IT Acquisition Advisory Council A non-profit public/private do-tank Assuring the business value of IT at the Speed of Need Transformation Roadmap for Achieving Sustainable IT Acquisition Reform Assuring Acquisition Agility for COTS and Enterprise Resource Planning John Weiler, Managing Director Kevin Carroll, former Army PEO EIS Dr. Marv Langston, former Do. D CIO Gen Ted Bowlds, former AF ESC CMDR Relationship Mgr: Helmut. Mertins@IT-AAC. org www. IT-AAC. org 703 768 0400
IT-AAC Public/Private Partnership assuring the business value of IT “A knowledgeable & elastic IT Community of Practice, working in the public interests to usher in agile methods, real world expertise and innovations needed to transform Federal IT and assure mission outcomes” Honorable Mike Wynne, 21 st AFSEC, Co-Founder and Chairman Emeritus, IT-AAC “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 ICHnet. org Company Confidential
Think Tank Purpose To provide the Decision Makers and Stake Holder with an alternative set of Agile Methods, Decision Analytics and IT Expertise needed to assure rapid delivery of Commercial IT Solutions u Just in Time Expertise - (vs butts in seats) that taps a virtual pool of seasoned experts from nonprofits, SDO, academia, NGOs, independent consultants and nontraditional advisors. Partner capabilities are best in class of; capability analysis, innovation research, solution architectures, tech assessment, business case analysis, performance metrics, BPR. u Standardized Agile Acquisition Processes – AF, Navy & BTA deemed AAM as measurable, repeatable and sustainable. Derived from commercial best practices maintained as an Open Source Offering (on GSA Schedule) u Innovation Research – decision analytics templates that define the realm of the possible needed to avoid over specification. Reduces time/cost of TRLs as applied to Open Source and COTS. Risk mitigation via evidenced based research. u. Acquisition Ecosystem Empowerment – Workshops, Training and Mentoring services using ITAAC’s Grey Beards. “You can’t solve today’s problems with the same thinking that got you there ” ……” insanity is continuing the same process over and over again and expecting different results” Albert Einstein ICHnet. org Company Confidential
Root Cause Analysis Summary findings of 40 Studies & 20+ Program Failures across DHS, Do. D 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. Programs spending up to 25% on compliance without any reduction in risk. Mil. Spec Acquisition methods do not work for fast paced IT market. DODAF, JCIDS, NESI, LISI were designed for Weapons Systems (by FFRDCs), and have no track record for successful delivery of IT. 2. Mis-application of FFRDCs and Defense Contractors who lack organic access to commercial best practices or low cost mechanisms to measure business value of commercial IT Solutions and Cloud Services, 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 cannot be embraced without a change in the above. 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 costly design-to-spec development approaches that obscure commercial innovations. Traditional SIs are insulated from commercial IT innovations and industry best practices. ICHnet. org Company Confidential
Unmet CCA and OMB’s IT Reform Directives Clinger Cohen Act Requires: (1) Streamline the IT Acquisition Process (2) Change business processes (BPR), not COTS (3) Favor COTS/OSS over custom development. (4) Build business case and acquire based objective assessment criteria (5) Use architecture for investment decisions (6) Adopt Commercial Standards and Best Practices OMB 25 Point Plan Requires: “IT Reform efforts must Align the Acquisition Process with the Technology Cycle. Point 13. Design and develop a cadre of specialized IT acquisition professionals. Point 14. Identify IT acquisition best practices and adopt government-wide. Point 15. Issue contracting guidance and templates to support modular development Point 16. Reduce barriers to entry for small innovative technology companies” ICHnet. org Company Confidential
