DoD IT Acquisition Reform

Transcription

1 DoD IT Acquisition Reform 2011 ITEA Technology Review 21 July 2011 Chuck Campbell, SES, DCMO IT Acquisition Reform Task Force Integrator For Official Use Only

2 Relevant Studies Research Studies Defense Science Board National Research Council Center for Strategic and International Studies Carnegie Mellon (SEI) Acquisition Solutions Inc. MITRE Defense Acquisition performance Assessments Institute for Defense Analysis Naval Research and Advisory Committee Industry Studies TechAmerica Report on IT Reform Recommendations Business Executives for National Security on DISA/Acquisition Reform Associate for Enterprise Integration Report on Section 804/SOA Case Studies Piloting 804 Process NSA Way ISPAN NCC GCCS-J ARCI Agile Delivery GCSS-AF First step [for DoD to succeed in delivery of IT] is to acknowledge that simply tailoring the existing processes in not sufficient (National Research Council, DEC 2009) Current processes lack the equivalent of a business plan.need to connect strategy to resources (Business Executives for National Security, FEB 2010) For Official Use Only 2

3 Why Reform IT Acquisition? Using current acquisition processes and governance..the result: Does Not Meet User Needs Takes Too Long To Deliver Capabilities Costs Too Much to Acquire Allows Duplicative Acquisition For Official Use Only 3

4 General DoD Acquisition Process O mo 24 mo 48 mo 72 mo 96 mo 120 mo 144 mo PPBE Cycle PPBE Cycle PPBE Cycle PPBE Cycle PPBE Cycle FUNDING PPBE Cycle PPBE Cycle Requirements Development Program-based 91 mo from start of AoA to IOC* *Reference: Mar 2009 DSB Report - ASD NII Study of 32 MAIS For Official Use Only 4

5 General DoD Acquisition Process User need identified Product Delivered *Reference: Mar 2009 DSB Report - ASD NII Study of 32 MAIS For Official Use Only 5

6 General DoD Acquisition Process User need identified Personnel rotation Personnel rotation Personnel rotation Product Delivered Personnel rotation Personnel Rotation about every 3 years *Reference: Mar 2009 DSB Report - ASD NII Study of 32 MAIS For Official Use Only 6

7 General DoD Acquisition Process Technology Change Technology Change Technology Change Technology Change Technology Change Technology Change FUNDING User need identified Personnel rotation Personnel rotation Personnel rotation Product Delivered Personnel rotation Personnel Rotation about every 3 years Technology Changes about every 2 years *Reference: Mar 2009 DSB Report - ASD NII Study of 32 MAIS For Official Use Only 7

8 Acquisition: IT is different from a Weapon System Weapon Systems Weapon platform centric Military unique requirements Development of militaryunique, breakthrough technologies Development cycle of decade or more Production decisions for unique HW Service lives extending into decades IT Systems Enterprise network centric Adapt commercial capabilities for military needs Leverage commercial technologies Technology cycle months Procure commodity HW Periodic technology refresh to avoid obsolescence Demands a Different Acquisition Process

9 What We Told Congress Dramatically accelerate delivery of IT capabilities via short duration increments Manage by portfolios and integrate major DoD processes Make IT funding more flexible and responsive Pilot the end-to-end process

10 We can't solve problems by using the same kind of thinking we used when we created them. Albert Einstein For Official Use Only 10

11 IT Acquisition Reform Task Force Principal Members PD USD(AT&L) ASD(NII/CIO) CA&PE USD(C) DOT&E Chair: Deputy Secretary of Defense (DSD) Executive Lead: DCMO Portfolio and Governance - Lead CAPE JCS Army CMO & SAE Navy CMO & SAE Air Force CMO & SAE USD(I) Integration Lead - DCMO Acquisition Process - Lead NII / DISA Working Groups Metrics Lead Navy Funding - Lead OSD Comptroller Requirements - Lead Joint Staff / Air Force Contracts - Lead AT&L / Army Test, Evaluation/C&A - Lead DISA TEO Human Capital - Lead DoD CIO Architecture and Systems Engineering Lead DoD CIO For Official Use Only 11

12 What Does DoD s IT Acquisition Reform Affect? New process is applicable across the DoD IT Enterprise (including National Security Systems) in the following categories: Networked IT Systems (e.g., command and control, business information): User facing applications Computing infrastructure (e.g., common applications, operating system) Security and information assurance for applications, systems, and networks Computing hardware including configuration modification for network integration, etc. (e.g., servers, laptops) Communications/networking infrastructure Note: IT hardware requiring unique development and requisite production decisions will be acquired using traditional DoD acquisition policy (DoD 5000 processes) to ensure appropriate focus on these areas. Weapon Platform IT Systems Platform hosted IT mission systems that are not considered embedded Note: IT embedded in weapon systems will continue to be developed, acquired, and managed as part of that weapon platform and not separately acquired under the new IT acquisition process. Upgrades to embedded IT software in weapon systems may be considered for applicability to the new IT acquisition process when no hardware change is required. This will be reviewed on a caseby case basis. Services acquired or developed as a service oriented architecture

