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Transforming and Informing the IT Acquisition Lifecycle Process Leveraging the Acquisition Assurance Method (AAM) and the Solution Architecture Innovation.

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Presentation on theme: "Transforming and Informing the IT Acquisition Lifecycle Process Leveraging the Acquisition Assurance Method (AAM) and the Solution Architecture Innovation."— Presentation transcript:

1 Transforming and Informing the IT Acquisition Lifecycle Process Leveraging the Acquisition Assurance Method (AAM) and the Solution Architecture Innovation Lab (SAIL) to improve IT Program effectiveness and efficiency Kevin Carroll ICH Fellow IT-AAC, Vice Chair A not-for-profit research institute 703 768 0400

2 Company Confidential Why ICH Exists to assure better IT investment decisions that accelerate successful acquisition of innovative Technology solutions aligned with business drivers in a timely, inclusive, and conflict free environment To assure the business value of technology

3 Company Confidential The DoD Innovation Challenge Current DoD processes & resources are not optimized What Past Studies Tell us: No body of knowledge from which PM can judge competing IT offerings (ECCWG Report 99) Fast paced IT market undermines traditional government research and assessment efforts (AF SAB 00) No mechanisms for assessing risks, composability or interoperability of commercial solution (AF SAB Report 00) No formal mechanism of deriving COTS selection criteria from Business Reference Model (IAC EA SIG 03) Current acquisition mechanisms result in 80% failure rates of major IT programs (CMS IC CIO 03) DoDAF lacks theoretical foundation for C4ISR Systems (ICCRTS 07) PMs Feel…. Overwhelmed by offerings Cycle Times to Assess Tech Hype vs. Reality Interoperability: Common Vocabulary?

4 Company Confidential 3 Rapid IT Solution Acquisition Challenges MilSpec Architecture, Assessment & Acquisition methods need to be adapted for the fast paced IT market! Major Federal IT programs fail between 72-80% (GAO, IDG, Gartner), resulting in over $40B/year in avoidable waste. Past studies say;  Revamp Governance and Solution Assessment processes to accommodate new paradigms in both War Fighting and Business Operations. (DSB 09)  Budget pressures drive Reusable & Standardized Solution Architectures, Performance Metrics and Assessment Results. Reuse can significantly reduce cost, risk and cycle times. (OMB report on Solution Architecture Integration Lab)  DoD Leadership demanding Independent Architectures (DSB 08) & Technology Clearinghouse (NDAA 08) that transparently captures innovations and stake holder needs.  Evidence from early adopters of the Acquisition Assurance Method show 70% reduction in cycle times, greater transparency and prevention of over specification. (AAM implementation results at SAF/XC, Navy PEO C4I, USMC CIO, PTO, GPO, GSA)  08 National Defense Authorization Act directed the creation of a Technology Clearinghouse, yet special interests failed to leverage ICH’s proven capabilities. “It ought to be remembered that there is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things. Because the innovator has for enemies all those who have done well under the old conditions, and lukewarm defenders in those who may do well under the new” Nicolai Machiavelli

5 Company Confidential ICH Acquisition Resource Center Proven, recommended, and on GSA Schedule 70 & MOBIS  Acquisition Assessment Method enables objective assessments and alignment of requirements, capabilities, services and solutions processes –proven to mitigate risk, OCI, and complexities of fast paced IT Market. –Comply with Clinger Cohen Act directive to avoid duplication of effort –Aligns and integrates disparate architecture and acquisition decision points  Solution Architecture Innovation Lab (SAIL): a UL like virtual resource that incorporates assessment results and expertise of multiple labs in academia and industry. –Standardized solution templates for E-Gov, IT Infrastructure, Cyber-Security, E- Health/EHR –Acquisition- ready performance metrics and service levels agreement (SLAs) –Technology Feasibility/Risk Assessment. Verify technology readiness levels and maturity. –Solution Architecture research and configuration guides that expose available COTS, Open Source solutions  IT Advisory and Best Practice Outreach : a public/private think tanks created to drive sustainable IT Acquisition Reform. –Organic structure for tapping into real world best practices & lessons learned –Leverages expertise from academia, standards bodies, innovators and COIs needed to mentor major IT programs. –“Grey Beard Peer Review” that guides agencies around mine fields and pot holes. Guide the administration in establishing effective policies that leverages best practices and lessons learned

6 Company Confidential ICH Process Expertise  Requirements & Capability Analysis  Analysis of Alternatives  Enterprise, Service Oriented and Solution Architectures  Performance Metrics and Service Level Agreement  Technology Readiness Level Assessments  Vendor/Technology Maturity and Interoperability Assessment  Business Case Analysis  Value Stream Analysis  LEAN Six Sigma

