IT-AAC Roadmap for Sustainable Defense IT Reforms
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IT-AAC Roadmap for Sustainable Defense IT Reforms

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This concludes a five year root cause study by the nations leading standards bodies, universities and think tanks seeking to help Mr. Frank Kendall, OSD ATL and the major IT programs he oversees......

This concludes a five year root cause study by the nations leading standards bodies, universities and think tanks seeking to help Mr. Frank Kendall, OSD ATL and the major IT programs he oversees overcome barriers to innovations by enabling unfettered access to innovations and standards of practice that drive the global $3.8Trillion IT market. This briefing is married with a proposal and letter of support signed by four of the past Undersecretaries of Defense and other notables who see DoD's continued failures as a national security threat per both Defense Science Board and Defense Business Board reports.

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  • The IT-AAC Leadership is prepared to present its response to Frank Kendall's Better Buying Power 2.0 call for industry comments. IT-AAC is structured to advance the needs of both innovators and IT consumers across the public sector. These communities have been largely overlooked by the Defense Industrial Base suppliers.
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  • 1. Company ConfidentialIT Acquisition Advisory Council“A public/private partnership operating as an honest broker for IT Innovations, Standards of Practice,Agile Methods, and just-in-time expertise outside the reach of the Defense Industrial Base”“If confirmed, I would review the implementation of Section 804 and make any necessary recommendations for improvement. …Ifconfirmed, I would work to identify the root causes of the Department’s software development problems, identify solutions andimplement appropriate corrective action.” Honorable Frank Kendall Senate Confirmation Statement, OSD ATL 2012Gen Ted Bowlds, former AF ESC CMDRKevin Carroll, former Army PEO EISDennis Nadler, CTO, IT-AACJohn Weiler, Managing Director, ICHwww.IT-AAC.org703 768 0400Agile IT Acquisition – Leveraging the Best ofthe Commercial Industry….. when you need IT
  • 2. Company ConfidentialIT Acquisition Advisory Council“A public/private consortia of thought leaders, Innovations, Standards Bodiesand Academia working together to usher in commercial innovations andassociated standards of practice”Value Proposition: Involving IT-AAC expertise early in the life cycle, duringrequirements formulation, allows better leveraging ofcommercial best practices and products Eliminates the “design to spec” mentality in favor of a“what is needed” approach (capability vice spec) Reduced high risk, low value unique developments
  • 3. Company ConfidentialIT-AAC Study ApproachEstablish consortia of SMEs, IT communities of practice, standards bodies and universities whoare free of interests in the status quoIdentify application IT laws/policies and assess compliance; CCA, NDAA Sec804/933, NTTAA,OMB A119, FAR,Conducted over 50 leadership workshops kicked off by DEPSEC Lynn.Compiled 40 past studies & body of knowledge already available; GAO, DSB, DBB, BENS,TechAmerica, CRS,…..Conducted 200 interviews with past program managers and fortune 500 companies to identifycommon success and failure patterns.Identify and validate alternative IT mgt processes that were tuned for the fast paced IT market;value stream, capability specification, tech assessment, architectures, business case analysisCapture evidence from early adopters of Agile Acquisition Process
  • 4. Company ConfidentialOSD ATL view on IT Reform2009 DSB Re-Enforced By ManyAcquisition• Long acquisition cycle-times• Successive layers … built over years• Limited flexibility and agilityRequirements• Understanding and prioritizing requirements• Ineffective role and comm in acquisitionsTest/Evaluation• Testing is integrated too late and serially• Lack of automated testingFunding & Governance• Program-centric, not capability-centric• Overlapping decision layers(e.g., multiple review processes)• Lack of customer-driven metrics• Funding inflexibility & negative incentives“The inability to effectively acquire information technology systems is critical tonational security. Thus, the many challenges surrounding information technologymust be addressed if DOD is to remain a military leader in the future. Thedevelopment of a new acquisition process, coupled with clear roles andresponsibilities of key decision makers, and an experienced leadership andworkforce, are important elements of the solution.” Defense Science BoardReport to Congress
