afpeo business and enterprise systems · 2018-05-16 · afpeo business and enterprise systems 1...

I n t e g r i t y - S e r v i c e - E x c e l l e n c e

AFPEO Business and Enterprise Systems

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Rich Aldridge,

Program Executive Officer,

Business & Enterprise Systems16 Nov 2017

B r e a k i n g B a r r i e r s … S i n c e 1 9 4 7

Business & Enterprise Directorate Overview

Strategic Context

Agile Initiatives

Pilot Programs and Successes

Pain points

DoD 5000.75

Where we need Industry help

Q&A

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B r e a k i n g B a r r i e r s … S i n c e 1 9 4 7 3


Rapidly acquire, operate, sustain and enable flexible war-winning business system capabilities

1,980 PERSONNEL

84 Officers 757 Civilians

299 Enlisted 840 Contractors

MISSION

BUSINESS AREAS

Civil Engineering Logistics

Communications Transportation

Contracting Infrastructure

Finance Personnel

Medical Operations

IT Services Munitions

Acquisition Maintenance

PROGRAM CATEGORIES

120 O&S 14 BCAT III

4 BCAT I 7 SCAT

$1.03B ANNUAL PORTFOLIO VALUE

145 PROGRAMS/INITIATIVES

80+ STAKEHOLDERS

$30M Procurement

$394M RDT&E$598M O&M

$3M Reimburse

Across 4 States: Alabama, Ohio, Texas & Utah

We run the systems that run the AF…moving money,

manpower and materiel.


24 AF AFC2IC AFSAC NAVSUP

67 CW AFIA/ETO AFSC/LG NSA

AF/A1 AFIA/PI AFSC/LGM OSD AT&L

AF/A1M AFMA/SG6 AFSC/LGP OSD DCMO

AF/A1P AFMC/A4 AFSC/LOM PPA/HQ

AF/A1X AFMC/A4D AFSPC SAF/A6

AF/A30 AFMC/A4F AFSPC/A4 SAF/A6P

AF/A4 AFMC/A4M ANG SAF/AAH

AF/A4C AFMC/A4N ARPC SAF/AQ

AF/A4I AFMC/A4R DFAS SAF/AQC

AF/A4L AFMC/A6O DHA SAF/AQI

AF/A4N AFMC/A6X DISA SAF/AQR

AF/A4P AFMC/A8 HAF/A4L SAF/AQX

AF/A5R AFMC/FMR HAF/A6 SAF/FM

AF/A5X AFMC/PK HQ Army SAF/FMB

AF/A7 AFMC/PKY HQ USMC SAF/FMP

AF/SG3 AFNIC Joint Staff (J3) SAF/MG

AF/SG5 AFPC Joint Staff (J4) USTRANSCOM

AF/SG6

AF/SGD

AFPOA

10 AFPEOs

Joint Staff (J7)

Joint Staff (J8)

B r e a k i n g B a r r i e r s … S i n c e 1 9 4 7 6Statutory and resourcing priorities don’t always align.


Lethality

Execute a multi-year plan to rapidly rebuild the warfighting

readiness of the Joint Force, filling holes in capacity and lethality

while preparing for sustained future investment.

Building Coalitions

Alliances and multinational partnerships provide avenues for

peace, fostering conditions for economic growth with countries

sharing the same vision.

Continue to work with our allies, partners, and coalitions

The North Atlantic Treaty Organization, Association of South East Asian

Nations, the Defeat-ISIS Coalition, and others - to reinforce the safety and

security that underpins peace and economic prosperity for all nations.

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Business Reform

Instill budget discipline and effective resource management

Develop a culture of rapid and meaningful innovation

Streamline requirements and acquisition processes

Promote responsible risk taking and personal initiative

Reforms are already in progress

Creation of a Chief Management Officer

Splitting the duties of the Under Secretary of Defense for Acquisition,

Technology and Logistics (Science & Technology, Acquisition & Sustainment)

Others are forthcoming

Modernize the defense travel system

Protect our infrastructure and intellectual property

Improve information technology business operations efficiency

Implement real cost accounting

Collapse service business systems into joint capabilities

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Business Systems Reform

DepSecDef Shanahan Reform Memo, 27 Oct 2017

Background

Issued as part of FY17 NDAA, Section 901

Align reform efforts against 8 major LOBs

Reform teams report directly to DepSecDef

IT Reform Priority Areas (current)

Reduce IT Commodity Sellers

Enterprise Collaboration Suite (ECAPS)

One NIPR/One SIPR

Rationalize Business Systems

Consolidate Cyber/IT Responsibilities

Accelerate Enterprise Cloud Adoption

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HR Mgmt

Health Care Mgmt

Financial Mgmt

Supply Chain & Log

Acq & Procurement

Real Property Mgmt

Community Svcs

IT Business Sys


Business Systems Reform

IT Reform Priority Areas (as identified by the memo)

Time-phased roadmaps that evolves and deploys systems to

support business reforms

Reduce total number of systems

Ensure systems have necessary control to support audit and

information integrity

Acting CMO, Mr Dave Tillotsen will lead overall effort

Mr John Bergin, DoD CTO, will lead IT & Business System Reform

efforts

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5 pilots selected at Feb 2017 BES Agile Summit

AFWAY (HIC): Organic development w Ctr augmentation

OPA (HIH): Outsourced development, hybrid delivery team

MSAT (HIA): Outsourced, Fixed-Price Contract

NEXGEN (HIB): Outsourced, configuration of COTS solution

ARMS (HIB): Coordinating two dev teams, one organic and one

contractor, hurdle-- keeping efforts in synch

PBES (HIB) briefed as Agile pilot during MITS (May 17)

