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NDIA Fall Defense Forum 2018

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NDIA Fall Defense Forum 2018

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NDIA Fall Defense Forum 2018

  1. 1. NDIA Fall Defense and Industry Forum 2018 Andrew Tash Technical Director PEO EIS 24 October 2018 DISTRIBUTION A. Approved for public release: Distribution unlimited (19 October 2018)
  2. 2. U N L E A S H I N G T H E P O W E R O F I N F O R M A T I O N 2 Agenda  PEO EIS Overview  Contracting Opportunities  Modern Service Delivery
  3. 3. U N L E A S H I N G T H E P O W E R O F I N F O R M A T I O N 3 About Us M I S S I O N We provide the Department Of Navy with capable, secure, and affordable enterprise Information Technology (IT) solutions. V I S I O N To Lead the DON as the premier provider of enterprise Information Technology (IT) solutions that enable mission success. Sailors, Marines, and the civilian workforce depend on the IT networks, systems and applications we provide every day, around the globe and around the clock. Program Executive Office for Enterprise Information Systems (PEO EIS) S E R V I C I N G T H E E N T E R P R I S E • Over 1,000,000 users of our networks, systems, and software applications • Systems (software and hardware) deployed on 150 ships and 75 submarines and in use in 8 countries • Enterprise Software License provider for the DON • Navy’s lead for Data Center Consolidation and Cloud Migration • Life cycle management of more than 40 enterprise systems, applications, and projects
  4. 4. U N L E A S H I N G T H E P O W E R O F I N F O R M A T I O N 4 The Power of Information over 12MILLION work hours tracked per pay period over 20TERABYTES of data transferred daily via NMCI over $17 BILLION of Marine Corps equipment managed over 3.5MILLION spam messages blocked monthly 664MILLION web interactions daily over 17,800 sailor job applications processed monthly over $36 BILLION Navy inventory managed 225MILLION personnel & pay transactions annually, including promotions, pay and retirements over 4MILLION Marine Corps equipment supply & maintenance transactions monthly $1.1 BILLION total savings from software licenses & maintenance since 2012 over 4.5 MILLION emails sent daily over 4.5 MILLION Navy eLearning courses completed annually INSIDE LOOK AT THE BUSINESS IT PORTFOLIO
  5. 5. U N L E A S H I N G T H E P O W E R O F I N F O R M A T I O N 5 Capabilities Overview WHAT WE DELIVER HOW WE DELIVER IT Design In & Sustain Cybersecurity, Reliability, Agility, Affordability* Build Intent-Based Leadership, and Business and Technical Acumen into our Workforce Culture* *ASN/SECNAV Pillar Alignment IN DIRECT SUPPORT OF National Defense Strategy Design for Maintaining Maritime Superiority Sailor 2025 | N1 Transformation USMC Vision & Strategy (and other strategic/tactical directives)
  6. 6. U N L E A S H I N G T H E P O W E R O F I N F O R M A T I O N 6 PEO EIS Leadership Team and Growth SECNAV Honorable Richard V. Spencer CURRENT READINESS REPORTING CNO Admiral John Richardson DPEO Acquisition – Andrew Atkinson DPEO Plans and Strategy – Vacant DPEO Total Force Management/Ops – Chaz Crawford Public Affairs Officer – Ed Austin SPAWARSYSCOM Rear Admiral Christian Becker APEO Audit (1.1) – Danny Chae APEO BFM (1.2) – Terry Amyx APEO Cost (1.6) – George Stratman APEO Contracts (2.0) – Debbie Streufert APEO Legal (3.0) – Liza Craig APEO Logistics (4.0) – Lori Thompson APEO Engineering (5.0) – Burhan Adam Director, Cyber Security (5.0) – Dwight Taylor SSC Atlantic – Patrick Fitzgerald (EIS Portfolio Mgr.) MARCORSYSCOM Brigadier General Arthur Pasagian ASN(RDA) Mr. James F. Geurts NAVSEA 04 Rear Admiral S. Williamson, USN Executive Assistant – Ruth Fox PMW 205 Naval Enterprise Networks CAPT B. McNeal Program Manager CAPT Steven Werner Deputy Program Manager PMW 220 Navy Enterprise Business Solutions Shannon Seay Program Manager Ed Quick Deputy Program Manager PMW 240 Sea Warrior Program Claire Evans Program Manager Julianne LeFevre & CDR Roger Stanton Deputy Program Managers PMW 230 Global Combat Support System- Marine Corps Program Col (s) Devin Licklider Program Manager Chris Melkonian Deputy Program Manager PMS 444 Navy Maritime Maintenance Enterprise Solutions-Tech Refresh Bruce Urbon Program Manager CAPT John Szatkowski Deputy Program Manager PMM 172.4 DON Enterprise Software Licensing LtCol Matthew Clinger Program Manager PMW 250 Enterprise Systems and Services Project Office Kevin Allen Project Manager Vacant Deputy Project Manager PMW 260 Navy Sensitive Compartmented Information & Controlled Access Program Networks Phil Anderson Program Manager Tracy Shay Deputy Program Manager Deputy PEO Captain Don Harder PEO EIS Ms. Ruth Youngs Lew Program Executive Officer (PEO) PMW 270 Navy Commercial Cloud Services Project Office Travis Methvin Project Manager PMW 280 Special Access Program Networks Project Office Patrick Truver Project Manager Vacant Deputy Program Manager Mr. Andrew Tash Technical Director New Program/Project Offices