  • 5. Company ConfidentialRoot Cause Analysisfindingswasting billions and undermining NSS missionsLeadership Resolve is the Critical Success Factor:1. Inefficient IT Acquisition Ecosystem: top down processes, upside-down incentives, redundantoversight, missing metrics (MOE, SLA) puts focus on compliance vs outcomes. Programs spendingup to 35% on compliance paperwork and still fail 84% of time. DODAF, JCIDS, NESI, LISI weredesigned for 20 year lifecycles and conflict with Clinger Cohen Act, NDAA Section 804 andCommercial Best Practices.2. Shortage of Qualified IT Experts: Lack organic access to commercial IT standards of practice andlessons learned that are 5 years ahead of Government IT. Concepts like SOA, Cloud Computing andService Level Management cannot be embraced without access to industry lessons learned andexperiential data. OMB Director determined that Federal IT is broken and failing to deliver promisedvalue.3. Obscured Commercial Innovations and Standards of Practices: Traditional Defense IndustrialComplex suppliers are structured to support design-to-spec weapon systems approaches (5000.2approach) and lack organics mechanisms to partner with SDOs, University Labs and non-traditionalsuppliers/innovators."It is not a great mystery what needs to change, what it takes is the political will and willingness, as Eisenhower possessed, tomake hard choices -- choices that will displease powerful people both inside the Pentagon and out” Defense Secretary RobertGates
  • 6. Company ConfidentialIT-AAC’s Agile AcquisitionEnablers Just-In-Time Commercial IT Expertise critical to overcoming cultural resistance tochange. Hundreds of combined years of lessons learned, invaluable in riskmitigating experience. Agile Acquisition & Service Level Management– derived from standards work andvetted by Global 500 companies. Acquisition Assurance Method is the only GSACertified Acquisition Framework tuned for the fast paced IT market. IT Innovation Research and Architecture Design Patterns – supported by anexpansive network of universities, SDOs, NROs and COPs working together to sharebest practices, innovations and lessons learned.GSA Certified Best Value and Proven ability to mitigate risk at: BTA, Navy CANES, USMC TSOA, and DoD/VAIPO SOA E.H.R.“Together, these steps will help to catalyze a fundamental reform of Federal IT, which is essential to improvingthe effectiveness and efficiency of the Federal Government” Peter Orszag, White House, OMB Director
  • 7. Company ConfidentialIT-AAC Public/PrivateResourcesConflict Free access to Agile IT Methods, Standards of Practices,and Real World Lessons LearnedIT-AACPartnersIT MgtMethodsCloud/IT/IAStandardsInnovationResearchTechAssessBestPracticesPilotsPrototypePolicy &GovernanceIT TrainingMentoringAIA                   CAP                  CSA                    CSCC                    ICH                     ISC2                   ISSA                    OMG                     UofMD                      UofTN                   JHAPL                    TIA                     FSTC                     
  • 8. Company ConfidentialIT-AAC Sample Engagement1. ID: Agency identifies requirements/capability gap in various formats, provides profile of existing IT portfolio, COTSproduct suites and performance metrics if available.2. INITIATE: IT-AAC assesses scope of situation, IDs critical tech domains needed, and recommends one of severalFFP offerings on GSA targeting opportunity.3. RESOURCE: IT-AAC assigns PM who sends out capability survey to certified SMEs in the IT-AAC COP. SelectSMEs are presented to customer for acceptance.4. SCOPE: PM establishes scope of work, time lines, and Just-in-Time SMEs needed to cycle through decisionmilestones. PM readies process and decisions tools to be provided the team.5. BASELINE: Upon award, PM and project team conduct baseline review of existing documentation, systemsconfigurations and deficiency reports to conduct a Baseline Gap Analysis Strawman.6. MEASURE: PM and Customer facilitate Value Stream Analysis to validate problem set and target outcome todevelop transformation roadmap and to-be-architecture. Customer feedback validate way forward.7. OUTREACH: Solution Assessment Surveys are sent out thru standards partners and COPs to gain insights intopotential design patterns and anti-patterns. Standards profiles are used to capture market research.8. ASSESS: Vendors complete self assessment templates point to real world customer experiences that are thenaudited by phone or person.9. BIZCASE: PM works with team to assemble analysis into assessment tables for next set of customer facilitationmeeting that separates requirements into COTS vs Development categories by solution suite.10. EXECUTE: Service levels agreements are established with predicable outcomes by option, enabling tradeoffanalysis by customer.
