The DON IM and IT Performance Measurement Program

The DON IM and IT Performance Measurement Program Briefing to Performance Management Community of Practice May 22, 2007 Presented by: Ms. Michelle Schmith and PL&M Team DON CIO PL&M Team Lead

Agenda § DON IM/IT Performance Measurement Program initiative § DON IM/IT PMP Prototype Dashboard § Way ahead 2

DON IM and IT Performance Measurement Initiative § THE TASK: The Department will define the plans of action and milestones and performance metrics for the goals and strategies in this plan, so that our progress can be clearly measured. Reference: The Department of the Navy IM/IT Strategic Plan, FY 2006 -2007 § THE WHOLE GOAL: The DON CIO has 100% of metrics defined for achieving the Goals/Strategies from the FY 2006 -2007 DON IM/IT Strategic Plan and is measuring 30% of the strategies by the end of FY 2006. Reference: ELG Tier III DON CIO MOPS-PLM Team – 5 Feb 06 3

In support of this, the DON IM/IT Performance Measurement program was launched with short and longer term goals FY’ 06 Goals § Define key metrics for each goal and objective in the DON IM/IT strategic plan § Design an initial scorecard covering 30% of the objectives in the DON IM/IT strategic plan – – § Addressing key ’ 07 priorities—tech refresh, cryptographic logon, network security Balancing between what’s important and what’s measurable Implement this scorecard in a web-based dashboard by Sept. 30 FY’ 07 Goals § Alignment of Command-level IM/IT goals to the DON IM/IT goals § Review and improve existing performance metrics § Define additional metrics covering at least 50% of the objectives in the Strat Plan § Complete functional description for an automated data collection and performance measurement reporting capability and define a funding strategy for future FOC Longer Term 3 - 4 Year Goals § § Alignment of the Command-level IM/IT goals to the DON IM/IT goals § § § Achieve alignment within organizations vertically and horizontally Initiate performance measurement development as a cascade both upward and downward through the DON Review and improve existing performance metrics Automate performance data collection and reporting 4

The DON IM/IT performance management initiative: Why? § Demonstrate consistent progress across the enterprise…. Not just isolated success stories § Help every DON organization understand how success will be measured § Drive alignment of IM/IT efforts to Naval Warfighting priorities and advance a culture of strategy-driven execution § Support the strategic planning and budgeting efforts – Institutionalize proactive thinking and data-driven decision making – Drive a culture toward Balanced Measures – Improve visibility/accountability § Statutory Mandate: CCA, GPRA, GAO Reports Measure progress towards strategy in a way that is understood…by everyone 5

Performance Measurement Framework is derived from the DON IM/IT Strategic Plan Vision A Naval warfighting team armed with the secure, assured, accurate, and timely information to fight and win Mission Deliver secure, interoperable, and integrated IM/IT capabilities to the Marine and Sailor to support the full spectrum of warfighting and warfighting support missions Workforce CPIC / Portfolio Mgt 5. Ensure Naval IM/IT investments are selected, resourced, and acquired to deliver affordable enhancements to warfighter effectiveness Knowledge Management 4. Create, align, and share knowledge to enable effective and agile decisionmaking to achieve Knowledge Dominance 6. Lead an agile, highly capable IM/IT workforce, executing current and emerging missions Strategy Info. Mgt Transformation Infrastructure Management 1. Establish and manage a secure, interoperable net-centric Naval IM/IT infrastructure Security / IA / CIP 2. Protect and defend our Naval critical infrastructures, networks, and information to maximize mission assurance 3. Accelerate the migration of our applications and data to a web-centric Naval environment to facilitate warfighting and business transformation 6

Throughout this effort, we leveraged our methodology in transforming DON IM/IT into a “performance focused organization” Understanding Phase Planning & Design Phase Implementation Phase Design Organization Processes } Design performance metrics framework } Discuss leadership, roles, & responsibilities } Address performance mgmt-related process changes Establish Intent } Understand current state } Discuss metrics direction & strategy } Establish understanding of prioritized goals Establish Vision and Plan } Discuss DON IM/IT vision, mission, & goal – Strategic – Organizational – Links to metrics } Establish roles & responsibilities } Document goals & requirements Design Measures } Align metrics to business needs (outcome / output oriented) } Design DON IM/IT balanced metrics (customer, financial, products & services, people & leadership) } Link strategic plan & organization unit Identify Technologies Requirements } Assess networks / HW / SW / Infrastructure Implement & Communicate } Communicate performance metrics transformation & vision } Align leadership to vision execution } Create first scorecard strategy map } Establish balanced scorecard performance measures } Provide performance management framework & implementation plan } Monitor progress and continuous improvement } Identify business intelligence tools } Provide prototype recommendations 7

