS Evaluation of Alternatives for Cross Domain Solutions

Contract Value: $350kEvaluated 100’s of Options in 90 days,

enabling stake holder buy in and source selection.


Acquisition Assurance Method (AAM)

Improving Decision Analytics and Measured Outcomes Across the Acquisition Lifecycle

AAM is the only Agile Acquisition Process Standard to comply with OMB’s directives and NDAA Section 804. AAM is managed as an Open Source process by the Interop. Clearinghouse, a quasi standards body. AAM is the result of an 8 year investment, in cooperation with AF A6, AF AQ, Navy SPARWAR, USMC, OMB, GAO, GPO, and BTA. The BTA’s Capability Assessment Method complimented

both the DoD 5000 and BCL as a Decision Analytics tool.


IT-AAC Agile Acquisition Touch PointsMeasures and Aligns Business Needs with Proven IT Capabilities

MissionNeed:• MoEs• Mission Prioritization• Constraints

Technology Fit/Finish:• Selection• Certification• Interop Spec• Openness

Service Specification• Feasibility• SOA Attributes• SLAs• Shared Services

Industry CxOs

InnovatorsVendors/ISVs

SDOs/Labs/Universities

Align Proven Capabilities w/ business needs

Model New Solution

Solution Architecture Validation

and Demonstrations

ValueStreamAnalysis

ProvenIT Solutions

VettedSolution

Architecture

KnowledgeExchange

Prioritized BusinessRequirements

Y

N

N

Y

Validated PastPerformance

Measurable OutcomesBusiness Metrics

Solution SetEvidenced-BasedAssessment

NormalizedService Components

Analysis of Alternatives

Solution Exist?

Service OrientedSpecs and SLAs

COTS ComparativeAnalysis, Evidence

Business Requirements& Capability

Gaps

Validated Acquisition Strategy, SLAs &Source Selection Criteria

IT-AAC Communities of Practice

Biz ProcessRe-Engineering

InnovationsEvidenceLessons Learned

Research,Testing Results


AAM Aligns IT with Business Needs increasing stake holder value, reducing risks

BRMTechnicalSolution & Metrics(TV, TRM)

Application Layer 1

Common InfrastructureLayer M

BRMServiceComponents & Metrics(SRM/SV)

Appl Service Components Layer 1

InfrastructureService ComponentsLayer N

BRMBusinessDrivers & Metrics(BRM/OV)

Core Business Mission Objectives

BusinessProcesses &Infrastructure

SA

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tion

Fra

mew

ork

s

Alig

ns w

ith

bu

sin

ess n

eed

s

Bu

sin

ess D

riven

Top

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Associated MetricsReference Models

Performance Metrics

Effectiveness/Efficiency

Interoperability, Fit, Finish

AAMService

Component

Security Profiles

Common Criteria

Secure Solutions

Vendor Solution

Templates

User/IntegratorBest Practices


14

Determine Sponsor and Stake Holder representatives

Codify Business Problem statement Validate Project Scope, Timeline,

Outcomes Collect and evaluate existing data from

RFI responses and other sources Deliver Project POAM Establish Stake Holder Agreement and

Success Criteria Establish Measures of Effectiveness

Clear Problem Statement, Capability Gaps

RFI Assessment Realm of the Possible Measures of Effectiveness Other data as Price lists

ProjectStrategyProject

StrategyCapabilityAnalysis

CapabilityAnalysis

CapabilityPrioritizationCapability

PrioritizationCapability

DeterminationCapability

Determination

Acquisition Strategy

Activities Artifacts/Deliverables

Critical Success Factors

Entry Criteria Initial Data collection Initial identification of Capabilities Business Needs & Gaps

Feasibility AssessmentFeasibility

AssessmentEconomicAnalysis

EconomicAnalysis

Exit Criteria - Outcomes Approval of Project Plan Approval of Business Problem and

Outcome Criteria: Adequacy of Capabilities or

Plan for correction

1 month 2 months 3 months 4 months0 months


15

Capture Problem Statement w/Sponsor Establish Performance Measurements Document Agency Services Baseline Determine industry capabilities and metrics Capture Function Capabilities Determine level of granularity needed Hold Requirements WGs w/Sponsor's Key

