Rockville, MD February 18, 2009 This document is confidential and is intended solely for the use and information of the client to whom it is addressed. Discussion Document Innovation & Service Strategy Developing a service innovation pipeline

Agenda What do we mean by Service Strategy? Key business challenges facing the public sector What are the advantages and benefits of pursuing a Service Strategy? How can Booz Allen help?

What do we mean by Service Strategy?

Key business challenges facing the public sector

What are the advantages and benefits of pursuing a Service Strategy?

How can Booz Allen help?

Agenda What do we mean by Service Strategy? Key business challenges facing the public sector What are the advantages and benefits of pursuing a Service Strategy? How can Booz Allen help?

What do we mean by Service Strategy?

Key business challenges facing the public sector

What are the advantages and benefits of pursuing a Service Strategy?

How can Booz Allen help?

What does Service Strategy mean to you? Is it a process or a methodology? Is it negotiation tool? Is it an accounting method? Is it a methodology for organizational design? Does it help drive key business decisions? Is it a fancy term for financial analysis? Is it just a marketing “thing”? Service Proposal Service Proposal Service Proposal Service Proposal Service Proposal New services or changes to existing services that provide value

Is it a process or a methodology?

Is it negotiation tool?

Is it an accounting method?

Is it a methodology for organizational design?

Does it help drive key business decisions?

Is it a fancy term for financial analysis?

Is it just a marketing “thing”?

Service Strategy is best exemplified by presenting a scenario… Hypothetical Scenario A large state transportation agency has 8000 employees and 5 business units - each focused on modes of transportation: SHA, the MTA, the MPA, the MAA and the MMVA. Due to reduced toll revenue at MTA, the Governor of that state directs the state secretary to look at cutting operational expenses by 20% - a press release to this effect is issued. Joe is an IT Manager at MTA and discusses the press release around the water cooler. Most people in his IT group are concerned this means reduction in group size. However, Joe is smart and realizes that the server virtualization project he has been working on for the past 6 months could be implemented across all 5 modals of the agency to reduce server hardware costs and ensure no reduction in staff. The challenge is that this project would require an initial investment as well as obtaining the buy-in of 5 IT Managers and the CIO of the agency.

A large state transportation agency has 8000 employees and 5 business units - each focused on modes of transportation: SHA, the MTA, the MPA, the MAA and the MMVA.

Due to reduced toll revenue at MTA, the Governor of that state directs the state secretary to look at cutting operational expenses by 20% - a press release to this effect is issued.

Joe is an IT Manager at MTA and discusses the press release around the water cooler. Most people in his IT group are concerned this means reduction in group size.

However, Joe is smart and realizes that the server virtualization project he has been working on for the past 6 months could be implemented across all 5 modals of the agency to reduce server hardware costs and ensure no reduction in staff.

The challenge is that this project would require an initial investment as well as obtaining the buy-in of 5 IT Managers and the CIO of the agency.

Public and private sector executives are faced with complex challenges… … many of which stem from the absence of a comprehensive vision and strategy on service strategy. Most organizations focus internally when seeking new product or service innovations Great organizations practice “open innovation” Innovation Strategic planning is critical - misalignment of IT, organizational, and agency goals result in too many rogue and/or “pet” projects Objective Setting Islands of Automation caused by reluctance to share innovation and/or IT success stories across lines of business (across agency) Islands of Automation As technology progresses, legacy systems are constantly needing to be replaced This results in less funding for new projects (sometimes more innovative projects) Legacy Systems Relationships influence decision making Implementing innovative solutions requires building effective relationships with agency senior executives (agency head, CFO, etc.). Relationships Causes many civil organizations to start with a product or service and then try to “sell” that product or service to anyone that will buy Leads to very inefficient use of time and money Inadequate Funding Economic pressures in the public sector are driving organizations to do more with less, resulting in wide spread cost cutting or decisions to terminate certain programs Characteristics Macro Economic Challenge

Most organizations focus internally when seeking new product or service innovations

Great organizations practice “open innovation”

Innovation

Strategic planning is critical - misalignment of IT, organizational, and agency goals result in too many rogue and/or “pet” projects

Objective Setting

Islands of Automation caused by reluctance to share innovation and/or IT success stories across lines of business (across agency)

Islands of Automation

As technology progresses, legacy systems are constantly needing to be replaced

This results in less funding for new projects (sometimes more innovative projects)

Legacy Systems

Relationships influence decision making

Implementing innovative solutions requires building effective relationships with agency senior executives (agency head, CFO, etc.).