  7. 7. U N L E A S H I N G T H E P O W E R O F I N F O R M A T I O N 7 NAVY SENSITIVE COMPARTMENTED INFORMATION & CONTROLLED ACCESS PROGRAM NETWORKS PMS 260 • 15K planned contract writing platform users • 102K timekeeping system users • 72K financial system users, manage 1/2 of Navy’s budget PEO EIS Program/Project Offices • Improves buying and negotiating power • Approximately $1.1B cost avoidance since 2012 • Maximizes discount and cost savings NAVAL ENTERPRISE NETWORKS PMW 205 SPECIAL ACCESS PROGRAM NETWORKS PMW 280 DON ENTERPRISE SOFTWARE LICENSING PMM 172.4 NAVY ENTERPRISE BUSINESS SOLUTIONS PMW 220 GLOBAL COMBAT SUPPORT SYSTEM – MARINE CORPS PMW 230 ENTERPRISE SYSTEMS AND SERVICES PMW 250 • Largest private intranet in the world • NMCI - More than 700K Navy users at 2,500 sites • ONE-Net – More than 33,000 users at 14 major sites • Plan, execute, and integrate new Navy SCI and CAP capabilities • Collaborate with DoD and Intelligence Community service providers to ensure cost effective provisioning of enterprise IT services • 1 million plus service requests annually processed by NAVY 311 process • Systems deployed on 150 ships and 75 submarines NAVY COMMERCIAL CLOUD SERVICES PMW 270 SEA WARRIOR PROGRAM PMW 240 NAVY MARITIME MAINTENANCE ENTERPRISE SOLUTION – TECH REFRESH PMS 444 • 22k world-wide users of deployable logistics chain management • End-do-end asset visibility • One of largest Navy portals with 1 million users • Most extensive eLearning solution in DoD • Navy’s military personnel ERP solution • Will be utilized by more than 50,000 users • Conduct more than $6.5B of annual shore maintenance and ships • Navy Cloud Broker Executive Agent • Develop and execute Navy cloud brokerage structure • Support adoption of commercial cloud technologies and services • Plan and manage integration of capabilities for DON SAP Enterprise IT networks
  8. 8. U N L E A S H I N G T H E P O W E R O F I N F O R M A T I O N 8 Upcoming PEO EIS Contracting Opportunities Office Opportunity Description Status Est. Award Date PEO EIS PEO EIS Ops/Admin Support Ops/Admin support to the PEO and associated offices on an enterprise-level Second industry day held 18 October 2018 FY19, Quarter 2 PEO EIS Professional Support Services Professional support services to the PEO and associated offices on an enterprise-level Second industry day held 18 October 2018 FY19, Quarter 4 PEO EIS Business Financial Management Support Services Business Financial Management support services to the PEO and associated offices on an enterprise-level Second industry day held 18 October 2018 FY19, Quarter 2 Naval Enterprise Networks (PMW 205) Next Generation Enterprise Network Re-compete (NGEN-R) End User Hardware Hardware-as-a-service and hardware-for-purchase RFP released 17 September 2018 FY19, Quarter 4 NGEN-R Service Management, Integration and Transport (SMIT) Print services, software core build services, service desk and computer network defense RFP released 18 October 2018 FY19, Quarter 4 Navy Enterprise Business Systems (PMW 220) Standard Labor Data Collection and Distribution Application (SLDCADA) Small business set aside for sustainment of SLDCADA with the potential for modernization over the next five years. Bids due 2 October 2018 FY19, Quarter 2 Global Combat Support System - Marine Corps (PMW 230) Global Combat Support System - Marine Corps / Logistics Chain Management (GCSS-MC/LCM) Increment 1 Post Deployment System Support (PDSS) PDSS for GCSS-MC/LCM Increment 1. Technical, operations, and sustainment services required to support, operate, and maintain the current GCSS-MC/LCM Increment 1 system. Includes tasks to support GCSS-MC future modernization and technology refresh as required to maintain system accreditation and functionality. RFP released 12 June 2018 FY19, Quarter 3 GCSS-MC Logistics Information Systems (LIS) Enterprise PDSS PDSS for GCSS-MC LIS mid-tier and mainframe Enterprise systems and applications. Supply, provisioning, maintenance, stock control, war planning, readiness, warehousing, and decision-support capabilities to the Marine Corps supply and maintenance community, all MEFs, and Marine Corps Reserves. Estimated RFP release date is FY19, Q1 FY19, Q3
