IT Acquisition Advisory Council
A non-profit public/private do-tank
Assuring the business value of IT
at the Speed of Need
Transformation Roadmap for Achieving Sustainable IT
Acquisition Reform
Assuring Acquisition Agility for COTS and Enterprise Resource Planning
John Weiler, Managing Director
Kevin Carroll, former Army PEO EIS
Dr. Marv Langston, former DoD CIO
Gen Ted Bowlds, former AF ESC CMDR
Relationship Mgr: Helmut.Mertins@IT-AAC.org
www.IT-AAC.org
703 768 0400
IT-AAC Public/Private Partnership
assuring the business value of IT
“A knowledgeable & elastic IT Community of
Practice, working in the public interests to
usher in agile methods, real world expertise and
innovations needed to transform Federal IT
and assure mission outcomes”
Honorable Mike Wynne, 21st AFSEC, Co-Founder and Chairman
Emeritus, IT-AAC
“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
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Think Tank Purpose
To provide the Decision Makers and Stake Holder with an alternative
set of Agile Methods, Decision Analytics and IT Expertise needed to
assure rapid delivery of Commercial IT Solutions
 Just in Time Expertise - (vs butts in seats) that taps a virtual pool of seasoned experts from nonprofits, SDO, academia, NGOs, independent consultants and nontraditional advisors. Partner
capabilities are best in class of; capability analysis, innovation research, solution architectures, tech
assessment, business case analysis, performance metrics, BPR.
 Standardized Agile Acquisition Processes – AF, Navy & BTA deemed AAM as measurable,
repeatable and sustainable. Derived from commercial best practices maintained as an Open Source
Offering (on GSA Schedule)
 Innovation Research – decision analytics templates that define the realm of the possible needed
to avoid over specification. Reduces time/cost of TRLs as applied to Open Source and COTS. Risk
mitigation via evidenced based research.
Acquisition Ecosystem Empowerment – Workshops, Training and Mentoring services using ITAAC’s Grey Beards.
“You can’t solve today’s problems with the same thinking that got you there” ……”
insanity is continuing the same process over and over again and expecting different results” Albert Einstein
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Root Cause Analysis
Summary findings of 40 Studies & 20+ Program Failures across DHS,
DoD and the IC
1. Us of Weapon Systems IT Acquisition Methods; Bureaucratic processes, upside-down incentives,
redundant oversight, missing metrics (MOE, SLA) puts focus on compliance vs outcomes.
Programs spending up to 25% on compliance without any reduction in risk. MilSpec Acquisition
methods do not work for fast paced IT market. DODAF, JCIDS, NESI, LISI were designed for
Weapons Systems (by FFRDCs), and have no track record for successful delivery of IT.
2. Mis-application of FFRDCs and Defense Contractors who lack organic access to commercial
best practices or low cost mechanisms to measure business value of commercial IT
Solutions and Cloud Services, undermining ability to establish common & interoperable
infrastructure services which accounts for 70% of every IT program buy. Concepts like SOA, Cloud
Computing and Service Level Management cannot be embraced without a change in the above.
3. Innovations and Best Practices Stifled: Contractors with IT buy/sell tech agreements or
outcomes cannot objectively advise or firewall of OCI issues. Defense Industrial Complex suppliers
are vested in costly design-to-spec development approaches that obscure commercial innovations.
Traditional SIs are insulated from commercial IT innovations and industry best practices.
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Unmet CCA and OMB’s IT Reform
Directives
Clinger Cohen Act Requires:
(1) Streamline the IT Acquisition Process
(2) Change business processes (BPR), not COTS
(3) Favor COTS/OSS over custom development.
(4) Build business case and acquire based objective assessment criteria
(5) Use architecture for investment decisions
(6) Adopt Commercial Standards and Best Practices
OMB 25 Point Plan Requires:
“IT Reform efforts must Align the Acquisition Process with the Technology Cycle.
Point 13. Design and develop a cadre of specialized IT acquisition professionals .
Point 14. Identify IT acquisition best practices and adopt government-wide.
Point 15. Issue contracting guidance and templates to support modular development
