1. IT Acquisition Advisory Council (IT-AAC) A non-partisan think tank, 501.C3 Roadmap for Sustainable IT Acquisition Reform Leveraging non-traditional expertise and benchmarked standards of practices That exceed CCA & Section 804 Mandates Honorable John Grimes, Former OSD CIO John Weiler, Managing Director, john@IT-AAC.org Dr. Marv Langston, IT-AAC Vice Chair [email_address] Kevin Carroll, IT-AAC Vice Chair www.IT-AAC.org 703 768 0400 904 Clifton Drive * Alexandria * Virginia 22308 www.IT-AAC.org * (703) 768-0400
18. Assessment of Alternative IT Acquisition Processes MilSpec Acquisition Processes Assessment against Sec 804 Criteria Alternative Acquisition Process Assessment against Sec 804 Criteria Where successfully applied Decision Analytics Ad hoc, not formalized Largest gap in IT Lifecycle Acquisition Assurance Method (AAM) Open, Successfully piloted, modular AF, Navy, USMC, BTA, GSA, DISA, Requirements Development JCIDS, IT Box Not tuned for COTS, SOA, OSS Market Value Stream Analysis w/ Agile Development Exceeds criteria US TRANSCOM, DISA, CIA Architecture DoDAF Systems Engineering Method Missing Metrics, Infrastructure View, Stake holder perspectives OMB FEA RMs SEI SMART Strong evidence, Services Based PTO, DOC, GPO, GSA, DOI, DOT, DHS Technology Assessment: TRL Assessment IT Matures at a very fast rate AF Solution Assessment Process (ASAP) COTS/OSS Focused, support BPR AF, USMC, BTA, Navy CANES, PTO, GPO, GSA Risk & Cost Management Analysis of Alternatives, Time consuming, not aligned with industry B.P. ASAP/AAM BCA BTA ERAM Effective w/ COTS based sys Limited risk mgt AF, Navy, USMC, BTA Governance and Oversight DoD 5000 Bus Capability Lifecycle (BCL) Milestone based, not effective for IT ICH Clinger Cohen Act Guide Integrated SOA best practices BTA, OSD HA, Navy,
19.
20. Resource Guide for Effective IT Acquisition Based on Clinger Cohen Act and FAR Guidance Partner Type SDLC Phase FFRDC User Groups, Communities of Practice Standards development orgs, trade associations Research Institutes, Labs & Academia Consultants, IV&V, A&AS Firms Innovators, Tech Mfg, Open Source System Integrators Requirement, Gap Analysis Only when no other company can support (4). OMB Lines of Business offers Critical Role (6,7) SDOs = Primary driver for open systems. Conflict free structures (2,3) Provide Conflict free structure and economies of scale (2,6) Limited access to industry lessons learned. Great source for customer use cases, lessons learned. FAR OCI Rules limit participation Architecture and Planning, Mkt Research Only when no other company can support (4) Agency CxOs provides critical guidance (2, 3) Provide standards of practice, not support Principle source of expertise Primary source of expertise FAR OCI rules limit participation FAR OCI rules prohibit direct support PMO & IV&V Support Only when no other company can support (4) Not inherently governmental Play supporting role Optimized for this area Key role FAR OCI rules prohibit participation FAR OCI rules prohibit participation Material Solution Engineering Forbidden (4) Not inherently Governmental Support role Support role Provide developmental Primary partnership area System Impl., Maint, & Support Forbidden (4) Not inherently Governmental Forbidden Lack Resources & Expertise Internal IV&V for Prime contract reduces risk. Provider of key technologies Primary partnership area
21.
