Enterprise IT (EIT) Service Portfolio Management · Enterprise IT service portfolios (End Devices, Enterprise Services, Compute/Store, Protect, and Connect) § Strategic goals, performance

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

Headquarters U.S. Air Force

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Enterprise IT (EIT) Service Portfolio Management

Col Gerald YapSAF/CIO A6

Aug 2018

UNCLASSIFIED

UNCLASSIFIED


Agenda

n Intent

n Service Catalog

n Service Portfolio Roadmaps

n Service Baselines

n Question

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EIT Management Framework Overview

Portfolio Management§ Centralized management of the five

Enterprise IT service portfolios (End Devices, Enterprise Services, Compute/Store, Protect, and Connect)

§ Strategic goals, performance measures, risks measures and category management inform portfolio strategies and funding decisions

Service Operating Model§ Model of the people structure, flows of

information, and key decisions among operating roles to oversee, advise and execute Enterprise IT Management

Performance & Risk Management§ Process of collecting, analysing and

reporting performance and risk information on the five Enterprise IT service portfolios, and adjusting processes and funding levels to achieve portfolio strategies and balance enterprise risk

Governance Structure§ Three-tiered structure consisting of a

Group, a Board and a Council with varying thresholds of responsibilities

§ Governance structure evaluates and certifies Enterprise IT service proposals

Requirements Management§ Process for the user community to

propose new services or changes to existing services to better meet mission objectives

§ Process encompasses identification of a business need through evaluation, definition, prioritization, and certification of business and service requirements

Resources Management§ Financial model to centrally manage

funding for Enterprise IT services and position resources effectively throughout the SPPBE cycle

§ Service portfolios map to Program Elements and Program Codes to continuously identify and assess programmed funding

Enterprise IT-as-a-Service Approach§ Delivery method to address service portfolio goals to

enhanced Air Force capabilities

§ EIT-as-a-Service approach to execute service proposals established in the requirements management process, certified by the governance structure, and funded through the SPPBE process

Governance

StructurePortfolio

Management

Service

Operating

Model

Resources

Management

Requ

irem

ents

Man

agem

ent

Perfo

rman

ce & Risk

Manag

emen

t

Enterprise

IT

Enterprise IT-as-a Service

Approach

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Strategy to Execution

4

Innovation

Digital Strategy/Architecture

Planning/Programming

Portfolio Mgmt

Governance (E-IT and CAM)

Requirements

Acquisition

Implementation

Strategy/ Oversight

(CIO)-

Lead Agent

Execution(FOA)

-Executive

Agent

Pub

lic/P

rivat

e R

elat

ions

MA

JCO

M R

equi

rem

ents

Acquisition (AFMC)


• Emergency Mass Notification

• Messaging • Content

Management • Collaboration • Productivity Suite • Print Services • Mobility Services • Voice Services • Video Services • Air Force Service

Desk

Enterprise Services

• Infrastructure Services

• Managed Services • Migration Services

Compute and Store

• Lifecycle Management of IT End Devices

End Devices

• Identity and Access Management

• Enclave Protection • End User Data

Protection • Enterprise

Protection

Protect

• Information Transport (Wide Area Network)

• Network Distribution (Base Area Network)

• Joint Management Network

Connect

EIT Service Portfolios

§ In response, SAF/CIO A6 has established five new service portfolios to align funds, increase visibility into IT investments and execute the EIT Governance approach

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EXAMPLE: Enterprise ServicesPortfolio Baseline View

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“Professionalizing” Service Portfolio Management

n Goal: To create defined, documented, and repeatable Portfolio Management processes, in line with the Unify EIT Governance work

n Background: SAF/CIO A6 focused on building out 5 portfolios: Enterprise Services, Compute and Store, End-Devices, Protect, and Connect. Each portfolio is identifying and building out the baseline of services/capabilities to capture the enterprise-wide IT spend, priorities, and gaps to better meet the IT requirements of the future.

n Milestones n IT Service Catalog n Portfolio Management Teams n Formalizing relationships/responsibilities n Baseline Portfoliosn Portfolio Roadmaps n Portfolio Performance Metrics n Automation of Portfolio Management

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EIT Service Portfolio ManagementRole High-level Description

Portfolio Manager (PfM)