7 Company Confidential ICH Solution Architecture Domains Reusable Solution Architectures Business Domains  Health IT  Cyber Security  E-Business and ERP  IT Infrastructure  Information Sharing Technical Domains  Netcentric IT Infrastructure  Middleware  Service Oriented Architecture enabling technologies  Cloud Computing  Cross Domain Solutions  Server Based Computing, Thin Client  Enterprise Information Portals  ID Management and Privacy tools  Information Security

8 7 Solution Architecture Innovation Lab Optimizes Supply Chain Contributions Office of the Secretary of Defense, DCIO (2001) ”Since the value of the ICH to our programs increases rapidly through results sharing, we encourage the defense community and IT industry to participate directly in the public service initiative in terms of sponsorship and lessons learned"

9 Company Confidential S.A.I.L. Vetting Process Confidence Level Validation Resources (cost & time line) High Low Risk Delta Cost/time Delta ICH Value Prop: Information Sharing and Collaboration reduces time, cost and risk of redundant IT research and validation efforts Acceptable Risk Level Redundant Market Research and Testing SAIL Collaborative Research and Validation Project A Project B Project C Strategy Architecture Discover Validation Acquisition Implementation Inconclusive findings

10 Company Confidential Policy Value Chain: Agency Leadership, Congress, GAO & OMB Assuring compliance to law Congress, Agency Leadership: COO’s, CFO’s Auditors  Provides view into agency IT planning process  Establishes metrics for mission fulfillment  Aligns IT Capital investment with Agency Mission  Leverages industry best practices/lessons learned  Gain access to industry expertise outside of lobbying/marketing arena.  Catalyst for advancing President’s Management Agenda Policies Compliance

11 Company Confidential Requirements Value Chain: Enterprise Users (CIO, CTO, Architects, PMs) Validating Requirements into Measurable Capabilities IT Management: CIO/CTO/CAO:  Validate and Prioritize Requirements w/ business driven metrics  Identifies viable COTS/Open Source solutions, including small/innovative offerings  Establish Open Architectures and market readiness  Model/leverage relevant industry best practices, lessons learned  Assist in “what if” Modeling and Analysis of Alternatives  Provides In-Context, Just-In-Time Research Data via many communities of practice  Acquisition Strategies that have proven to deliver value and hold suppliers accountable Real World Requirements Best Practices, Proven Solutions Congress, Agency Leadership: COO’s, CFO’s Auditors

12 Company Confidential SI Value Chain: Solution Integrator & Consultants Validating competing solution architectures  Provides Solid Evidence for making COTS decisions  Shares Integration Success Record with Agency Planning process w/out OCI concerns  Finds Potential COTS Component Matches Based on Prior Similar Context Successes. ID small/innovative solution providers  Provides “What If” Modeling and Analysis for component composition  Provides Design Differentiation to Enhance Value Proposition to Customers  Outsource market research to conflict free entity Integrators Congress, Agency Leadership: COO’s, CFO’s Auditors IT Management: CIO/CTO/CAO: Integration Best Practices Re-usableBluePrints

13 Company Confidential Value Chain Benefit: Standards Bodies, Academia and Industry Groups Aligning the theory of standards w/ market realities SDOs, Academia & Industry Groups Integrators  Captures Use-Cases that Support and Justify Standards  Use of standards/Engineering Spec in vetting of COTS solutions  Links Pertinent Standards to Products Features/functions  Provides Dynamic, but Solid Compliance Record (A119)  Enable collaboration between disparate industry groups  Provide IP and resources for framing complex issues. Congress, Agency Leadership: COO’s, CFO’s Auditors IT Management: CIO/CTO/CAO: SolutionMetrics ResearchProjects

14 Company Confidential Innovators Value Chain: VARs, COTS vendors, Component Builders, Innovative Businesses Defining the realm of the possible and innovations VARs, COTS Vendors, Component Builders Small Businesses Integrators  Provide Buyers with the Contextualized Product Information in terms of business fit, interoperability and security.  Certifies Vendor Past Performance Based on 3rd-Party Validation/History in an architecture context  Increased Buyer’s Chances for Successful Use of Vendor Product --> Successful implementation!  Generates normalized COTS solution blue prints Congress, Agency Leadership: COO’s, CFO’s Auditors IT Management: CIO/CTO/CAO: Normalized Spec & Customer References Open Market Place Integration Partners Reduced cost of sale SDOs, Academia & Industry Groups

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