It aac defense-it-cloud2013
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The document discusses establishing an IT Acquisition Advisory Council (IT-AAC) as a public-private partnership to help improve the acquisition of IT systems for national security. It notes that the IT-AAC would leverage innovations and industry standards of practice to help assure successful mission outcomes. It provides background on key leaders who would advise the IT-AAC. The IT-AAC aims to provide decision-makers with expert advice and methods drawn from real-world IT implementations to help modernize acquisition processes and better implement commercial technologies.
It aac defense-it-cloud2013
- 1. IT Acquisition Advisory Council An ICH hosted public/private do-tank Assuring National Security Mission Outcomes By leveraging IT innovations and industry standards of practice “If confirmed, I would review the implementation of Section 804 and make any necessary recommendations for improvement. I believe many of the challenges in the past were the result of factors such as inadequate technical maturity, undisciplined or poorly understood requirements, poor configuration management practices, the lack of disciplined and mature software development processes, and shortages of qualified people.” Honorable Frank Kendall, OSD ATL Kevin Carroll, former Army PEO EIS Dr. Marv Langston, former DoD CIO Gen Ted Bowlds, former AF ESC CMDR OPS: John@IT-AAC.org www.IT-AAC.org 703 768 0400
- 2. IT Acquisition Advisory Council assuring the business value of IT “A public/private do-tank dedicated to ushering in commercial innovations and industry standards of practice outside the reach of the Defense Industrial Base” Honorable Mike Wynne, Chairman Emeritus ICHnet.org Company Confidential
- 3. IT-AAC Partnership Catalysts for Sustainable IT Acquisition Reform GSA, who have certified a series of low cost, high impact Agile Acquisition Packages in support of OMB's 25 Point Plan and the President's Efficiency Initiatives. Center for American Progress (CAP), the White House's preferred think tank dedicated to improving govt efficiency. Cloud Security Alliance (CSA), one of the largest and most robust Cloud community of practices. Defense Acquisition University (DAU), establishing a robust IT Acquisition training and mentoring curriculum. Interoperability Clearinghouse (ICH), providing a repository of benchmarked best practices, solution architecture templates and Agile Acquisition IT methods (exceeding Clinger Cohen Act and NDAA Section 804 directive) International Information Systems Security Certification Consortium (ISC2) providing the most highly recognized Information Security training available. Information Systems and Security Association (ISSA), leaders in establishing industry IA standards of practice Object Management Group (OMG), providing standards for IT infrastructure, Cloud Computing and SOA University of MD School of Public Policy, University of TN National Defense Business Institute, Complimented by over 10,000 small/innovative businesses and a powerful network of world renown subject matter experts who are mutually dedicated to sharing innovations, standards of practice and lessons learned needed to achieving predictable outcomes Emergent Partners: UK Trade Mission, UK MOD, Canadian Defence, VA Tech, MIT, CTC, UVA, ITIF, CMU SEI ICHnet.org Company Confidential
- 4. IT-AAC “do tank” assuring business value of IT GOAL: To provide decision makers with a conflict free IT Acquisition Advisory that ushers real world expertise, Decision Tools, Agile Acquisition Methods needed to enable rapid implementation of emergent COTS/Open Source solutions that assure mission outcomes. IT-AAC Core Capabilities: Just-In-Time IT Expertise critical to overcoming cultural resistance to change. Hundreds of years of lessons learned are invaluable in risk mitigating. Rapid Tech Assessment to define the realm of the possible and inform the requirements process. Builds on NIAP and AF Solution Assessment Process (ASAP), evolving from a DARPA Research Grant called DCAM. Agile IT Acquisition –the Acquisition Assurance Method (AAM) establishes a standardized framework for quantitative and data analysis that is based on Evidenced Based Research. The fact based approach was derived from benchmarked commercial best practices and adapted to meet FAR and White House policy directives. SOA/Cloud Standards of Practice – Service Level Management, Risk Assessment Tools, Governance Models developed by SDO partners and enhanced by Global 500 companies Innovation Research Coop – a virtual innovation lab composed of Universities, Standards Bodies, Communities of Practice, Innovators and SMEs that are not vested in the status quo, reaching deep into a $3.8Trillion global IT market. Defining the realm of the possible based on Evidenced Based Research. “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” Peter Orszag, White House, OMB Director ICHnet.org Company Confidential