Relationships

Causes many civil organizations to start with a product or service and then try to “sell” that product or service to anyone that will buy

Leads to very inefficient use of time and money

Inadequate Funding

Economic pressures in the public sector are driving organizations to do more with less, resulting in wide spread cost cutting or decisions to terminate certain programs

Macro Economic

Agenda What do we mean by Service Strategy? Key business challenges facing the public sector What are the advantages and benefits of pursuing a Service Strategy? How can Booz Allen help?

What do we mean by Service Strategy?

Key business challenges facing the public sector

What are the advantages and benefits of pursuing a Service Strategy?

How can Booz Allen help?

So, what is Service Strategy and how does it help? Service Strategy is like a funnel with innovative service ideas going in and new services (services that provide value to customers) coming out Service Strategy improves an organization’s service management capabilities by focusing on effectively delivering value to customers and illustrating value of the service providers Service Strategy leverages strategic analysis, planning, positioning, and economics relating to service models, strategies, and strategic objectives to enhance an organization’s service management approach In a moment, we’ll take a look at what happens within the funnel to make this happen Service Strategy in a Nutshell Service Proposal Service Proposal Service Proposal Service Proposal Service Proposal New services or changes to existing services that provide value

Service Strategy is like a funnel with innovative service ideas going in and new services (services that provide value to customers) coming out

Service Strategy improves an organization’s service management capabilities by focusing on effectively delivering value to customers and illustrating value of the service providers

Service Strategy leverages strategic analysis, planning, positioning, and economics relating to service models, strategies, and strategic objectives to enhance an organization’s service management approach

In a moment, we’ll take a look at what happens within the funnel to make this happen

So what happens within the Service Strategy funnel to help ensure only those ideas that provide value are implemented? In-Depth Market Assessment Market segmentation Demand forecasting Market research Portfolio Mgmt 2 1 Day - 6 weeks Business Need, Going-In Options, and Key Issues 1 Focus on the problem in the market space Don’t develop a solution and then go looking for a problem to solve Working Session Competitor Strategies and Likely Moves Customer alternatives Possible new entrants 3 Analyze Estimate costs to implement Estimate risks and effect on value creation Calculate ROI Consider affect on service portfolio 4 Build vs. Buy vs. Partner Alternatives Look for business innovation Consider new sourcing ideas Consider partnerships 6 Suggested Roadmap & Initiatives 7 Service Charter Design goals Implementation schedule Design constraints Technology options 9 Kick-Off Innovation & Development Strategy Development & Go-Forward Plan Booz Allen Approach 1 Day - 6 weeks Final Review Use risks to form the plan Look for solutions outside the organization

Market segmentation

Demand forecasting

Market research

Portfolio Mgmt

Focus on the problem in the market space

Don’t develop a solution and then go looking for a problem to solve

Customer alternatives

Possible new entrants

Estimate costs to implement

Estimate risks and effect on value creation

Calculate ROI

Consider affect on service portfolio

Look for business innovation

Consider new sourcing ideas

Consider partnerships

Design goals

Implementation schedule

Design constraints

Technology options

Use risks to form the plan

Look for solutions outside the organization

A structured Service Strategy approach is a way to… Improve innovation by providing an objective and unbiased forum for innovative service proposals Reinforce the need for a service proposal with analytical data that supports the business case Improve speed of change by filtering out service proposals that are destined for failure (e.g., low ROI) Improve legacy system replacement/upgrades by focusing on innovation Provide an organizational (agency wide) awareness using service portfolio management Improve financial compliance and control Enhance value capture and creation by reducing uncertainty