22. Repeatable Patterns of Success when agencies tap IT expertise outside the Defense Industrial Complex! “ . the concept of the Interoperability Clearinghouse is sound and vital. Its developing role as an honest broker of all interoperability technologies, no matter what the source, is especially needed. Such efforts should be supported by any organization that wants to stop putting all of its money into maintaining archaic software and obtuse data formats, and instead start focusing on bottom-line issues of productivity and cost-effective use of information technology.” OSD Commissioned Assessment of Interop. Clearinghouse (Mitre 2000) Navy: Assessment of AFLOAT Program – CANES SOA & Security Strategy Eliminated hi-risk Requirements by 23%, $100Ms in potential savings USAF: Streamlined COTS Acquisition Process. Applied to Server Virtualization. Established optimal arch with ROI of 450% & $458 million savings USAF: Procurement of E-FOIA System using AAM Completed AoA, BCA, AQ Selection in just 4 months. USMC: AoA and BusCase for Cross Domain, Thin Client Solutions Greatly Exceeded Forecasted Saving in both analysis and acquisition GSA: Financial Mgt System consolidation using AAM. Moved FMS from OMB “ red ” to “ green ”. Eliminated duplicative investments that saved $200M BTA: Assessment of External DoD Hosting Options using AAM $300 million in potential savings with minimal investment BTA: Apply AAM to complete AoA and BCA for DoD SOA Project Reduced pre-acquisition cycle time and cost of Analysis by 80% (4 months vs 18) GPO: Developed Acquisition Strategy for Future Digital System Led to successful acquisition and implementation on time, on budget and 80% cheaper than NARA RMS JFCOM: MNIS Evaluation of Alternatives for Cross Domain Solutions Evaluated 100’s of Options in 90 days, enabling stake holder buy in and source selection.
23.
24.
25. ASAP Project Milestone Capability Determination Capability Prioritization Feas./Arch. Assessment BCA ASAP Artifacts ASAP Process Execution June 14 July 1 Aug 2 Sept 1 Oct 1 Project Plan Kick Off Meeting Data Call Results MAJCOM Data Call Announced to AF ASAP Completed BCA Completed ASAP Assessment Period ASAP Report Data Collection on Capabilities AFCA On-board HERE
26. ASAP Phase 2 Project Plan Innovation Thread Use Cases Volumes/Timings System Behaviors BCA Templates and Models Probable Cost Mode Actual vs Planned We R Here Process; TA-ASAP Process Model A S A P Artifact; TA Sequencing Diagram
27.
28.
29. Established Weighted Criteria For an Objective Decisions - 1 Process; Capability Prioritization A S A P Artifact; Weighted Capability Matrix
30. Established Weighted Criteria For an Objective Decisions - 2 Process; Capability Prioritization A S A P Artifact; Weighted Capability Matrix
31. Assessment Results Quantify Risks ASAP quickly provided clarity to what seamed as a difficult decision which was being clouded by no one commercial solution being optimal to all capabilities and that ‘80%’ solutions could be rapidly analyzed and then procured and implemented. Data Faith - R The results showed how the combined Use Cases could be several by a single product suite. SoftGrid scored the highest due to it’s ability to provide the same user experience even though the range of score was not statistically different and all evaluated where in the low risk range. Overall, SoftGrid had the best solution to cover the entirety of the use case including speed to deploy and react, and manageability. However, SoftGrid has the least potential to reduce infrastructure costs. Clearly there are tradeoffs. Citrix and Wyse solution had the most potential to reduce infrastructure costs. CCI/HP, Citrix, ClearCube and Wyse had the most impact on reliability availability, and survivability Citrix and Wyse were the least capable in manageability. Ardence was the least capable in speed to deploy and react. Revisiting the Assigned Weights may change the scoring outcome - Click on Table - Process; Feasibility & Architecture Assessments A S A P Artifact; Solution Risk Assessment Report
32.
33.