Point 16. Reduce barriers to entry for small innovative technology companies”
ICHnet.org Company Confidential
Unmet Defense Acquisition Reforms
if implemented, would drive down IT cost overruns
2009 NDAA: ‘‘Implementing Management for Performance and Related Reforms to Obtain Value in Every Acquisition’’. Requires:
(1) Determine clear performance metrics for specific programs from the start;
(2) Foster an ongoing dialogue during the technology development process between the system developers and the
warfighters;
(3) Promote an open architecture approach that allows for more modularization of hardware and software;
(4) Develop a plan for how to strengthen the IT acquisition workforce;
(5) Implement alternative milestone decision points that are more consistent with commercial product development for IT;
(6) Develop a process for competitive prototyping in the IT environment;
(7) Develop a new test and evaluation approach that merges developmental and operational testing in a parallel fashion;
(8) Place greater emphasis on the up-front market analysis; and
(9) Conduct a rigorous analysis of contracting mechanisms and contract incentive
2010 NDAA Sec 804: “The Secretary of Defense shall develop and implement a new acquisition process for information technology systems.
The acquisition process developed and implemented pursuant to this subsection shall, to the extent determined appropriate by the
Secretary-– be designed to include– 1) early and continual involvement of the user; 2) multiple, rapidly executed increments or releases of
capability; 3) early, successive prototyping to support an evolutionary approach; and 4) a modular, open-systems approach”
2011 NDAA Sec 933: “The Secretary of Defense, in consultation with the Secretaries of the military departments, shall develop a strategy to
provide for the rapid acquisition of tools, applications, and other capabilities for cyber warfare for the United States Cyber Command and
the cyber operations components of the military departments. The Strategy shall include:”
– Basic elements (1) An orderly process for determining and approving operational requirements. (2) A well-defined, repeatable,
transparent, and disciplined process for developing capabilities to meet such requirements, in accordance with the information
technology acquisition process developed pursuant to section 804 (3) The allocation of facilities and other resources to thoroughly test
such capabilities.
– Establish mechanisms to promote information sharing, cooperative agreements, and collaboration with international, interagency,
academic, and industrial partners in the development of cyber warfare capabilities
2012 NDAA "Migration of Defense data and government-provided services from Department-owned and operated data centers to cloud
computing services generally available within the private sector that provide a better capability at a lower cost with the same or greater
degree of security.",
ICHnet.org Company Confidential
Critical Success Factors for
Agile Acquisition & Assured Outcomes
Capabilities established by the IT-AAC partnership as the ounce of prevention;
 Embrace of Open and Agile IT Acquisition frameworks (per DSB report) already proven to meet
challenges of the fast paced IT market (AAM is the only conforming todate)
 Dynamic access to evolving commercial innovations, implementation best practices and lessons
learned (CCA), outside the reach of the Defense Industrial Complex
 A bottom up view of commercial capabilities that feeds the requirements process, (realm of the
possible) to prevent over specification and costly custom development.
 Means of deriving SLAs from both Measures of Effectives and Standards of Practice, critical to
managed services, capability based acquisition and service level management.
 Means of empowering and educating IT Program Management workforce via time proven expertise,
tapping a wide range of gray beards with no inherent conflicts of interests.
“To decrease risk in source selections, the DoD will follow proven commercial processes,
increasing the emphasis placed on past performance and experience on prior government and
commercial efforts in selecting IT providers.” DepSec Bill Lynn on Section 804 Implementation Plan
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IT-AAC Centers of Excellence
accelerating innovation and benchmarked best practices
