The IT-AAC decision makers with the agile methods, expertise and acquisition decision templates to assure mission outcomes and meet administration goals:
The IT-AAC decision makers with the agile methods, expertise and acquisition decision templates to assure mission outcomes and meet administration goals:
Speed of delivery -- achieve 6-12 month cycle times vice 7-8 years (early pilots prove this is possible)
Innovation Research – define the realm of the possible based on proven implementation success
Actionable Requirements -- Sacrifice or defer customization for speed and COTS/OS utilization - Leverage established standards of practice and open modular platforms
Meet Feds wide-range IT needs -- from modernizing C2 to updating business systems
Focused on Outcomes and Operational Effectiveness - Health IT, InfoSharing, Cyber Security, Consolidated IT Infrastructure, Business Systems
IT Acquisition Ecosystem Disconnected and Ineffective, leading to indecision or “beauty contest”
IT Acquisition Ecosystem Disconnected and Ineffective, leading to indecision or “beauty contest”
Impact: Drives vendors to increase market hype resulting in increased cost of sales/marketing and compromised decision making. The best solution never wins!
Federal IT Acquisition Process is Fundamentally Broken
Traditional top down, acquisition processes take too long, cost too much and not friendly to COTS/OSS
Conflicted Advisories: SI/FFRDC/Syndicated Research drive design-to-spec and butts in seats agenda:
SI “butts in seats” model the biggest competitor to “80% solutions” COTS/OSS solution providers
SI Lock-in control spending on legacy. 54% of budget on O&M with another 25% on analysis/paralysis.
Impact: Legacy lock in force COTS/OSS vendors compete for 10% IT budget.
Traditional outreach and market research mechanisms (FedBizOps, Industry Days), providing little insights into realm of the possible or industry best practices. Glad handing does not close business.
Impact: Innovation Stifled, Realm of Possible Invisible, Over specification assures status quo
OCI Rules prohibit direct interaction with COTS/OSS Suppliers during the acquisition lifecycle.
Impact: Small Businesses, Innovators and ISVs are out maneuvered, resulting in greater control of decision making by large SIs
Trade Associations, Lobby and Consultancy agenda dominated by Big 10 contractors
Impact: Small/Innovative businesses are without a voice and lack organic structure by which they can expose salient characteristics of their unique capabilities to the IT Supply chain
IT-AAC’s 6 Innovation Enablers filling the gaps of trade associations, consultancies and lobbyist
IT-AAC Public/Private Partnership enable buyers and innovators to “inform” acquisition strategy
Impact: Organic, OMB/DoD recommended public service structure that favors innovators not integrators
IT-AAC’s Trusted Advisory Services provide agencies with alternative sources of expertise and innovations of the market (sole source, GSA, MOBIS)
Impact: Enables innovators and non-traditional contractors to repurpose past performance and audited capabilities
Solution Architecture Working Groups (SAWGs) established by OMB and CIO Council
Impact: Provide agencies with modernization blue prints, business cases and acquisition templates for new investments, providing more funds for innovators.
IT-AAC Monthly Leadership Roundtables and Weekly On-Site Innovation Days target major procurements
Impact: Conflict free structure where agencies can engage industry to capture realm of the possible and lessons learned
IT Acquisition Roadmap, uses Evidence Based Research to provide innovators with standardized template (conforms to OMB A119) and white papers that detail capabilities of the market with associated measures of effectiveness.
Impact: Standardized Decision Tools that Drives adoption of COTS/OSS over risky development
Facilitated Sr. Leadership and Congressional Outreach, in cooperation with our IT-AAC Advisory Board
Impact: Provides innovators and non-traditional suppliers a voice not compromised by the big SI
IT-AAC’s 6 step Acquisition Assurance Program
IT-AAC 6 Step Acquisition Assurance Process represents 15 years of experience working every aspect of the acquisition ecosystem;
1. Highlight policy/process impediments with congress, white house and agency heads.
2. Identify key IT programs in trouble via GAO, IG and Industry Reports (market research). Work in partnership with the IT-AAC's 12 public interest partners and community of practice to provide a force multiplier for clients; UofMD, UofTN, SSCI, OMG, INSA, CAP, AFCEA.......
