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
1
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
2
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
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 4
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.
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 5
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.
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 7
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
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.
8
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 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
9
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 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
10
HR Mgmt
Health Care Mgmt
Financial Mgmt
Supply Chain & Log
Acq & Procurement
Real Property Mgmt
Community Svcs
IT Business Sys
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 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
11
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 12
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
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
13
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
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
14
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
Outsourced development
Embraced Scrum Methodology: several sprints completed
What’s working well…
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
…and not so well (Improvement Opportunities)
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
15
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
Outsourced development/configuration of IBM Trirega product for
facilities management across the USAF (Civil Engineering)
Embraced Scrum Methodology in face of severe performance
issues
What’s working well…
7 Sprints: 2 major releases in 4 months
Resolved 64 deficiencies, added 41 functional change requests
…and not so well (Improvement Opportunities)
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
16
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
Outsourced, fixed-price custom re-write of unit desktop MS
Access application to AF-enterprise wide aircraft maintenance
scheduling application
What’s working well…
Contract negotiations to balance agile/waterfall tension over
documentation: enough for sustainment over long lifecycle
Delivering functionality in sprints
…and not so well (Improvement Opportunities)
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
17
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
Hybrid development team: blue-suit sustainment with
contractors tasked to deliver web-services interfaces
What’s working well…
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!
18
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 19
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
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
20
Defense Business Systems should not be acquired like Weapons Systems
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
BCAC Process Overview
21
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
Activities/Products:
• 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
Activities/Products:
• Identify/Define IT
Functional Reqts
(ITFRs) &
Information
Assets (IA)
• Conduct Market
Analysis
• Acquisition
Strategy
Determination
• Solution Approach
Decision
• Funding Identified
Activities/Products:
• Solution
Selection
Decision
• Detailed Fit-Gap
Analysis
• Develop Design
Specifications
• Establishment of
Cost, Schedule,
and
Performance
Activities/Products:
• Limited
Deployment
Testing Results
• Full Operational
Testing Results
• Mature Software
Capability
• Transition and
Sustainment
Plan
Ongoing Capability
Support ATP(s)
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
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
22
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 23
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
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
24
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 25