  9. 9. U N L E A S H I N G T H E P O W E R O F I N F O R M A T I O N 9 Office Opportunity Description Status Est. Award Date Global Combat Support System - Marine Corps (PMW 230) (cont.) Technical Data Management (TDM) TDM leverages a Low-Code Rapid Application Development (RAD) platform and NoSQL database as the core enabling technologies to refactor/re-platform the provisioning/cataloging processes and data in the Marine Corps Web Services (MCWS) off-premises cloud. This effort establishes data exchanges with GCSS-MC, Total Force Structure Management System (TFSMS) and Federal Logistics Information System (FLIS), and will retire four legacy systems: Marine Interactive Computer Aided Provisioning System (MICAPS), ItemApps, Technical Data Management System (TDMS), and the Provisioning System. RFP released on 13 August 2018 Awarded 24 September 2018 Sea Warrior Program (PMW 240) Manpower, Personnel, Training, & Education (MPT&E) Modernization of MPT&E IT system capabilities; PeopleSoft 9.2 is the Core enterprise COTS system Estimated RFP release in FY19, Quarter 2 FY20, Quarter 3 Navy Sensitive Compartmented Information and Controlled Access Program Networks Ashore (PMW 260) Network analysis Improve network capabilities Estimated RFP release in FY19, Quarter 2 Navy Commercial Cloud Services (PMW 270) Navy Enterprise Cloud Blanket Purchase Agreement The Navy Enterprise Cloud BPA) will support multi-cloud service provider Infrastructure-as-a-Service (IaaS), Platform-as-a-Service (PaaS), and Software-as-a- Service (SaaS) capabilities. Awarded Awarded 26 September 2018 Navy Maritime Maintenance Enterprise Solution - Technical Refresh (PMS 444) Navy Maritime Maintenance Enterprise Solution - Technical Refresh (NMMES-TR) NMMES-TR will provide the Navy with a modern shore-based maritime maintenance enterprise solution that will facilitate the execution of submarine, aircraft carrier, and surface ship maintenance and repair by public Naval Shipyards (NSYs), Intermediate Maintenance Facilities (IMFs), Regional Maintenance Centers (RMCs), the TRIDENT Refit Facility (TRF), the Ship Repair Facility (SRF), Navy Submarine Support Facilities (NSSFs), Tenders, Type Commanders, and Planning Activities. Estimated RFP release in FY19, Quarter 2 FY20, Quarter 2 Upcoming PEO EIS Contracting Opportunities
  10. 10. U N L E A S H I N G T H E P O W E R O F I N F O R M A T I O N 10 Industry Engagement Opportunities  Industry events – Conference presentations – Matchmaking events – Meet and greets  Industry Days  Technical Exchanges – Tied to Information Warfare Research Project (IWRP) OTA  Industry Calls – NGEN-R (weekly) – Support services (as needed) Date Event Location EIS Activity 8 Nov 2018 AFCEA NOVA Small Business Enterprise IT Day Washington, D.C.  Presenting  Small business matchmaking 13 Nov 2018 AFCEA TechNet Asia-Pacific Conference and Expo Honolulu, HI  Presenting 28 Nov 2018 SSC LANT Tech Exchange New Orleans  Industry presenting to EIS  Matchmaking 4-6 Dec 2018 Charleston Defense Contractors Association Charleston, SC  Presenting  Matchmaking  Exhibiting 13 - 15 Feb 2019 AFCEA West / DON IT West San Diego, CA  Presenting  Matchmaking  Exhibiting
  11. 11. U N L E A S H I N G T H E P O W E R O F I N F O R M A T I O N 11 Current Portfolio Silos
  12. 12. U N L E A S H I N G T H E P O W E R O F I N F O R M A T I O N 12 Navy Cloud Strategy Operational View Informed by Strategic Guidance Our plan is to migrate 100% to cloud computing through a combination of on-prem and off- prem clouds with Digital Core Services for interoperability. Delivering capabilities via cloud is critical to meeting Navy mission at speed and driving affordability. Digital Core Services enable enterprise- wide management, security, operations, and analytics for agile decision making; support interoperability, portability and development Navy Cloud First Policy signed in Feb 2017 requires use of Commercial Clouds and reduction in legacy on-premises data centers.