3. Identify key decision makers and influencers for each opportunity; PMs, Chief Mgt Officer, CIO, FFRDC, Prime Contractors who will weigh in on any decisions. Invite those whom are friendly to our interest to be part of the IT-AAC Leadership Council to get them inside MY tent.
4. Set up on-sitemeetings (on site and via the IT Leadership Roundtable) that bring a bright light to both challenges and opportunities for improving outcomes and lowering cost/risk
5. Develop Transformation Roadmap (2 levels) that identify key steps in meeting goals. First is high level that focused on root causes, 2nd is specific that identifies business case and potential solutions.
6. Seek small contracts that will mentor transformation and help identify proven resources of the market. Establish Innovation Awards Program within IT-AAC Leadership Roundtable.
IT-AAC = Increased Mind Share & Efficiency A true honest broker for federal IT
IT-AAC provides Innovators and ISVs with unique set of engagement tools ;
Innovation Exchange where Decision Makers can accerate adoption of emerging technologies in Cyber Security, Health IT, IT Infrastructure, Bus Systems, Cloud Computing and Information Management.
Proven Mechanisms for Streamlining Agency Architecture and Acquisition Processes.
Reduced market barriers and “cost of sales” for small, innovative and non-traditional suppliers
Set of existing sole-source contract vehicles that enable Innovation research, agency pilots and shared best practices.
Architecture Working Groups that Validate Realm of the Possible with many communities of practice (COTS, Open Source), reducing Hype Curve and Indecision
Risk Reduction Mechanisms that improve both government and integrator embrace of innovative solutions and interoperability sets.
Where IT-AAC Has Proven Traction reaching 937 Key Decision Makers
OSD ATL, OSD HA, OSD NII, OSD Policy, OSD CMO, OSD CAPE
Purple: Joint Staff, US CyberCom, DISA, JFCOM, US TRANSCOM, COCOMS, DTIC,
Defense Acquisition University, NDU,
Joint Staff
Intelligence:
CIA: NGA;
NRO DIA
DNI Office of Naval Intelligence
NSA NCTC
Kevin Carroll, former Army PEO EIS, ICH Corp Relations
Kevin Carroll, former Army PEO EIS, ICH Corp Relations
Rahul Gupta, IT-AAC Vice Chair, PRTM Director
Admiral Lenn Vincent (ret), Defense Acquisition University
Will Thomas, Director IT, Center for American Progress
John Weiler, ICH Founder & Chief Strategist, IT-AAC Vice Chair
Ed Black, President, Computers & Communications Industry Consortia
Stephen Buckley, Kerberos Consortia, MIT Sloan
Dr Joe Besselman, former AF GCSS PM
Edward Hammersla, EVP Trusted Computing Solutions
William Lucyshyn, Director of Research, School of Public Policy, U of MD
Dan Johnson, Sr. Council, Computers & Communications Industry Association
Kirk Phillips, ICH Fellow, Founder Kirk Group
Frank Weber, former AF ESC 554 Wing Commander
Marty Evans, former AF AQI Director
IT-AAC Public Sector Government Participants (partial)
Mike Kennedy, Director Operations, INTELINK, DNI
Steve Cooper, Former DHS CIO, CIO FAA OTA
Robert Osborn, J6 CIO, US TRANSCOM
Frank Garcia, Professional Staff, House Permanent Select Committee on Intelligence
Dave Weddell, Deputy N6/CIO, Navy
Jake Haynes, Program Manager, Defense Contracting Management Agency
Greg Gardner, Deputy CIO, Director for National Intelligence
Kathy Laymon, Supply Chain Risk Mgt, US Army
Maureen Coyle, Deputy CIO, VA
MaryAnne Rochy, Deputy CIO and PEO Acquisition, OSD Health Affairs
David Schroeder, Director External Relations, OSD HA CIO
Gino Magnifico, CIO, Army Contracting Command
Stewart Whitehead, SES J8, Joint Forces Command
Dr Paul Tibbits, Deputy CIO and Director Enterprise Development, VA
Dave Green, CTO, US Marine Corps
Brad Brown, Director of Acquisition Policy, Defense Acquisition University
Barry Robella, Professor of Systems Engineering, Defense Acquisition University
Janice Haith, Deputy CIO, Information Sharing, OSD
Dr. Tim Rudoph, CTO, AF ESC
Bill McKinsey, Chief IT Management, FBI
Terry Balven, CIO, AQ, Secretary of the AF
Michele Hopkins, Deputy AQI, Secretary of the AF
Business Case & Analysis of Alternatives How IT-AAC Compares to Traditional Approaches
Outcomes for Private Sector Partners Commercial technology suppliers and IT solution providers
Define offerings in a business context by solution domain
Participate in government funded solution demonstration pilots
Provide level playing field for communicating product fit to customer needs
Independent certification of past performance in a solution context.
