پاورپوینت کامل Blueprint for Sustainable IT Acquisition Reform 29 اسلاید در PowerPoint

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پاورپوینت کامل Blueprint for Sustainable IT Acquisition Reform 29 اسلاید در PowerPoint

اسلاید ۴: Information Technology EvolutionInformation Driven CapabilityCentral computer center, slow turn aroundOne size fits allLimited reuse of application modules19501960197019801990200020102020Centralized – MainframeClient/Server – DecentralizedInternet – CloudPC enabled and networkSoftware distributed in both server and client computersHeavy focus on software development and point to point integrationVirtualized compute; global network enabled, plug & playIT Infrastructure decoupled from ApplicationsCOTS & OSS Integration, Software as a ServiceAdding functional capability has become easier with each new waveWe are in early stages of Wave 3 information technology Mainframe and Client-Server waves remain in placeWaves represent many co-dependent technologies, matured over timeBut enterprise infrastructure gaps & vulnerabilities have become more criticalDoD is using Wave 2 acquisition & budget processes; to acquire Wave 3 capability IT-AAC understands IT Acquisition Dilemma Wave 3 Solutions can’t be acquired using MilSpec processes…

اسلاید ۵: IT-AAC brings forth Proven Expertise and Method across the Acquisition LifecycleIT-AAC Offers Benchmarked Best Practices, Methods and Expertise to needed to Assure Rapid Delivery of IT Capabilities: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 sub-processes 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. Requirements Development: 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 outcomesSolution 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. Performance Based Acquisition and Metrics: Software as a Service and SOA portent 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. “IT Reform is about Operational Efficiency and Innovation”

اسلاید ۶: Today’s Situation — as highlighted by the HASC Panel on Defense Acquisition ReformStudies of both commercial and government IT projects have found some disturbing statistics; Only 16% of IT projects are completed on time and on budget. 31% are cancelled before completion. The remaining 53% are late and over budget, with the typical cost growth exceeding the original budget more than 89%. Of the IT projects that are completed, the final product contains only 61% of the originally specified features. As was pointed out in testimony before the Panel, the traditional defense acquisition process is “ill-suited for information technology systems. Phase A is intended to mature technology; yet information technologies are now largely matured in the commercial sector”. Weapon system acquisition processes are often applied to IT systems acquisition, without addressing unique aspects of IT. “the weapon systems acquisition process is optimized to manage production risk and does not really fit information technology acquisition that does not lead to significant production quantities.” Defense Acquisition Panel, HASC

اسلاید ۷: Federal IT Acquisition Challenges “We are buying yesterday’s technology tomorrow” DSB IATF: “DoD reliance on FFRDCs is isolating it from sources of new technologies, and will hinder the departments ability to get the best technical advise in the future”AF Science Advisory Board 2000: PMs need greater access to real world lesson learned and innovations of the market to mitigate risk and cost overruns. PMs frequently enter high risk areas due to limited access to lessons learned from those who have already forged ahead. CMU SEI Study 2004: The DoDAF alone is not effective for IT architectures, lacks business view, performance metrics or means of avoiding over specification. DoDAF (C4ISR) was developed by Mitre and IDA in 1986 to provide DoD with a systems engineering documentation tool for existing system implementations. 20Sec 803 : Government needs a high integrity knowledge exchange by which innovations of the market can be objectively assessed. DSB 20ons Systems Style Solution Architecture and Acquisition Processes take too long, cost too much, recommend establishing a separate IT Acquisition market that is tuned for the fast paced market. IT-AAC 20r IT Programs lack senior leadership support, and have few vested in the success. All participants, including oversight, must be incentivized in meeting program goals and outcomes. BENS RPT on ACQUISITION 20needs independent architecture development that is not compromised by those with a vested interest in the outcome. FAR OCI rules must be better enforced. NDAA Sec 804 2010: DoD will establish a modular IT Acquisition process that is responsive to the fast paced IT market. 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 20se IT Acquisition Summit hosted by IT-AAC

اسلاید ۸: Federal IT Acquisition Root Causes compromising mission effectiveness and costing tax payer $40B/yearIT Acquisition Ecosystem Ineffective: Missing incentives & metrics, redundant oversight, vague accountability, ineffective governance (MOE, SLA) puts focus on compliance vs outcomes. Programs spending up to 25% on compliance without any reduction in risk. Good laws (CCA, OMB 119, FAR, Sec804) lack enforcement: Frequently compounded by Ad-hoc Implementations and MilSpec methods. DODAF, JCIDS, NESI, LISI were designed for Weapons Systems, compete with standards and orthogonal to Industry Best Practices.Conflict of Interest unenforced, optimal resources and expertise overlooked: FAR prohibits Contractors with vested interests in implementation should not use “Chinese firewalls” to bypass rules or gain unfair advantage. Optimal resources in IT Program planning, market research, and solution engineering overlooked, inhibiting access to real world best practices and innovations of the market. Standards bodies & non-profit research institutes under utilized. “Insanity is continuing the same process over and over again and expecting different results” Albert Einstein

اسلاید ۹: Root Cause (cont.)Innovation Stifled/Invisible to Decision Makers: Traditional Sis/FFRDCs are insulated from IT innovations and commercial best practices. PMs lacks effective outreach/research capabilities needed to inform the requirements and acquisition lifecycle. Lacks timely access to innovations of the market, commercial expertise, or benchmarked best practices and lessons learned. Small Businesses, Innovators and Public Service entities , SDOs) are under utilized, threatening Open Systems and Open Architecture efforts. MilSpec Acquisition Processes in conflict with Open Systems, best practices and drive “design to spec” approach:MilSpec Requirements (JCIDS), Architecture (DoDAF), Tech Assessment (TRL/C&A), Business Case Analysis (AoA), Procurement (DoD5000) and Enterprise Management (CMM) processes are inconsistent with fast paced IT market (in spite of Paperwork Reduction Act, CCA, Section 804 and OMB A119 directives) Section 804 call Open Process cannot be implemented using the same resources and expertise that created the current MilSpec processesBudgeting (POM) approaches drive stove pipe solutions:Frequently 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 canno