  • 9. Company ConfidentialIT-AAC OperationalizesBBP2.01. Achieve Affordable Programs IT-AAC’s Rapid Tech Assessment framework exposes the 80% COTS/OS Solutions, eliminating costly ECPs andCustomization.1. Control Program Lifecycle Costs IT-AAC’s reuse of industry IT testing, assessment and implementation results reduces cycle times by 80% andrequirements over specification by 23% on average.1. Incentivize Innovation in Industry and Government IT-AAC’s virtual Solution Architecture Innovation Lab (SAIL) provides an open and inclusive structure where therealm of the possible can be defined (OTA like)1. Eliminate Unproductive Processes and Bureaucracy IT-AAC’s Acquisition Assurance Method (AAM) replaces “check list” approach with a fact based decisionframework that compliments DOD5000 and BCL.1. Improve Tradecraft in Acquisition of Services IT-AAC/DAU partnership established a robust just-in-time training/mentoring program needed to bolster DoDcompetencies.“No one wants a bureaucratic framework wrapped in paper, so to do this right, we need your support,” NSA’s General Keith Alexander
  • 10. Company ConfidentialIT-AAC IT ReformCompliance1. Clinger Cohen Act (Paperwork Reduction Act) IT-AAC’s Acquisition Assurance Method (AAM) is derived from Benchmarked Best Practices andMaximizes the use of COTS Products.1. 2010 NDAA Section 804 AAM was tuned for the fast paced IT market and the only Agile Framework to be certified by GSAand Proven to reduce IT Acquisition Cycles times on a repeatable basis.1. OMB 25 Point Plan and 2012 NDAA IT-AAC’s Cloud Standards Partners provide Open Architectures and Design Patterns critical tolegacy migration to Cloud Services1. Federal IT Acquisition Reform Act 2014 (draft) IT-AAC’s Provides mentoring and training resources supported by a IT Clearinghouse needed toimprove effectiveness of the IT Acquisition Workforce.
  • 11. Company ConfidentialPast Performance = AssuredOutcomesWhere AAM and IT-AAC have proven: better, faster, cheaperNavy: Assessment of AFLOAT Program –CANES SOA & Security StrategyContact Value: $350kEliminated hi-risk Requirements by23%, $100Ms in potential savingsUSAF: Streamlined COTS AcquisitionProcess. Applied to Server Virtualization.Contract Value: $500kEstablished optimal arch with ROI of450% & $458 million savingsUSAF: Full application of AAM ModulesFor eFOIA (KM)Contract Value: $150KCompleted AoA, BCA, AQ Selectionin just 4 months.USMC: Solution Architecture, AoA andBBA for Cross Domain, Thin ClientContract Value: $300kGreatly Exceeded Forecasted Savingin both analysis and acquisitionGSA: Financial Mgt System consolidationusing AAM.Contract Value: $500kMoved FMS from OMB “red” to“green”. Eliminated duplicativeinvestments that saved $200MBTA: Build out of AAM into BTA IT360,with two completed PilotsContract Value: $300kM$300 million in potential savings withminimal investmentBTA: Apply AAM to complete AoA andBCA for DoD SOA ProjectContract Value: $250kReduced pre-acquisition cycle timeand cost of Analysis by 80%(4 months vs 18)GPO: Developed Acquisition Strategy forFuture Digital System FDSysContract Value: $150kLed to successful acquisition andimplementation on time, on budgetand 80% cheaper than NARA RMSJFCOM: MNIS Evaluation of Alternativesfor Cross Domain SolutionsContract Value: $350kEvaluated 100’s of Options in 90 days,enabling stake holder buy in andsource selection.“we believe that it is necessary to develop a comprehensive set of metrics to give transparency to program execution, avoid subjective judgment, and avoidthe wasting of time in both executing commands and in oversight offices. This is consistent with the fundamental recommendations of the PackardCommission and Secretary Robert Gates’s initiative to eliminate inefficiency and waste.” PARCA-RAND Root Cause Analysis of Nunn-McCurdy Breaches
  • 12. Company ConfidentialIT-AAC Biz Case andOutcomesHow IT-AAC can reduce barriers to innovation and mitigate risks; Reduce duplicative spending on innovation research and burden on Innovators Embrace of Open and Agile IT Acquisition frameworks (per DSB report) already proven to meetchallenges of the fast paced IT market (AAM is the only conforming to-date) 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 thepossible) to prevent over specification and costly custom development. Means of deriving SLAs from both Measures of Effectives and Standards of Practice, critical tomanaged services, capability based acquisition and service level management. Providing PMs and Stake Holders with access to alternative resources, expertise and innovations
  • 13. Company ConfidentialOr Continue with Business as UsualIT PROGRAMIT PROGRAM
