IT Portfolio Management: Ensuring Army Information Technology Investments Provide the Optimal Set of

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IT Portfolio Management Ensuring Army
Information Technology Investments Provide the
Optimal Set of Capabilities
Mr. Cliff Dickman CIO/G-6 IRI (FCI) clifford.dickm
an_at_us.army.mil 703-602-7602
COL Edwin D. Payne Chief, Governance
Division edwin.payne_at_us.army.mil 703-604-2068
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Agenda

• What? IT Portfolio Management (PfM)
• Definition
• Drivers/Objectives
• Who?
• Portfolio Management Players
• Portfolio Governance Structure
• How? Army IT Portfolio Management Process
• 2006 / 2007 Progress
• APMS data cleansing
• Lean Six Sigma Efforts
• Transformation Plans
• Analysis Tools
• Why? Benefits/End State

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What is Portfolio Management?

• The management of selected groupings of IT
• investments using integrated strategic
• planning, integrated architectures, measures
• of performance, risk management techniques,
• transition plans and portfolio investment
• strategies.

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Portfolio Management Drivers
Clinger-Cohen
DoD PFM Directives
AKM Governance
Defense Authorizations Appropriations Act
Portfolio Management Objectives

• Align IT Investments to Strategic Vision
  (Functional Enterprise Level) and to required
  capabilities
• Integrate architectures within/across
  investments
• Provide coordinated Enterprise IT Investment
  Strategy making informed decisions to stop,
  slow, maintain, and accelerate funding
• Ensure compliancy and certification requirements
  adherence
• Identify redundant/inefficient systems by
  Functional community, Enterprise-wide
• Allow for investment analysis using common
  strategic criteria establish performance
  measures
• Identify and resolve fielding/migration
  timelines to facilitate improved program execution

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IT PfM Players

• Mission Areas and Domains Functional Alignment
• Ensure all IT investments/systems are binned
  by the functional capability they provide within
  the enterprise
• Identify redundancies/inefficiencies and
  establish best practices within their functional
  community
• Commands and Proponents System Owners
• Ensure all IT investments/systems are
  entered/updated in the Army Portfolio Management
  Solution (APMS) to assist Mission Areas/Domains
  in the development of a baseline of IT
  investments
• Establish Command PfM processes to reduce
  inefficiencies
• HQDA CIO/G6
• Coordinate/synchronize reports for Army to meet
  external requirements (OMB/DoD)
• Coordinate/prioritize IT investments for
  enterprise to maximize strategic alignment

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Army IT Portfolio Management Structure
Army Alignment with OSD GIG Governance
Business Mission Area (BMA) Army Lead DUSA (HON
Thomas Kelly III)
Warfighting Mission Area (WMA) Army Lead G-3/5/7
(LTG James Lovelace)
Defense Intelligence Mission Area (DIMA) Army
Lead G-2 (LTG John Kimmons)
Governance
Governance
Governance
Army DIMA disbanding pending APRC concurrence
Logistics Army Lead ASA(ALT) ROS Lead LTG Ann
Dunwoody
Force Protection Army Lead G-8 Lead BG Marvin
McNamara
Force Application Army Lead G-8 Lead BG Marvin
McNamara
Acquisition Army Lead ASA(ALT) Lead HON Claude
Bolton
Financial Management Army Lead
ASA(FMC) LeadHON. Nelson Ford
Human Capital Management Army Lead
ASA(MRA) Lead HON Ronald James
Installations Environment Army Lead
ACSIM Lead LTG Robert Wilson
Battlespace Awareness Army Lead G-2 Lead LTG
John Kimmons
Net-Centric Army Lead CIO/G-6 Lead BG (P) Randy
Strong
Focused Logistics Army Lead G-4 Lead LTG Ann
Dunwoody
Training Army Lead G-3/5/7/TR Lead BG Thomas
Maffey
Command Control Army Lead G-3/5/7/SB
Lead Lead Mr. James Cooke
Force Management Army Lead G-3/5/7/FM Lead MG
Richard Formica
Enterprise Information Environment Mission Area
(EIEMA) Army Lead CIO/G-6 (MG(P) Jeffrey
Sorenson)
Governance
Information Assurance Army Lead NETCOM
(ESTA) Lead Mr. Joe Capps
Communications Army Lead CIO/G-6 (AONS) Lead BG
(P) Randy Strong
Computing Infrastructure Army Lead CIO/G-6
(AONS) Lead BG (P) Randy Strong
Core Enterprise Services Army Lead CIO/G-6
(GACKO) Lead Mr. Gary Winkler
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IT Portfolio Management Process
Measure contributions against performance
measures to determine improved capability and
adjust mix of portfolio investments
Assign capabilities to MA/Domains
DOD 5000
PPBE
JCIDS
Define goals and metrics
Monitor and evaluate against performance
measures Recommend continuation, modification,
or termination of individual investments
Link objectives to priorities, Identify gaps
/ redundancies, and set strategic direction
Choose mix of IT Investments that strengthen
and achieve portfolio objectives
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Progress made in 2006 / 2007
Asset Discovery Tool
APMS Data Cleansing
Tools
Army Portfolio Management Solution
Transformation Planning
Lean Six Sigma (LSS)
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APMS Data Cleansing