Stakeholders

Publish Capability Analysis Report (CAR) (Requirements and their Justification)

Work papers on: – Justification of Requirements, &

Capabilities– Problem Statement Validation



CapabilityAnalysis




Determination



Entry Criteria Approved Project Plan and POAM



EconomicAnalysis

Exit Criteria Approval of the CAR by the Functional

SponsorCriteria: Adequacy of Capabilities or Plan for correction


Requirements Analytics


16

Refine Capabilities into Service Component solution models (per OMB FEA-PMO)

Conduct Market Survey Establish Service Component & Groupings Review RFQ for adequacy of detail If RFI responses lack depth or breadth, ICH

will conduct Industry Outreach and Benchmarking

Construct Service Component Analysis Groups

PMO review

Analysis Group; Service Components reference model mapping to capabilities/requirements

Work papers on: – Results of the Market Survey– Standards of Practice– Industry Benchmarking Data– Standardized Vocabulary for describing

service components and basis for establishing SLAs (not in scope)



CapabilityAnalysis




Determination



Entry Criteria Approved CAR (Validated Capabilities)



EconomicAnalysis

Exit Criteria Approval of Service Component by the PM

Criteria: Adequate industry metrics or plan for correction


Capability Development


17

Hold Functional WG w/Sponsor's Key Stakeholders

Develop Prioritization Weighting Scale Team Normalized weighting of the Service

Components Document each weights rationale

Capability Prioritization Matrix Work papers on:

– Service Component Prioritization Scale – Rationale for each weight given

(traceability)



CapabilityAnalysis




Determination



Entry Criteria Approved Analysis Groups, Service

Components and Standards of Practice



EconomicAnalysis

Exit Criteria Approved Capability Prioritization

MatrixCriteria: Functional Sponsor Approval


Performance & Risk Metrics


18

Evaluate RFI Responses Establish alternatives for the assessment Establish Scoring WG team Develop Scoring Plan Score Alternatives + + Perform Sensitivity Analysis on Scoring

Results Analyze results Review AoA date points Present Results to Functional Sponsor -

May included Functional WG team

Analysis of Alternative (Compare New/Existing Solutions against Prioritized Capability)

Work papers on:– Scoring Plan– Scoring Rationale– Sensitivity analyses performed– Technology Maturity Assessment



CapabilityAnalysis




Determination



Entry Criteria Approved Capability Prioritization

Matrix



EconomicAnalysis

Exit Criteria Approval of Feasibility Assessment Report by DBSAE/

PMOCriteria: (1) Assessment Team agreement on the scores.

(2) Reference material justifying scores1 month 2 months 3 months 4 months0 months

Market Research


Setup Main Cost Model Determine the quantities and time frame

to be Evaluate "Setup Sub-Models for direct, indirect &

migration cost + savings" Determine Model's elements related to

ROI Determine the models for each

alternative Collect Data industry data and

assumptions Conduct TCO Review of Economic Analysis ResultsPresent Results to Functional Sponsor - May

included Functional WG team Develop Economic Analysis Report

Economic Analysis Report Solution Architecture Documented CCA compliance Work papers on:

– Model Documentation– Documentation of each Alternative– Documentation on costs developed for

the Mode;– Documentation of Industry Metric

determined



CapabilityAnalysis




Determination



Entry Criteria Approved Feasibility Assessment, AoA

3 Feasibility AssessmentFeasibility


EconomicAnalysis

Exit Criteria Approval of Economic Analysis Report by Functional Sponsor

Criteria: (1) Functional Sponsor Agreement (2) Reference material justifying cost models


DBSAE Assessment

AoA and Business Case


In Review: A Proven Alternative

“the ounce of prevention in these lean times…”

Open & Inclusive Structure (conforming to OMB A119 and NTTAA) 501.C6 Non-Profit Research Institute: Conflict free support and secure services Access to market innovations and lessons learned: Rapidly applied to the Government 39 public/private partnerships, 3,000 industry fellows: Massive “think tank” Top Secret Clearances, Access to tens of thousands of SMEs