Unmet Defense Acquisition Reforms if implemented, would drive down IT cost overruns 2009 NDAA: ‘‘Implementing Management for Performance and Related Reforms to Obtain Value in Every Acquisition’’. Requires: (1) Determine clear performance metrics for specific programs from the start; (2) Foster an ongoing dialogue during the technology development process between the system developers and the warfighters; (3) Promote an open architecture approach that allows for more modularization of hardware and software; (4) Develop a plan for how to strengthen the IT acquisition workforce; (5) Implement alternative milestone decision points that are more consistent with commercial product development for IT; (6) Develop a process for competitive prototyping in the IT environment; (7) Develop a new test and evaluation approach that merges developmental and operational testing in a parallel fashion; (8) Place greater emphasis on the up-front market analysis; and (9) Conduct a rigorous analysis of contracting mechanisms and contract incentive 2010 NDAA Sec 804: “The Secretary of Defense shall develop and implement a new acquisition process for information technology systems. The acquisition process developed and implemented pursuant to this subsection shall, to the extent determined appropriate by the Secretary-– be designed to include– 1) early and continual involvement of the user; 2) multiple, rapidly executed increments or releases of capability; 3) early, successive prototyping to support an evolutionary approach; and 4) a modular, open-systems approach” 2011 NDAA Sec 933: “The Secretary of Defense, in consultation with the Secretaries of the military departments, shall develop a strategy to provide for the rapid acquisition of tools, applications, and other capabilities for cyber warfare for the United States Cyber Command the cyber operations components of the military departments. The Strategy shall include: ” – Basic elements (1) An orderly process for determining and approving operational requirements. (2) A well-defined, repeatable, transparent, and disciplined process for developing capabilities to meet such requirements, in accordance with the information technology acquisition process developed pursuant to section 804 (3) The allocation of facilities and other resources to thoroughly test such capabilities. – Establish mechanisms to promote information sharing, cooperative agreements, and collaboration with international, interagency, academic, and industrial partners in the development of cyber warfare capabilities 2012 NDAA "Migration of Defense data and government-provided services from Department-owned and operated data centers to cloud computing services generally available within the private sector that provide a better capability at a lower cost with the same or greater degree of security. ", ICHnet. org Company Confidential
Critical Success Factors for Agile Acquisition & Assured Outcomes Capabilities established by the IT-AAC partnership as the ounce of prevention; þ 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 todate) þ Dynamic access to evolving commercial innovations, implementation best practices and lessons learned (CCA), outside the reach of the Defense Industrial Complex þ A bottom up view of commercial capabilities that feeds the requirements process, (realm of the possible) to prevent over specification and costly custom development. þ Means of deriving SLAs from both Measures of Effectives and Standards of Practice, critical to managed services, capability based acquisition and service level management. þ 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 Do. D will follow proven commercial processes, increasing the emphasis placed on past performance and experience on prior government and commercial efforts in selecting IT providers. ” Dep. Sec Bill Lynn on Section 804 Implementation Plan ICHnet. org Company Confidential
IT-AAC Centers of Excellence accelerating innovation and benchmarked best practices IT-AAC Partnership brings forth wide range of IT expertise need to mentor PMs: u 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. Do. D 5000 and BCL represent the current approaches. u 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. u Capability Specification: 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 outcomes u Solution 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. u 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. u 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. u Procurement and Contracting: Software as a Service and SOA portend a new dynamic for acquisition of IT (health IT, cyber, business systems), that brings focus to Service Level Agreements (SLAs), Software as a Service (Saa. S) and SL Management. If the previous activities do not directly feed the acquisition strategy or provide mechanisms for contractor accountability, all is lost. ICHnet. org Company Confidential