- 5. SOA/Cloud Acquisition Challenge We are delivering yesterdays technology tomorrow We are in early stages of Wave 3 information technology Mainframe and Client-Server waves remain in place 3. SOA - Cloud Information Driven Capability Waves represent many co-dependent technologies, • Virtualized compute; global network enabled, plug & play matured over time • IT Infrastructure decoupled from Adding functional capability has Applications • COTS & OSS Integration, become easier with each new wave Software as a Service But enterprise infrastructure 2. Client/Server - Decentralized gaps & vulnerabilities have • PC enabled and network become more critical • Software distributed in both server and client computers • Heavy focus on software development and point to point integration 1. Centralized - Mainframe • Central computer center, slow turn around • One size fits all • Limited reuse of application modules 1950 1960 1970 1980 1990 2000 2010 2020 Information Technology Evolution Innovations of the market and benchmarked best practices are invisible to the Defense Industrial Complex ICHnet.org Company Confidential
- 6. Four Dimensions of Agility Its About Leadership & Culture Empower decision makers, establish cross functional collaboration. Establish IT Fill IT Expertise and Knowledge gap Acquisition Center of Excellence with IC thru revamped IT training and mentoring programs. partners. Establish an IT Acquisition Center of Excellence with FAI, DAU and IT-AAC. Establish public/private partnerships with non-traditional COPs. ORGANIZATION HR/KNOWLEDGE PROCESS/POLICY INCENTIVES/CULTURE Sunset old policies and acquisition processes, embrace existing Agile Frameworks like the Acquisition Assurance Method, Decentralize Decision Making and Establish Value Streams, reward risk empower leadership. takers, encourage small failures, focus on mission outcomes vs compliance. “People are critical in the acquisition process and getting the right people in terms of ability and expertise is absolutely critical in making the process work effectively” Kevin Meiners, OUSD Intel ICHnet.org Company Confidential
- 7. OSD ATL view on IT Reform 2009 DSB Re-Enforced By Many Acquisition • Long acquisition cycle-times • Successive layers … built over years • Limited flexibility and agility Requirements • Understanding and prioritizing requirements • Ineffective role and comm in acquisitions Test/Evaluation • Testing is integrated too late and serially • Lack of automated testing Funding & Governance • Program-centric, not capability-centric • Overlapping decision layers (e.g., multiple review processes) • Lack of customer-driven metrics • Funding inflexibility & negative incentives “The inability to effectively acquire information technology systems is critical to national security. Thus, the many challenges surrounding information technology must be addressed if DOD is to remain a military leader in the future. The development of a new acquisition process, coupled with clear roles and responsibilities of key decision makers, and an experienced leadership and workforce, are important elements of the solution.” 2009 Defense Science Board Report to Congress ICHnet.org Company Confidential
- 8. Summary Root Cause Analysis Summary findings of 42 Leadership Workshops, 40+ Studies & 30+ Major IT 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. MilSpec Acquisition methods do not work for fast paced IT market. DODAF, JCIDS, NESI, LISI were designed for top down Weapons Systems (by FFRDCs), and have no track record for successful delivery of IT (which average 91 months with 16% success rates). 2. Shortage of Qualified IT Expertise: FFRDCs and DIB Contractors lack organic access to commercial best practices or expertise in real world IT implementations. Concepts like SOA, Cloud Computing and Service Level Management cannot be embraced without access to industry lessons learned and experiential data. 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 legacy stove pipes and design-to-spec development approaches driven by the Weapon Systems Engineering methods. 4. Culture: Risk Avoidance vs Risk Management: Culture and Process focus on risk avoidance, and fail to identify or remediate real execution risk. Decision Analytics must focus on outcomes and maintain stake holder involvement. Title 41 violations abound. Without strong leadership focused on mission outcomes, change will never occur. "There is a lot of talk about agility, speed, acq reform, etc, but , in general, no one seems to be willing to take the actions needed. They would rather just talk about it. When you look at the chart that shows the DoD acquisition model (you know the one I’m talking about that looks so byzantine), every would agree that it doesn’t make sense. And from the point of SEI or IT-AAC, even if we have built a better mousetrap, it won’t matter if no one listens. Right now, I see DoD increasingly moving away from good practices, to just giving up." CMU SEI Senior Executive on DOD’s struggle with IT Acquisition Reforms ICHnet.org Company Confidential