  • 14. 14Backup Slidesin case you are not convinced"“If confirmed, I would review the implementation of Section 804 and make any necessary recommendations for improvement. …If confirmed, I would workto identify the root causes of the Department’s software development problems, identify solutions and implement appropriate corrective action.” HonorableFrank Kendall Senate Confirmation Statement, OSD ATL 2012
  • 15. Company ConfidentialHow IT-AAC fills Expertise Gap ofDefense Industrial BasePartner TypeSDLCPhaseFFRDC UserGroups,Communities ofPracticeStandardsdevelopmentorgs, tradeassociationsPublicPrivatePartnerships(IT-AAC)Consultants,IV&V, A&ASFirmsInnovators,Tech Mfg,Open SourceSystemIntegratorsRequirement,Gap AnalysisOnly when noother companycan support(4).OMB Lines ofBusiness offersCritical Role(6,7)SDOs = Primarydriver for opensystems. Conflictfree structures(2,3)Provide Conflictfree structureand economiesof scale (2,6)Limited accessto commercialinnovations, andAgile Methods.Great source forcustomer usecases, lessonslearned.FAR OCI Ruleslimit participationArchitectureand Planning,Mkt ResearchOnly when noother companycan support(4)Agency EA’slack means ofkeeping up w/fast paced ITProvide standardsof practice, notsupportPrinciple sourceof expertiseLimited accessto SDOs, bestpractices,lessons learnedFAR OCI ruleslimit participationFAR OCI rulesprohibit directsupportPMO & IV&VSupportOnly when noother companycan support(4)Not inherentlygovernmentalAssess tostandards ofpractice ofsuppliersOptimized forthis areaKey role FAR OCI rulesprohibitparticipationFAR OCI rulesprohibitparticipationSolutionEngineering,sourceselectionStrong suite ifnot alsosupportingaboveactivitiesNot inherentlyGovernmentalAssess topotential suppliersalready in marketSupport role,provide processstandards,lessons learnedSupport role ProvidedevelopmentalPrimarypartnership areaSolutiondevelopment& integrationForbidden, (4) Not inherentlyGovernmentalPotential OCI,objectivityPotential OCI,Lack Resources& ExpertiseInternal IV&V forPrime contractreduces risk.Provider of keytechnologiesPrimarypartnership area
  • 16. Company ConfidentialHow AAM Informs the AcquisitionEcosystemValidating requirements, technologies and metricsMissionNeed:• MoEs• MissionPrioritization• ConstraintsTechnologyFit/Finish:• Selection• Certification• Interop Spec• OpennessServiceSpecification• Feasibility• SOA Attributes• SLAs• Shared ServicesIndustryCxOsInnovatorsVendors/ISVsSDOs/Labs/UniversitiesAlign ProvenCapabilities w/business needsModel NewSolutionSolution ArchitectureValidationand DemonstrationsValueStreamAnalysisProvenIT SolutionsVettedSolutionArchitectureKnowledgeExchangePrioritized MissionRequirements & MetricsYNNYValidated PastPerformanceMeasurable OutcomesBusiness MetricsSolution SetEvidenced-BasedAssessmentNormalizedServiceComponentsAnalysis ofAlternativesSolutionExist?Performance SpecsRisk Metrics and SLAsCOTS ComparativeAnalysis, EvidenceBusinessRequirements& CapabilityGapsValidated Acquisition Strategy, SLAs &Source Selection CriteriaIT-AAC Communities of PracticeBiz ProcessRe-EngineeringInnovationsEvidenceLessons LearnedResearch,Testing Results
  • 17. Company ConfidentialCase Study: Streamlining the DoD’s ITAcquisition for InfrastructureChallenge: Establish OSD BTA’s Agile Acquisition Method for IT Infrastructure(SOA) Applied ICH’s Acquisition Assurance Method (AAM) standard– Developed IT Business Systems lifecycle entry/exit criteria for great transparency– Established enhanced Clinger Cohen Act process guide for OSD BTA CIO– Developed Value Chain Capability Assessment Methodology (CAM)– Established IT Acquisition Advisory Council to overcome cultural impediments. Outcomes; IT Acquisition Reform we can believe in– Complemented Business Capability Lifecycle (BCL), providing analytical tools for framingdecisions– Enabled actionable Clinger Cohen Act compliance that goes beyond check list– Enabled Component Acquisition Executive with means of judging business value of ITinvestments– Provided OSD BTA with alternative approach to DoD weapons systems style processes– Used to conduct Pre-milestone B “Hosting” AoA and Business Case Analysis in just 4 months.Projected Savings = $350M over 5 years.Office of the Secretary of Defense, DCIO (2001) ”Since the value of the ICH to our programs increasesrapidly through results sharing, we encourage the defense community and IT industry to participate directlyin the public service initiative in terms of sponsorship and lessons learned"