IT-AAC Partnership brings forth wide range of IT expertise need to mentor PMs:
 Governance and Oversight: how an enterprise supports, oversees and manages IT programs and on-going portfolio. SOA as
defined in the commercial market is governance tool not technology. DoD5000 and BCL represent the current approaches.
 Decision Analytics: enables effective Program Management and Value Stream Analysis execution. As most of these subprocesses are designed to improve decision making, a relative new discipline has evolved (since 86), that addresses the human and
cultural challenges in decision making. Decision Analytics is the discipline of framing the essence and success criteria of each gate in
the acquisition lifecycle. It brings focus to the high risk areas of a program, and reduces analysis/paralysis.
 Capability Specification: Actionable requirements must be constrained by the realm of the possible. With pressures to do more
with less, we must embrace mechanisms that force a relative valuation/impact of the gap/capability, with clearly defined outcomes
 Solution Architecture: This is one of the most critical elements of the acquisition lifecycle, as it should represent all stake holder
agreements. The market embrace of SOA is not about technology, but a refocusing of the EA on service level management and data.
A good architecture is a lexicon that links requirements, technologies and acquisition strategy.
 Technology Assessment: Understanding the limitation of technology early in the process is key. Without a clear view of the “realm
of the possible” validated by real world results, we often find ourselves in high risk areas and over specification. Market research must
be done early to help users constrain requirements and embrace the inherent business practices that codify . Recognizing that 70% make
up of every IT application is vested in IT infrastructure (netcentric, cloud, SOA), it is critical to establish a common
infrastructure/infrastructure standard by which all applications can share. The most prolific is ITIL to date.
 Business Case Analysis: Demonstrating the business value of technology investments, based on evidenced based research and
lifecycle cost. This is a core requirement of Clinger Cohen Act.
 Procurement and Contracting: Software as a Service and SOA portend a new dynamic for acquisition of IT (health IT, cyber,
business systems), that brings focus to Service Level Agreements (SLAs), Software as a Service (SaaS) and SL Management. If the
previous activities do not directly feed the acquisition strategy or provide mechanisms for contractor accountability, all is lost.
ICHnet.org Company Confidential
IT-AAC vs Traditional Defense Advisors
transforming and informing acquisition ecosystem
Resource Type
Non-profit
Public/Private
Partnership
Federal System SETA
Integrator
Contractors
Open, inclusive
structure by which
innovations of the
market can be quickly
assessed
 ITAAC partners
do not sell,
customize or
integrate any IT to
ensure objectivity
 reseller
agreements &
implementation
interests cannot be
firewalled.
 For profit structure  Objective but lacking  Best suited for R&D
inhibits knowledge
formal mechanisms for activities associated with
sharing across many reusing past results.
specific solutions
communities
Access to real world
commercial best
practices, (CCA
Mandate)
 Partnership with
SDOs and Testing
Labs enable rapid
assessments of IT
 focus on stock
holder value and
profits harms reuse
of 3rd party results
Non-conflicted but
lacking organic
access to innovations
of the market or
industry COPs
Ability to train and
equip Acq. Core. Tap a
wide range of SMEs
when needed.
 IT-AAC’s 14
Partners access
10s of thousands
of just-in-time
SMEs and evidence
limiting ability to  Depends or depth
bring in real world
and breadth of
expertise outside of company.
core bench
 Often have higher
percent of SMEs with
advanced degrees.
Academic approach not
effective for
implementation
 Often have higher
percent of SMEs with
advanced degrees.
Academic approach not
effective for
implementation
Standardized & Agile
Acquisition Methods
tuned for the fast
paced IT market.
 Acquisition
Assurance Method
already proven to
conform to Sec 804
and OMB guidance.
 Evidences
 Cannot set
suggests little
standards. Can only
incentive to use
adopt.
COTS, prefer
costly build to spec
model.
 Not a focus area of
FFRDCs, and contrary
to OMB A119 and FAR
restrictions
 Not a focus area.