DON IM and IT Performance Measurement Initiative § § Socialize, Socialize § April 19 2006: Launched collaborative effort N 6 and USMC C 4 staffs. Worked closely with key stakeholders to develop metrics and disciplined process to assess Departmental progress in the accomplishment of the goals and strategies in the DON IM/IT Strategic Plan, FY 2006 -2007 § June 22 2006: Reviewed candidate metrics and selected and proposed metrics for near term implementation 14 Metrics were selected based on DON CIO guidance to: § March 2006: Began working with DON CIO Teams to define candidate metrics for each goal/strategy – – Balance between what is important and what is measurable – § Focus on key priorities—tech refresh, cryptographic logon, network security, business transformation. . . etc Continuous coordination and collaboration to clearly define metrics, identify authoritative data sources and assign ownership By the end of FY 2006 stakeholders team had: – – Defined key metrics for each goal and strategy in the DON IM/IT strategic plan Designed an initial scorecard covering 30% of the 32 strategies in the DON IM/IT strategic plan – Demonstrated a prototype data collection and reporting dashboard capability § FY 2007 First Quarterly Report was completed 31 January 2007 § Data for Q 2 report is due by 10 April 2007 8

Prototype dashboard reports progress against these initial, high-priority performance metrics Dashboard Functionality § Navigates the DON IM/IT strategic plan § Views and links to metrics metadata templates § Displays dashboard by Service (USN, USMC, AAUSN) or in aggregate (DON) § Provides quarterly status updates — Services provide explanations for red/yellow/green status We will give you a brief demonstration of the prototype dashboard 9

Metrics were defined for each goal and objective… 14 metrics were chosen for initial deployment and reporting in a prototype dashboard DON IM/IT Balanced Performance Indicators Initial Proposed Measures DON IM/IT Goals 1. Infrastructure Management 2. Security / IA / CIP 4 4 1. 2. 1. % NMCI tech refresh seats rolled w/ Win. XP 1. 2. 2. % NMCI seats rolled out to USMC 1. 4. 1. % reduction in legacy network that are not part of the DON IT enterprise solution 1. 4. 2. % reduction in servers that are not part of the DON IT enterprise solution 4 2. 1. 1. % CLO-capable (CAC) accounts on DON networks which are CLO enforced 4 2. 4. 1. % DON systems with current ATO and compliant with FISMA 4 2. 5. 1. % DON personnel that received appropriate privacy awareness training and education 43. 1. 1. % of FAM-disapproved applications 3. Information 43. 4. 1. % DON IMIT defense business systems that comply with the Do. D BEA (BMMP) Management Transformation 4. Knowledge Management 4 4. 4. 1. # Echelon II/Major subordinate commands with an appointed records officer 4 4. 4. 2. # TRIM datasets implemented 5. Portfolio Management / CPIC 4 5. 2. 1. % IT systems registered in DITPR-DON whose budgets have been identified in NITE/STAR 6. Workforce 46. 1. 1. % Workforce received annual IA refresher training 46. 1. 2. % IA workforce positions filled with certified personnel 10