Improve innovation by providing an objective and unbiased forum for innovative service proposals

Reinforce the need for a service proposal with analytical data that supports the business case

Improve speed of change by filtering out service proposals that are destined for failure (e.g., low ROI)

Improve legacy system replacement/upgrades by focusing on innovation

Provide an organizational (agency wide) awareness using service portfolio management

Improve financial compliance and control

Enhance value capture and creation by reducing uncertainty

Essentials of value creation though Service Strategy Build the right team to be able to capture and quickly analyze service proposals Organize for rapid experimentation Revamp entrenched routines, organizational boundaries, and incentives to encourage rapid experimentation Consider using small development groups that contain key people (designers, testers, engineers) with all the knowledge required to iterate rapidly Anticipate, identify, and exploit early information Recognize the full value of front-loading: identifying problems upstream, where they are easier and cheaper to resolve Embrace failures that occur early in the development process but significantly advance organizational knowledge Combine new and traditional technologies Do not assume that a new technology will necessarily replace an established one - usually, new technologies are best used in concert Remember, technologies evolve continuously!

Build the right team to be able to capture and quickly analyze service proposals

Organize for rapid experimentation

Revamp entrenched routines, organizational boundaries, and incentives to encourage rapid experimentation

Consider using small development groups that contain key people (designers, testers, engineers) with all the knowledge required to iterate rapidly

Anticipate, identify, and exploit early information

Recognize the full value of front-loading: identifying problems upstream, where they are easier and cheaper to resolve

Embrace failures that occur early in the development process but significantly advance organizational knowledge

Combine new and traditional technologies

Do not assume that a new technology will necessarily replace an established one - usually, new technologies are best used in concert

Remember, technologies evolve continuously!

What are the benefits you can expect? Make your service “not optional” Enhance decision making Improve speed of change Improve financial compliance and control Enhance operational control Total value capture and creation Team members incentivized to be more innovative Improves portfolio management – do what you do well…abandon what you don‘t do well Organize existing services to be more efficient

Make your service “not optional”

Enhance decision making

Improve speed of change

Improve financial compliance and control

Enhance operational control

Total value capture and creation

Team members incentivized to be more innovative

Improves portfolio management – do what you do well…abandon what you don‘t do well

Organize existing services to be more efficient

Agenda Business decisions facing public sector executives What is Service Strategy and what are the benefits? Where can Service Strategy help? How can Booz Allen help?

Business decisions facing public sector executives

What is Service Strategy and what are the benefits?

Where can Service Strategy help?

How can Booz Allen help?

Booz Allen’s Service Strategy approach includes special emphasis on creating an innovation pipeline supporting the entire lifecycle Filename/RPS Number Innovation Pipeline Strategy Design Transition Operations Portfolio Management Financial Management Demand Management Intellectual Capital Management Capacity Management Continuity Management Supplier Management Change Management Release Management Asset and Configuration Management Knowledge Management Incident Management Event Management Problem Management Request Fulfillment Service Development Lifecycle Continuous Service Improvement Reporting, Measurement and Service Level Management Source: Based on ITIL v3, The Stationary Office publishing, 2007

Portfolio Management

Financial Management

Demand Management

Intellectual Capital Management

Capacity Management

Continuity Management

Supplier Management

Change Management

Release Management

Asset and Configuration Management

Knowledge Management

Incident Management

Event Management

Problem Management

Request Fulfillment

Selecting the right innovation model is critical to ensuring service development succeeds in your organization Filename/RPS Number Source: Wolcott and Lippitz. The Four Models of Corporate Entrepreneurship MIT Sloan Management Review, Vol. 49, No 1.

The model to select depends on your specific strategic goal… Filename/RPS Number Source: Wolcott and Lippitz. The Four Models of Corporate Entrepreneurship MIT Sloan Management Review, Vol. 49, No 1.