Repeatable, Measurable, Standardized Agile Methods (AAM) Acquisition Assurance Method (AAM) validates and aligns requirements, solution architecture & perform. metrics Evidenced Based Research (EBR) validates needs, market capabilities while mitigating risk Proven to reduce over specification, costly customization and lifecycle costs Exceeds Agile criteria found in NDAA Sec804 and OMB 25 Point Plan

Conflict Free Studies, Assessments and Analysis Services AoA, EoV, BCA (ROI) and Risk Assessments at a fraction of the cost and time Reusable studies and benchmarks: COTS, Open Source, ERP, Infrastructure and SOA LEAN Six Sigma, Solution Architecture, IT Acquisition, Portfolio Mgt, SOA Governance, ITIL/VCA

Assured Mission Outcomes, Low Cost: AF, Navy, USMC, BTA, JFCOM, GSA Evidenced Based Research derived from real world results Reduced acquisition time-line, measurable and predictable outcomes Significant cost-avoidance and savings, reduced analysis/paralysis


FFP GSA Acquisition Assurance Offeringsvia Simplified Acquisition MethodMOBIS: GS10F0540N or Sched 70: GS35F0151M

Cloud Acquisition Mentoring ProgramIT-AAC (1) Year Membership Up to 368 hours labor1 year License to ICH MaterialsGSA Firm Fixed Price:

$100,000

Conduct of a readiness assessment of target Cloud/IT Consolidation project, providing acquisition and leadership mentoring for the following activities through the project acquisition lifecycle:

Capability Alignment Architecture Assessments– Analysis Selection Assessments – Determination Network Certifications– Prioritization Outcome Assessment Feasibility Assessments

Infrastructure Portfolio Baseline Assessment and Audit

IT-AAC (1) Year Membership Up to 610 hours labor1 year License to ICH MaterialsGSA Firm Fixed Price:

$150,000

Conduct of an assessment existing IT Infrastructure portfolio to identify assets and processes that can be repurposed:


Cloud Acquisition Immersion IT-AAC (1) Year Membership Up to 1092 hours labor1 year License to Acquisition Assurance Method,

Clearinghouse Benchmark Data and Knowledge Base of Research

GSA Firm Fixed Price:

$250,000

Develop To-Be IT Infrastructure Acquisition Target Architecture, conduct EoA using AAM assessment framework that specifies evaluation criteria, valid tech sources, and relative strengths and weakness based on audited past performance, :


Cloud Full Acquisition SupportIT-AAC (1) Year Membership Up to 2300 hours labor1 year License to ICH MaterialsGSA Firm Fixed Price:

$500,000

Support the full acquisition lifecycle, including all above products that assure the Acquisition Strategy and required decision artifacts:

Capability Alignment Architecture Assessments– Analysis Selection Assessments – Determination Network Certifications– Prioritization Outcome Assessment Service Level Agreements (SLA)

ICHnet.org Company Confidential1998-2001 OSD’s Government Wide Patient Record, E-Healthcare Architecture Roadmap (GCPR)

2002 Discovery Communications Global Multi-media Web Services Solution Architecture

2002 CIA’s Web Service/Portal Solution Assessment

2002-2003 GSA’s Financial Management Systems Solution Architecture Roadmap

2003 Drug Enforcement Agency’s (DEA) Strategic Plan and Enterprise Architecture Roadmap

2004 GSA FTS Enterprise Architecture

2004 Dept of Commerce/Patent Trademark Office Mainframe Migration Program, migrating from mainframes to a Web Services Architecture.

2004 Commerce/NTIA, Spectrum Management Enterprise Architecture Roadmap (with Computer Science Corp. (CSC)).

2005 Government Printing Office’s (GPO) Future Digital System program Capability Assessment.

2005 Department of Homeland Security Enterprise Portal Consolidation Architecture Roadmap

Related Experience: 2005 and earlier

AF CIO Solution Assessment Program (ASAP), development of an enterprise wide solution architecture process building on ICH’s Architecture Assurance Method.

Evaluation of MNS CDS Training Roadmap for JFCOM

Risk Assessment of MNIS CDS solutions for DISA/Navy Program Office

Related Experience: 2006

Evaluation of CDS in a SOA services for the Navy Afloat program for FY09 and FY15.

