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PEO Digital Transformation for
Modern Service Delivery
Mr. Barry Tanner
Executive Director (Acting)
PEO Digital & Enterprise Services
DISTRIBUTION A. Approved for public release: distribution unlimited. 06OCT21
2
Overview
 Transforming the Way We Do Business
 Moving From Programs to Portfolios
 Service Centric Organization
 Industry Engagement
3
Transforming the Way We Do Business
Along Two Dimensions
The organization must evolve to support changes to the Service Delivery Model (e.g.,
GO/CO – GO/GO/CS and NMCI focus to Naval focus)
PEO Digital
Transformation
Modernize our
Delivery Model
Modernize our
Organizational Structure
 Service-Based
 Customer Centric
 Leverages Industry
Best Practices
 Aligns to DoD and
DON Policy
 Agile
 Innovative
 Responsive
 Support and Sustain
Service Delivery Model
 Empower Leaders
 Create Clear Accountability
 Foster Cross-Functional
Collaboration
 Communicate Effective and
Transparently
 Provide Opportunities for
Growth
4
Moving From Programs to Portfolios
PEO Digital dissolved its
Program Management
Offices, and their
associated products,
services, and work was
moved to 8 new
Portfolios and three
enabling Pillars.
Program activities
and personnel were
mapped based on
the analysis of the
Total Force,
Financials,
Functions/Processes
and Tools, and Work
performed.
5
Future State PEO Digital Ecosystem
To become a service centric organization, we will leverage a portfolio-based IT organizational
model to streamline priorities, continuously improve processes, and deliver services for the
customer.
Portfolios encompass the many services and products that PEO Digital provides to end users, with standing teams executing
The day-to-day work of service delivery. Accountable for: Delivery Management; End-to-end accountability
6
Example: Platform Application Services
Key Capabilities include: Naval Identity Services, Cloud Service Management Office, Black Pearl (DEVSECOPS – CI/CD),
USMC Hybrid Cloud Services (HCS), Digital Marketplace (ServiceNow)
PAS enables application owners to leverage secure platforms and services so that
software can be deployed faster to outpace threats.
7
Technology Decision identifies how the technology should be addressed by the organization
• Cloud Native Account
• Identity Federation
• Identity Governance
• User & Entity Based
Analytics
• Authentication
• Global Directory
• Privileged Access
Management
• None
• None • None
Identity: Technology Decision
8
Tech Radar identifies specific projects and priorities within the Service Group or Technical Focus Area
Identity: Trust Tech Radar
9
Portfolio Execution: Dual Operating
Model
Organizational hierarchy exists, but team members
come together in Integrated Agile Delivery Teams
to accomplish the work
10
Questions

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PEO Digital - Transformation for Modern Service Delivery

  • 1. PEO Digital Transformation for Modern Service Delivery Mr. Barry Tanner Executive Director (Acting) PEO Digital & Enterprise Services DISTRIBUTION A. Approved for public release: distribution unlimited. 06OCT21
  • 2. 2 Overview  Transforming the Way We Do Business  Moving From Programs to Portfolios  Service Centric Organization  Industry Engagement
  • 3. 3 Transforming the Way We Do Business Along Two Dimensions The organization must evolve to support changes to the Service Delivery Model (e.g., GO/CO – GO/GO/CS and NMCI focus to Naval focus) PEO Digital Transformation Modernize our Delivery Model Modernize our Organizational Structure  Service-Based  Customer Centric  Leverages Industry Best Practices  Aligns to DoD and DON Policy  Agile  Innovative  Responsive  Support and Sustain Service Delivery Model  Empower Leaders  Create Clear Accountability  Foster Cross-Functional Collaboration  Communicate Effective and Transparently  Provide Opportunities for Growth
  • 4. 4 Moving From Programs to Portfolios PEO Digital dissolved its Program Management Offices, and their associated products, services, and work was moved to 8 new Portfolios and three enabling Pillars. Program activities and personnel were mapped based on the analysis of the Total Force, Financials, Functions/Processes and Tools, and Work performed.
  • 5. 5 Future State PEO Digital Ecosystem To become a service centric organization, we will leverage a portfolio-based IT organizational model to streamline priorities, continuously improve processes, and deliver services for the customer. Portfolios encompass the many services and products that PEO Digital provides to end users, with standing teams executing The day-to-day work of service delivery. Accountable for: Delivery Management; End-to-end accountability
  • 6. 6 Example: Platform Application Services Key Capabilities include: Naval Identity Services, Cloud Service Management Office, Black Pearl (DEVSECOPS – CI/CD), USMC Hybrid Cloud Services (HCS), Digital Marketplace (ServiceNow) PAS enables application owners to leverage secure platforms and services so that software can be deployed faster to outpace threats.
  • 7. 7 Technology Decision identifies how the technology should be addressed by the organization • Cloud Native Account • Identity Federation • Identity Governance • User & Entity Based Analytics • Authentication • Global Directory • Privileged Access Management • None • None • None Identity: Technology Decision
  • 8. 8 Tech Radar identifies specific projects and priorities within the Service Group or Technical Focus Area Identity: Trust Tech Radar
  • 9. 9 Portfolio Execution: Dual Operating Model Organizational hierarchy exists, but team members come together in Integrated Agile Delivery Teams to accomplish the work