Service strategy will focus investment decisions on different aspects of the business depending on your objectives Filename/RPS Number Source: Luehrman, T.A. Strategy as a portfolio of real options. Harvard Business Review, Vol. 76, No 5, 89-99 Run – investments are centered around maintaining operations of services Grow – investments are intended to grow the scope of products and services Transform – investments are moves into new market spaces Retire - redundant or lower value services are divested

Run – investments are centered around maintaining operations of services

Grow – investments are intended to grow the scope of products and services

Transform – investments are moves into new market spaces

Retire - redundant or lower value services are divested

Service strategy helps focus your efforts on the market space Filename/RPS Number Could Play Can Play Can Lead Leader Could Play Can Play Can Compete Can Lead Could Play but Difficult Can Play Can Play Can Play Cannot Play Could Play but Difficult Could Play Could Play Low High Green Low High Clean Bissell Competitive Position in the Clean and Green Playing Field Industry Best Industry Avg Entry Level Entry Level Industry Avg Industry Best Market Space Service Portfolio Service Catalog Success Factors Customer Portfolio Undervalued Market Space Business Model New Business Pipeline Strategic Assets 1 & 3 - Based on ITIL v3 Service Strategy, The Stationary Office publishing, 2007 2 - Source: Based on Accenture research and analysis Analyzing the Market Space 1 2 3 Illustrative

The Service Strategy approach is ideal when you require ITIL certified professionals and service management approach Filename/RPS Number IT Infrastructure Library v3.0 Service Strategy at Stage 1 of Service Lifecycle Formulate IT strategy from business vision Using Financial Management process, map cost of infrastructure to cost of service for entire service lifecycle (inception to retirement) Form IT Steering Group (business and IT) to evaluate and act on new service proposals Engage relevant groups across lifecycle to assess impact of new services; lower risk, raise success rate of change implementation Demand management focus on new technology to meat capacity requirements going forward Financial Management evaluates each new or changed service for ROI; tracks actuals against budget Make use of expertise and tools to enhance proactive communication and incident resolution. Booz Allen Service Strategy Focus on organization delivering value to customers Leverage strategic analysis, planning, positioning, economic Provide a forum for innovative service proposals Improve speed of change by filtering out service proposals that are destined for failure (low ROI) Improve legacy system replacement/upgrades by focusing on innovation Provide an organizational (agency wide) awareness using service portfolio management Improve financial compliance and control Enhance value capture and creation by reducing uncertainty

Service Strategy at Stage 1 of Service Lifecycle

Formulate IT strategy from business vision

Using Financial Management process, map cost of infrastructure to cost of service for entire service lifecycle (inception to retirement)

Form IT Steering Group (business and IT) to evaluate and act on new service proposals

Engage relevant groups across lifecycle to assess impact of new services; lower risk, raise success rate of change implementation

Demand management focus on new technology to meat capacity requirements going forward

Financial Management evaluates each new or changed service for ROI; tracks actuals against budget

Make use of expertise and tools to enhance proactive communication and incident resolution.

Focus on organization delivering value to customers

Leverage strategic analysis, planning, positioning, economic

Provide a forum for innovative service proposals

Improve speed of change by filtering out service proposals that are destined for failure (low ROI)

Improve legacy system replacement/upgrades by focusing on innovation

Provide an organizational (agency wide) awareness using service portfolio management

Improve financial compliance and control

Enhance value capture and creation by reducing uncertainty

How would you answer these questions? Strategy Can your team articulate the positioning statement for each service it provides? Are there economies of scale you could be capturing? Customers vs. Stakeholders Can your team articulate who your target customer is? Can your team articulate the difference between user and customer? Does your organization value market research? Competition/Alternatives Can your team members articulate what their customers’ alternatives are? How are the alternatives to your services going to change in the coming years? Innovation (see the innovation survey for more information) Can your team members articulate where innovative ideas come from? Does your organization have a process for evaluating innovation?

Strategy

Can your team articulate the positioning statement for each service it provides?

Are there economies of scale you could be capturing?

Customers vs. Stakeholders

Can your team articulate who your target customer is?

Can your team articulate the difference between user and customer?

Does your organization value market research?

Competition/Alternatives

Can your team members articulate what their customers’ alternatives are?

