Presentation on theme: "Confessions of a CIO: Learning & Applying Lessons from Weapon Systems to Business Systems Kenneth I Percell April 17, 2012."— Presentation transcript:
Confessions of a CIO: Learning & Applying Lessons from Weapon Systems to Business Systems Kenneth I Percell April 17, 2012
Presenter Introduction Currently COO of The Percell Group LLC Bus. Consulting, Info Tech Architecture, and Systems Engineering 35 year civilian with USAF, 15 as Senior Executive, 8 at 2-star level Bottom Line: Jack of All Trades, Master of Some Thought Leadership: CTO in AF R&D Command ($1.3B Annually) CIO during Klinger/Cohen & SOX launch AF Lean Leader (Lean, TOC, 6-Sigma Zealot) Strategic: Command Strategic Planner at GPRA launch Managed Base Closure Process 1988-2005 BRAC Developed AF Enterprise IT Contracts w/ Oracle & MS Tactical: Realigned Work of 40k people 1995 BRAC Ops Research work Won Edelman Award Operational: Lead MRO Wing from $50M Loss to $350M Profit Lead First AF Best Value Acquisition ($1.2B AMP) Developed Real Time Weapons Delivery Software
Confessions Of A CIO – Simple Wins Most of my great accomplishments I can not explain – Simple synergies and obvious connections that get results If you make the right analogies, people will get it. If they don’t get it, stop wasting time with them War Fighters and Bureaucrats don’t get business They need to see process improvement and BPM as weapons and tactics Process improvement got traction when applied to war fighting processes Air Operations Center (AOC) Time Critical Targeting
Klinger Cohen Set Expectations that CIO would exist in DOD Understand and Control Architecture Limit Duplicate Investment Provide Cost Control and Enterprise Investment Portfolio DOD Immediately Bowed to CIO in each Military Department CIOs Did Not Control Funding, Only “Policy” for Compliance Applications were the Business Weapons in DOD Silo Systems – Everyone has one, sometimes one hundred Duplicity Abounds, Connections Sparse, Visibility Limited Joint Business Processes across functions an exception Security Provisions / Info Assurance Laws VERY HARD DOD – “IT Acquisition Governance Must Be Instituted” Problem – IT Cost of Ownership
Solution? – Integration of Applications Hardware Based: DOD – “If we integrate the hosting and provide common services all the business applications will integrate. Lets do standard platforms to host support and combat applications.” (GCSS) Functional – “So who is paying for the adoption and reconfiguration to the GCSS? Not me – right?” Result – GCSS/Portal platforms in all services with very little movement of applications to those platforms. Better traction for war fighting in GCCS because of focus on Joint systems. ERP (Software) Based: Big Bundle of Applications with Common Database Just Change your Culture and ALL YOUR PROCESSES to fit! So How Is That Working For You? USN – Everyone Has Their Own ERP – 5 SAP configurations so far USA – Everyone Has Their Own ERP – Also 5 but 4 work. AF - Oracle Launched 2001, Impacted the ground 2011 – “Pilot Error”
Enter The Dragon – A Simple Platform War Fighters Use PLATFORM MODEL Warriors Leading Business to Platform Model ERP Really Configurable Application – IT’s M1A1 Battle Tank M1A1 Too Heavy for Eastern Europe! Failure Seen As “Platforms Are HARD To Do” Big Bang ERP Approach Not Digestible In DOD – Too Big In ERP Functional Looses Autonomy & Flexibility Enter The Dragon – Appian 6 Initially Mistaken For Business Process Modeling or Workflow Appian BPM Ability to Gradually Subsume Apps Missed Liked Cause It “Feels SOA” (DOD’s Drug of Choice Today) So What Do We Do With This Fire Breathing Dragon?????
Enter The Dragon – A Simple Platform Leverage – Sounds Easy, But How? More People Get Appian 6 “Facebook” like Interface More Functional Experts Can Model Process Avoids Big Data Cleansing Nightmare of ERP Start-up Suddenly The Get-it Pile Outweighs The Don’t-Get-It Pile AF - “But We Spent $965M on ERP! “Can’t We Salvage Something From This….?” YES – But Be Careful, BPM is NOT ERP But It Is A Path To Enterprise Integration Around Process vs. Data Save Your Process Work From ERP, But Fix The Compromises Deemphasize Your Data Clean-up Mania – Clean as you go
The Dragon Curve – Tunnel to Success Enterprise Ownership Cost Integration to Enterprise Processes Functional Applications ERP as Integrator Framework BP Model/Build BP Applications BPM Platform as Integrator High Low FewAll Tunnel Directly To BPM Platform Use Data As-Is / Where-Is Attrite Legacy Apps Over Time Focus On Human Intensive Element
The Dragon Inhales – Apps Subsumed le Single Interface to Learn – Processes Exposed, Collaboration Enabled Business Rules Not Hard Coded Agile Processes, Not Stuck in IT Code Appian BPM Platform – Single Process Based Interface to Workforce Legacy Applications / Data Bases Bypass business rules code or use if still valuable
Execution Success Factors Start With End Vision Of Business – Evolve To It Evolution Can Go Fast Without “Transformation’s” Failures Business Leaders Manage This Tunneling, Not IT Department Include BP Users/Owners In Process Definition & Evolution Application Developers Help Connect In Legacy And Subsume BP Modelers Focus On Human Intensive Improvements Appian 6 Makes Translation from Applications Into Process Business System Integration Is Really Cross Enterprise Process Adopt BPM And Build Enterprise Process, Connect Functional Apps – Poof! Remember – “Any Technology Sufficiently Advanced Will Appear As Magic To The Uninformed Observer.”
Thank You! Before – 6” Manuals on ERP Process to Order Oil Filter! Tethered to a PC! After – Intuitive Process Learned Like Facebook! And MOBILE! Thank You Appian 6 – Bring On Appian 7!!