Expose products to enterprise buyers exactly when they’re looking for them
Pre-validate capabilities and business fit based on implementation successes
Outcomes for Solution Provider Partners Small, Medium and Large
Participate in domain specific, solution architecture working groups
Assist agencies in assuring the vitality of their requirements (realm of the possible)
Reduce cost and time of researching and assessing COTS solutions suites
Certify and leverage pre-vetted solution suites for performance based contracts
Certify relevant past performance and associated value chain partners
Leverage a conflict free structure to inform the agency IT planning/architecture process
Direct mechanism for exposing unique capabilities to acquisition process
Outcomes for Public Sector Partners Federal, State and Local Agencies
Compliance: Significantly increase likelihood of implementation success of section 1016 of IRTPA and OMB A130
Risk Mitigation; Help reduce program risk and make architectures actionable with standardized metrics for COTS interoperability, security and business fit. Defining the 80% solution.
Outreach: An extensive knowledge network that taps into the collective experiences/expertise of academia, standards bodies, ISVs, commercial users and high tech community.
Alignment: OMB/DOD/Industry approved approach to effectively map common business needs with interoperable IT products & integration services. Defining the realm of the possible.
Best Practices: Formal means of accessing, modeling and applying real world innovation, best practices and lessons learned to avoid common failure patterns.
How IT-AAC Measures up with Traditional Resource
IT-AAC’s Innovation Exchange across the Federal IT Ecosystem
"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 2009 Defense IT Acquisition Summit hosted by IT-AAC
Acquisition Assessment Method (AAM)
Acquisition Assessment Method (AAM)
Decision analytics for rapid AoA, EoA, BCA, Risk and Technical Assessments
Measurable, repeatable and sustainable method to enable cost avoidance and savings
Incorporates by reference: SOA best practices, IT Infrastructure Libraries (ITIL) and Evidenced Based Research (EBR)
Solution Architecture Innovation Lab (SAIL)
Open and Inclusive structure by which innovators can validate their technologies
Reusable solution architecture templates for e-Gov, IT Infrastructure,
Cyber-Security & Health IT
Leverages existing testing and implementation results from multiple communities
GSA, Sole Source and OTA Contract vehicles for rapid innovation discovery.
Interoperability Clearinghouse
A not-for-profit Research Institute
Benchmarks best practices from academia, standards bodies, innovators and COIs
Provides repository of solution templates, assessment results and agile methods
IT-AAC Contract Sole Source Options for members
IT-AAC Contract Sole Source Options for members
Prime:
GSA Schedule 70, 5 Firm Fixed Price offerings under $500K
GSA MOBIS, Small Business
FAR 6-302 Sole Source Pilots
SOSSEC Other Transaction Authority (OTA)
Sub Contractor:
SAF/XC BETA (TAG)
SAF/FM A&AS (Kerney)
Navy SPAWAR EC2 ATS (SAIC)
VETS GWAC
Seaport IDIQ
ENCORE II IDIQ
IT-AAC Engagement Options
[ ] IT-AAC Membership Subscription (based on federal revenue) - $2-10K/Month
- Sponsorship of Monthly IT-AAC Leadership Roundtables
- Executive Seat on IT-AAC's Technical Advisory Council (TAC)
- Access to IT-AAC Research Products
- Enterprise License Agreement of Acquisition Assurance Method (AAM)
- Access and Use of all ICH/IT-AAC contract vehicles; MOBIS, Sched 70, OTA, Sole Source
- Discounts on Custom Events hosted by IT-AAC, including access to 27,000 contact DB.
