The Reddix Groups Strategic and Focused Integrated Governance Framework captures the full spectrum of IT governance in the 21st century and uses agile methodologies to obtain effective in Global Project/Program Management opportunities.

1. “TRG: Mission Possible”
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Integrated Enterprise IT Governance
The Reddix Group (TRG)
April 11, 2008

2. “TRG: Mission Possible”Summit - CIO - OMB
Top Challenges: H
H
S
O
S
A
C
F
F
D
A
C
M
S
H
R
S
A
A
H
R
Q
N
I
H
C
D
C
A
O
A
I
H
S
S
A
M
H
S
A
Drivers:
Security (SE) ● ● ● ● ● ● Must improve technology capabilities to address security threats by standardizing
current technology and ensuring consistent implementations. Security related
remediation requirements identified in PART assessments, IG reports and not High
Risk.
Standardization and
consolidation (PMA)
Manage Cost, Increase service quality, Enhance IT capability, Improve security
IT workforce (PMA) IT workforce, graying of America; not enough Feds to carry out operations.
IT governance and OMB
Requirements (PMA)
● ● ● ● ● ● ● ● ● Complexity of issues, Control Issues – My sandbox, Your sandbox; won’t relinquish
control. Lack of Leadership, and measurable improvements, credible status information
Resources (PMA) Lack of resources to perform agency roles as completely or with sufficient quality; a
critical path challenge. OMB introduces new initiatives without funding
Implementing Plans (PM) ● ● ● ● ● ● The ability of the agency to implement IT plans is less developed and mature than
planning capability.
Information Sharing &
Communications (PI)
● ● ● ● Ability to share information internally. Agreement on data standards and to convert
historical data to comply with such standards.
Achieving results (PR) ● A Strategic plan linked into the overarching strategic plan for the OPDIV and Agency
Acquisition (AS) ● ● ● ● ● ● ● ● ● Acquisition offices are understaffed, Retirements, Unmet Training demands,
Performance Based acquisitions. Strong PMs. Clearly aligned to all other relevant
sections of the submissions. E.g., performance, AA, OA for Steady-State
Program Management (PM) ● Clearly aligned to all relevant sections in the e300 submission
Enterprise Architecture (EA) Demonstrates specific leverage, reuse and interagency support characteristics to make
maximum use of government funds.
Performance Results (PR) ● Sound project management of project and progress goals. Actual multi-year
performance data is provided indicating improvements to strategic outcomes.
Alternatives Analysis (AA) ● ● ● ● Clearly aligned to all relevant sections in the e300 submission
Risk Management (RM) ● ● ● Overall submission reflects excellent management and control resulting in minimal risk

3. “TRG: Mission Possible”
Impact on HHS
 Difficulty trying to comply with OMB mandates, which are ever-
changing and increasingly challenging; OMB now instituting
punitive measures.
 Miscommunication leads to investments on the “Watch List”,
having to develop remediation plans, “Red” on e-Scorecard;
problematic FISMA reports.
 Lack of data integrity and sufficient resources to comply with
mandates and implement best practices.
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4. “TRG: Mission Possible”
Recommendation
 Trusted Advisors (TAs): Advisors who can help you develop policies,
procedures and practices; stay focused on the mission; and be a liaison between
HHS and OPDIVs. TAs will help you demonstrate immediate successes in FY
2010, in the same way that they demonstrated immediate success for SAMHSA
and other clients.
 Command and Control: Demonstrate leadership that knows the importance
of the budget process in getting the mission accomplished. Without the budget,
we won’t have the resources to accomplish the HHS mission. OMB beginning to
stress operational issues and operational control.
 Distributed Approach: Collectively Shared Value & Risk encased in a
“Collaborative Environment “
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5. “TRG: Mission Possible”
TRG Information Technology
TRG provides solutions that produce sought after performance
through use of key strategic policy functions:
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 Mission-Centric Segmented Enterprise Architecture
 IT Portfolio Valuation Management & Measurement
 Proven Capital Planning and Investment Control Methodologies
 E-Gov Program Design and Management
 Strategic Policy Planning & Implementation
 Human Capital Investment Solutions
 Adaptive Project, Program & EVM Value Proposition
 Acquisition & Financial Management

6. “TRG: Mission Possible”
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Systems TRG CPIC Successes
 Mission-Centric Strategic and Tactical Portfolio Management Practices
 Strong Collaborative Synergistic Engagements Through Integrated
Governance Practices
 Consistently High OMB Exhibit 300 Scores Across Agencies
 Green PMA e-Government Scorecards
 High Performance Through Applied Best Practices Management
 Leading Senior Subject Matter Expert Management Participation
 Multi-Agency Consulting Engagements Consistently Renewed

7. “TRG: Mission Possible”
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Strong Collaboration
Drives Mission Success
 TRG provides synergy at all levels of the organization generating an
outcome of integrated people, system processes and ubiquitous access
to information.
 TRG provides integrated governance oversight on operational
processes and establishing control among program management,
human capital and the IT budget process.
 TRG effectively uses collaboration at executive levels to manage all
portfolio assets—Federal Mandates, Human Capital, Budget,
Technology and other Resources

8. “TRG: Mission Possible”
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HHS and TRG Collaborative
Strategic Partnership Framework
Core Approaches & Methodologies
Manage
Mission
Expectations
Manage
Human
Capital
Manage
Methodologies
Manage
Cost
Manage
Reporting
Manage
Schedules
Integrated Portfolio Investment Management
IT Investment Succession Management
IT Investment Maturity Curve
Adaptive Strategic Mission-Centric Strategies

9. “TRG: Mission Possible”
Strategic-Focused Integrated Governance

10. “TRG: Mission Possible”
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Collaboration Matrix
Executive Leadership:
 Sponsor the initiative
 Fund projects
 Appoint project managers
 Approve performance
metrics
TRG Trusted Advisor:
 Chief Strategist
 Works w/ Agency leadership
 Helps set the mission course
 Critical Partner to LOBs
 Decision Advocate
 Policy Wonk
 Negotiator
Integrated Project Team:
 Requirements definition
 Procurement process
 Contract administration
 Project completion
Role:
 Perform oversight
Role:
 Accountable
 Manage risks, ROI, value
 Provide foresight
 Accepts accountability
 Identify policy wonks
 Assemble/lead the IPT
 Plan the project
 Communicate
Role:
 Share ownership and
accountability
 Meet project’s cost, schedule, and
performance goals

11. “TRG: Mission Possible”
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Value Proposition
We Are Ready When You Are!
 Decrease risk of being on “Watch List”
 Improve chances that eGov scorecard is “GREEN”
 Improve chances of being off OMB’s radar and instead being a showcase
 Integrated Enterprise IT Governance