IT-AAC vs Traditional Defense Advisors transforming and informing acquisition ecosystem Resource Type Non-profit Public/Private Partnership Federal System SETA Integrator Contractors Open, inclusive structure by which innovations of the market can be quickly assessed þ ITAAC partners do not sell, customize or integrate any IT to ensure objectivity ý reseller agreements & implementation interests cannot be firewalled. þ For profit structure þ Objective but lacking þ Best suited for R&D inhibits knowledge formal mechanisms for activities associated with sharing across many reusing past results. specific solutions communities Access to real world commercial best practices, (CCA Mandate) þ Partnership with SDOs and Testing Labs enable rapid assessments of IT ý focus on stock holder value and profits harms reuse of 3 rd party results þNon-conflicted but lacking organic access to innovations of the market or industry COPs Ability to train and equip Acq. Core. Tap a wide range of SMEs when needed. þ IT-AAC’s 14 Partners access 10 s of thousands of just-in-time SMEs and evidence þlimiting ability to þ Depends or depth bring in real world and breadth of expertise outside of company. core bench þ Often have higher percent of SMEs with advanced degrees. Academic approach not effective for implementation Standardized & Agile Acquisition Methods tuned for the fast paced IT market. þ Acquisition Assurance Method already proven to conform to Sec 804 and OMB guidance. ý Evidences þ Cannot set suggests little standards. Can only incentive to use adopt. COTS, prefer costly build to spec model. ý Not a focus area of ý Not a focus area. FFRDCs, and contrary Cannot set standards to OMB A 119 and FAR restrictions CSF for IT Acquisition ICHnet. org Company Confidential FFRDC Academia ý FFRDC restrictions ý Focus on research prevent partnering with issues. Most work done by industry, limited access students. to real world expertise. þ Often have higher percent of SMEs with advanced degrees. Academic approach not effective for implementation
Past Performance = Assured Outcomes Where AAM and IT-AAC have proven: better, faster, cheaper Navy: Assessment of AFLOAT Program – CANES SOA & Security Strategy Contact Value: $350 k USAF: Streamlined COTS Acquisition Process. Applied to Server Virtualization. Contract Value: $500 k Eliminated hi-risk Requirements by 23%, $100 Ms in potential savings Established optimal arch with ROI of 450% & $458 million savings Completed Ao. A, BCA, AQ Selection in just 4 months. GSA: Financial Mgt System consolidation using AAM. Contract Value: $500 k BTA: Build out of AAM into BTA IT 360, with two completed Pilots Contract Value: $300 k. M USMC: Solution Architecture, Ao. A and BBA for Cross Domain, Thin Client Contract Value: $300 k Greatly Exceeded Forecasted Saving in both analysis and acquisition BTA: Apply AAM to complete Ao. A and BCA for Do. D SOA Project Contract Value: $250 k Reduced pre-acquisition cycle time and cost of Analysis by 80% (4 months vs 18) Moved FMS from OMB “red” to “green”. Eliminated duplicative investments that saved $200 M GPO: Developed Acquisition Strategy for Future Digital System FDSys Contract Value: $150 k Led to successful acquisition and implementation on time, on budget and 80% cheaper than NARA RMS ICHnet. org Company Confidential USAF: Full application of AAM Modules For e. FOIA (KM) Contract Value: $150 K $300 million in potential savings with minimal investment JFCOM: MNIS Evaluation of Alternatives for Cross Domain Solutions Contract Value: $350 k Evaluated 100’s of Options in 90 days, enabling stake holder buy in and source selection.
Acquisition Assurance Method (AAM) Improving Decision Analytics and Measured Outcomes Across the Acquisition Lifecycle AAM is the only Agile Acquisition Process Standard to comply with OMB’s directives and NDAA Section 804. AAM is managed as an Open Source process by the Interop. Clearinghouse, a quasi standards body. AAM is the result of an 8 year investment, in cooperation with AF A 6, AF AQ, Navy SPARWAR, USMC, OMB, GAO, GPO, and BTA. The BTA’s Capability Assessment Method complimented both the Do. D 5000 and BCL as a Decision Analytics tool. ICHnet. org Company Confidential