Prototype Dashboard: DON IM/IT Strategic Plan 11

Prototype Dashboard: DON IM/IT PM Framework 12

DON IM/IT Strategic Plan Goals 13

DON IM/IT Balanced Performance Dashboard 14

USN IM/IT Balanced Performance Dashboard 15

USMC IM/IT Balanced Performance Dashboard 16

AAUSN IM/IT Balanced Performance Dashboard 17

Example of USMC Data Table 18

Example of USMC Metadata Template DRAFT 19 19

The DON IM/IT performance management implementation and data architecture processes will evolve in three stages driven by establishing partnerships between IM/IT and the metric owners Stage III – KNOWLEDGE Performance Management systems tap into datamart for timely and accurate information. Users convert information into knowledge to facilitate the decision-making process Stage II – INFORMATION Data analysts cross-reference and map legacy data to the measures (object data). Business owners and data analysts validate and convert legacy data into data sets. Data analysts populate datamart from the data sets. Data is translated into information through performance measures and indicators Stage I – DATA Business owners identify the measures and type of data needed to be extracted 1. The IM/IT performance measurement partnership efforts will include the data owners and the authoritative data sources in order to convert the data to information to knowledge. Defines who has the decision rights and input to make responsive, efficient decisions (effective and faster decisions) DRAFT 2. The movement from data to information to knowledge will be accomplished as the level of ownership (measure owners - accountability) and the level of accuracy (authoritative data source - credibility) increase 20 20

Partnership Content Alignment Governance & Knowledge Management Best practices for DON IM/IT scorecard implementation focus around partnerships, content, and alignment Partnership Content Alignment Ø Identify internal champions to ensure senior management approval and buy-in from the start Ø Establish relationship and interdependencies between various organizations Ø Encourage accountability and establish sense of ownership Ø Integrate DON IM/IT scorecard into corporate management culture and communicate its importance to all parties involved Ø Encourage performance-focused behavior Ø Provide guidance on DON IM/IT scorecard implementation and integration with other organizational improvement efforts Ø Provide the necessary details to support predictive capabilities Ø Outline business rules for capturing DON IM/IT information Ø Establish business drivers (causeand-effect relationships) Ø Determine the appropriate use of data (purpose and intent) Ø Describe data element requirements Ø Outline data source for each data element Ø Classify data security, release authority, and level of detail Ø Make strategy meaningful through clearly articulated strategies and measurable objectives Ø Promote communication and support the effective deployment of resources towards a common goal Ø Promote dialogue within the DON IM/IT community regarding readiness requirements Ø Promote common understanding of shared goals and objectives – eliminate redundancy and create accountability Ø Motivate organizations and individuals toward the right strategic objectives Ø Standardize processes and procedures that support the DON IM/IT strategic objectives GOVERNANCE & KNOWLEDGE MANAGEMENT DATA INFORMATION KNOWLEDGE DRAFT 21 INFORMATION DATA 21

Partnership Content Alignment Governance & Knowledge Management In order for the DON IMIT performance management scorecard to become the system of record, partnerships and change management processes are needed to ensure that the DON IMIT scorecard meets the needs of the user community For long-term partnership consideration, a change management process can be accomplished through two control boards: 4 A Configuration Control Board (CCB) will manage changes to the DON IMIT scorecard, function as the implementation steering committee, and act as the deployment authority for all DON IMIT scorecard releases and updates 4 An Engineering Review Board (ERB) will administer the technical content at the release level and ensure that critical capabilities are implemented fully before recommending release deployment The functions of both the CCB and ERB eliminate rework, resolve conflicting requirements, and align the project with the user community priorities DRAFT 22 22

The IM/IT dashboard requires tool integration with a data warehouse and datamart to enable the delivery of granular performance-related data 1 2 3 4 1. The IM/IT performance management effort will partner with the MPTE data warehouse to capture key source data regarding organizational performance from DON legacy systems, applications, and manual sources (back-end) 2. The MPTE data warehouse will convert the physical data sets into its logical form to become measures in a IM/IT data mart (backend) 3. The IM/IT measures are presented to the DON users in a business intelligence tool (Cognos) as the DON IM/IT dashboard (frontend) DRAFT 4. This partnership will integrate the front-end (data warehouse) with the front-end (IM/IT dashboard) to streamline and automate the DON IM/IT performance management efforts 23 23

Lessons Learned § Practice what you preach § Be focused, but flexible § Promote a common language § Don’t get fancy § Service unique metrics acceptable 24

The Way Ahead § Quarterly reporting of established 14 Metrics – 1 st Quarter FY 2007 status report completed – 2 nd Quarter FY 2007 status report completed § Continue work with stakeholder team to: – Improve existing metrics and identify and implement next set of high-value metrics – Ensure DON IM/IT Performance Measures align with FY 20082009 DON IM/IT Strategic Plan currently under development – Define requirements and funding strategy for a more automated DON IM/IT Performance Measurement Program capability § Development of governance mechanisms to manage needed changes to deployed metrics and the dashboard 25