Post on 25-Feb-2016
description
OPPM Implementation for the US Air Force
Guident Headquarters198 Van Buren St., Suite 120
Herndon, VA 20170Phone (703) 326-0888
Fax (703) 326-0677www.guident.com
Presented at Oracle OpenWorld 2010
Carolyn Reid – GuidentJeff Melrose - Oracle
U.S. Air Force – An Overview
Formed: September 18, 1947
Human Resources
• 350,000 Active Personnel• 69,000 Reserve Personnel• 95,000 National Air Guard Personnel• 57,000 Civil Air Patrol• 151,000 Civilian Personnel
Assets
• 5,800 Aircraft (2,200 are fighters)• 180 Combat Aerial Vehicles• 2,200 Cruise Missiles• 450 ICBMs• 32 Satellites
Budget: $170B (FY 2011)
Air Force: Organization
SECAF
Air Staff
Field Units
Wings
MACOMs
Aerospace
AOC
SECAF: Secretary of the Air ForceAir Staff: Military AdvisorsMAJCOMs: Major Commands – Subdivisions
Having Specific Portion of AF MissionAerospace: Expeditionary Task Force (ASETF)Field Units: MAJCOMs, Field Operating
Agents (FOAs), Direct Reporting Units (DRUs)
AOC: Air Operations Center Wings: Distinct Mission with Significant
Scope
Air Force Mission:Fly, Fight and win in Air, Space and
Cyberspace
“The strategic environment is constantly changing, requiring more flexibility to provide the best mix of capabilities and resources to meet the Quadrennial Defense Review and Strategic Review priorities. Interaction across the changing strategic environment creates new and evolving threats that require innovative ways to apply forces, technologies and the resources that enable them.”
Introduction to USAF 2011 Budget
U.S. Air Force: Strategic Landscape
Out with the old…
• Accelerate legacy aircraft retirement• Reorganizing commands to be more efficient• Capabilities designed to defeat enemy with similar capabilities
In with the new…
• Intelligence, surveillance and reconnaissance• Upgrade existing strategic aircraft• Joint Strike Fighter• Upgrade in-flight refueling capabilities• Modernization of software, radar electronic warfare capabilities
Project Background Portfolio Management Capability
Bad data Disjointed and redundant processes throughout Air Force An audit on the AF IT Portfolio Management recommended SAF/XC
to “Procure a COTS tool to assist all levels of portfolio management” Organization Responsible
AF CIO SAF/XC defines and operates Portfolio Management Portfolio
Support Review and Monitoring of 200 programs across all MAJCOMs and Agencies of the Air Force
Portfolio Management Tool Conducted Analysis of Alternatives to select a Portfolio Management
tool and Selected Oracle Project Portfolio Management (PPM)
PfM Program Purpose Drive to an effective enterprise-wide solution to
support: Planning, creating, assessing, balancing and communicating the execution of the Air Force Portfolio
Supports goal to optimize the use of scarce resources to support strategic goals and the Warfighter Integration vision of: Transformation, Transparency Accountability Driving out redundancies Driving out inefficiencies
PfM Program Goals/Scope Goals
Enforce data integrity Limit or eliminate data calls Allow the organization to be more agile through enhanced data
capture and allow on-the-fly adjustments Meet compliance and regulatory requirements Provide Analytics for Decision Making Provide streamlined, shortened, standardized and automated
processes and data centralization Help ensure achievement of Air Force capabilities
Scope Implement OPPM to work with all processes related Portfolio
Management Bringing together groups from across the Air Force to standardize processes
Process Working Groups
Resourcing Life Cycle Management Capabilities Compliance PfM
Funding Requests
Execution Planning
Budget Allocation
Performance
Schedule
Cost
ImpactAnalysis
GapAnalysis
Structure/ Architecture
IT Budget
C&A, NDAA,FISMA, etc.
Portfolio Review
Funding Prioritization
Priorities / Goals
Performance/ Impacts
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Deconstructing the ProgramProgram Management Problems
• No budget visibility to execution level projects• Link to consistent capability model• Little visibility into impact of funding decisions• Planning budget in one system and execution budget is in another…
What is a Program
• Combination of executable projects and the funding actions that develop and sustain a program
Solution Deconstruct Programs into hierarchical portfolios of:
• Programs• Projects• Funding Actions
• Link each via dependency relationships
Portfolio Management Process
AnalyzeWhat capabilities do I want/need to do?