  13. 13. U N L E A S H I N G T H E P O W E R O F I N F O R M A T I O N 1313 Digital Core Services – Future Portfolio State
  14. 14. U N L E A S H I N G T H E P O W E R O F I N F O R M A T I O N 14 Modern Service Delivery Secure access to services and data anytime, anywhere and from any device (ubiquitous access).
  15. 15. Secretary of Defense Executive Fellowship (SECDEF) Observations and Key Take-Aways CAPT Ben McNeal PM, PMW 205 PEO EIS 24 October 2018 DISTRIBUTION A. Approved for public release: Distribution unlimited (23 October 2018)
  16. 16. U N L E A S H I N G T H E P O W E R O F I N F O R M A T I O N 16 CAPT McNeal Introduction Additional capability for our moonshot must be balanced with: security, affordability, availability and agility. Experience Fleet Focus Vision
  17. 17. U N L E A S H I N G T H E P O W E R O F I N F O R M A T I O N 17 SECDEF – The Why  Established by SECDEF as a long-term investment in transforming DoD forces and capabilities • Opportunity for DoD to gain access to executive level business practices inside highly successful corporations ‒ Strategic Planning - Organizational Structures ‒ Change Management - Human Resources ‒ Information Technology - Supply Chain  Businesses outside DoD successful in: ‒ Adapting to changing global environment ‒ Exploiting information revolution ‒ Structural reshaping/reorganizing ‒ Developing innovative processes  Reforms can generate Defense Budget Savings
  18. 18. U N L E A S H I N G T H E P O W E R O F I N F O R M A T I O N 18  Two or more military officers from each Service – O-5 or O-6 – Flag/general officer potential – Senior Service College credit for Army/Air Force/USMC – DoD Civilian GS14/15 Employees beginning FY17  Initial group education month – Current political/military issues; leading edge technologies – Meetings with senior DoD officials, business executives, press, alumni – Tailored Graduate Business school Executive Education  Eleven months at Corporate Sponsors ‒ Each Fellow also visits ~7 other sponsor corporations to learn strategies, struggles, and best practices across multiple industries  Administrative ‒ Deputy Chief Management Officer (DCMO) for oversight & supervision ‒ Moving to OUSD(P&R) Force Education & Training in FY17 SECDEF – The How
  19. 19. U N L E A S H I N G T H E P O W E R O F I N F O R M A T I O N 19 SECDEF – The Who LtCol Jason Julian USMC CDR Bill Coleman USN CAPT Hui Pak USN LtCol Kirk Spangenberg USMCLtCol Rory Feely USMC Lt Col Lara Morrison USAFR CDR Jason Grabelle USN LTC Kerry George USA COL Ralph Perkins USA Col Lance French USAF Lt Col Kevin Mantovani USAF CDR Steven Thomas USN Lt Col Scott Gilloon USANG LTC Zach Miller USA CAPT Ben McNeal USN http://www.defensefellows.org/
  20. 20. U N L E A S H I N G T H E P O W E R O F I N F O R M A T I O N 20 SECDEF - Take-Aways  Driving Change – Strong leadership – Remained disciplined and focused on the task – 3 common elements of successful transformation: Innovation, Big Data, Human Capital  Innovation – Big “I” vs. Little “i” – Culture of organization determines likelihood of innovation – “Diversity of Thought” is secret ingredient of innovative teams  Big Data – Companies are using data analytics in support of their overall business strategy – Embracing data analytics and AI requires a cultural shift – Recommend DoD partner with industry IOT leverage advances made  Human Capital – Hiring and Career Path – Leader development and retention – Modernization of the Force
  21. 21. U N L E A S H I N G T H E P O W E R O F I N F O R M A T I O N 21 SECDEF - Driving Change Observations  Every host company was undergoing or had recently completed an evolutionary or completely transformative change  Industry and DoD take on change for the same reasons: GAIN AND MAINTAIN A COMPETITIVE ADVANTAGE TO SURVIVE  Common Force that drive change and transformation across industry are similar to DoD - Regulatory pressure - Changing operating environments - Exploiting or countering new technology - Investor/financial influence “Your success in life isn’t based on your ability to simply change. It is based on your ability to change faster than your competition, customers and business” – Mark Sanborn
