0. VA’s Continuing Transformation
Greg Giddens, Executive Director
Enterprise Program Management Office November 6, 2013

1. Agenda VA’s Transformation Continues
Planning, Programming, Budgeting, Execution
Enhancing Integration Across Programs
A New Look at “Requirements”
Acquisition Program Management Framework (APMF)
Integration Steering Committee
Customer Data Integration
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2. Integration Integration Integration
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3. PPBE
In the Planning, Programming, Budgeting, and Execution (PPBE) process, the first two P’s drive the identification of capability gaps and initial analysis of alternatives.
FY14-20 Strategic Plan drafted
OOP: Implementation Plan Review Underway
VA has just completed its first PPBE Programming phase, culminating in a Future Year Veterans Program approved by the Secretary.
End to End Requirements Management (E2ERM) Methodology will be in place to inform the FY17 PPBE cycle
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4. President’s Budget/ Enacted Budget
The PPBE framework enables the definition, prioritization, selection, and budgeting of requirements that close capability gaps
Leadership
Decisions
Leadership
Decisions
Planning
Programming
Budgeting
Execution
Traceability to source of capability need
Strategic Needs
Develop Requirements
Alternative Solutions
Resource Investment
Decisions
President’s Budget/ Enacted Budget
Define Capability Gaps
Verified need, validated requirement, programmed activity, budgeted program
APMF
Strategic needs and investment decisions inform “Verify” phase…
Scope
Cost (ROM)
Estimated Timeline
Concept Design 4
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5. APMF Provides a Common Framework to Plan and Manage Critical VA Programs
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6. A New Look at “Requirements”
E2ERM methodology is a series of processes and practices that complements the PPBE and APMF frameworks and facilitates the identification of strategic capability gaps and defines requirements to fill the gap. Well-developed requirements inform investment decision making processes, drive well-formed programs, identifies integration touch points, and result in the right solutions.
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7. E2ERM Methodology complements the PPBE process
PLANNING
Planning establishes the strategic priorities and capabilities required to achieve the VA mission and strategy
PROGRAMMING
Programming applies resources to programs that provide the capabilities required to achieve the VA strategic priorities
EXECUTION
Execution executes the enacted budget and operational plans and measures how well we are achieving the VA’s mission
BUDGETING
Budgeting develops the VA’s President’s Budget and operational plans and provides justification for the approved programs
System
Requirements
Strategic Capabilities
Unconstrained Requirements
Acquisition Program Requirements
Project
Contract
Business
Capabilities Constrained Requirements
Non-Acquisition Program Requirements
Need
Align planning
Strengthening Requirements through End-to-End Traceability
Solution
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8. Integration Integration Integration
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9. Enhancing Integration Across Programs
Data Governance Council
Integration Steering Committee
Enterprise Architecture Council
Department-Wide Data Stewardship
Converging authoritative data sources
Identify Enterprise Integration Opportunities
Task, monitor and control execution of enterprise integration initiatives
Create and manage the Enterprise Architecture
Use the Enterprise Architecture to support executive decision-making
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10. The Veteran Data Management Challenge
Current Environment: VA suffers from a proliferation of systems and a lack of authoritative, common customer data across VBA, VHA, NCA, BVA, and Staff Offices.
This situation prevents:
Easy sharing of data enterprise wide
Comprehensive understanding of a Veteran’s circumstances, needs, benefits, and services
Timely delivery of benefits and services in a contextually appropriate manner
Cost-effective and efficient maintenance of VA’s systems
Delivery of integrated business process results to management, policy-makers, and customers
Challenge: How do we ensure that VA processes and systems support an integrated, authoritative view of our customers and their needs in order to ensure the most efficient and effective delivery of benefits and services possible across the Veteran lifecycle?
Cursory examination of VA systems and databases reveals:
16+ sources for name
15+ sources for SSN
14+ sources for birthday
13+ sources for mailing address
10+ sources for military separation
9+ sources for gender

11. Initial Vision and Long-Term Evolution
CDI Vision: VA maintains authoritative common data on each Client that is securely shared across the enterprise for proactive, seamless delivery of benefits and services with reduced burden to the Veteran, their Family, and VA.
With enterprise-wide, Veteran-centric common customer data management, VA will have:
Authoritative common customer data where and when it is needed
Authoritative common customer data domains and source(s)
Processes and practices to manage authoritative common customer data
Governance to support use of common customer data management processes and practices
Long term: Lessons learned with common customer data will be applicable to ALL VA data.
Military Service History
Identity
Demographic & Socio-Economic
Contact
All customer data = common, shared, and data that belongs to the LOBs
Common Core Data – all 3 Admins
Common Shared Data – 1 Admin
VA EA: if updatable by >1 Admin, it is “common”.
Integrate and align business processes to capture data once, share enterprise wide, use for a lifetime

12. CDI Guiding Principle Common data is a VA enterprise asset.
Common data is “owned” by VA, though the “management” of common data may be delegated. VA policy, culture, and decision processes will strongly support this principle.
Trusted authoritative common data shall be visible, accessible, and understandable to all authorized users, both internal and external.
All VA business processes will access common data solely through the use of trusted authoritative sources ensuring data quality, interoperability, and reuse.
CDI supports VA’s goal to streamline the Veteran’s interaction with VA. Having single authoritative sources for basic Veteran data (identity, demographic /socio-economic, contact info, military service history) will allow both the VA and Veterans to focus on business process and service delivery – not on whether they have the right address.

13. Peek Into the Future at VA
Enterprise thinking and enterprise behavior that is operationalized by:
Mature Requirements Development and Management that feeds and traces back to strategic planning, programming, budgeting, and execution
Integrated execution of funding across programs that adhere to world class program management standards and practices
Authoritative common Client data that is securely shared across the enterprise
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14. What’s at the end of the rainbow?
It’s not….
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15. What’s at the end of the rainbow?
Integration
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16. Questions?
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