IT-AAC Agile Acquisition Touch Points Measures and Aligns Business Needs with Proven IT Capabilities IT-AAC Communities of Practice Business Requirements & Capability Gaps Mission Need: • Mo. Es • Mission Prioritization • Constraints Service Specification • Feasibility • SOA Attributes • SLAs • Shared Services Technology Fit/Finish: • Selection • Certification • Interop Spec • Openness Value Stream Analysis Industry Cx. Os Biz Process Re-Engineering Prioritized Business Requirements Evidence Lessons Learned Innovators Vendors/ISVs Innovations SDOs/Labs/ Universities Research, Testing Results Measurable Outcomes Business Metrics Proven IT Solutions Solution Exist? Y N Knowledge Exchange Align Proven Capabilities w/ business needs Model New Solution Service Oriented Specs and SLAs Normalized Service Components Validated Past Performance Solution Architecture Validation and Demonstrations Solution Set Evidenced-Based Assessment Analysis of Alternative s N Y Vetted Solution Architecture Validated Acquisition Strategy, SLAs & Source Selection Criteria COTS Comparative Analysis, Evidence ICHnet. org Company Confidential
AAM Aligns IT with Business Needs AAM Service Component Vendor Solution Templates Reference Models BRM Business Drivers & Metrics (BRM/OV) Core Business Mission Objectives Business Processes & Infrastructure Service BRM Appl Service Components Layer 1 & Metrics (SRM/SV) Infrastructure Service Components Layer N Technical BRM Solution & Metrics (TV, TRM) Associated Metrics Performance Metrics Security Profiles Effectiveness/Efficiency Common Criteria Interoperability, Fit, Finish Application Layer 1 Common Infrastructure Layer M ICHnet. org Company Confidential Secure Solutions SAIL Solution Frameworks Aligns with business needs User/Integrator Best Practices Business Driven Top Down increasing stake holder value, reducing risks
Acquisition Strategy Project Strategy Capability Analysis Capability Determination Capability Prioritization Activities § § § § Feasibility Assessment Economic Analysis Artifacts/Deliverables Determine Sponsor and Stake Holder representatives Codify Business Problem statement Validate Project Scope, Timeline, Outcomes Collect and evaluate existing data from RFI responses and other sources Deliver Project POAM Establish Stake Holder Agreement and Success Criteria Establish Measures of Effectiveness § § § Clear Problem Statement, Capability Gaps RFI Assessment Realm of the Possible Measures of Effectiveness Other data as Price lists Critical Success Factors Entry Criteria ü ü ü 0 months Exit Criteria - Outcomes Initial Data collection Initial identification of Capabilities Business Needs & Gaps 1 month ü ü ü Approval of Project Plan Approval of Business Problem and Outcome Criteria: Adequacy of Capabilities or Plan for correction 2 months 3 months 4 months 13 ICHnet. org Company Confidential
Requirements Analytics Project Strategy Capability Analysis Capability Determination Capability Prioritization Activities § § § § Feasibility Assessment Economic Analysis Artifacts/Deliverables § Capture Problem Statement w/Sponsor Establish Performance Measurements Document Agency Services Baseline Determine industry capabilities and metrics Capture Function Capabilities Determine level of granularity needed Hold Requirements WGs w/Sponsor's Key Stakeholders § Publish Capability Analysis Report (CAR) (Requirements and their Justification) Work papers on: – Justification of Requirements, & Capabilities – Problem Statement Validation Critical Success Factors Entry Criteria ü 0 months Exit Criteria Approved Project Plan and POAM 1 month ü Approval of the CAR by the Functional Sponsor Criteria: Adequacy of Capabilities or Plan for correction 2 months ICHnet. org Company Confidential 3 months 4 months 14
Capability Development Project Strategy Capability Analysis Capability Determination Capability Prioritization Activities § § § § Feasibility Assessment Economic Analysis Artifacts/Deliverables Refine Capabilities into Service Component solution § models (per OMB FEA-PMO) Conduct Market Survey § Establish Service Component & Groupings Review RFQ for adequacy of detail If RFI responses lack depth or breadth, ICH will conduct Industry Outreach and Benchmarking Construct Service Component Analysis Groups PMO review Analysis Group; Service Components reference model mapping to capabilities/requirements Work papers on: – Results of the Market Survey – Standards of Practice – Industry Benchmarking Data – Standardized Vocabulary for describing service components and basis for establishing SLAs (not in scope) Critical Success Factors Entry Criteria ü 0 months Exit Criteria Approved CAR (Validated Capabilities) 1 month ü Approval of Service Component by the PM Criteria: Adequate industry metrics or plan for correction 2 months ICHnet. org Company Confidential 3 months 4 months 15