  22. 22. U N L E A S H I N G T H E P O W E R O F I N F O R M A T I O N 22 Driving Change Observations Autodesk’s move to the cloud and subscription based software licenses 3M: Business Transformation that will take 10 years with new Enterprise Resource Planning System: 1/2 Bn $ in Working Capital Savings 1/2 Bn $ in Investment on P&L Multiple legacy systems to single instance of SAP globally ”Burn the Ships!” Leveraging Data / Analytics, Machine Learning & Artificial Intelligence to improve decision making and scale highly customizable financial advice “Our company is operating well today, but we think we can make it cleaner and more accountable. So we are creating a new company, called Alphabet. I am really excited to be running Alphabet as CEO with help from my capable partner, Sergey, as President.” (https://abc.xyz)
  23. 23. U N L E A S H I N G T H E P O W E R O F I N F O R M A T I O N 23 SECDEF - Driving Change Take-Aways Key Success Indicators from Industry  Strong Leadership - Realized the need for change (requires a champion who is passionate) - Developed a vision/plan - Relentlessly pursued it (“maniacal focus”)  Remained Disciplined and Focused on the Task - Prioritized and stuck to priorities - Avoided / offloaded distraction of non-value added tasks, issues, people - Used a dedicated Change Manager - Made intentional irreversible decisions (burn the ships) - “The challenge is strategic execution—turning the vision into tangible actions in the midst of the tactical routine.” Henry Chang, 3M  Most common elements of successful transformation - Embracing Innovation - Leveraging Big Data - On the Offense in the War for Human Capital If you want to make enemies, try to change something.”– Woodrow Wilson
  24. 24. U N L E A S H I N G T H E P O W E R O F I N F O R M A T I O N 24 SECDEF - Innovation Observations AMGEN’s Full Potential Program drives “NexGen Workplace” innovation Union Pacific’s Innovation Station crowd sources ideas by “campaign” Autodesk & Pier 9 Studio driving Breakthrough Innovations Microsoft Hololens “mixed reality” device + cloud network Mission Planning --- Training --- Aircraft Maintenance --- CoP Driving Internal Evolutionary “i”nnovation Radical/Revolutionary “I”nnovation
  25. 25. U N L E A S H I N G T H E P O W E R O F I N F O R M A T I O N 25 SECDEF - Big Data Observations 25 Morgan Stanley initiative to use AIExxonMobil Data Center of Excellence Machine Learning used to enhance Cyber Security of Microsoft products and Networks
  26. 26. U N L E A S H I N G T H E P O W E R O F I N F O R M A T I O N 26 SECDEF - Human Capital Observations  Hiring and Career Path – Strategic hiring matters; training alone will not build creative/critical thinkers – Mature* firms have equipped themselves to win the recruiting war – Big data (people analytics) now drives the recruit/hire process – Big data requires modern, innovative tools  Leader Development and Retention – Major investments in development at all echelons of leadership – Home-grown leaders and diverse career paths in/out of industry highly valued – “People First” trend: talent shortage driving employee engagement initiatives – Spectrum of incentives offered for recruiting and retention tailored to employee preferences  Modernizing Critical For Mission Success – Companies modernizing hardware/software AND policies from the top-down – Human Resources, Diversity, Inclusiveness etc. – Engagement levels tracked in real time using innovative tools and techniques – Leaders use innovation to broadly communicate the mission – Used to keep one-on-one tone with subordinates while geo-separated
  27. 27. U N L E A S H I N G T H E P O W E R O F I N F O R M A T I O N 27 Questions?
  28. 28. U N L E A S H I N G T H E P O W E R O F I N F O R M A T I O N 28 Questions / Wrap-up

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