How are the alternatives to your services going to change in the coming years?

Innovation (see the innovation survey for more information)

Can your team members articulate where innovative ideas come from?

Does your organization have a process for evaluating innovation?

Agenda Business decisions facing public sector executives What is Service Strategy and what are the benefits? Where can Service Strategy help? How can Booz Allen help?

Business decisions facing public sector executives

What is Service Strategy and what are the benefits?

Where can Service Strategy help?

How can Booz Allen help?

Booz Allen’s EBA service offerings support the full life cycle of financial management and Service Strategy Applied Business Analysis (ABA) Provides analyses to help DECIDE among competing alternatives and options Focuses on optimizing capability and acquisition development resource allocations Integrated Financial and Resource Management (iFRM) Helps secure and manage the budgets that FUND programs, initiatives and procurements Focuses on fiscal planning, budgeting and execution, internal controls, and operational compliance and reporting Quantitative Management Controls (QMC) Provides services and tools to monitor and CONTROL program execution activities Focuses on integrating scope, schedule, cost and risk into a comprehensive planning and management structure

Applied Business Analysis (ABA)

Provides analyses to help DECIDE among competing alternatives and options

Focuses on optimizing capability and acquisition development resource allocations

Integrated Financial and Resource Management (iFRM)

Helps secure and manage the budgets that FUND programs, initiatives and procurements

Focuses on fiscal planning, budgeting and execution, internal controls, and operational compliance and reporting

Quantitative Management Controls (QMC)

Provides services and tools to monitor and CONTROL program execution activities

Focuses on integrating scope, schedule, cost and risk into a comprehensive planning and management structure

Questions?

Appendix

Where does your organization fall on this innovation scale? Service Strategy Questionnaire 3 2 1 Our competition quickly copies our service introductions and often make pre-emptive launches in other business lines High scores indicate the company needs to focus on diffusion of services into the organization 3 2 1 We’re slow to roll out new services Development 3 2 1 New development projects often don’t finish on time 3 2 1 Managers typically have a hard time getting traction for developing new services 3 2 1 We have a risk adverse attitude toward investing in novel ideas High scores indicate that the business needs to focus on conversion of ideas to services Selection 3 2 1 We have tough rules for investment in new projects – it’s often too hard to get ideas funded 3 2 1 Our people often exhibit a “not invented here” attitude – ideas from outside are not considered as valuable as those invented within External sourcing of ideas 3 2 1 Few good ideas for new services comes from outside our business unit 3 2 1 Our people typically don’t collaborate on projects across business units, businesses, or subsidiaries Cross-pollination among business units 3 2 1 Few of our innovation projects involve team members from different units or subsidiaries 3 2 1 People in our unit come up with very few good ideas on their own High scores indicate that the business needs to focus on idea generation In house idea generation 3 2 1 Our culture makes it hard for people to put ideas forward 1 Do Not Agree 3 Agree 2 Partially Agree Diffusion Activity Phase We don’t penetrate all possible channels, customer groups, and regions with new services

Our competition quickly copies our service introductions and often make pre-emptive launches in other business lines

High scores indicate the company needs to focus on diffusion of services into the organization

We’re slow to roll out new services

Development

New development projects often don’t finish on time

Managers typically have a hard time getting traction for developing new services

We have a risk adverse attitude toward investing in novel ideas

High scores indicate that the business needs to focus on conversion of ideas to services

Selection

We have tough rules for investment in new projects – it’s often too hard to get ideas funded

Our people often exhibit a “not invented here” attitude – ideas from outside are not considered as valuable as those invented within

External sourcing of ideas

Few good ideas for new services comes from outside our business unit

Our people typically don’t collaborate on projects across business units, businesses, or subsidiaries

Cross-pollination among business units

Few of our innovation projects involve team members from different units or subsidiaries

People in our unit come up with very few good ideas on their own

High scores indicate that the business needs to focus on idea generation

In house idea generation

Our culture makes it hard for people to put ideas forward

Diffusion

We don’t penetrate all possible channels, customer groups, and regions with new services