Performance & Risk Metrics Project Strategy Capability Analysis Capability Determination Capability Prioritization Activities § § Feasibility Assessment Economic Analysis Artifacts/Deliverables § § Hold Functional WG w/Sponsor's Key Stakeholders Develop Prioritization Weighting Scale Team Normalized weighting of the Service Components Document each weights rationale Capability Prioritization Matrix Work papers on: – Service Component Prioritization Scale – Rationale for each weight given (traceability) Critical Success Factors Entry Criteria ü 0 months Approved Analysis Groups, Service Components and Standards of Practice 1 month Exit Criteria ü Approved Capability Prioritization Matrix Criteria: Functional Sponsor Approval 2 months ICHnet. org Company Confidential 3 months 4 months 16
Market Research Project Strategy Capability Analysis Capability Determination Capability Prioritization Activities § § § § § Feasibility Assessment Economic Analysis Artifacts/Deliverables Evaluate RFI Responses § Establish alternatives for the assessment Establish Scoring WG team § Develop Scoring Plan Score Alternatives + + Perform Sensitivity Analysis on Scoring Results Analyze results Review Ao. A date points Present Results to Functional Sponsor - May included Functional WG team Analysis of Alternative (Compare New/Existing Solutions against Prioritized Capability) Work papers on: – Scoring Plan – Scoring Rationale – Sensitivity analyses performed – Technology Maturity Assessment Critical Success Factors Entry Criteria ü 0 months Approved Capability Prioritization Matrix 1 month Exit Criteria ü Approval of Feasibility Assessment Report by DBSAE/ PMO Criteria: (1) Assessment Team agreement on the scores. (2) Reference material justifying scores 2 months ICHnet. org Company Confidential 3 months 4 months 17
Ao. A and Business Case Project Strategy 3 Capability Analysis Capability Determination Capability Prioritization Activities Setup Main Cost Model § Determine the quantities and time frame to be § Evaluate § § "Setup Sub-Models for direct, indirect & § migration cost + savings" § Determine Model's elements related to ROI § Determine the models for each alternative § Collect Data industry data and assumptions § Conduct TCO § Review of Economic Analysis Results Present Results to Functional Sponsor - May included Functional WG team § Develop Economic Analysis Report Entry Criteria 0 months Economic Analysis Artifacts/Deliverables § § ü Feasibility Assessment Critical Success Factors Exit Criteria ü Approved Feasibility Assessment, Ao. A 1 month Economic Analysis Report Solution Architecture Documented CCA compliance Work papers on: – Model Documentation – Documentation of each Alternative – Documentation on costs developed for the Mode; – Documentation of Industry Metric determined Approval of Economic Analysis Report by Functional Sponsor Criteria: (1) Functional Sponsor Agreement (2) Reference material justifying cost models 2 months ICHnet. org Company Confidential 3 months 4 months DBSAE Assessment
In Review: A Proven Alternative “the ounce of prevention in these lean times…” Ø Open & Inclusive Structure (conforming to OMB A 119 and NTTAA) ü ü 501. C 6 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 Ø Repeatable, Measurable, Standardized Agile Methods (AAM) ü ü Acquisition Assurance Method (AAM) validates and aligns requirements, solution architecture & perform. metrics Evidenced Based Research (EBR) validates needs, market capabilities while mitigating risk Proven to reduce over specification, costly customization and lifecycle costs Exceeds Agile criteria found in NDAA Sec 804 and OMB 25 Point Plan Ø Conflict Free Studies, Assessments and Analysis Services ü Ao. A, Eo. V, BCA (ROI) and Risk Assessments at a fraction of the cost and time ü Reusable studies and benchmarks: COTS, Open Source, ERP, Infrastructure and SOA ü LEAN Six Sigma, Solution Architecture, IT Acquisition, Portfolio Mgt, SOA Governance, ITIL/VCA Ø Assured Mission Outcomes, Low Cost: AF, Navy, USMC, BTA, JFCOM, GSA ü Evidenced Based Research derived from real world results ü Reduced acquisition time-line, measurable and predictable outcomes ü Significant cost-avoidance and savings, reduced analysis/paralysis ICHnet. org Company Confidential