- 9. Transitioning JIE & IC-ITE Theory into Implementation Reality Enterprise Architecture. Leverage IT-AAC Benchmarked SOA Best Practices and Architecture Design Patterns. Common Standards. IT-AAC’s provides direct access to emerging Standards Partners and Standards of Practice of a $3.8Trillion market. Efficient Business Operations. IT-AAC’s can provide expansive body of knowledge and benchmarked Fortune 500 best practices and lessons learned. Effective Oversight. The Acquisition Assurance Method (AAM) is a robust Decision Analytics Framework proven to mitigate risk while assuring timely deliver of measurable outcomes Performance Management. IT-AAC’s Standards Partners have ready to adopt SLAs and Performance Metrics. Portfolio and Investment Management. DoD can immediate leverage IT-AAC’s existing collaborative structure that is open and conflict free. Enhance public/private partnerships. IT-AAC provides an mature, open and inclusive public/private partnership that already reaches academia, standards bodies, innovators and non-traditional communities of practice “Drive for stable requirements and funding. Use mature technologies, or fund and manage technology development rigorously. Demand domain credentials and experience in both government and industry teams. Insist on transparency. And conduct regular independent reviews.” Al Munson Jr, first director of U.S. national intelligence, acquisition and technology ICHnet.org Company Confidential
- 10. IT-AAC Acquisition Center of Excellence Leveraging Industry Innovations and Standards of Practice Mission Requirements & Capability Gaps Mission Architecture: Value Industry Biz Process • Gaps Stream CxOs • Mission Prioritization Re-Engineering Analysis Pr Best Practic es • Constraints ior Lessons Learned i Re tized qu ire Bus Measurable Outcomes me ine nts ss Business Metrics Service Solution Proven Architecture IT Solutions Exist? Y • Feasibility Align Proven SDOs/Labs/ • SOA Attributes Capabilities w/ N Universities business needs ted • SLAs Orien ervice nd SLAs Model New Research, • Shared Services S s a Testing Resul ts Knowledge Solution Spec Exchange Normalized Solution Set Service Evidenced-Based Components Assessment Technology Architecture: CO Validated Past An TS • Selection Performance aly Co • Certification Vetted sis mp Analysis of , E ar Acqui sition • Interop Spec Solution vid ati Bl uePrints & SLA s Solution Architecture Alternatives Architecture en ve Innovators • Openness ce Validation Vendors/ISVs and Demonstrations N Y COTS/OSS Innovations ICHnet.org Company Confidential
- 11. Acquisition Assurance Method (AAM) SDLC touch points Defining the Mission and Policy Drivers Define the Mission Gap Strategic Defining baseline and target performance measures Establish Establish Planning Validate stake holders, funding strategies, linkages to the FEA Strat Plan & Strat Plan & Policies Policies Stakeholder and partner expectations captures Mission & Capability Define target business requirements and processes Measure the Gap Measure the Gap Acquisition Assurance Method & Impact & Impact Value Analysis Solution Architecture (working draft): Business modeling Identify Key Capabilities that can be enabled with COTS/OSS Defining the 80% COTS/OSS Solution Capabilities Understanding capabilities can be leveraged and prioritize Prioritize Prioritize Develop Metrics and KPPs KPPs KPPs Prioritization Validate Stake Holder Agreements and Predictable outcomes & MOEs & MOEs COTS/OSS Feasibility Market Research; Standards, Emerging Tech, Best Practices Define Realm Define Realm Iterative Of the Possible Assessment Feasibility of available COTS technology to satisfied the critical capabilities Of the Possible 3-6 month Determination of risk with custom vs COTS/OSS solutions Cycle COTS/OSS Service Outcome & Risk Service Oriented Enterprise Outcome & Risk Specifications Architecture soundness of COTS technology to satisfied the required capability Metrics & SLAs Metrics SLAs Define Core Infrastructure Services to be used. Create Reference Implementation COTS/OSS AoA Tiltle 41, Mark Research Validate Market Validate Market Biz Case & SLAs COTS Validation prior to election through Industry vetting Vitality, Risks Vitality, Risks Common score card approach Assessing Implementations Performance Based Reusable creditation & accreditation Reward Value Reward Value Acquisition (increm ents) (increments) Testing and Validation on Capabilities & Past Performance & Past Performance User Acceptance Testing Certification and Validation of Capabilities Delivered Assure Timely Assure Timely Accreditation Portfolio Management of Capabilities delivered and gaps Transition Transition Predictable Outcomes ICHnet.org Company Confidential
