IT Acquisition Advisory Council (IT-AAC)
A non-partisan think tank, 501.C3
Solution Architecture Innovation Lab
A virtual resource supporting federal IT Acquisitions
Assuring the Business Value
of Technology
Partnership Prospectus for Proven Innovators
January 2011
904 Clifton Drive * Alexandria * Virginia 22308
www.IT-AAC.org * (703) 768-0400
IT-AdvisoryCouncil@ICHnet.org
™
Senior Exec Briefing Summary
™
 Purpose
 Today's Situation
 Our Proposal to Assist
 Way Forward Recommendation
 Predictable Outcomes
“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
501.C6 Non-Profit Research Institute
IT-AAC Proprietary
703-768-0400 www.IT-AAC.org
© 1999- 2009 All Rights Reserved
1
IT-AAC Purpose
™
Promoting the needs of innovators not the integrators
To provide both Tech Suppliers and Buyers with an conflict free,
public/private structure designed to accelerate adoption of emerging
technology and assure mission outcomes.
The IT-AAC decision makers with the agile methods, expertise and acquisition
decision templates to assure mission outcomes and meet administration goals:
Speed of delivery -- achieve 6-12 month cycle times vice 7-8 years (early pilots prove this is
possible)
Innovation Research – define the realm of the possible based on proven implementation success
Actionable Requirements -- Sacrifice or defer customization for speed and COTS/OS utilization Leverage established standards of practice and open modular platforms
Meet Feds wide-range IT needs -- from modernizing C2 to updating business systems
Focused on Outcomes and Operational Effectiveness - Health IT, InfoSharing, Cyber Security,
Consolidated IT Infrastructure, Business Systems
501.C6 Non-Profit Research Institute
IT-AAC Proprietary
703-768-0400 www.IT-AAC.org
© 1999- 2009 All Rights Reserved
2
7 Sins of Acquisition Ecosystem
™
1.
IT Acquisition Ecosystem Disconnected and Ineffective, leading to indecision or “beauty contest”

2.
3 Year Root Cause Assessment: Fed IT is Broken
Impact: Drives vendors to increase market hype resulting in increased cost of sales/marketing and compromised
decision making. The best solution never wins!
Federal IT Acquisition Process is Fundamentally Broken

Traditional top down, acquisition processes take too long, cost too much and not friendly to COTS/OSS
3.
Conflicted Advisories: SI/FFRDC/Syndicated Research drive design-to-spec and butts in seats agenda:
 SI “butts in seats” model the biggest competitor to “80% solutions” COTS/OSS solution providers
4.
SI Lock-in control spending on legacy. 54% of budget on O&M with another 25% on analysis/paralysis.
 Impact: Legacy lock in force COTS/OSS vendors compete for 10% IT budget.
5.
Traditional outreach and market research mechanisms (FedBizOps, Industry Days), providing little insights
into realm of the possible or industry best practices. Glad handing does not close business.
 Impact: Innovation Stifled, Realm of Possible Invisible, Over specification assures status quo
6.
OCI Rules prohibit direct interaction with COTS/OSS Suppliers during the acquisition lifecycle.
 Impact: Small Businesses, Innovators and ISVs are out maneuvered, resulting in greater control of decision making
by large SIs
7.
Trade Associations, Lobby and Consultancy agenda dominated by Big 10 contractors
 Impact: Small/Innovative businesses are without a voice and lack organic structure by which they can expose
salient characteristics of their unique capabilities to the IT Supply chain
“Insanity is continuing the same process over and over again and expecting different results” Albert Einstein
501.C6 Non-Profit Research Institute
IT-AAC Proprietary
703-768-0400 www.IT-AAC.org
© 1999- 2009 All Rights Reserved
3
IT-AAC’s 6 Innovation Enablers
™
filling the gaps of trade associations, consultancies and lobbyist
1. IT-AAC Public/Private Partnership enable buyers and innovators to “inform” acquisition strategy

Impact: Organic, OMB/DoD recommended public service structure that favors innovators not integrators
2. IT-AAC’s Trusted Advisory Services provide agencies with alternative sources of expertise and
innovations of the market (sole source, GSA, MOBIS)

Impact: Enables innovators and non-traditional contractors to repurpose past performance and audited capabilities
3. Solution Architecture Working Groups (SAWGs) established by OMB and CIO Council

Impact: Provide agencies with modernization blue prints, business cases and acquisition templates for new
investments, providing more funds for innovators.