Cannot set standards
CSF for IT
Acquisition
ICHnet.org Company Confidential
FFRDC
Academia
 FFRDC restrictions  Focus on research
prevent partnering with issues. Most work done by
industry, limited access students.
to real world expertise.
Past Performance = Assured Outcomes
Where AAM and IT-AAC have proven: better, faster, cheaper
Navy: Assessment of AFLOAT Program –
CANES SOA & Security Strategy
Contact Value: $350k
USAF: Streamlined COTS Acquisition
Process. Applied to Server Virtualization.
Contract Value: $500k
USAF: Full application of AAM Modules
For eFOIA (KM)
Contract Value: $150K
Eliminated hi-risk Requirements by
23%, $100Ms in potential savings
Established optimal arch with ROI of
450% & $458 million savings
Completed AoA, BCA, AQ Selection
in just 4 months.
USMC: Solution Architecture, AoA and BBA
for Cross Domain, Thin Client
Contract Value: $300k
GSA: Financial Mgt System consolidation
using AAM.
Contract Value: $500k
BTA: Build out of AAM into BTA IT360,
with two completed Pilots
Contract Value: $300kM
Greatly Exceeded Forecasted Saving
in both analysis and acquisition
Moved FMS from OMB “red” to
“green”. Eliminated duplicative
investments that saved $200M
$300 million in potential savings with
minimal investment
BTA: Apply AAM to complete AoA and
BCA for DoD SOA Project
Contract Value: $250k
GPO: Developed Acquisition Strategy for
Future Digital System FDSys
Contract Value: $150k
Reduced pre-acquisition cycle time
and cost of Analysis by 80%
(4 months vs 18)
Led to successful acquisition and
implementation on time, on budget
and 80% cheaper than NARA RMS
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JFCOM: MNIS Evaluation of Alternatives
for Cross Domain Solutions
Contract Value: $350k
Evaluated 100’s of Options in 90 days,
enabling stake holder buy in and
source selection.
Acquisition Assurance Method
(AAM)
Improving Decision Analytics and Measured
Outcomes Across the Acquisition Lifecycle
AAM is the only Agile Acquisition Process Standard to comply with OMB’s directives
and NDAA Section 804. AAM is managed as an Open Source process by the
Interop. Clearinghouse, a quasi standards body. AAM is the result of an 8 year
investment, in cooperation with AF A6, AF AQ, Navy SPARWAR, USMC, OMB,
GAO, GPO, and BTA. The BTA’s Capability Assessment Method complimented
both the DoD 5000 and BCL as a Decision Analytics tool.
ICHnet.org Company Confidential
IT-AAC Agile Acquisition Touch Points
Measures and Aligns Business Needs with Proven IT Capabilities
IT-AAC Communities of Practice
Business
Requirements
& Capability
Gaps
Mission
Need:
• MoEs
• Mission
Prioritization
• Constraints
Service
Specification
• Feasibility
• SOA Attributes
• SLAs
• Shared Services
Value
Stream
Analysis
Prioritized Business
Requirements
• Selection
• Certification
• Interop Spec
• Openness
Evidence
Lessons Learned
Innovators
Vendors/ISVs
Innovations
SDOs/Labs/
Universities
Research,
Testing Results
Measurable Outcomes
Business Metrics
Proven
IT Solutions
Solution
Exist? Y
N
Knowledge
Exchange
Align Proven
Capabilities w/
business needs
Model New
Solution
Service Oriented
Specs and SLAs
Normalized
Service
Components
Technology
Fit/Finish:
Industry
CxOs
Biz Process
Re-Engineering
Validated Past
Performance
Solution Architecture
Validation
and Demonstrations
Solution Set
Evidenced-Based
Assessment
Analysis of
Alternatives
N
Vetted
Solution
Architecture
Y
Validated Acquisition Strategy, SLAs &
Source Selection Criteria
COTS Comparative
Analysis, Evidence
ICHnet.org Company Confidential
AAM Aligns IT with Business Needs
AAM
Service
Component
Vendor
Solution
Templates
Reference Models
BRM
Business
Drivers &
Metrics
(BRM/OV)
Core Business
Mission Objectives
Business
Processes &
Infrastructure
BRM
Service
Appl Service
Components Components
Layer 1
& Metrics
(SRM/SV) Infrastructure
Service Components
Layer N
BRM
Technical
Solution &
Metrics
(TV, TRM)
Associated Metrics
Performance Metrics
Security Profiles
Effectiveness/Efficiency
Common Criteria
Interoperability,
Fit, Finish
Application
Layer 1
Common
Infrastructure
Layer M
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Secure Solutions
SAIL Solution Frameworks
Aligns with business needs
User/Integrator
Best Practices
Business Driven Top Down
increasing stake holder value, reducing risks
Acquisition Strategy
Project
Strategy
Capability
Analysis
Capability
Determination
Capability
Prioritization
Activities