- 12. Resource Considerations for Innovation Research & IT Acquisition support Partner Type FFRDC User Standards Non-profit Consultants, Innovators, System Groups, development Research IV&V, A&AS Tech Mfg, Integrators SDLC Communitie orgs, trade Institutes, Firms Open Source Phase s of associations UARCs Practice Requirement, Only when no OMB Lines of SDOs = Primary Provide Conflict Limited access Great source for FAR OCI Rules Gap Analysis other company Business offers driver for open free structure to industry customer use limit participation can support Critical Role systems. Conflict and economies lessons learned. cases, lessons (4). (6,7) free structures of scale (2,6) learned. (2,3) Architecture Only when no Agency CxOs Provide standards Principle source Primary source FAR OCI rules FAR OCI rules and Planning, other company provides critical of practice, not of expertise of expertise limit participation prohibit direct can support guidance (2, 3) support support Mkt Research (4) PMO & IV&V Only when no Not inherently Assess to Optimized for Key role FAR OCI rules FAR OCI rules Support other company governmental standards of this area prohibit prohibit can support practice of participation participation (4) suppliers Solution Forbidden if Not inherently Assess to Support role, Support role Provide Primary Engineering available from Governmental potential suppliers provide process developmental partnership area other sources already in market standards, (4) lessons learned Solution Forbidden, Not inherently Potential OCI, Potential OCI, Internal IV&V for Provider of key Primary development may not Governmental objectivity Lack Resources Prime contract technologies partnership area develop & Expertise reduces risk. & integration material solutions (4) ICHnet.org Company Confidential
- 13. Past Performance = Assured Outcomes Where AAM and IT-AAC have proven: better, faster, cheaper Navy: Assessment of AFLOAT Program – USAF: Streamlined COTS Acquisition USAF: Full application of AAM Modules CANES SOA & Security Strategy Process. Applied to Server Virtualization. For eFOIA (KM) Contact Value: $350k Contract Value: $500k Contract Value: $150K Eliminated hi-risk Requirements by Established optimal arch with ROI of Completed AoA, BCA, AQ Selection 23%, $100Ms in potential savings 450% & $458 million savings in just 4 months. USMC: Solution Architecture, AoA and GSA: Financial Mgt System consolidation BTA: Build out of AAM into BTA IT360, BBA for Cross Domain, Thin Client using AAM. with two completed Pilots Contract Value: $300k Contract Value: $500k Contract Value: $300kM Greatly Exceeded Forecasted Saving Moved FMS from OMB “red” to $300 million in potential savings with in both analysis and acquisition “green”. Eliminated duplicative minimal investment investments that saved $200M BTA: Apply AAM to complete AoA and GPO: Developed Acquisition Strategy for JFCOM: MNIS Evaluation of Alternatives BCA for DoD SOA Project Future Digital System FDSys for Cross Domain Solutions Contract Value: $250k Contract Value: $150k Contract Value: $350k Reduced pre-acquisition cycle time Led to successful acquisition and Evaluated 100’s of Options in 90 days, and cost of Analysis by 80% implementation on time, on budget enabling stake holder buy in and (4 months vs 18) and 80% cheaper than NARA RMS source selection. “we believe that it is necessary to develop a comprehensive set of metrics to give transparency to program execution, avoid subjective judgment, and avoid the wasting of time in both executing commands and in oversight offices. This is consistent with the fundamental recommendations of the Packard Commission and Secretary Robert Gates’s initiative to eliminate inefficiency and waste.” PARCA-RAND Root Cause Analysis of Nunn-McCurdy Breaches ICHnet.org Company Confidential
- 14. BACKUP Fortune 100 SOA/Cloud Benchmarked Best Practices and Lessons Learned OSD HA SOA Implementation Best Practices 14 ICHnet.org Company Confidential
- 15. What is SOA/Cloud A Fortune 100 User Perspective SOA is about the Business: An architectures style and enterprise governance structure for communicating business needs and measurable service agreements associated with shared enterprise technology services. SOA is not about Technology, Cloud is the Implementation Side of SOA! SOA concepts can be operationalized with almost any technology; Web Services, COBAL, ISB, JAVA, RDB, WSDL, UDDI, etc… But focusing on technology & Standards is a common failure/anti-pattern 15 ICHnet.org Company Confidential