ABA provides cost, financial, and economic analyses to optimize resource allocation and regulatory decisions Cost Estimating and Analysis Life Cycle Cost Estimate (LCCE) Total Cost of Ownership (TCO) Cost modeling and simulations Affordability assessments Statistical analysis and parametrics Asset Inventory Valuation and Condition Assessment Facilities capital planning Capital Infrastructure Renewal Forecasting (CIRF™) Real Properties Portfolio Management Capital Asset Management Decision Analysis and Resource Optimization Portfolio Analysis IT Capital Planning Business Case Analysis Analysis of Alternatives (AoA) Cost Benefit Analysis Value Measuring Methodology (VMM™) Broad-Scale Economic Analysis Economic Impact Analysis Regulatory Impact Analysis Market and Industrial Base Analysis Econometric Modeling

Life Cycle Cost Estimate (LCCE)

Total Cost of Ownership (TCO)

Cost modeling and simulations

Affordability assessments

Statistical analysis and parametrics

Asset Inventory Valuation and Condition Assessment

Facilities capital planning

Capital Infrastructure Renewal Forecasting (CIRF™)

Real Properties Portfolio Management

Portfolio Analysis

IT Capital Planning

Business Case Analysis

Analysis of Alternatives (AoA)

Cost Benefit Analysis

Value Measuring Methodology (VMM™)

Economic Impact Analysis

Regulatory Impact Analysis

Market and Industrial Base Analysis

Econometric Modeling

iFRM helps clients be responsible stewards of funds, providing both financial management improvement and long-term assistance Financial Management Process Improvement Core FM process expertise: A/R, A/P, Cost, GL, Reporting, Budget Structured approach to process review and improvement Repositories of generic process description, flows and data Structured approach to systems modernization planning and management Familiarity with standard application functionality: Oracle, SAP, Peoplesoft Repositories of systems requirements Related acq strategies; RFP templates; cost estimates, program mgmt Financial Management Systems Modernization Enterprise Compliance & Controls Management Structured control assessment methodology, supported by desktop tools Experience in process and related IT controls assessment and testing Financial Management & Accounting Operations Operational acctg expertise (GAAP and federal GAAP equiv + JFMIP skills) Fin statement preparation; pre-audit preparation (data analysis and cleansing)

Core FM process expertise: A/R, A/P, Cost, GL, Reporting, Budget

Structured approach to process review and improvement

Repositories of generic process description, flows and data

Structured approach to systems modernization planning and management

Familiarity with standard application functionality: Oracle, SAP, Peoplesoft

Repositories of systems requirements

Related acq strategies; RFP templates; cost estimates, program mgmt

Structured control assessment methodology, supported by desktop tools

Experience in process and related IT controls assessment and testing

Operational acctg expertise (GAAP and federal GAAP equiv + JFMIP skills)

Fin statement preparation; pre-audit preparation (data analysis and cleansing)

QMC provides an analytical approach to improving program and project planning, measurement, risk management, and control Earned Value and Integrated Scheduling PM policies, standards, structure, and processes Integrated Baseline Review (IBR) process Implementation of ANSI 748-A compliant Earned Value Mgmt Systems Analysis and validation of program EVMS Integrated Master Planning/Scheduling Project/program risk management assessment, development and implementation RISC-IQ™ Implementations Measurement program design and implementation Organizational Project Management (OPM3) assessments Program Risk and Performance Management Acquisition Strategy & Planning Acquisition/contract strategy development and execution Source selection planning and facilitation Life cycle documentation development Contract compliance, oversight and management