Phase 2 of Air Force-wide ASAP transition planning. ASAP Pilot for Server Based Computing


AF CIO AF Solution Assessment Project (ASAP), as applied to 10 non-ACAT programs

DISA GSM-O Readiness Assessment

Army AAM Service Component Reference Model development

Marine Corps CDS transition analysis for Combat engineer training environments

Selection Assessment

Architecture Risk Metrics (SLA)

Feasibility Assessment

Capabilities Prioritization

Require. Specification

Related Experience: 2008-2010

1998-2001 OSD’s Government Wide Patient Record, E-Healthcare Architecture Roadmap (GCPR)

2002 Discovery Communications Global Multi-media Web Services Solution Architecture

2002 CIA’s Web Service/Portal Solution Assessment

2002-2003 GSA’s Financial Management Systems Solution Architecture Roadmap

2003 Drug Enforcement Agency’s (DEA) Strategic Plan and Enterprise Architecture Roadmap

2004 GSA FTS Enterprise Architecture

2004 Dept of Commerce/Patent Trademark Office Mainframe Migration Program, migrating from mainframes to a Web Services Architecture.

2004 Commerce/NTIA, Spectrum Management Enterprise Architecture Roadmap (with Computer Science Corp. (CSC)).

2005 Government Printing Office’s (GPO) Future Digital System program Capability Assessment.

2005 Department of Homeland Security Enterprise Portal Consolidation Architecture Roadmap

Related Experience: 2005 and earlier

AF CIO Solution Assessment Program (ASAP), development of an enterprise wide solution architecture process building on ICH’s Architecture Assurance Method.

Evaluation of MNS CDS Training Roadmap for JFCOM

Risk Assessment of MNIS CDS solutions for DISA/Navy Program Office


Evaluation of CDS in a SOA services for the Navy Afloat program for FY09 and FY15.

Phase 2 of Air Force-wide ASAP transition planning. ASAP Pilot for Server Based Computing


AF CIO AF Solution Assessment Project (ASAP), as applied to 10 non-ACAT programs

DISA GSM-O Readiness Assessment

Army AAM Service Component Reference Model development

Marine Corps CDS transition analysis for Combat engineer training environments

Selection Assessment

Architecture Risk Metrics (SLA)

Feasibility Assessment

Capabilities Prioritization

Require. Specification

Related Experience: 2008-2010


IT-AAC Partner Capabilities and Expertiseenabling sound decisions

1. Non-profit free think tank composed of the worlds most respected public service institutes and domain experts not available through traditional contracting mechanisms

2. Innovation Clearinghouse and Knowledge Exchange that captures proven market innovations in an acquisition ready context (canonical form)

3. Benchmarked Best Practices and Lessons Learned (SOA, Cloud, IaaS, PaaS, SaaS, Web Services) provided by customers who share business value from real world implementation and testing results

4. Acquisition Decision Framework that pools and normalizes infrastructure requirements, architectures, tech assessments, performance metrics (SLAs) business case analysis, and evaluation criteria.

5. Leadership Roundtables and Educational Forums that provides a hype free interchange with government and industry leaders

6. Virtual Solution Architecture Integration Lab (SAIL) and Solution Architecture Working Groups (SAWG), that detail realm of the possible and pre-validate fit and finish of commercial solutions.

7. Acquisition Advisory Contract Vehicles that reduce time to market and accelerate acquisition outcomes

"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


IT-AAC Domains of Expertiseleveraging what works and proven in the market

Infrastructure as a Service (IaaS)

Software as a Service (SaaS)

Platform as a Service (PaaS)

ITILv3

Secure Cloud Computing

Shared Services Architecture

Service Oriented Architecture

FEA-PMO Reference Models

Service Level Management

Performance Based Contracting

Thin Client & Server Based Computing

Cross Domain Solutions

Large Data Management

Federated Data

XML/Object/Relational Hybrid

Knowledge and Content Management (eFOIA)

Portfolio Management

Secure Information Sharing

Identity Management and InfoSec

Agile Development Tools

transformation roadmap for achieving sustainable it acquisition reform assuring acquisition agility...

Documents

milspec acquisition

business value of commercial

acquisition advisory

commercial best practices

business case analysis

omb director slide

rapid delivery of commercial

decision makers