1. OPPM Implementation for the US Air Force
Presented at Oracle OpenWorld 2010
Carolyn Reid – Guident
Jeff Melrose - Oracle
Guident Headquarters
198 Van Buren St., Suite 120
Herndon, VA
Phone (703)
Fax (703)

2. U.S. Air Force – An Overview
Formed: September 18, 1947
Human Resources
350,000 Active Personnel
69,000 Reserve Personnel
95,000 National Air Guard Personnel
57,000 Civil Air Patrol
151,000 Civilian Personnel
Assets
5,800 Aircraft (2,200 are fighters)
180 Combat Aerial Vehicles
2,200 Cruise Missiles
450 ICBMs
32 Satellites
Budget: $170B (FY 2011)

3. Air Force: Organization
SECAF
Air Staff
Field Units
Wings
MACOMs
Aerospace
AOC
Air Force Mission:
Fly, Fight and win in Air, Space and Cyberspace
SECAF: Secretary of the Air Force
Air Staff: Military Advisors
MAJCOMs: Major Commands – Subdivisions Having Specific Portion of AF Mission
Aerospace: Expeditionary Task Force (ASETF)
Field Units: MAJCOMs, Field Operating Agents (FOAs), Direct Reporting Units (DRUs)
AOC: Air Operations Center
Wings: Distinct Mission with Significant Scope

4. Introduction to USAF 2011 Budget
“The strategic environment is constantly changing, requiring more flexibility to provide the best mix of capabilities and resources to meet the Quadrennial Defense Review and Strategic Review priorities. Interaction across the changing strategic environment creates new and evolving threats that require innovative ways to apply forces, technologies and the resources that enable them.”

5. U.S. Air Force: Strategic Landscape
Out with the old…
Accelerate legacy aircraft retirement
Reorganizing commands to be more efficient
Capabilities designed to defeat enemy with similar capabilities
In with the new…
Intelligence, surveillance and reconnaissance
Upgrade existing strategic aircraft
Joint Strike Fighter
Upgrade in-flight refueling capabilities
Modernization of software, radar electronic warfare capabilities

6. Project Background Portfolio Management Capability
Bad data
Disjointed and redundant processes throughout Air Force
An audit on the AF IT Portfolio Management recommended SAF/XC to “Procure a COTS tool to assist all levels of portfolio management”
Organization Responsible
AF CIO SAF/XC defines and operates Portfolio Management
Portfolio
Support Review and Monitoring of 200 programs across all MAJCOMs and Agencies of the Air Force
Portfolio Management Tool
Conducted Analysis of Alternatives to select a Portfolio Management tool and Selected Oracle Project Portfolio Management (PPM)

7. PfM Program Purpose
Drive to an effective enterprise-wide solution to support:
Planning, creating, assessing, balancing and communicating the execution of the Air Force Portfolio
Supports goal to optimize the use of scarce resources to support strategic goals and the Warfighter Integration vision of:
Transformation,
Transparency
Accountability
Driving out redundancies
Driving out inefficiencies

8. PfM Program Goals/Scope
Enforce data integrity
Limit or eliminate data calls
Allow the organization to be more agile through enhanced data capture and allow on-the-fly adjustments
Meet compliance and regulatory requirements
Provide Analytics for Decision Making
Provide streamlined, shortened, standardized and automated processes and data centralization
Help ensure achievement of Air Force capabilities
Scope
Implement OPPM to work with all processes related Portfolio Management
Bringing together groups from across the Air Force to standardize processes

9. Funding Prioritization Structure/ Architecture
Process Working Groups
Life Cycle Management
Resourcing
Capabilities
Compliance
PfM
Funding Requests
Impact
Analysis
C&A, NDAA,
FISMA, etc.
Portfolio
Review
Performance
Gap
Analysis
Execution Planning
Funding Prioritization
Schedule
IT Budget
Budget Allocation
Structure/ Architecture
Priorities / Goals
Cost
Performance/ Impacts 9

10. Deconstructing the Program
Program Management Problems
No budget visibility to execution level projects
Link to consistent capability model
Little visibility into impact of funding decisions
Planning budget in one system and execution budget is in another…
What is a Program
Combination of executable projects and the funding actions that develop and sustain a program
Solution
Deconstruct Programs into hierarchical portfolios of:
Programs
Projects
Funding Actions
Link each via dependency relationships