Feasibility
Assessment
Economic
Analysis
Artifacts/Deliverables
Determine Sponsor and Stake Holder
representatives
Codify Business Problem statement
Validate Project Scope, Timeline, Outcomes
Collect and evaluate existing data from RFI
responses and other sources
Deliver Project POAM
Establish Stake Holder Agreement and Success
Criteria
Establish Measures of Effectiveness





Clear Problem Statement, Capability
Gaps
RFI Assessment
Realm of the Possible
Measures of Effectiveness
Other data as Price lists
Critical Success Factors
Entry Criteria



0 months
Exit Criteria - Outcomes
Initial Data collection
Initial identification of Capabilities
Business Needs & Gaps
1 month



Approval of Project Plan
Approval of Business Problem and Outcome
Criteria: Adequacy of Capabilities or Plan for
correction
2 months
3 months
4 months
13
ICHnet.org Company Confidential
Requirements Analytics
Project
Strategy
Capability
Analysis
Capability
Determination
Capability
Prioritization
Activities







Feasibility
Assessment
Economic
Analysis
Artifacts/Deliverables
Capture Problem Statement w/Sponsor
Establish Performance Measurements
Document Agency Services Baseline
Determine industry capabilities and metrics
Capture Function Capabilities
Determine level of granularity needed
Hold Requirements WGs w/Sponsor's Key
Stakeholders


Publish Capability Analysis Report (CAR)
(Requirements and their Justification)
Work papers on:
– Justification of Requirements, & Capabilities
– Problem Statement Validation
Critical Success Factors
Entry Criteria

0 months
Exit Criteria
Approved Project Plan and POAM
1 month

Approval of the CAR by the Functional Sponsor
Criteria: Adequacy of Capabilities or Plan for
correction
2 months
ICHnet.org Company Confidential
3 months
4 months
14
Capability Development
Project
Strategy
Capability
Analysis
Capability
Determination
Capability
Prioritization
Activities







Feasibility
Assessment
Economic
Analysis
Artifacts/Deliverables
Refine Capabilities into Service Component solution 
models (per OMB FEA-PMO)
Conduct Market Survey

Establish Service Component & Groupings
Review RFQ for adequacy of detail
If RFI responses lack depth or breadth, ICH will
conduct Industry Outreach and Benchmarking
Construct Service Component Analysis Groups
PMO review
Analysis Group; Service Components reference
model mapping to capabilities/requirements
Work papers on:
– Results of the Market Survey
– Standards of Practice
– Industry Benchmarking Data
– Standardized Vocabulary for describing service
components and basis for establishing SLAs
(not in scope)
Critical Success Factors
Entry Criteria

0 months
Exit Criteria
Approved CAR (Validated Capabilities)
1 month

Approval of Service Component by the PM
Criteria: Adequate industry metrics or plan for
correction
2 months
ICHnet.org Company Confidential
3 months
4 months
15
Performance & Risk Metrics
Project
Strategy
Capability
Analysis
Capability
Determination
Capability
Prioritization
Activities




Feasibility
Assessment
Economic
Analysis
Artifacts/Deliverables
Hold Functional WG w/Sponsor's Key
Stakeholders
Develop Prioritization Weighting Scale
Team Normalized weighting of the Service
Components
Document each weights rationale


Capability Prioritization Matrix
Work papers on:
– Service Component Prioritization Scale
– Rationale for each weight given (traceability)
Critical Success Factors
Entry Criteria

0 months
Approved Analysis Groups, Service
Components and Standards of Practice
1 month
Exit Criteria

Approved Capability Prioritization Matrix
Criteria: Functional Sponsor Approval
2 months
ICHnet.org Company Confidential
3 months
4 months
16
Market Research
Project
Strategy
Capability
Analysis
Capability
Determination
Capability
Prioritization
Activities









Feasibility
Assessment
Economic
Analysis
Artifacts/Deliverables
Evaluate RFI Responses

Establish alternatives for the assessment
Establish Scoring WG team

Develop Scoring Plan
Score Alternatives + +
Perform Sensitivity Analysis on Scoring Results
Analyze results
Review AoA date points
Present Results to Functional Sponsor - May
included Functional WG team
Analysis of Alternative (Compare New/Existing
Solutions against Prioritized Capability)
Work papers on:
– Scoring Plan
– Scoring Rationale
– Sensitivity analyses performed
– Technology Maturity Assessment
Critical Success Factors
Entry Criteria

0 months
Approved Capability Prioritization Matrix
1 month
Exit Criteria

Approval of Feasibility Assessment Report by DBSAE/ PMO
Criteria: (1) Assessment Team agreement on the scores.
(2) Reference material justifying scores
2 months
ICHnet.org Company Confidential
3 months
4 months
17
AoA and Business Case
Project
Strategy
3
Capability
Analysis
Capability
Determination
Capability
Prioritization
Activities
Setup Main Cost Model
Determine the quantities and time frame to be
Evaluate
 "Setup Sub-Models for direct, indirect &
migration cost + savings"
 Determine Model's elements related to ROI
 Determine the models for each alternative
 Collect Data industry data and assumptions
 Conduct TCO
 Review of Economic Analysis Results
Present Results to Functional Sponsor - May
included Functional WG team
 Develop Economic Analysis Report
Entry Criteria
0 months
Economic
Analysis
Artifacts/Deliverables



