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June 2009 Veterans Affairs Program Management Accountability System

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Department of Veterans Affairs Program Management Accountability System

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June 2009 Veterans Affairs Program Management Accountability System

  1. 1. Improving IT Systems Development at VA Presented By: Roger W. Baker, Assistant Secretary Date: June 15, 2009
  2. 2. Agenda <ul><li>Background </li></ul><ul><li>Analysis of Ongoing Programs </li></ul><ul><li>Incremental Development </li></ul><ul><li>Milestone Management </li></ul><ul><li>Benefits </li></ul><ul><li>Implementation plan </li></ul><ul><li>Questions </li></ul>
  3. 3. Background <ul><li>VA IT Consolidation initiated in 2007 </li></ul><ul><ul><li>Primary purpose is to improve the results of VA IT investments </li></ul></ul><ul><li>Replacement Scheduling Application Failure </li></ul><ul><ul><li>VA commitment to review all ongoing development programs </li></ul></ul><ul><li>New Secretary/Deputy Secretary/CIO confirmed </li></ul><ul><ul><li>Significant Senate questioning on how to address program issues </li></ul></ul>
  4. 4. Analysis of Ongoing Programs <ul><li>280+ programs reviewed to date </li></ul><ul><li>8 program attributes analyzed </li></ul><ul><li>Many programs exhibit signs of trouble </li></ul><ul><ul><li>Greater than 13 months behind schedule </li></ul></ul><ul><ul><li>Greater than 50% over initial cost estimate </li></ul></ul><ul><ul><li>Decrease in software quality between releases </li></ul></ul><ul><ul><li>Inadequate skills to complete program </li></ul></ul><ul><li>Substantial change is required </li></ul>
  5. 5. Incremental Development <ul><li>All new VA IT projects/programs must use an incremental development approach </li></ul><ul><ul><li>Frequent customer delivery milestones </li></ul></ul><ul><ul><ul><li>At most every six months </li></ul></ul></ul><ul><ul><li>Customer must test and accept functionality </li></ul></ul><ul><li>To be approved for investment, a program or project must have: </li></ul><ul><ul><li>An identified customer sponsor </li></ul></ul><ul><ul><li>Program plan that documents frequent delivery milestones </li></ul></ul><ul><ul><li>Documented, agreed to requirements for initial milestones </li></ul></ul><ul><ul><li>Clear plan for necessary program disciplines </li></ul></ul><ul><ul><li>Clear access to necessary program resources </li></ul></ul><ul><ul><li>Customer, program, and vendor acceptance of PMAS </li></ul></ul><ul><ul><li>Jointly established success criteria </li></ul></ul>
  6. 6. Program Management Accountability System (PMAS) <ul><li>All incremental development programs will be managed rigorously to schedule </li></ul><ul><ul><li>A program/project will be halted on its third missed customer delivery milestone </li></ul></ul><ul><li>Once halted, substantial changes must be made before the program can restart </li></ul><ul><ul><li>Need for program/project will be re-assessed </li></ul></ul><ul><ul><li>Program approach will be re-assessed </li></ul></ul><ul><ul><li>Make/buy and program design decisions will be re-assessed </li></ul></ul><ul><ul><li>New Program Manager will be assigned (rotational/training assignment) </li></ul></ul><ul><ul><li>A portion of the government program staff will be reassigned (rotational/training) </li></ul></ul><ul><ul><li>All service contracts will be re-visited </li></ul></ul><ul><ul><li>New program plan must be approved </li></ul></ul><ul><li>Flexibility can be earned </li></ul><ul><ul><li>Multiple successful milestones between strikes </li></ul></ul><ul><ul><li>Clear improvement in management between first and second strike </li></ul></ul><ul><ul><li>Significant advance warning of missed milestone provided to CIO </li></ul></ul>
  7. 7. Program Manager Benefits <ul><li>Clear decision criteria </li></ul><ul><ul><li>Impact on schedule will drive program choices </li></ul></ul><ul><li>Better program control </li></ul><ul><ul><li>Success factors must be in place before program start </li></ul></ul><ul><li>Decreased requirements creep </li></ul><ul><ul><li>Impact on schedule will force hard decisions </li></ul></ul><ul><ul><li>New requirements factored into later release schedules </li></ul></ul><ul><li>Clear customer participation </li></ul><ul><ul><li>Must test and approve each release </li></ul></ul><ul><ul><li>Clearly impacted by program halt </li></ul></ul><ul><li>Clear vendor attention and participation </li></ul><ul><ul><li>Motivated to help program meet milestones </li></ul></ul><ul><li>Increased probability of successful program </li></ul>
  8. 8. VA Benefits <ul><li>Eliminate “big bang” program/project failures </li></ul><ul><li>Near-term visibility into troubled programs </li></ul><ul><ul><li>Able to provide help if possible </li></ul></ul><ul><ul><li>Avoid long-term failures </li></ul></ul><ul><li>Better insight into scarce resources </li></ul><ul><li>Frequent deliveries to customer ensures program/project functionality is on track </li></ul><ul><ul><li>Customer can best evaluate functionality, quality, response, etc. </li></ul></ul><ul><li>Increased probability of successful programs </li></ul>
  9. 9. Implementation <ul><li>Incremental development is required for all new IT programs/projects starting as of 6/15/2009 </li></ul><ul><li>All incremental development programs will be managed to PMAS effective 6/15/2009 </li></ul><ul><li>VA will pause a number of Programs/projects identified as in jeopardy </li></ul><ul><ul><li>Program plan re-cast for incremental development </li></ul></ul><ul><ul><li>New plan must be PMAS compliant </li></ul></ul><ul><ul><li>New program plan must be approved by CIO before program resumes </li></ul></ul><ul><li>Within one year, all VA IT programs and projects will be incremental development / PMAS compliant </li></ul><ul><ul><li>Programs that remain within 10% of original program plan (schedule, cost, function) may be excepted </li></ul></ul>
  10. 10. Questions?

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