FFP GSA Acquisition Assurance Offerings via Simplified Acquisition Method MOBIS: GS 10 F 0540 N or Sched 70: GS 35 F 0151 M Cloud Acquisition Mentoring Program IT-AAC (1) Year Membership Up to 368 hours labor 1 year License to ICH Materials GSA Firm Fixed Price: $100, 000 Conduct of a readiness assessment of target Cloud/IT Consolidation project, providing acquisition and leadership mentoring for the following activities through the project acquisition lifecycle: Capability Alignment Architecture Assessments – Analysis Selection Assessments – Determination Network Certifications – Prioritization Outcome Assessment Feasibility Assessments Infrastructure Portfolio Baseline Assessment and Audit IT-AAC (1) Year Membership Up to 610 hours labor 1 year License to ICH Materials GSA Firm Fixed Price: $150, 000 Conduct of an assessment existing IT Infrastructure portfolio to identify assets and processes that can be repurposed: Capability Alignment Architecture Assessments – Analysis Selection Assessments – Determination Network Certifications – Prioritization Outcome Assessment Feasibility Assessments Cloud Acquisition Immersion IT-AAC (1) Year Membership Up to 1092 hours labor 1 year License to Acquisition Assurance Method, Clearinghouse Benchmark Data and Knowledge Base of Research GSA Firm Fixed Price: $250, 000 Develop To-Be IT Infrastructure Acquisition Target Architecture, conduct Eo. A using AAM assessment framework that specifies evaluation criteria, valid tech sources, and relative strengths and weakness based on audited past performance, : Capability Alignment Architecture Assessments – Analysis Selection Assessments – Determination Network Certifications – Prioritization Outcome Assessment Feasibility Assessments Cloud Full Acquisition Support IT-AAC (1) Year Membership Up to 2300 hours labor 1 year License to ICH Materials GSA Firm Fixed Price: $500, 000 Support the full acquisition lifecycle, including all above products that assure the Acquisition Strategy and required decision artifacts: Capability Alignment Architecture Assessments – Analysis Selection Assessments – Determination Network Certifications – Prioritization Outcome Assessment Service Level Agreements (SLA) ICHnet. org Company Confidential
ICHnet. org Company Confidential
IT-AAC Partner Capabilities and Expertise enabling sound decisions 1. Non-profit free think tank composed of the worlds most respected public service institutes and domain experts not available through traditional contracting mechanisms 2. Innovation Clearinghouse and Knowledge Exchange that captures proven market innovations in an acquisition ready context (canonical form) 3. Benchmarked Best Practices and Lessons Learned (SOA, Cloud, Iaa. S, Paa. S, Saa. S, Web Services) provided by customers who share business value from real world implementation and testing results 4. Acquisition Decision Framework that pools and normalizes infrastructure requirements, architectures, tech assessments, performance metrics (SLAs) business case analysis, and evaluation criteria. 5. Leadership Roundtables and Educational Forums that provides a hype free interchange with government and industry leaders 6. Virtual Solution Architecture Integration Lab (SAIL) and Solution Architecture Working Groups (SAWG), that detail realm of the possible and pre-validate fit and finish of commercial solutions. 7. Acquisition Advisory Contract Vehicles that reduce time to market and accelerate acquisition outcomes "It is not a great mystery what needs to change, what it takes is the political will and willingness, as Eisenhower possessed, to make hard choices -- choices that will displease powerful people both inside the Pentagon and out” Defense Secretary Robert Gates ICHnet. org Company Confidential
IT-AAC Domains of Expertise leveraging what works and proven in the market u Infrastructure as a Service (Iaa. S) u Thin Client & Server Based Computing u Software as a Service (Saa. S) u Cross Domain Solutions u Platform as a Service (Paa. S) u Large Data Management u ITILv 3 u Federated Data u Secure Cloud Computing u XML/Object/Relational Hybrid u Shared Services Architecture u Knowledge and Content Management (e. FOIA) u Service Oriented Architecture u Portfolio Management u FEA-PMO Reference Models u Secure Information Sharing u Service Level Management u Identity Management and Info. Sec u Performance Based Contracting u Agile Development Tools ICHnet. org Company Confidential
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