SAIL Briefing - Interoperability Clearinghouse

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Transforming and Informing the

IT Acquisition Lifecycle Process

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

Why ICH Exists

To assure the business value of technology

to assure better IT investment decisions that accelerate successful acquisition of innovative

Technology solutions aligned with business drivers in a timely, inclusive, and conflict free environment

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The DoD Innovation Challenge

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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Rapid IT Solution Acquisition Challenges

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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ICH Acquisition Resource Center

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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ICH Process Expertise

 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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ICH Solution Architecture Domains

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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Solution Architecture Innovation Lab

Optimizes Supply Chain Contributions

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.

Vetting Process

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

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

Congress, Agency

Auditors

Compliance

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:

Real World

Requirements

Best Practices,

Proven Solutions

 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

Re-usable

BluePrints

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

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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

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

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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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