Feasibility
Assessment
Economic Analysis Report
Solution Architecture
Documented CCA compliance
Work papers on:
– Model Documentation
– Documentation of each Alternative
– Documentation on costs developed for the
Mode;
– Documentation of Industry Metric
determined
Critical Success Factors
Exit Criteria

Approved Feasibility Assessment, AoA
1 month




Approval of Economic Analysis Report by Functional Sponsor
Criteria: (1) Functional Sponsor Agreement
(2) Reference material justifying cost models
2 months
ICHnet.org Company Confidential
3 months
4 months
DBSAE
Assessment
In Review: A Proven Alternative
“the ounce of prevention in these lean times…”
 Open & Inclusive Structure (conforming to OMB A119 and NTTAA)




501.C6 Non-Profit Research Institute: Conflict free support and secure services
Access to market innovations and lessons learned: Rapidly applied to the Government
39 public/private partnerships, 3,000 industry fellows: Massive “think tank”
Top Secret Clearances, Access to tens of thousands of SMEs
 Repeatable, Measurable, Standardized Agile Methods (AAM)




Acquisition Assurance Method (AAM) validates and aligns requirements, solution architecture & perform. metrics
Evidenced Based Research (EBR) validates needs, market capabilities while mitigating risk
Proven to reduce over specification, costly customization and lifecycle costs
Exceeds Agile criteria found in NDAA Sec804 and OMB 25 Point Plan
 Conflict Free Studies, Assessments and Analysis Services
 AoA, EoV, BCA (ROI) and Risk Assessments at a fraction of the cost and time
 Reusable studies and benchmarks: COTS, Open Source, ERP, Infrastructure and SOA
 LEAN Six Sigma, Solution Architecture, IT Acquisition, Portfolio Mgt, SOA Governance, ITIL/VCA
 Assured Mission Outcomes, Low Cost: AF, Navy, USMC, BTA, JFCOM, GSA
 Evidenced Based Research derived from real world results
 Reduced acquisition time-line, measurable and predictable outcomes
 Significant cost-avoidance and savings, reduced
analysis/paralysis
ICHnet.org Company Confidential
FFP GSA Acquisition Assurance Offerings
via Simplified Acquisition Method
MOBIS: GS10F0540N or Sched 70: GS35F0151M
Cloud Acquisition Mentoring Program
IT-AAC (1) Year Membership
Up to 368 hours labor
1 year License to ICH Materials
GSA Firm Fixed Price:
$100,000
Conduct of a readiness assessment of target Cloud/IT Consolidation project, providing
acquisition and leadership mentoring for the following activities through the project
acquisition lifecycle:
Capability Alignment
Architecture Assessments
– Analysis
Selection Assessments
– Determination
Network Certifications
– Prioritization
Outcome Assessment
Feasibility Assessments
Infrastructure Portfolio Baseline Assessment and
Audit
IT-AAC (1) Year Membership
Up to 610 hours labor
1 year License to ICH Materials
GSA Firm Fixed Price:
$150,000
Conduct of an assessment existing IT Infrastructure portfolio to identify assets and processes
that can be repurposed:
Capability Alignment
Architecture Assessments
– Analysis
Selection Assessments
– Determination
Network Certifications
– Prioritization
Outcome Assessment
Feasibility Assessments
Cloud Acquisition Immersion
IT-AAC (1) Year Membership
Up to 1092 hours labor
1 year License to Acquisition Assurance Method,
Clearinghouse Benchmark Data and Knowledge
Base of Research
GSA Firm Fixed Price:
$250,000
Develop To-Be IT Infrastructure Acquisition Target Architecture, conduct EoA using AAM
assessment framework that specifies evaluation criteria, valid tech sources, and relative
strengths and weakness based on audited past performance, :
Capability Alignment
Architecture Assessments
– Analysis
Selection Assessments
– Determination
Network Certifications
– Prioritization
Outcome Assessment
Feasibility Assessments
Cloud Full Acquisition Support
IT-AAC (1) Year Membership
Up to 2300 hours labor
1 year License to ICH Materials
GSA Firm Fixed Price:
$500,000
Support the full acquisition lifecycle, including all above products that assure the Acquisition
Strategy and required decision artifacts:
Capability Alignment
Architecture Assessments
– Analysis
Selection Assessments
– Determination
Network Certifications
– Prioritization
Outcome Assessment
Service Level Agreements (SLA)
ICHnet.org Company Confidential
Require.
Specification
Capabilities
Prioritizatio
n
Feasibility
Assessment
Marine Corps CDS transition analysis for Combat engineer training environments