11. Portfolio Management Process
Analyze
What capabilities do
I want/need to do?
Evaluate
How did my program/ projects do and did I deliver the intended capability?
Select
What programs/ projects do I choose to do?
Develop POM
Execution Plan
Execution Year
Control
How are my program/ projects doing?
Performance
Delivery
Program/
Project Mgmt
Monitoring
Proposed Portfolio Measured against Objective Criteria
Prioritized Funding Actions
Objectives Performance Metrics EA
IRSS
EITDR
M&S
RAPIDS
ABIDES
FMSUITE
CRIS
SMART
SOWSM
Spreadsheets
MS Project

12. Planning and Budget Allocation
Provide multi dimensional analysis to re-align funding and communicate funding needs
Provide Financial accountability for budget in MAJCOM accounts
Provide visibility and analytical capability to decision makers
Application of Objective criteria to rack-n-stack portfolio
President’s budget
Spend Plans
Execution Status
Investment Justification
Impacts from changes in funding

13. Program Budgeting

14. Program Budgeting
Predefined ‘value lists’ of valid values for analysis, data quality
Red/Yellow/Green indicators automatically calculated based on business rules
Accounting detail, parameters to query in ABIDES to get financial data for this program

15. Program Budgeting
Metrics and Data Rolls Up to a Portfolio Level. Drill down into a mission area to see the programs in that portfolio.

16. Budget Analysis Select any portfolio to analyze
70% of the Programs are underfunded
Axes can be any Value list or Numeric field (any non-Text field)
Color by any R/Y/G metric, size by any cost value (FY, Appropriation, etc.)

17. Scoring Model for Prioritization
Calculated Health Score

18. Tracking Program Metrics

19. Risk & Status
Inconsistency
High PoPS
Low MAR

20. IT Compliance Management
Collect critical data for compliance and provide analysis to easily view activities required to comply
Areas of Compliance:
Federal Information Security Management Act (FISMA)
National Defense Authorization Act (NDAA) & Clinger Cohen
Privacy Impact Assessments (PIA) & System of Records Notice (SORN)
ESP/ETP
508 Compliance
Freedom of Information Act (FOIA)
Internet Protocol version 6 (IPv6)
Records Management

21. IT Compliance Management
Working with Air Force Materiel Command to implement the Compliance processes
Analytics and reports to view information vital to compliance to regulatory requirements

22. System Certification & Accreditation
Systems needing C&A

23. System Certification & Accreditation
When do certifications expire?

24. System Certification & Accreditation
Will system owners be ready for the wave?

25. System Certification & Accreditation

26. System Certification & Accreditation

27. Lessons Learned
Standardization is difficult across a huge organization
You already knew that!
Do not put bad processes in a new tool.
Beware of those who want to opt out when you are trying to standardize – what are their motives?
Communication is key to helping gain user acceptance
Reduce resistance to change as much as you can
Make sure rollout plan is communicated to all potential users
Need buy-in and sponsorship at the top level
Make new processes easier for the users
Provide good training & guidance
Incorporate their needs – user adoption drives good data

28. Complete Configuration for Compliance Management
Still To Be Done
Complete Configuration for Compliance Management
Configuration for Capability Management
Lifecycle Management Standardization
Rollout Resource Management across all MAJCOMS
Complete POM configuration
Rollout POM across all Panels
SOA solution to tie together information across different Air Force applications
Will analyze to determine areas for replacing inefficient systems
Implement Capital Planning and Information Control (CPIC) module

29. Implemented Best Practices
Implementation Value
Implemented Best Practices
Brought Army in to share their experiences
Utilized DoD solutions
Streamlined and shortened processes
Visibility into data previously difficult to obtain
Eliminated labor intensive activities
Helped resolve data issues
Stopped arguing about data integrity and started discussing the true value of each program needing budget to optimize funding
Tied Investment to Strategy

30. Implementation Value Replacing Legacy Systems
Users saw the value-enthusiastic users!
What you want out of any solution!
Users friendly processes and Tool
Centralizing Data
Improving Data Integrity
Improving visibility and transparency
Establishing standardized processes across different divisions of the Air Force
Improved information for decision making

31. Thank You!

32. Thank You