  • 18. Company ConfidentialChallenge: Establish a common and repeatable AF Wide COTS assessment/acquisition processCase Study:Streamlining the IT Acquisition processSAF XC/AQ; AF Solution Assessment Process(ASAP) Integrated ICH Architecture Assurance Method into all major AF IT components– Developed root cause of analysis of current weaknesses and deficiencies– Identified and integrated both AF and industry best practices into a common framework– Developed series of templates and input/exist criteria for each stage of the SDLC process Outcomes: Increased traceability from requirements to acquisition, reducing “thrashing”– Provided a common, enterprise wide process designed for leveraging COTS– Augmented architecture process to address legacy and COTS capabilities– Reduce market research and analysis in a fraction of the cost and time by leveraging existingexpertise and lessons learned of the market– Provided mechanisms for forcing adoption of 80% solution.“We have put to practice the AF Solution Assessment Process (ASAP) at the Air Force Communications Agency (AFCA) with some welldocumented success. It was developed with Interoperability Clearinghouse (ICH) and provides a structured and measurable ITassessment process with the agility to provide decision-quality assessments ranging from quick-looks to more in-depth capability-focusedtechnology assessments and lightweight business case analysis.” General Mike Peterson, AF CIO
  • 19. Company ConfidentialChallenge: Establish a enterprise ship board SOA infrastructure for allshipboard legacy systemsValidating SOA and Cross DomainSolutionsNavy PMW 160 Consolidated Afloat NetworkEnterprise (CANES) Establish an actionable solution architecture that leverages SOA & COTS implementation bestpractices– Provide a standardized Solution Assessment Methodology to leverage best practices and mitigatedeployment risk (compliment NESI).– Establishes a Solution Architecture standard and public/private research partnership thatmaximizes use of commercial trends (COTS/Open Source solutions) via an actionable OpenArchitecture (OA)– Enable Capability Based Acquisitions. Reveal Gaps in both requirement and industry offerings(define realm of the possible).– Establish SOA performance metrics and SLAs that reflect real world limitations and holdsuppliers accountable. Outcomes of ICH engagement (reduced requirements over specification by 23%);– Proved out as a standardized IT Assessment & Solution Architecture process that will mitigatedeployment risk.– AAM assessment products used:Capability Determination and MetricsService Component Prioritization and Alignment andFeasibility/Risk Assessment– Demonstrated the feasibility and viability of using GOTS/COTS/Open Source products withinthe CANES Architecture– Demonstrated a method and a plan to:Assess SOA Service Components for CANESAssess migration to Netcentric “need-to-share” systemsProduced a large body of artifacts that are important for the architecture phase
  • 20. Company ConfidentialChallenge: Defense Agile Acquisition Framework & SOA E.H.R. Best Practices GuidanceEstablished Section 804 Agile Acquisition Framework for E.H.R Way Forward– Developed source selection criteria for TMA Program Office– Benchmarked SOA/Cloud Industry Best Practices and Lessons Learned with support from 10 Fortune 100companies– Built out a proven Agile Framework fully vetted by BTA (Acquisition Assurance Method)Outcomes: Established SOA Roadmap that addressed stake holder needs– Enabled award based on unambiguous design specs– Augmented architecture process to address legacy and COTS SOA/ESB capabilities– Was able to cycle through market research and analysis in a fraction of the cost and time of traditionalefforts.– Ensured viability of Solution Architecture in terms of; meeting HIPPA, security, and interoperabilityrequirementsCase Study: World Largest HealthcareAgencyOSD HA’s Government Wide e-Healthcare program“The ICH repository data and analysis methodologies was very helpful in supporting a quick turnaround for [Information Assurance] section of COTS security products. Highly detailed ICHtechnology domain and product evaluation data comprised over 60% of this urgently needed[architecture] report”. Northrop Grumman on ICH’s support of their successful GCPR Pilot
  • 21. Company ConfidentialFederal IT Reform Directivescritical to Cloud/C2/ISR executionClinger Cohen Act recognizes that government must leverage commercial IT:(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 PracticesOMB 25 Point Plan Requires: “IT Reform efforts must Align the Acquisition Process with theTechnology 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 developmentPoint 16. Reduce barriers to entry for small innovative technology companies”“Acquisition of ISR systems presents particular challenges to the intelligence community, the Department of Defense (DOD), and Congress.Agencies responsible for national systems are usually separate from those that design and acquire tactical systems. The costs and complexityof individual systems, continuing changes in technologies, and the difficulties involved in linking disparate systems together to serve a variety ofconsumers require different acquisition approaches than those often used for ships, tanks, and manned aircraft” Congressional ResearchReport to congress 12/2011.