4. IT-AAC Monthly Leadership Roundtables and Weekly On-Site Innovation Days target major
procurements

Impact: Conflict free structure where agencies can engage industry to capture realm of the possible and lessons
learned
5. IT Acquisition Roadmap, uses Evidence Based Research to provide innovators with standardized template
(conforms to OMB A119) and white papers that detail capabilities of the market with associated measures of
effectiveness.

Impact: Standardized Decision Tools that Drives adoption of COTS/OSS over risky development
6. Facilitated Sr. Leadership and Congressional Outreach, in cooperation with our IT-AAC Advisory Board

Impact: Provides innovators and non-traditional suppliers a voice not compromised by the big SI
501.C6 Non-Profit Research Institute
IT-AAC Proprietary
703-768-0400 www.IT-AAC.org
© 1999- 2009 All Rights Reserved
4
™
IT-AAC’s 6 step Acquisition Assurance
Program
IT-AAC 6 Step Acquisition Assurance Process represents 15 years of experience working every aspect of the
acquisition ecosystem;
1. Highlight policy/process impediments with congress, white house and agency heads.
2. Identify key IT programs in trouble via GAO, IG and Industry Reports (market research). Work in partnership
with the IT-AAC's 12 public interest partners and community of practice to provide a force multiplier for clients;
UofMD, UofTN, SSCI, OMG, INSA, CAP, AFCEA.......
3. Identify key decision makers and influencers for each opportunity; PMs, Chief Mgt Officer, CIO, FFRDC, Prime
Contractors who will weigh in on any decisions. Invite those whom are friendly to our interest to be part of the
IT-AAC Leadership Council to get them inside MY tent.
4. Set up on-sitemeetings (on site and via the IT Leadership Roundtable) that bring a bright light to both
challenges and opportunities for improving outcomes and lowering cost/risk
5. Develop Transformation Roadmap (2 levels) that identify key steps in meeting goals. First is high level that
focused on root causes, 2nd is specific that identifies business case and potential solutions.
6. Seek small contracts that will mentor transformation and help identify proven resources of the market.
Establish Innovation Awards Program within IT-AAC Leadership Roundtable.
501.C6 Non-Profit Research Institute
IT-AAC Proprietary
703-768-0400 www.IT-AAC.org
© 1999- 2009 All Rights Reserved
5
IT-AAC = Increased Mind Share & Efficiency
A true honest broker for federal IT
™
IT-AAC provides Innovators and ISVs with unique set of engagement tools ;
 Innovation Exchange where Decision Makers can accerate adoption of emerging
technologies in Cyber Security, Health IT, IT Infrastructure, Bus Systems, Cloud
Computing and Information Management.
 Proven Mechanisms for Streamlining Agency Architecture and Acquisition Processes.
 Reduced market barriers and “cost of sales” for small, innovative and non-traditional
suppliers
 Set of existing sole-source contract vehicles that enable Innovation research, agency
pilots and shared best practices.
 Architecture Working Groups that Validate Realm of the Possible with many communities
of practice (COTS, Open Source), reducing Hype Curve and Indecision
 Risk Reduction Mechanisms that improve both government and integrator embrace of
innovative solutions and interoperability sets.