- 16. Six CSFs for SOA/Cloud Transformation that ICH can Assist you in achieving Success To establish an SOA/Cloud Leadership must address six critical success factors; 1. Establish common requirements and capability development methods that remove ambiguity and over specification. Consider adoption of Capability Assessment Method refinement. 2. Revamp current Architecture Governance and Solution Engineering processes that drive a technology neutral SOA paradigm in automating Business Process and Infrastructure Capabilities. This requires access to commercial expertise and best practices. 3. Adopt SOA enabled methods that drive Reusable & Standardized Solution Architectures, Performance Metrics and Assessment Results. Reuse can significantly reduce cost, risk and cycle times. 4. Adopt a standardized data interoperability framework the establishes a common vocabulary and standards of practice established within a true public/private partnership. Weapons Systems Style Processes doesn’t work for 5. Leverage public/private partnership structure and Solution Architecture Working IT or SOA Group approach that will establish standards of practice for community adoption and criteria for assessing the business fit of COTS, GOTS and Open Source Solutions. 6. Establish collaborative mechanisms by which practitioners, non-traditional Weapons Systems Style Processes doesn’t work for suppliers, innovators, standards bodies and communities of practice can participate. IT or SOA 16 ICHnet.org Company Confidential
- 17. Cloud Key Impact Areas Each must be re-oriented towards Services/Outcomes – Governance: Most Critical, Senior Mgt have Iron Fist on Common Data Model and Infrastructure services. Funding control is paramount. – Enterprise Architecture (EA): DODAF lacks Business Outcomes, COTS/Open Source Assessments and Performance Metrics. EHR EA efforts must be complimented with Bottom up Solution Architecture Views and Service Level Agreement (SLA) linkages. Using OMB’s FEA PMO would better enable VA architecture alignment – Document and assess your current portfolio of IT Capabilities in a Services/Value Context. Leverage your current investments and licences. – Shift Requirements focus to Capability & Service Component outcomes and measures. – Evaluating IT (COTS) in a Services and Capability context: View IT for what business and infrastructure services are provided vs technology/standards focus. – Assessments (TA, AoA, Market Research, JCIDS, DODAF): Must have a bottom/service view of COTS/Open Source that drives decisions – Key SOA Standards (process and technology), BPM, BPEL, AAM, FEA PMO Reference Models. – Key Technology and Approaches: Focus on Measures of Effectiveness (MOE) and SLAs – Security and ID Mgt Decisions also must be addressed early on at each level of architecture decomposition. – Certification and Accreditation (C&A) and Testing considerations must be incorporated into the Acquisition Lifecycle. 17 ICHnet.org Company Confidential
- 18. The Desired Outcome – Agility Through Design- Time & Real-Time SOA with Active Policy Enforcement Runtime Infrastructure Components Model of the CANES SOA Reference Architecture Messaging Services Mediation Services Management Services Discovery Services Security Services Presentation Services Real Time and Non- Real Time Services Machine-Machine enforcement 18 ICHnet.org Company Confidential
- 19. SOA/Cloud Success is Predicated on Common Service Infrastructure 19 ICHnet.org Company Confidential
- 20. A 10 Company Distillation of Best Practices Best Practice Number 1: To succeed at SOA: align with your organization’s leadership by building services that are tightly coupled with the organization’s most important goals. Best Practice Number 2: Services must be easy to find and understand. Those who do use them must be rewarded. Best Practice Number 3: Ensure that services are well documented and widely publicized. Best Practice Number 4: The SOA must allow data to flow from one end of the enterprise to the other with its meaning intact and in a secure fashion. Best Practice Number 5: Don’t build SOA. Solve a business problem …. Agility and cost saving will follow. This ancillary to Best Practice 1. Build from within. 20 ICHnet.org Company Confidential
- 21. Recommendations to the FEDS IT-AAC is organized to help implement these CSFs 1. Focus on a major problem and let a SOA approach evolve from that problem. 2. Determine what is a good service and enforce it 3. Don’t start till your metadata is defined … you will never recover 4. Use strongly enforced data policy and active governance policy enforcement to create machine-machine mechanism for a real-time SOA needed in the Afloat program 5. Reuse as much as possible from legacy (do not start from scratch) 6. Determine how services are to built for the OSD HA, you cannot assume separate funding will achieve enterprise SOA service components and pay for themselves during the life-cycle 7. Create and fund service component owners who’s customers will be the function al application owners 8. Build service domain that cover large major functions and not an array of small service components (subroutine-like; remember FEDEX has only 12) 9. Learn how to accredit a reusable service component, possibly from enclave testing policy. 21 ICHnet.org Company Confidential