• At 16 January APRC the group agreed that a
  scrub of APMS data fields was in order
• CIO/G-6 scrubbed data fields in coordination with
  Mission Areas and Domains
• Army required elements went from
  over 100 to 3

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Lean Six Sigma (LSS)

• Leverage Lean Six Sigma to identify how IT
  Portfolio Management can be used to assist the
  three Army decision support systems of JCIDS,
  PPBE and DAS

Synchronize interfaces to Army decision support
systems
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Transformation Planning
Domain Transformation Plan Format
Domain Transformation Plans

• Vision, Goals and Objectives
• Priorities
• System Transformation Summary
• Milestones and Metrics
• Related Systems and Initiatives

• Submitted by 17 Domains
• Outlines transformational systems
• Endorsed by SECARMY in December 2006

MA/Domain Leader Signatures
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Asset Discovery Tool
The Army has acquired and is implementing an
Agent-less Discovery Capability to provide
assured visibility of everything on the network.
The Army CIO/G-6 did not have visibility of
98.2 of the IT expenditures AAA (sic) reviewed.

• Hardware Software
• Support PfM Process
• Ensure Security and IA
• Architecture Compliance
• System Registration in Army and DoD Registries
• NDAA/DBSMC Certification

Procured on 30 Sep 06
AAA Report A-2005-0200-FFI
This potentially limits the Army CIO/G-6s
ability to properly manage IT resources as
required by the Clinger-Cohen Act.
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Army Portfolio Management Solution(APMS)
APMS is a single integrated database solution
with four primary modules.
Responds To

• DoD IT Portfolio Mgmt. Directive
• DoD Certification Requirements
• DoD IT Reporting Requirements
• OMB Requirements

Army Portfolio Management Solution
Domain Certification Module
AITR Registry Reporting Module
Produces

• Supports IT Portfolio Management
• Support for POM Build
• MACOM Support
• Supports Enterprise Architecture Development
• Supports DoD/DITPR Reporting
• Supports OMB 300
• Supports Development of Metrics

Future Potential
CPIM IT Investment Prioritization Module
CPIC IT Budget Reporting Module
Single Data Source Once And Done
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Why Army CIO/G6 went toa Decision Support Tool
Single Authoritative Database/Repository

• Multiple Requests from
• OSD/OMB to
• identify/account
• certify

Redundancy suspected
Existing Processes not fully linked
Goal Gain cross-cutting organizational decision
making and strategic planning through a holistic
visibility of IT investments relative to their
benefit to the Enterprise
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APMS Benefits

• Streamlines/Simplifies data calls
• Serves as single IT repository and basis for all
  IT reporting
• Identifies inefficient/redundant systems
• Allows full view of IT systems by
  function/capability provided to the Enterprise
• Adds a level of analytical rigor to IT
  investment strategies
• Establishes framework for Portfolio Management
  Community of Practice

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Portfolio Structure Reinforces Governance
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Command Portfolio Structure
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Mission Area/Domain Portfolio Structure
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Benefits of a Decision Support Tool

• Supports repeatable, enforceable procedures in
  meeting reporting requirements
• Standardizes common data structure and format
• Assists in Domain IT governance and performance
  reporting
• Provides single source for integrated IT
  decisions
• Aids in identifying system/investment linkages
  while highlighting redundancies by capabilities
  provided
• Supports IT system prioritization and ranking
• Reinforces an Enterprise PfM process

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Information on Single Investment
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Information on a Domains Investments
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Information on a Commands Investments
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Identify Redundancies for Consolidation or
Elimination
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Analyzing Your Portfolio

• What investments do I own (by Command or
  Functional Community/Domain)
• What functional or operational capability does
  this investment provide or contribute toward
• Is this investment reliant upon another or is
  another investment reliant upon this investment
  for full functionality
• Does another investment provide the same
  capability if so, is it a necessary redundancy,
  and if so, why? If not, which should be forced
  to migrate and what is the migration strategy?

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Capabilities Based Analysis

• Analyze within Command and Domain
• Use common metrics
• Base Capabilities upon agreed standards
  potential for architecture connectivity
• Initially bin investments by functionality
  (Domain) and further refine by Capabilities
  provided and identify core systems
• Identify capability overlaps and investigate
  alternatives for enterprise solutions and
  Command and Domain level

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Capabilities Identification
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Analysis by a Specific Capability
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Analysis by Multiple Capabilities
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Where We Are Going

• A Maturing Capability to Support Decision Making
• - One that could be used today
• - One we could mature/evolve with US
• - One built on collaboration
• - One that supports appropriate decision
  making authority
• - One that will be better tomorrow!

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Challenges
Data Accuracy
Appetite Suppressant
Training
Cultural Shift

• Need to frame expectations during maturing
  process
• Correctness of data is paramount
• Synchronize training and development/implementati
  on plan Continuous!!
• Have a Communications Plan Strategy to support
  the Culture change

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Portfolio Management End State
Enterprise-wide IT Investment View
Eliminate Duplicate/ Stovepiped Capabilities
Architecture Compliance
Interoperability/ Integration
Rigorous IT Investment strategy
Prioritization of IT investments
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Questions?