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A JOURNEY OF TRANSFORMATION

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Title: A JOURNEY OF TRANSFORMATION


1
A JOURNEY OF TRANSFORMATION
Charting the Course for the Departmentof the
Navys Digital Voyage The Imperative for
Transformation
  • Rob Carey
  • DON Deputy CIO for Policy Integration
  • e-mail robert.carey_at_navy.mil
  • 703-601-0116

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  • BUILDING A SEAMLESS NETWORK INFRASTRUCTURE

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THE WINCHESTER HOUSE . . . AN IT ANALOGY?
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  • KNOWLEDGE DOMINANCE

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..providing the right information to the right
decision-maker at the right time, thus creating
the right conditions for new knowledge to be
created. - Dow Chemical
8
KM PILOTS
  • KINGS BAYUsing a KM implementation model to
    improve capability/efficiency of the 80 day
    off-crew training period
  • Improving knowledge-sharing between the
    Blue/Gold crews, the refit facility and sub
    training
  • NAVRESFORLeading Change Initiative goal is to
    maximize the intellectual capital of Reserve
    Forces
  • Applying KM principles to pursue organizational
    transformation

9
OPERATIONALIZING KM
  • Naval Power 21 Capabilities
  • Knowledge and information dominance
  • Transformed situational awareness
  • Accelerated speed of decisions
  • Knowledge-based combat operations
  • Real-time enhanced collaborative planning

Using KM methodologies, best practices, and
collaborative toolsto deliver concrete
capabilities to the Fleet
10
  • CHAMPIONING eGOVERNMENT

11
BUSINESS DRIVERS IN DOD
  • Presidents Management Agenda
  • DoD Business Initiative Council
  • Common Access Card and PKI
  • Biometrics
  • eGovernment Act of 2002
  • Global Information Grid (GIG)
  • Management Initiative Decisions
  • Enterprise Software Initiative
  • Rapid Acquisition Initiative Fund

12
WHATS BEHIND IT ALL?CURRENT TRENDS AND DRIVERS
BEHIND DEPARTMENTOF DEFENSE ACTIVITY IN THE AREA
OF eBUSINESS
  • Internet, Internet Time and the World Wide Web
  • Defacto standards common
  • National/International standards too slow
  • More variation
  • Homogeneity may be unachievable for large scale
    enterprises
  • Significant price-performance advantages from
    cycletime reduction
  • Evolutionary path for legacy applications
  • Zero delay time delivery to the enterprise
  • Self-service model - new paradigm
  • Encryption based network security
  • Networking inherently creates vulnerabilities
    alongwith opportunities
  • Cryptographic techniques protect end-to-end comms

13
PRESIDENTS MANAGEMENT AGENDA
  • Government reform is guided by three principles.
  • Government should be
  • Citizen-centered, not bureaucracy-centered
  • Results-oriented
  • Market-based actively promoting innovation
    through competition
  • PMA was announced in Summer 2001
  • Aggressive strategy for improving the management
    of the Federal government
  • PMA has five focus areas
  • Reshape the Federal workforce
  • Increase public-private competition for Federal
    work
  • Expand electronic government
  • Government to Citizen (G2C)
  • Government to Business (G2B)
  • Government to Government (G2G)
  • Internal Effectiveness and Efficiency (IEE)
  • Improve financial performance (focuses on benefit
    payments)
  • Integrate budget and program planning

14
eGOVERNMENT ACT OF 2002
  • Signed December 17, 2002
  • Creates Office of Electronic Government in OMB
  • Legislative desire for greater inter-agency
    cooperation
  • New CIO Council created to foster sharing, use
    andmodernization of Govt IT resources
  • Legislative desire for greater intra-agency
    efficiency
  • Impact on DoD
  • Will drive greater consolidation, less
    duplication
  • Areas most likely impacted travel, public key
    infrastructure and authentication,human
    resources systems, privacy management, records
    management, security clearance, payroll,
    acquisition
  • Budget process looms larger as vehicle to insure
    compliance with IT-related legislation and
    executive initiatives
  • eGovernment Fund management and access

15
DOD BUSINESS INITIATIVE COUNCIL (BIC)
  • Mission to improve the efficiency of the DoDs
    business operations by identifying and
    implementing business initiatives that create
    savings to be re-allocated
  • Reduced cycle times
  • Consider the voice of the warfighter
  • Partner with industry
  • Explore both near and far term opportunities
  • New method of quickly placing issues with
    DoD-wide application up for decision at the
    highest levels
  • Over 50 initiatives approved andunder execution
    to date

