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
Kevin.Carroll@ICHnet.org
703 768 0400 www.ICHnet.org
www.IT-AAC.org

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Current DoD processes & resources are not optimized
PMs Feel….
Overwhelmed by offerings
Cycle Times to Assess
Tech Hype vs. Reality
Interoperability:
Common Vocabulary?
What Past Studies Tell us:
• Fast paced IT market undermines traditional government research and
assessment efforts (AF SAB 00)
• DoDAF lacks theoretical foundation
for C4ISR Systems (ICCRTS 07)
• No formal mechanism of deriving COTS selection criteria from Business Reference
Model (IAC EA SIG 03)
• No body of knowledge from which PM can
judge competing IT offerings (ECCWG
Report 99)
• No mechanisms for assessing risks, composability or interoperability of
commercial solution (AF SAB Report 00)
• Current acquisition mechanisms result in
80% failure rates of major IT programs
(CMS IC CIO 03)
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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
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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
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 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
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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
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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"
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ICH Value Prop: Information Sharing and Collaboration reduces time, cost and risk of redundant IT research and validation efforts
High S.A.I.L.
Cost/time
Delta
Acceptable Risk Level
Risk
Delta
Project A
Project B
Project C Inconclusive findings
Low
Strategy Architecture Discover Validation Acquisition Implementation
Validation Resources (cost & time line)
Redundant Market Research and Testing
SAIL Collaborative Research and Validation
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Policy Value Chain:
Agency Leadership, Congress, GAO & OMB
Assuring compliance to law
 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
Congress, Agency
Auditors
Leadership: COO’s, CFO’s
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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 Congress, Agency
Leadership: COO’s, CFO’s
Auditors
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SI Value Chain:
Solution Integrator & Consultants
Validating competing solution architectures
IT Management:
CIO/CTO/CAO:
Congress, Agency
Leadership: COO’s, CFO’s
Auditors
Integrators
 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
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Value Chain Benefit:
Standards Bodies, Academia and Industry Groups
Aligning the theory of standards w/ market realities
IT Management:
CIO/CTO/CAO:
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.
SDOs, Academia &
Industry Groups
Congress, Agency
Leadership: COO’s, CFO’s
Auditors
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Innovators Value Chain: VARs, COTS vendors,
Component Builders, Innovative Businesses
Defining the realm of the possible and innovations
IT Management:
CIO/CTO/CAO:
Integrators
SDOs, Academia &
Industry Groups
 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
Normalized Spec &
Customer References
Congress, Agency
Leadership: COO’s, CFO’s
Auditors
Open Market Place
Integration Partners
Reduced cost of sale
VARs, COTS Vendors,
Component Builders
Small Businesses
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