501.C6 Non-Profit Research Institute
IT-AAC Proprietary
703-768-0400 www.IT-AAC.org
© 1999- 2009 All Rights Reserved
6
Where IT-AAC Has Proven Traction
reaching 937 Key Decision Makers
™
Defense:
Civilian Agencies:
 AF: A6, AQ, CMO, SPACE, ESC, AFRL, AFMC
 Army: PEO EIS, G2, G6, CMO, ASA ALT, PEO EIS,
TRADOC
 OMB/White House
 Commerce: NIST, Census, NOA
 Navy/USMC: PEO EIS, SPAWAR/PMW, Netwarcom, CMO,
ONI, USMC SIAT,
 DHS: MGT, CIO, FEMA, S&T,
 OSD ATL, OSD HA, OSD NII, OSD Policy, OSD CMO, OSD
CAPE
 VA: CIO, Acquisition, VHA, Acquisition Academy,
DEPSEC
 Purple: Joint Staff, US CyberCom, DISA, JFCOM, US
TRANSCOM, COCOMS, DTIC,
 NASA: Acqu, CIO, AMES, Goddard,
 Defense Acquisition University, NDU,
 HHS
 Joint Staff
 GSA: CIO, CS, FM, OGP
Intelligence:
 DOJ/FBI
 CIA:
NGA;
 DOT/FAA: ATO, CIO, AQ, RITA, NAS,
 NRO
DIA
 DOE CIO
 DNI
Office of Naval Intelligence
 State Department
 NSA
NCTC
501.C6 Non-Profit Research Institute
IT-AAC Proprietary
703-768-0400 www.IT-AAC.org
© 1999- 2009 All Rights Reserved
7
IT-AAC Leadership Board
™
Industry Participants (partial)
– Chairman Michael Wynne, former Secretary of USAF
– Gen (ret) Arnold Punaro, Sr Fellow Defense Science Board
– ADM (ret) Edmund Giambastiani, Vice Chair, Joint Chiefs of
Staff
– ADM (ret) Mike Bachmann, former Navy SPAWAR CMDR
– Honorable Jack Gansler, PHD, UofMD School of Public Policy
– Honorable Dave Oliver, former OSD ATL, EADS
– Honorable Sue Payton, former AF AQ Director
– Dr Susan Gragg, former NRO CIO
– Randall Yim, former Deputy Director, GAO, former DepSec for
Installations, first DHS FFRDC Managing Director, ICH Fellow
– Lt General (ret) Jack Woodward USAF, former AF Deputy CIO
and Joint Staff J6
– Susan Maybaum-Wisniewski, BENS.org
– Dr. Marv Langston, former OSD C3I DCIO
– Dave Patterson, former OSD Comptroller, University Of
Tennessee
501.C6 Non-Profit Research Institute
– Kevin Carroll, former Army PEO EIS, ICH Corp Relations
– Rahul Gupta, IT-AAC Vice Chair, PRTM Director
– Admiral Lenn Vincent (ret), Defense Acquisition
University
– Will Thomas, Director IT, Center for American Progress
– John Weiler, ICH Founder & Chief Strategist, IT-AAC
Vice Chair
– Ed Black, President, Computers & Communications
Industry Consortia
– Stephen Buckley, Kerberos Consortia, MIT Sloan
– Dr Joe Besselman, former AF GCSS PM
– Edward Hammersla, EVP Trusted Computing Solutions
– William Lucyshyn, Director of Research, School of Public
Policy, U of MD
– Dan Johnson, Sr. Council, Computers &
Communications Industry Association
– Kirk Phillips, ICH Fellow, Founder Kirk Group
– Frank Weber, former AF ESC 554 Wing Commander
– Marty Evans, former AF AQI Director
IT-AAC Proprietary
703-768-0400 www.IT-AAC.org
© 1999- 2009 All Rights Reserved
8
IT-AAC Public Sector
Government Participants (partial)
™
–
–
–
–
–
Honorble Bill Lynn
–
MGen Susan Lawrence, Army G6/CIO
–
LtGen Mark Shackelford, Deputy SAF, Acquisition
–
Blaise Durante, SES, AF AQ
–
Honorable Beth McGrath
–
Dr. James McMichael, President, DAU (acting)
–
Honorable Claude Bolton, Executive in Residence, DAU
–
Jan Frye, Chief Acquisition Officer, Veterans Administration
–
Tim Harp, SES Deputy Asst Secretary Acquisition, OSD NII
–
Mark Bogart, SES, CAO, DIA
–
Gary Winkler, SES Director Army PEO EIS
–
James Washington, VP and Chief Acquisition Officer, FAA
–
John Higbee, SES Director Acquisition Management,
Department of Homeland Security
–
Ralph Roman, SES Director IT Acquisition Council,
Department of Homeland Security
–
Keith Seaman, DBSAE, BTA
–
James (Raleigh) Durham, DDR&E, OSD ATL
–
Chris Miller, Executive Director, PEO C4I, Navy
–
Stephan Warren, Deputy CIO, VA
501.C6 Non-Profit Research Institute
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
–
Mike Kennedy, Director Operations, INTELINK, DNI
Steve Cooper, Former DHS CIO, CIO FAA OTA
Robert Osborn, J6 CIO, US TRANSCOM
Frank Garcia, Professional Staff, House Permanent Select Committee
on Intelligence
Dave Weddell, Deputy N6/CIO, Navy
Jake Haynes, Program Manager, Defense Contracting Management
Agency
Greg Gardner, Deputy CIO, Director for National Intelligence