Expand upon a capability fielded by Defense Agencies Initiative, AF

Special Ops Community and Army G8

Oracle Enterprise Performance Mgt (EPM) Platform (Hyperion)

Opportunity to accelerate IT acquisition in order to field an AF

budgeting capability in time for FY20 POM cycle

Innovation via Commercial Technology for Maintenance Activities

(CTMA) efforts

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Organic development with contract programmers to augment the

team (surge capacity)

Embraced Scrum Methodology: 7 sprints completed

What’s working well…

Better collaboration between rqmnts owners and developers

Satisfaction of seeing results every sprint

Last 2 releases fielded with zero defects

…and not so well (Improvement Opportunities)

Increased test automation will help validate sprint

deliverable and reduce need for manual regression testing

Skills to create automated test scripts

Retrospectives: “just in time” agile training has them up and

running; increased productivity may require an Agile Coach

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Outsourced development

Embraced Scrum Methodology: several sprints completed


Better collaboration between rqmnts owners and developers

Responsive adds/mods to personnel forms yields business

savings of $2M/year; delivered 3 months faster than Waterfall

estimates

Last release zero defects


Security and Functional user testing: better integration of

security scans within dev cycle; automated testing to speed

insight of sprint delivery with rest of application

Retrospectives: “just in time” agile training has them up and

running; increased productivity may require an Agile Coach

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Outsourced development/configuration of IBM Trirega product for

facilities management across the USAF (Civil Engineering)

Embraced Scrum Methodology in face of severe performance

issues


7 Sprints: 2 major releases in 4 months

Resolved 64 deficiencies, added 41 functional change requests


Functional Buy-in w Resource Participation

Scrums require Civil Engrs participation every day –

functionals struggling to adapt to increased time demand

Can’t just “mail-in” a requirements document and leave it to

a programmer to figure out what you meant

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Outsourced, fixed-price custom re-write of unit desktop MS

Access application to AF-enterprise wide aircraft maintenance

scheduling application


Contract negotiations to balance agile/waterfall tension over

documentation: enough for sustainment over long lifecycle

Delivering functionality in sprints


Agile tooling: piloting use of Microsoft Team Foundation

Server (on-premise deployment) and Visual Studio Team

Services (cloud deployment) w CIE and DISA DECC-Mgm

Capacity planning: functional testing is going well, but it

remains to be tested at AF-wide scale; provisioning

equipment for meaningful performance test

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Hybrid development team: blue-suit sustainment with

contractors tasked to deliver web-services interfaces


Clear definition of roles and responsibilities

Just beginning to delivering functionality IAW agile approach

…and not so well (Improvement Opportunities

Set-back with real-world performance issues integrating a 3rd

party reports server (JasperSoft) into the baseline

Security Upgrades to Oracle database added complexity

Version upgrade to Redhat Linux added complexity

At any time, COTS version and/or security upgrades and

patches can disrupt software capability delivery

Important to attribute root cause to products beyond dev

team’s control…don’t blame Agile!

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Why 5000.75?

The reason behind the changes:

DoDI 5000.02 milestones, models and documentation did not

provide the proper structure for managing business systems

In practice… tailoring for a business system often took too

much time and effort, making it hard to justify the benefits it

produced

The biggest differences from previous state of

practice:

Alignment of acquisition, functional, infrastructure and IT

investment governance to streamline decision-making

Information-centric approach to evaluating programs rather

than reliance on acquisition and requirements documentation

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Defense Business Systems should not be acquired like Weapons Systems


BCAC Process Overview

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Capability

Support

Business System

Acquisition Testing

& Deployment

Business System

Functional Requirements

& Acquisition Planning

Business Solution

Analysis

Capability Need

Identification

Activities/Products:

• Identifies Business/Mission need

• Capabilities to deliver business need

• Performance Measures

• BEA Alignment

• Applicable Laws, Regulations & Policies (LRP)

• Cost to complete next steps

Phase 1: Phase 2: Phase 3: Phase 4: Phase 5:

Solution Analysis

ATP

Functional Requirements ATP

Acquisition ATP

Limited DeploymentATP(s)

Full

Deployment

ATP

Capability SupportATP


• Builds upon CRD

• Develops “To-Be” Capability Process Maps (CPMs) for each business capability

• Develops initial Capability Implementation Plan (CIP)

• Determines rough order of magnitude (ROM) estimate and cost benefit


• Identify/Define IT

Functional Reqts

(ITFRs) &

Information

Assets (IA)

• Conduct Market

Analysis

• Acquisition

Strategy

Determination

• Solution Approach

Decision

• Funding Identified


• Solution

Selection

Decision

• Detailed Fit-Gap

Analysis

• Develop Design

Specifications

• Establishment of

Cost, Schedule,

and

Performance


• Limited

Deployment

Testing Results

• Full Operational

Testing Results

• Mature Software

Capability

• Transition and

Sustainment

Plan

Ongoing Capability

Support ATP(s)


BCAC Implementation Status

AFMAN 63-144 – Business Capability Requirements, Compliance,

and System Acquisition

Under review with BCAC Working Group

Pending third 2-ltr “re-coord”

AFPEO BES Way-Ahead

Have a few systems in “hybrid” status to ‘plow the ground’

Developing instructional templates to facilitate decision points

Align Agile Strategies – Budgeting, Contracting, Development,

Testing

OSD/AT&L working with OUSD(C) & Congress on IT funding

Community of Practice -- forthcoming

Examples

Required/Unique Documents

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Continue to share your best practices on Agile

What works for you in commercial-commercial efforts

Identifying non-value added activities

Strong evaluation criteria in RFPs to adequately

assess innovation, best of breed processes, effective

tools

Open, honest conversations and feedback

We all got to this place together, everyone needs to be

a part of fixing it

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