16
DOD BIC STRUCTURE
EXECUTIVE STEERING COMMITTEE (ESC) SERVICE
3-STARS OSD EXECUTIVES JCS
EXECUTIVE DIRECTORS (EDs) SERVICES OSD
JCS
Support Team
PROCESS / FUNCTIONAL BOARDS
17
BUSINESS INITIATIVES COUNCIL (BIC)
  • Management lead rotates through the Services
  • Approved 77 initiatives as of 24 Sep 03
  • 29 initiatives have been archived
  • IT Process/Functional Board hashad three DON
    proposals approved
  • Enterprise Software Initiative (ESI)
  • Simplify access to DoD facilities and
    installations by making the Common Access Card
    (CAC) the principal access card
  • eContent

18
BIC eCONTENT LICENSING INITIATIVE
  • Leverage ESI best practices to implement an
    eContent
  • enterprise purchase and licensing process within
    the DoD
  • 4 Pilot efforts (Legal, Medical, Military, Full
    Text)
  • Test the concept
  • Identify best practices
  • Success to date
  • Full Text Pilot
  • Established an enterprise licensefor Gale
    Publishing
  • 3M in cost avoidance in FY03
  • Lessons learned for future endeavors

Leveraging the buying power of the government
todeliver affordable, authoritative content to
the desktop
19
BIC eCONTENT ENTERPRISE LICENSING INITIATIVE
  • Challenges
  • Resource Constraints
  • Lack of Acquisition/ContractingExpertise in
    Library Community
  • Culture
  • DoD leadership and policy support
  • Lessons Learned
  • Need to negotiate at corporate level
  • Need to break the paradigm, eContent is not just
    a librarian issue
  • Next
  • Report out results/recommendations to BIC, March
    2004

20
  • PORTAL . . . WEB . . . DATA . . .

21
WEB ENABLING THE DON
  • Web Services are key to
  • Sharing authoritative data across the DON
  • Supporting common business practices
  • Promoting commonality and integration across
    systems/business units
  • Facilitating hands-off application-to-applicatio
    n interactions
  • Providing personnel at all levels in the
    organization with accessto authorized services
    and the intellectual capital of the Department
  • Task Force Web
  • Moving Applications to the Web
  • 3 Tier Architecture
  • Presentation, Application, Data
  • JTA Compliant
  • Open based systems and commercial standards
  • Technology neutral to protect government
    investment

22
NAVY MARINE CORPS PORTAL
  • A single integrated portal structure
    thatpromotes a knowledge centric
    environmentthat will
  • Support FORCENET and GIG architectures
  • Provide seamless access to authoritative
    data/content
  • Limit duplicative investments in portal
    technology
  • Promote DON-wide business process improvements
  • Enhance functional and operational collaboration
  • Provide common look and feel across domains
  • Improve information security (PKI, single log on)
  • Allow commands to focus on content development
  • Way Ahead
  • Establish NMCP Management Office and Acquisition
    Manager
  • Leverage architecture design/lessons learned from
    Task Force Web

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  • LEGACY APPLICATIONS RATIONALIZATION . . .
    PORTFOLIO MANAGEMENT . . .

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EFFECTIVE GOVERNANCE
  • DON IM/IT Restructuring
  • New management structure to strengthen reporting
    and reduce HQ staff requirements
  • DON Deputy CIO (Navy) and (Marine Corps)
    positions with a reporting relationshipto the
    DON CIO
  • Aligning C4/Operational requirements with IT
    management
  • Echelon II IOs with a direct reporting
    relationship through Navy/Marine Deputy CIOs
  • An IM/IT Enterprise Implementation Plan to link
    vision and strategy to program/budget guidance
    and serve as the basis for approving and funding
    IM/IT initiatives

Good governance does not just happen and
--- transformation does not happen without good
governance
Enterprises achieving above average returns from
IT investments deal with the increase complexity
by clarifying who is able to make critical
decisions and who is accountable for them. That
is--- they have thoughtfully designed their IT
governance, rather than focus on how IT is
managed
GARTNER OCT 2002 CIO FUTURES- LEAD WITH
GOVERNANCE
29
  • MAKING SMART INVESTMENTS . . . MEASURING
    PERFORMANCE . . .