PM policies, standards, structure, and processes

Integrated Baseline Review (IBR) process

Implementation of ANSI 748-A compliant Earned Value Mgmt Systems

Analysis and validation of program EVMS

Integrated Master Planning/Scheduling

Project/program risk management assessment, development and implementation

RISC-IQ™ Implementations

Measurement program design and implementation

Organizational Project Management (OPM3) assessments

Acquisition/contract strategy development and execution

Source selection planning and facilitation

Life cycle documentation development

Contract compliance, oversight and management

The offerings are all delivered by expert staff, armed with both industry standard and proprietary tools … Leadership and participation: Society for Cost Estimating and Analysis (SCEA) National Property Management Association (NPMA) Chartered Financial Analyst (CFA) Institute American Economic Association (AEA) Project Management Institute (PMI) Association for the Advancement of Cost Engineering (AACE) Over 50% hold advanced degrees Over 45% hold various security clearances Over 40% have 10+ yrs experience in CF&BA subject matter Professional Certifications Risk Integrated with Cost and Schedule-Intelligent Quantification (RISC-IQ ™) Value Measurement Methodology (VMM) Capital Infrastructure Renewal Forecasting (CIRF) Information Technology Investment Portfolio System (I-TIPS) Cost Estimating ACE-IT™ EDCAS™ Function Point Workbench™ OSCAM PRICE™ Systems SEER-H™, -SEM™ RACER™ CostPROF™ @Risk™ Crystal Ball™ Metify™ Oros Analytics™ Planning™ Econometric Models and Statistical Applications IMPLAN™ SPSS™ SAS™ Decision Analysis Applications and Benchmarks Logical Decisions™ Team Expert Choice™ GartnerGroup TCO Manager™ Project Management Tools Primavera® Active Risk Manager Deltek Cobra Deltek WelcomHome Pertmaster wInsight MPM Prosight WelcomRisk Over 35% hold professional certifications Certified Cost Estimator/Analysts Certified Project Management Professionals Certified Professional Contract Managers Certified Public Accountants Certified Government Financial Managers Custom Methodologies and Tools Expertise in Standard Industry Tools Experience, Degrees and Clearances Professional Organization Leadership

Leadership and participation:

Society for Cost Estimating and Analysis (SCEA)

National Property Management Association (NPMA)

Chartered Financial Analyst (CFA) Institute

American Economic Association (AEA)

Project Management Institute (PMI)

Association for the Advancement of Cost Engineering (AACE)

Over 50% hold advanced degrees

Over 45% hold various security clearances

Over 40% have 10+ yrs experience in CF&BA subject matter

Risk Integrated with Cost and Schedule-Intelligent Quantification (RISC-IQ ™)

Value Measurement Methodology (VMM)

Capital Infrastructure Renewal Forecasting (CIRF)

Information Technology Investment Portfolio System (I-TIPS)

Cost Estimating

ACE-IT™

EDCAS™

Function Point Workbench™

OSCAM PRICE™ Systems

SEER-H™, -SEM™

RACER™

CostPROF™

@Risk™

Crystal Ball™

Metify™

Oros Analytics™

Planning™

Econometric Models and Statistical Applications

IMPLAN™

SPSS™

SAS™

Decision Analysis Applications and Benchmarks

Logical Decisions™

Team Expert Choice™

GartnerGroup TCO Manager™

Project

Management Tools

Primavera®

Active Risk Manager

Deltek Cobra

Deltek

WelcomHome

Pertmaster

wInsight

MPM

Prosight

WelcomRisk

Over 35% hold professional certifications

Certified Cost Estimator/Analysts

Certified Project Management Professionals

Certified Professional Contract Managers

Certified Public Accountants

Certified Government Financial Managers

ITIL Expertise Filename/RPS Number For more information about Booz Allen’s Service Strategy Offering: Kenneth Jones ITIL Version 3 Certified [email_address] (301) 838-3765 For more information about ITIL v3: Multithreads LLC Mimi Struck, Ph. D. ITIL Manager (Master) Version 2 ITIL Expert Version 3 Accredited Training Provider 25+ years of experience www.Multithreads.com

For more information about Booz Allen’s Service Strategy Offering:

Kenneth Jones

ITIL Version 3 Certified

[email_address]

(301) 838-3765

For more information about ITIL v3:

Multithreads LLC

Mimi Struck, Ph. D.

ITIL Manager (Master) Version 2

ITIL Expert Version 3

Accredited Training Provider

25+ years of experience

www.Multithreads.com