34. ITCC’s Standard Desktop fulfills 1 st Step in launching SBC SBC – Server-side Data Strategy Unmanaged PC PC environment where software installation and setup, software maintenance, and asset management are local to the client. SBC/ Managed PC PC environment where software installation and setup, software maintenance, and asset management are managed centrally at the server-side where all data relevant to these services are housed. SBC/ Thin Client A thin client is characterized by a workstation that does not provide local storage and performs only local execution of specialized applications. A thin client is a lightweight workstation that contains a standard operating system with the capability to execute local applications. A variation of a thin client can be a workstation that does not provide local storage and performs no local execution of applications, referred to as an ultra-thin client. AF St ep 1 Industry Data: Migration to Managed PCs (SDC) will provide over 50% of SBC saving Industry Data: Migration to Thin Client (will provide a an additional 50% of SBC saving AF Step 2 Industry Data: Categorization is necessary in a BCA to determine how much additional savings can be obtained in thin client type platforms
35.
36. MAJCOM Response Total Clients – 635,000 Mission Support Use Case (000) 1. Baseline 269 42% 2. Functional 278 44% 3. Nonstandard 11 2% 4. Standalone 13 2% 5. Remote 57 9% 6. Other 7 1% Connection (000) A. NIPRnet 553 87% B. SIPRnet 67 11% C. JWIC 15 2% Data Faith - R Process; BCA & Volumes Behaviors A S A P Artifact; BCA Segregation by Use Cases
37. Potential Efficiencies As Reported by MAJCOMs Data Faith - Q Process; BCA & Volumes Behaviors A S A P Artifact; BCA Segregation by Use Cases
38.
39. Analysis of Alternatives Lays out Multiple Viable Options Highest Impact at least cost Very High Medium Low Cost to Implement Very High High Isolated Improved security Very High High Isolated Improved Mobility Very High High Isolated Improved ability to deploy/modify new infrastructure Very High High Isolated Improved Operational Efficiencies Enterprise SBC Use Case SBCs Site SBCs Mission Gaps Process; Analysis of Alternatives A S A P Artifact; AoA Semented by Use Cases
40. TCO Analysis 1 – 250,000 SBC/TC Summary Savings $114,987,807 Investment $24,589,626 ROI 468% Breakeven 2 nd Year Data Faith - R Process; BCA A S A P Artifact; Total Cost of Ownership
41.
42.
43.
44. TCO Analysis 2 – 500,000 SBC/TC Summary Savings $229,956,614 Investment $49.139,251 ROI 468% Breakeven 2 nd Year Data Conf. - R Process; BCA A S A P Artifact; Total Cost of Ownership
45. AFCA Tech Assessment Team Scoring of SBC Results - 1 Process; Feasibility and Architecture Assessments A S A P Artifact; Scoring Template Results
46. AFCA Tech Assessment Team Scoring of SBC Results - 2 Process; Feasibility and Architecture Assessments A S A P Artifact; Scoring Template Results
47. AFCA Tech Assessment Intermediate Results Process; Feasibility and Architecture Assessments A S A P Artifact; Near Term Results
![IT Acquisition Advisory Council (IT-AAC) A non-partisan think tank, 501.C3 Roadmap for Sustainable IT Acquisition Reform Leveraging non-traditional expertise and benchmarked standards of practices That exceed CCA & Section 804 Mandates Honorable John Grimes, Former OSD CIO John Weiler, Managing Director, john@IT-AAC.org Dr. Marv Langston, IT-AAC Vice Chair [email_address] Kevin Carroll, IT-AAC Vice Chair www.IT-AAC.org 703 768 0400 904 Clifton Drive * Alexandria * Virginia 22308 www.IT-AAC.org * (703) 768-0400](https://image.slidesharecdn.com/weilerslideshow-110524160129-phpapp02/85/Weiler-slideshow-1-320.jpg)
![Senior Exec Briefing Summary Assuring Business Value from every IT $ Spent ,[object Object],[object Object],[object Object],[object Object],[object Object],“ Together, these steps will help to catalyze a fundamental reform of Federal IT, which is essential to improving the effectiveness and efficiency of the Federal Government” White House, OMB Director](data:image/gif;base64,R0lGODlhAQABAIAAAAAAAP///yH5BAEAAAAALAAAAAABAAEAAAIBRAA7)