Kathy Laymon, Supply Chain Risk Mgt, US Army
Maureen Coyle, Deputy CIO, VA
MaryAnne Rochy, Deputy CIO and PEO Acquisition, OSD Health
Affairs
David Schroeder, Director External Relations, OSD HA CIO
Gino Magnifico, CIO, Army Contracting Command
Stewart Whitehead, SES J8, Joint Forces Command
Dr Paul Tibbits, Deputy CIO and Director Enterprise Development, VA
Dave Green, CTO, US Marine Corps
Brad Brown, Director of Acquisition Policy, Defense Acquisition
University
Barry Robella, Professor of Systems Engineering, Defense Acquisition
University
Janice Haith, Deputy CIO, Information Sharing, OSD
Dr. Tim Rudoph, CTO, AF ESC
Bill McKinsey, Chief IT Management, FBI
Terry Balven, CIO, AQ, Secretary of the AF
Michele Hopkins, Deputy AQI, Secretary of the AF
IT-AAC Proprietary
703-768-0400 www.IT-AAC.org
© 1999- 2009 All Rights Reserved
9
™
Business Case & Analysis of
Alternatives
How IT-AAC Compares to Traditional Approaches
501.C6 Non-Profit Research Institute
IT-AAC Proprietary
703-768-0400 www.IT-AAC.org
© 1999- 2009 All Rights Reserved
10
™
Outcomes for Private Sector Partners
Commercial technology suppliers and IT solution providers
Define offerings in a business context by solution domain
Participate in government funded solution demonstration pilots
Provide level playing field for communicating product fit to customer needs
Independent certification of past performance in a solution context.
Expose products to enterprise buyers exactly when they’re looking for them
Pre-validate capabilities and business fit based on implementation successes
501.C6 Non-Profit Research Institute
IT-AAC Proprietary
703-768-0400 www.IT-AAC.org
© 1999- 2009 All Rights Reserved
11
™
Outcomes for Solution Provider Partners
Small, Medium and Large
Participate in domain specific, solution architecture working groups
Assist agencies in assuring the vitality of their requirements (realm of the possible)
Reduce cost and time of researching and assessing COTS solutions suites
Certify and leverage pre-vetted solution suites for performance based contracts
Certify relevant past performance and associated value chain partners
Leverage a conflict free structure to inform the agency IT planning/architecture process
Direct mechanism for exposing unique capabilities to acquisition process
501.C6 Non-Profit Research Institute
IT-AAC Proprietary
703-768-0400 www.IT-AAC.org
© 1999- 2009 All Rights Reserved
12
Outcomes for Public Sector Partners
™
Federal, State and Local Agencies
Compliance: Significantly increase likelihood of implementation success of section
1016 of IRTPA and OMB A130
Risk Mitigation; Help reduce program risk and make architectures actionable with
standardized metrics for COTS interoperability, security and business fit. Defining the
80% solution.
Outreach: An extensive knowledge network that taps into the collective
experiences/expertise of academia, standards bodies, ISVs, commercial users and
high tech community.
Alignment: OMB/DOD/Industry approved approach to effectively map common
business needs with interoperable IT products & integration services. Defining the
realm of the possible.
Best Practices: Formal means of accessing, modeling and applying real world
innovation, best practices and lessons learned to avoid common failure patterns.
501.C6 Non-Profit Research Institute
IT-AAC Proprietary
703-768-0400 www.IT-AAC.org
© 1999- 2009 All Rights Reserved
13
IT Acquisition Value Chain Optimization Trade Offs
Per Clinger Cohen Act and FAR
™
Partner Type
FFRDC
User Groups, Standards
Communities development
of Practice
orgs, trade
associations
Research
Institutes,
Labs &
Academia
Consultants, Innovators,
System
IV&V, A&AS Tech Mfg,
Integrators
Firms
Open Source
Requirement,
Gap Analysis
Only when no
other company
can support
(4).
OMB Lines of
Business offers
Critical Role
(6,7)
SDOs = Primary
driver for open
systems.
Conflict free
structures (2,3)
Provide Conflict
free structure
and economies
of scale (2,6)
Limited access
Great source for FAR OCI Rules
to industry
customer use
limit participation
lessons learned. cases, lessons
learned.