Army AAM Service Component Reference Model development

DISA GSM-O Readiness Assessment



AF CIO AF Solution Assessment Project (ASAP), as applied to 10 non-ACAT programs


Phase 2 of Air Force-wide ASAP transition planning. ASAP Pilot for Server Based Computing




Evaluation of CDS in a SOA services for the Navy Afloat program for FY09 and FY15.




Risk Assessment of MNIS CDS solutions for DISA/Navy Program Office



Evaluation of MNS CDS Training Roadmap for JFCOM

AF CIO Solution Assessment Program (ASAP), development of an enterprise wide solution architecture process building on
ICH’s Architecture Assurance Method.



Related Experience: 2008-2010
Architecture
Risk Metrics
(SLA)
Selection
Assessment


Related Experience: 2007
Related Experience: 2006
Related Experience: 2005 and earlier
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2005 Department of Homeland Security Enterprise Portal Consolidation Architecture Roadmap
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2005 Government Printing Office’s (GPO) Future Digital System program Capability Assessment.
2004 Commerce/NTIA, Spectrum Management Enterprise Architecture Roadmap (with Computer Science Corp. (CSC)).
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2004 Dept of Commerce/Patent Trademark Office Mainframe Migration Program, migrating from mainframes to a Web
Services Architecture.
2004 GSA FTS Enterprise Architecture
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2003 Drug Enforcement Agency’s (DEA) Strategic Plan and Enterprise Architecture Roadmap
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2002-2003 GSA’s Financial Management Systems Solution Architecture Roadmap
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2002 CIA’s Web Service/Portal Solution Assessment
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2002 Discovery Communications Global Multi-media Web Services Solution Architecture
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1998-2001 OSD’s Government Wide Patient Record, E-Healthcare Architecture Roadmap (GCPR)
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IT-AAC Partner Capabilities and Expertise
enabling sound decisions
1. Non-profit free think tank composed of the worlds most respected public service institutes and domain experts not
available through traditional contracting mechanisms
2. Innovation Clearinghouse and Knowledge Exchange that captures proven market innovations in an acquisition
ready context (canonical form)
3. Benchmarked Best Practices and Lessons Learned (SOA, Cloud, IaaS, PaaS, SaaS, Web Services) provided
by customers who share business value from real world implementation and testing results
4. Acquisition Decision Framework that pools and normalizes infrastructure requirements, architectures, tech
assessments, performance metrics (SLAs) business case analysis, and evaluation criteria.
5. Leadership Roundtables and Educational Forums that provides a hype free interchange with government and
industry leaders
6. Virtual Solution Architecture Integration Lab (SAIL) and Solution Architecture Working Groups (SAWG), that
detail realm of the possible and pre-validate fit and finish of commercial solutions.
7. Acquisition Advisory Contract Vehicles that reduce time to market and accelerate acquisition outcomes
"It is not a great mystery what needs to change, what it takes is the political will and willingness, as Eisenhower possessed,
to make hard choices -- choices that will displease powerful people both inside the Pentagon and out” Defense Secretary
Robert Gates
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IT-AAC Domains of Expertise
leveraging what works and proven in the market
 Infrastructure as a Service (IaaS)
 Thin Client & Server Based Computing
 Software as a Service (SaaS)
 Cross Domain Solutions
 Platform as a Service (PaaS)
 Large Data Management
 ITILv3
 Federated Data
 Secure Cloud Computing
 XML/Object/Relational Hybrid
 Shared Services Architecture
 Knowledge and Content Management (eFOIA)
 Service Oriented Architecture
 Portfolio Management
 FEA-PMO Reference Models
 Secure Information Sharing
 Service Level Management
 Identity Management and InfoSec
 Performance Based Contracting
 Agile Development Tools
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