13 Tailored Approach to IT Acquisition All IT Is Not The Same 1. Application Software Development and Integration For projects involving custom SW development and integration Focuses on close interaction with users, prototyping, and iterative development Accommodates multiple development approaches 2. COTS Hardware and Software Non-modified COTS products, including commodity purchases Examples: Enterprise services; SharePoint 3. Integrated COTS Capability Analogous to similar commercial capabilities but with DoD specific performance characteristics/standards Examples: DoD teleports, DoD security-enabled wireless networks, Services Oriented Architecture framework 4. Commercially Provided IT Services or Commodities Commercial Managed Service, Commercial Circuits Examples: DCO, Commercial SATCOM For Official Use Only 13

14 IT Acquisition Process Application Software Development and Integration COTS Hardware and Software Integrated COTS Capability Commercially Provided IT Services or Commodities MULTIPLE MODELS BASED ON DIFFERENT IT ACQUISITION TYPES For Official Use Only 14

15 Key IT Acquisition Reform Concepts Portfolio Funding BA XX: IT Portfolio Management 1. Logistics 2. Finance 3. Human Resourc e. Key Concepts Establish authorities and accountability to deliver timely capabilities to DoD end users Creates framework for acquisition decisions within a portfolio Align funding with portfolios Provide flexibility to reprogram Move to single IT appropriation Transparent accounting Outcomes Integrated decision making Better use of scarce resources Enterprise focus Responsive to changing requirements, technologies, and constraints in year of execution Acquisition Requirements Short duration projects managed in portfolio context Tailored for different types of IT Decision authority at lowest level by default when aligned to a portfolio; elevate by exception High level requirements for overall capability; refining requirements for increment in development Emphasis on architecture alignment, cost, and delivery timelines Early and continuous user involvement in refining requirements More rapid delivery of increments of capability More responsive to user needs Fewer failed programs Enterprise fit : balance user needs with enterprise objectives No surprises for the user For Official Use Only 15

16 Test & Evaluation and Certification Overview Solutions Analysis Risk Reduction &Solution Refinement Implement & Deploy Operate and Sustain Indep. Test Activities Indep. C&A/Security Activities As is DT 1 C&A DT 2 Int 1 DT 3 Multiple stakeholders, certifications and testing events required Interoperability, security, developmental and operational testing executed independently Test data requirements poorly coordinated adversely impacting cost, schedule and performance OA C&A Int 2 OT Red Team Material Need Decision To be Invest Decision Acquire Decision Deploy Decision(s) Feedback to user, developer, testers, decision makers Integrated and Continuously Involved TE&C Process via a Collaborative Test Driven Development Process Collaborative approach integrates users, developers with T&E, IA, and interoperability stakeholders Integrated tests use common test infrastructure Automated tools capture test data for use by all Single TE&C Strategy and Findings Report reduces needless paper Each Stakeholder submits separate individual assessment of findings to maintain independence Risk determines levels of oversight Testing does not inform acquisition and systems engineering processes OT&E finds systems lacking key capabilities, which then require rework and retest For Official Use Only Integrated TE&C approach closely aligned with Portfolio/Project based acquisition/se processes to improve schedule and reduce costs Early TE&C engagement/integrated testing provides continuous user feedback/monitoring that enhances performance, effectiveness and suitability 16

17 IT Acquisition Reform Institutional Risk Assessment L. Increase in the rate of change in underlying information technologies D. Inability to transition from systembased to portfolio based processes F. Lack of robust architectures critical for design choices and interoperability A. Inability to change culture J. Rapidly delivered products do not meet user expectations; difficulty absorbing frequently updated products L C M D E F G B J I K A K. Difficulty aligning change across multiple changing processes I. Inadequate education and training of reform processes M. Inability of Work Groups to deliver products on time H B. Pilot initiatives do not produce successful results or provide sufficient insight C. Confusion about DoD 5000, BCL, or Section 804 IT acquisition processes E. Loss of momentum for reform initiatives and change in senior leadership H. Lack of legislative relief and/or new legislation to enforce reform policies G. Inability to balance policy discipline and execution agility For Official Use Only 17

18 Questions? For Official Use Only 18