Architecture
and Planning,
Mkt Research
Only when no Agency CxOs
other company provides critical
can support (4) guidance (2, 3)
Provide
standards of
practice, not
support
Principle source
of expertise
Primary source
of expertise
FAR OCI rules
FAR OCI rules
limit participation prohibit direct
support
PMO & IV&V
Support
Only when no Not inherently
other company governmental
can support (4)
Play supporting
role
Optimized for
this area
Key role
FAR OCI rules
prohibit
participation
FAR OCI rules
prohibit
participation
Solution
Engineering
Forbidden (4)
Not inherently
Governmental
Support role
Support role
Provide
developmental
Primary
partnership area
System Impl.,
Maint, &
Support
Forbidden (4)
Not inherently
Governmental
Lack Resources Internal IV&V for Provider of key
& Expertise
Prime contract
technologies
reduces risk.
Primary
partnership area
SDLC
Phase
501.C6 Non-Profit Research Institute
Forbidden
IT-AAC Proprietary
703-768-0400 www.IT-AAC.org
© 1999- 2009 All Rights Reserved
14
How IT-AAC Measures up with Traditional Resource
™
Company Type
Critical
Success Factor
Public Private
Consultancies,
Research Institute (ie. Lobbyist and Market
IT-AAC)
Dev Firms
Open, inclusive structure  IT-AAC integrates many
where government can
communities of practice,
engage industry
provides both on-site and
off site forums.
Trade Associations
Standards Bodies
 FAR restricts
government interaction
with commercial entities,
cannot promote any
commercial concern
 Very effective for getting  Best suited for very
many vendors into a room specific standards
with small number of
domains.
buyers
 Limited to donated
resources of federal
divisions. Limited access
to real world data
Ability to benchmark and
validate industry specific
innovations and past
performance
 Self Assessment
Framework and GSA
Offerings have already
proven effective
 Lack Formal Structure
for engaging agency
procurements. Violates
FAR.
Means of Supporting
Agency Specific
Acquisitions
 Govt Approved nonprofit structure and set of
FFP GSA Offerings
certified best value
 Can provide forums, but  Can provide consensus
must be widely attended.
of entire membership
But, Agencies cannot
which is vendor agnostic
promote
 Can support agency
specific acquisition but only
in area of specific
standards use
Means of supporting
Pilots of Emerging
Technologies in specific
context
 IT-AAC has proven
framework co-developed
with DoD, and set of
contract vehicles
 Evidences suggests little  Not a focus area of
incentive to use COTS,
Trade Associations
prefer costly build to spec
model.
 Not a function of an
SDO
Ability to establish
standards of practice
 AAM is a proven
standard for acquisition
analytics .
 Commercial entity
 Cannot set standards,
cannot set standards. Offer but can present an
proprietary only.
consensus opinion of
members.
 Set standards, but does
not assess business value
of specific implementations
501.C6 Non-Profit Research Institute
IT-AAC Proprietary
703-768-0400 www.IT-AAC.org
 Can only certify
standards compliance not
usability or biz fit
© 1999- 2009 All Rights Reserved
15
In Review: Business Case
™
ICH’s ounce of prevention in these lean times…
 Open & Inclusive Structure




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 Methods (Decision Analytics)
 Acquisition Assurance Method (AAM) streamlines JCIDS and AoA
 Evidenced Based Research (EBR) validates assumptions and vendor claims
 Solution Architecture Innovation Lab (SAIL) captures realm of the possible
 Streamlined 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
501.C6 Non-Profit Research Institute
IT-AAC Proprietary
703-768-0400 www.IT-AAC.org
© 1999- 2009 All Rights Reserved
16
™
IT-AAC’s Innovation Exchange
across the Federal IT Ecosystem
"Weapons systems depend on stable requirements, but with IT, technology changes faster than the
requirements process can keep up," he said. "It changes faster than the budget process and it changes
faster than the acquisition milestone process. For all these reasons, the normal acquisition process
does not work for information technology.” DepSec Bill Lynn statement at the 2009 Defense IT
Acquisition Summit hosted by IT-AAC
501.C6 Non-Profit Research Institute
IT-AAC Proprietary
703-768-0400 www.IT-AAC.org
© 1999- 2009 All Rights Reserved