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PERFORMANCE MEASUREMENT
  • eTransformation Balanced Scorecard
  • MID 901 established DoD Risk-based Balanced
    Scorecard
  • DON CIO has developed a notional
    scorecardtargeted at eB activities across the
    Department
  • Working with CNO staff and Office of
    ProgramAppraisal to establish eTransformationmea
    sures as component of broader DONBalanced
    Scorecard

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FULL DIMENSIONAL PROTECTION
  • Protecting Centers of Knowledge through Critical
    Infrastructure Protection
  • Protecting Knowledge Pathways through Information
    Assurance and Defense in Depth
  • Protecting the Knowledge Worker through privacy
    considerations

34
PUBLIC KEY INFRASTRUCTURE
Authentication to web-servers
Digitally signing documents and emails
Encryption
Enabling secure eBusiness transactionsover the
internet, wireless, etc.
35
SMARTLY . . . INTO THE FUTURE (AND THE FUTURE IS
NOW!)
  • Smart Card Technology an open future
  • Standards, Standards, Standards . . . Any card,
    any reader, any middleware
  • Commercial solutions Smart Card-enabled
    applications leveragingJavaCard platform
  • Minimizing data on the card maximizing access
    to web applications
  • Continuing to push for new technologies
  • Contactless (RF) chip, Biometrics, Physical
    Security solutions, etc.
  • Crucial component of DON Information Assurance
    strategy
  • Public Key Infrastructure (PKI) Hardware Token -
    your Cyber ID
  • Enabling technology for business process
    improvement
  • Digital certificates key to secure eBusiness
    transactions via the Web

36
  • CARING FOR A NOMADIC WORKFORCE

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  • TEACHING PEOPLE TO FISH . . .
  • TOOLS FOR POLICY DEPLOYMENT

40
  • LEADING CHANGE

41
FOSTERING A CULTURE OF CHANGE
  • DON eBusiness Operations Office, our
  • Government Innovation Center
  • Funding pilot projects and managing the
    DepartmentseGovernment portfolio
  • Leading Change
  • Moving with speed . . . moving on Internet time
  • Sowing the seeds of change . . . Starting the
    engineof transformation

An old English proverb states, While the
doctors consult, the patient dies. Once a
strategy has been established, moving
expeditiously is crucial to success . . . because
reengineering initiatives have so many moving
parts that if one part stalls, the entire
endeavor may grind to a halt.
Norman Augustine, Chairman and CEO of Lockheed
Martin, from Reshaping the Industry
42
THE 2002 INDIANAPOLIS 500
  • With less than 30 laps to go and running in 2nd
    place, Gil de Ferran pulls into the pits.
  • As Gil leaves pit row, the left wheel falls off
    of his car . . . He drops to 12th place.
  • Team owner Roger Penske says, At the end of the
    day, it was a very competitive race, you had to
    be on your toes . . . We held Gil back by maybe
    leaving the wheel loose.

. . . Maybe?
Moving with speed . . . But getting the details
right
43
VIEWS OF THE ENTERPRISE
44
VIEWS OF THE ENTERPRISE
45
VIEWS OF THE ENTERPRISE
46
VIEWS OF THE ENTERPRISE
47
NAVY MARINE CORPS INTRANET
  • Providing an enterprise network
  • Access, Interoperability and Security
  • Leading Change
  • Finding leverage points . . . NMCI as a forcing
    function a fulcrum for change
  • Pier side connectivity
  • Raising the bar for security - PKI, Smart Cards
    and system certifications
  • Forcing the rationalization of Legacy
    applications
  • Creating a mandate for change
  • Developing a sense of urgency
  • Setting goals

We create executives to create change
Vernon E. Clark, ADM, USN, Chief of Naval
Operations
48
EMBRACING NEW TECHNOLOGIES
  • Smart Cards
  • DoD Common Access Card Over 3 Million issued
  • NMCI providing smart card readers and middleware
  • Wireless
  • Piloting new devices in the hands of Change
    Leaders
  • Leading Change
  • Fostering awareness and innovation . . .
    eliminating fearof the unknown

Can you just say No? It may seem that the
simplest answer is to enforce a policy that
forbids wireless access, but . . . this strategy
is doomed to fail.
Deploying Safe Wireless LANS Gartner Research,
5 July 2001
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. . . STATUS QUO GETS A BYE
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A LEAP OF FAITH . . .
Choosing change accepts risks . . . . . .
choosing not to change accepts irrelevancy
52
The Force of the Department at the tip of the
spear!
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