  • 22. Company ConfidentialCongressional IT ReformDirectivesderived from IT-AAC Research 2010 NDAA Sec 804: “The Secretary of Defense shall develop and implement a new acquisition process forinformation technology systems. The acquisition process developed and implemented pursuant to thissubsection shall, to the extent determined appropriate by the Secretary--– be designed to include– 1) early and continual involvement of the user; 2) multiple, rapidly executedincrements 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 militarydepartments, shall develop a strategy to provide for the rapid acquisition of tools, applications, and othercapabilities for cyber warfare for the United States Cyber Command and the cyber operations components ofthe 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 suchrequirements, in accordance with the information technology acquisition process developed pursuant tosection 804 (3) The allocation of facilities and other resources to thoroughly test such capabilities.– Establish mechanisms to promote information sharing, cooperative agreements, and collaboration withinternational, interagency, academic, and industrial partners in the development of cyber warfarecapabilities 2012 NDAA "Migration of Defense data and government-provided services from Department-owned andoperated data centers to cloud computing services generally available within the private sector that provide abetter capability at a lower cost with the same or greater degree of security.",
  • 23. Company Confidential2013 Federal IT Acquisition ReformAct (FITARA) Issa/Lankford The Federal IT Acquisition Reform Act (FITARA) squarely addresses the dismal record of Federal IT. The purpose of FITARAis to enhance the best value to the taxpayer by adapting the cumbersome federal acquisition process to major trends currentlyoccurring in the IT industry. FITARA begins by increasing the responsibility, accountability and authority of the Chief Information Officer for each of themajor federal agencies by providing them with budget authority over IT programs. In the past, most CIO’s lacked the ability tomanage their agency IT deployments because they lacked any control over the fashion in which IT budgets were spent. FITARA also reinvigorates the responsibilities of the Chief Information Officer Council within OMB by requiring it to definecommon standards and practices for commodity IT resources in partnership with appropriate non-profits and SDOs (IT-AAC) FITARA goes to the heart of waste and duplication by transforming the fashion in which the government acquires IT resources.It does so by (i) establishing a Federal Commodity IT Center to serve as a focal point for coordinated acquisition practices andthe creation and management of an optimal mix of government-wide IT contracts; and (ii) designating Assisted AcquisitionCenters of Excellence (AACEs) to design low cost acquisition practices for specialty or complex IT requirements. AACES wouldbe the “go to” center for federal agencies by offering uniform practices and streamlined contracts. To ensure these entities remain effective, FITARA requires OMB to establish these centers of excellence in cooperation withappropriate non-profits. These Centers would serve as a central government resource to develop and implement bestpractices and common standards for the acquisition of commodity IT products and services across the federal government. Italso would serve to mitigate the critical shortage of qualified government IT acquisition staff by centralizing the knowledge ofspecialists within one Center.“To decrease risk in source selections, the DoD will follow proven commercial processes, increasing the emphasis placed on past performance and experience onprior government and commercial efforts in selecting IT providers.” DepSec Bill Lynn on Agency Responsibilities for Section 804 Implementation
  • 24. Company ConfidentialIT-AAC’s GSA Certified Offerings“the ounce of prevention in these lean times…”Repeatable, Measurable, Standardized IT/Cloud Frameworks Requirements: Acquisition Assurance Method (AAM), an IT investment Decision Analytics Framework Evidenced Based Research (EBR) repurposes existing testing, assessment and implementation results SOA and Service Level Management Standards that enable Performance Driven Outcomes Tech Assessment Framework that puts the onus of proof on industry and reduces riskA virtual Solution Architecture Innovation Lab Informs AoA, EoV, BCA (ROI) and Risk Assessments at a fraction of the cost and time Dynamic Access to Applied Standards, Shared Research, and Emerging Tech An OTA like shared resource where small/innovative companies can prove out their capabilities A IT Clearinghouse of reusable Architecture Design Patterns with associated Performance Metrics and SLAJust-In-Time Mentors and SMEs Certified By GSA as Best Value Void of any Conflict of Interests Access to commercial industry leaders, innovators and world class expertise