17
Industry Touch Point within
the Federal IT Acquisition Ecosystem
™
Stake Holders
Business
Requirements
& Capability
Gaps
Phase 1:
Value
Stream
Analysis
Business
Process:
Biz Process
Re-Engineering
Solution
Exist? Y
N
• Feasibility
• Architecture
• SLAs
SDOs/Labs/
Universities
Measurable Outcomes
Business Metrics
Proven
IT Solutions
Service
Component
Integrators
Vendors/ISVs
Prioritized Business
Requirements
• Determination
• Prioritization
• Validation
Phase 2:
Govt CxOs
Knowledge
Exchange
Align Proven
Capabilities w/
business needs
Model New
Solution
Service Oriented
Specs and SLAs
Normalized
Service
Components
Solution Set
Evidenced-Based
Assessment
Phase 3:
Technology
Assessment:
• Selection
• Certification
• Interop
• Openness
Validated Past
Performance
Solution Architecture
Validation
and Demonstrations
501.C6 Non-Profit Research Institute
Analysis of
Alternatives
N
Validated Blue Prints &
Build of Materials
Vetted
Solution
Architecture
Y
COTS Comparative
Analysis, Evidence
IT-AAC Proprietary
703-768-0400 www.IT-AAC.org
© 1999- 2009 All Rights Reserved
18
™
Policy Value Chain:
Agency Leadership, Congress, GAO & OMB
Assuring compliance to law
Policies
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





Compliance
Congress, Agency
Leadership: COO’s, CFO’s
Auditors
501.C6 Non-Profit Research Institute
IT-AAC Proprietary
703-768-0400 www.IT-AAC.org
© 1999- 2009 All Rights Reserved
19
™
Requirements Value Chain:
Enterprise Users (CIO, CTO, Architects, PMs)
Validating Requirements into Measurable Capabilities
IT Management:
CIO/CTO/CAO:
Real World
Requirements
Best Practices,
Proven Solutions
Congress, Agency
Leadership: COO’s, CFO’s
Auditors
501.C6 Non-Profit Research Institute
 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
IT-AAC Proprietary
703-768-0400 www.IT-AAC.org
© 1999- 2009 All Rights Reserved
20
™
SI Value Chain:
Solution Integrator & Consultants
Validating competing solution architectures
IT Management:
CIO/CTO/CAO:
Re-usable
BluePrints
Congress, Agency
Leadership: COO’s, CFO’s
Auditors
Integrators
Integration
Best Practices
 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
501.C6 Non-Profit Research Institute
IT-AAC Proprietary
703-768-0400 www.IT-AAC.org
© 1999- 2009 All Rights Reserved
21
Value Chain Benefit:
Standards Bodies, Academia and Industry Groups
™
Aligning the theory of standards w/ market realities
IT Management:
CIO/CTO/CAO:
Integrators
Solution
Metrics






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.
SDOs, Academia &
Industry Groups
Research
Projects
Congress, Agency
Leadership: COO’s, CFO’s
Auditors
501.C6 Non-Profit Research Institute
IT-AAC Proprietary
703-768-0400 www.IT-AAC.org
© 1999- 2009 All Rights Reserved
22
™
Innovators Value Chain: VARs, COTS vendors,
Component Builders, Innovative Businesses
Defining the realm of the possible and innovations
IT Management:
CIO/CTO/CAO:
SDOs, Academia &
Industry Groups
Integrators
 Provide Buyers with the Contextualized Product Information in
terms of business fit, interoperability and security.
 Certifies Vendor Past Performance Based on 3rd-Party
Normalized Spec &
Validation/History in an architecture context
Customer References
 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
501.C6 Non-Profit Research Institute
Open Market Place
Integration Partners
Reduced cost of sale
IT-AAC Proprietary
703-768-0400 www.IT-AAC.org
VARs, COTS Vendors,
Component Builders
Small Businesses
© 1999- 2009 All Rights Reserved
23
Shared Methods & Tools
Trusted Research Coop … 10 Years of Refinement
™
Acquisition Assessment Method (AAM)
• Decision analytics for rapid AoA, EoA, BCA, Risk and Technical Assessments
• Measurable, repeatable and sustainable method to enable cost avoidance and savings
• Incorporates by reference: SOA best practices, IT Infrastructure Libraries (ITIL) and
Evidenced Based Research (EBR)
Solution Architecture Innovation Lab (SAIL)
™
• Open and Inclusive structure by which innovators can validate their technologies
• Reusable solution architecture templates for e-Gov, IT Infrastructure,
Cyber-Security & Health IT
• Leverages existing testing and implementation results from multiple communities
• GSA, Sole Source and OTA Contract vehicles for rapid innovation discovery.