EvaluateHow did my program/ projects do and did I deliver the intended capability?
SelectWhat programs/ projects do I choose to do?
• Develop POM• Execution Plan• Execution Year Control
How are my program/ projects doing?
• Performance • Delivery• Program/ Project Mgmt• Monitoring
Proposed Portfolio Measured against Objective Criteria
Prioritized Funding Actions
Objectives Performance
Metrics
EAIRSS
EITDRM&S
RAPIDSABIDES
FMSUITECRIS
SMARTSOWSM
SpreadsheetsMS Project
EITDR
Planning and Budget Allocation
Provide multi dimensional analysis to re-align funding and communicate funding needs
Provide Financial accountability for budget in MAJCOM accounts
Provide visibility and analytical capability to decision makers Application of Objective criteria to rack-n-stack portfolio President’s budget Spend Plans Execution Status Investment Justification Impacts from changes in funding
Program Budgeting
Program Budgeting
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Red/Yellow/Green indicators automatically calculated based on business rules
Predefined ‘value lists’ of valid values for analysis, data quality
Accounting detail, parameters to query in ABIDES to get financial data for this program
Program Budgeting
Metrics and Data Rolls Up to a Portfolio Level. Drill down into a mission area to see the programs in that portfolio.
Budget Analysis
70% of the Programs are underfunded
Axes can be any Value list or Numeric field (any non-Text field)Color by any R/Y/G metric, size by any cost value (FY, Appropriation, etc.)
Select any portfolio to analyze
Scoring Model for Prioritization
Calculated Health Score
Tracking Program Metrics
Risk & Status
InconsistencyHigh PoPSLow MAR
IT Compliance Management
Collect critical data for compliance and provide analysis to easily view activities required to comply
Areas of Compliance: Federal Information Security Management Act (FISMA) National Defense Authorization Act (NDAA) & Clinger Cohen Privacy Impact Assessments (PIA) & System of Records Notice
(SORN) ESP/ETP 508 Compliance Freedom of Information Act (FOIA) Internet Protocol version 6 (IPv6) Records Management
IT Compliance Management
Working with Air Force Materiel Command to implement the Compliance processes
Analytics and reports to view information vital to compliance to regulatory requirements
System Certification & Accreditation
Systems needing C&A
System Certification & Accreditation
When do certifications expire?
System Certification & Accreditation
Will system owners be ready for the wave?
System Certification & Accreditation
System Certification & Accreditation
Lessons Learned Standardization is difficult across a huge organization
You already knew that! Do not put bad processes in a new tool. Beware of those who want to opt out when you are trying to
standardize – what are their motives? Communication is key to helping gain user acceptance
Reduce resistance to change as much as you can Make sure rollout plan is communicated to all potential users
Need buy-in and sponsorship at the top level Make new processes easier for the users
Provide good training & guidance Incorporate their needs – user adoption drives good data
Still To Be Done Complete Configuration for Compliance Management Configuration for Capability Management Lifecycle Management Standardization Rollout Resource Management across all MAJCOMS Complete POM configuration Rollout POM across all Panels SOA solution to tie together information across different Air
Force applications Will analyze to determine areas for replacing inefficient systems
Implement Capital Planning and Information Control (CPIC) module
Implementation Value
Implemented Best Practices Brought Army in to share their experiences Utilized DoD solutions
Streamlined and shortened processes Visibility into data previously difficult to obtain Eliminated labor intensive activities Helped resolve data issues
Stopped arguing about data integrity and started discussing the true value of each program needing budget to optimize funding
Tied Investment to Strategy
Implementation Value
Replacing Legacy Systems Users saw the value-enthusiastic users!
What you want out of any solution! Users friendly processes and Tool
Centralizing Data Improving Data Integrity Improving visibility and transparency
Establishing standardized processes across different divisions of the Air Force
Improved information for decision making
Thank You!
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Thank You