- 22. What IT-AAC Proposes in first 3 months to operationalize IC ITE 1. Engage in contract to tap IT-AAC coalition of public service partners: tap alternative resources and expertise to provide critical resource support to the SD, Task Force and Services to guide successful implementation of Sec804 in terms of process, culture, incentives and mentoring. Leverage a network of non- profits and experts committed to achieving lasting IT Acquisition Reform. Phase 1 Phase 1 2. Use IT-AAC as an IPT for establishing consensus and gaining buy-in among key stake holders. Use IT- AAC collaboratory to support AF requirements in meeting Sec 804 Implementation Deadline. “804 Solution” must address weakness of all acquisition lifecycle processes; requirements (JCIDS), architecture (DoDAF), tech assessment (TRL), acquisition strategy, source selection, decision analytics (oversight). 3. Conduct Readiness Assessment & Root Cause Analysis: of current acquisition ecosystem (processes, culture, acqu resources and incentives) with public/private partners. Conduct impact assessment and cost of maintaining status quo. Establish Critical Success Factors. Phase 2 Phase 2 4. Repurpose Existing Benchmark of SOA/IT Acquisition Best Practices: Benchmark existing innovative/industry IT Requirements, Architecture, Assessment & Acquisition practices, approaches, processes, processes standards that have already been proven in the market. Reduce cost and risk of “build from scratch” or “reshaping broken processes”. Identify high risk programs where new processes can be piloted. 5. Pilot Agile Acquisition Methods that operationalize NDAA Section 804, HR 5013 process implementation, training and piloting of the new IT Acquisition process. Mentor high profile IT programs ( who are already looking Phase 3 Phase 3 for change) through new 804 process; TMA’s EHR, DEEMs, Army FCS, DISA NECC, AF SOA, etc. 6. Roll out process training and program mentoring in partnership with NDU, DAU, ICH and SEI. Build out DAU’s IT Clearinghouse to capture benchmarked industry best practices and proven innovations of the market. “If confirmed, I would review the implementation of Section 804 and make any necessary recommendations for improvement. I believe many of the challenges in the past were the result of factors such as inadequate technical maturity, undisciplined or poorly understood requirements, poor configuration management practices, the lack of disciplined and mature software development processes, and shortages of qualified people.” Honorable Frank Kendall, OSD ATL ICHnet.org Company Confidential
- 23. On-going Support Activities needed for Sustainable IT Acquisition Effectiveness 1. Workforce Empowerment: Establish robust IT Leadership Training and Mentoring program that builds on DAU/IT-AAC Partnership. Build out Best Practices Clearinghouse with reusable People People acquisition decision templates and solution architectures already proven in the market 2. Continuous Leadership Roundtables: directed at sharing lessons learned, gaining trust, exposing best practices and improving stake holder communications. 3. Industry Benchmarking and Innovation Research: Closing the knowledge gap. Baseline real Technology Technology world metrics and service levels. Leveraging ICH’s deep network of experts and expertise not available from traditional sources. (the realm of the possible). 4. Standards of Practice: Benchmarked IT infrastructure/Cloud design patterns and associated metrics that can be readily adopted to mitigate decision risks 5. Implement Agile Acquisition: Refresh SLDC processes and policies that are derived from proven practices & tuned for the fast paced IT market. Establish stake holder roles and responsibility that assure continuous monitoring and feedback. Process Process 6. Knowledge Management: Establish continuous Innovation Research and lessons learned exchanges that break down organizational stove pipes and enable info sharing. ICHnet.org Company Confidential
- 24. IT-AAC = Sustainable IT Reforms Agile Acquisition, Standards & Innovation Research The IT-AAC is uniquely positioned to drive sustainable IT Reforms; 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 to-date) 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 ICHnet.org Company Confidential