Interoperability Clearinghouse
• A not-for-profit Research Institute
• Benchmarks best practices from academia, standards bodies, innovators and COIs
• Provides repository of solution templates, assessment results and agile methods
501.C6 Non-Profit Research Institute
IT-AAC Proprietary
703-768-0400 www.IT-AAC.org
© 1999- 2009 All Rights Reserved
24
Shared Contract Vehicles
™
IT-AAC Contract Sole Source Options for members
Prime:
 GSA Schedule 70, 5 Firm Fixed Price offerings under $500K
 GSA MOBIS, Small Business
 FAR 6-302 Sole Source Pilots
 SOSSEC Other Transaction Authority (OTA)
Sub Contractor:
 SAF/XC BETA (TAG)
 SAF/FM A&AS (Kerney)
 Navy SPAWAR EC2 ATS (SAIC)
 VETS GWAC
 Seaport IDIQ
 ENCORE II IDIQ
501.C6 Non-Profit Research Institute
IT-AAC Proprietary
703-768-0400 www.IT-AAC.org
© 1999- 2009 All Rights Reserved
25
IT-AAC Engagement Options
™
[ ] IT-AAC Membership Subscription (based on federal revenue) -
$2-10K/Month
- Sponsorship of Monthly IT-AAC Leadership Roundtables
- Executive Seat on IT-AAC's Technical Advisory Council (TAC)
- Access to IT-AAC Research Products
- Enterprise License Agreement of Acquisition Assurance Method (AAM)
- Access and Use of all ICH/IT-AAC contract vehicles; MOBIS, Sched 70, OTA, Sole Source
- Discounts on Custom Events hosted by IT-AAC, including access to 27,000 contact DB.
[ ] IT-AAC Retainer Agreement (facilitated outreach)
$5k-20k/month
- IT Acquisition Advisory Council Committee Leadership
- Strategic Capture Support for major procurements (prime or sub)
- Ability to bid IT-AAC resources, methods, Grey Beard Tech Advisory Council (TAC)
- 17-67 hours direct support/month (based on $300/hr rate)
- On-Site Mentoring and Strategic Capture Support
- Un-Limited Access to all Market Research, White Papers,
- White Paper Development and Co-Publishing Support
- Co-Sponsorship of Company Conferences & Events
501.C6 Non-Profit Research Institute
IT-AAC Proprietary
- Outreach Support
(must be coordinated via maximum
of 10 named POCs
703-768-0400
www.IT-AAC.org
© 1999- 2009 All Rights Reserved
26
Past Performance
™
Repeatable, measurable, sustainable success
Navy: Assessment of AFLOAT Program –
CANES SOA & Security Strategy
USAF: Streamlined COTS Acquisition
Process. Applied to Server Virtualization.
USAF: Procurement of E-FOIA
System using AAM
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: AoA and BusCase for Cross
Domain, Thin Client Solutions
GSA: Financial Mgt System consolidation
using AAM.
BTA: Assessment of External DoD
Hosting Options using AAM
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 Hosting and SOA
GPO: Developed Acquisition Strategy for
Future Digital System
JFCOM: MNIS Evaluation of Alternatives
for Cross Domain Solutions
Reduced average cycle time and cost
of Analysis by 80%
Led to successful acquisition and
implementation on time, on budget
and 80% cheaper than NARA RMS
Evaluated 100’s of Options in 90 days,
enabling stake holder buy in and
source selection.
“We have put to practice the AF Solution Assessment Process (ASAP) at the Air Force Communications Agency (AFCA) with some well documented success. It was developed with
Interoperability Clearinghouse (ICH) and provides a structured and measurable IT assessment process with the agility to provide decision-quality assessments ranging from quick-looks
to more in-depth capability-focused technology assessments and lightweight business case analysis.”
General Mike Peterson, AF CIO
"Z:\ICH\Acquisition Advisory Council\Membership Folder\IT-AAC_Membership brief2011.ppt"
501.C6 Non-Profit Research Institute
IT-AAC Proprietary
703-768-0400 www.IT-AAC.org
© 1999- 2009 All Rights Reserved
27