§ Oversight and responsibility for IT initiatives and systems§ Communicate guidance and direction to their IT program/project managers, financial

program/project managers, and others responsible for IT data collection and maintenance § Supports data collection, data submission, data review and validation§ Conducts initial risk analysis§ Reviews, validates, and coordinates all proposed initiatives§ Serves as the approval authority for submitting any validated data updates and/or change

requests Service Portfolio

Management TeamIncludes:§ IT Service Managers, § Portfolio Managers, § Service Architect, § Requirements Manager, § Cost Modeler, § Resource Advisor, and § Service Owner / Delivery

Team § Resource Advisor

(tentatively SAF/ AAR)

§ Monitors the use of resources in daily operations and prepare estimates for resources

§ Develop obligation and expense targets

§ Primary POC with FM comptroller personnel and other RAs on resource management

§ Knows the details of the organization's cost, program and fiscal requirements; understand the relationship between output and cost

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Core Service Portfolio Management Documents

n EIT Service Catalog - One Documentn High-level description of each service and associated

capabilities for communication to customersn Currently completing 3-ltr coordinationn Move to EIT governance

n Portfolio Roadmaps - 5 Documentsn Info fed from baseline Workbookn Roadmap is ~10-page summary of current conditions,

projects, and future state for communicationn 1st drafts complete

n Portfolio & Service Baseline - 5 Workbooks + 23 Documents n Details in Workbook, 1 for each Portfolio, includes Risk

Management Tool, for SPM workn 2-page Service Baseline document for communicationn 1st drafts of Workbooks and documents complete

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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 10

Service Portfolio Roadmap Dependencies

AF StrategyIDFPResourcesService ProposalsMission NeedsBusiness PatternsBudget TargetsCategory Management

• Service Strategy• Updated Service Baseline• Revised Service Roadmap• Planning Recommendations• Inputs to POM, FYDP, SPPBE• Spend Plans / Execution Plans• Resource Forecasts• Execution Reports – Milestones and Budget• Service Performance Scorecard• Unfunded Requirements• Updates to Way Ahead - Innovations and other

Transformative Opportunities• PMR slides• Category Management

Enterprise IT Requirements

Process

Service Owners (CFL, AFSPC) Bring:• Service Roadmaps• Service Level Agreements vs SLR vs SLM Results• Customer Satisfaction (COLS Survey Results)

Financial Manager / PEM Brings:

• Financial data• Program Elements and Program

Codes mapped to Projects, Services, and Portfolio

• Financial risk assessments• Financial impact of providing the

new or changed service• Financial trade-off risk analysis

against portfolio performance metrics

• Business benefit analysis / TCO

Service Portfolio Manager (A6S)

Service Portfolio Roadmap

PMO (C3I&N) / Service Managers (A2, A3, A4) / Lifecycle Managers (LCMC) / Transition Leads)

Bring:• Program Milestones and budget (EVM or equivalent reporting)• Service Performance (technical metrics)• Innovation or other Transformation Opportunities• Operational trade-off risk analysis against portfolio performance

metrics

1. Assess the Current State – Evaluate CSAT and service performance metrics; Compare to CIO scorecard; Evaluate program milestone and budget status;

A. Identify service performance issuesB. Identify Milestone or budget issues C. Identify DOTMLPF actions (i.e. training needed)

2. Analyze the inputs and identify opportunities and risksA. Identify Missing CapabilitiesB. Document value achievementC. Identify services not aligned with strategyD. Identify new Service or retirement candidatesE. Program/service risk (schedule, budget, performance)

3. Prioritize opportunities; Use guiding principles as a filter; ranking techniques include:A. Weighted evaluation criteria and ranking; B. Risk/Reward ranking;C. Likelihood of success and value;

4. Identify new/additional metrics critical to the SPM process5. Identify recommendations (i.e. acquisition strategies, budget reallocation, CSI opportunities; map to FYDP via the

SPPBE process)6. Submit for SAF/A6 Governance approval7. Update the Service Portfolio Roadmap – Document recommendations; update the current state

Resource Advisor (A6X) Provides:

• Resource estimates. • Obligation and

expense targets • Details of the

program fiscal requirements Analyze and Synthesize

Other Inputs

Output

Outputs

Service Portfolio Management Team

BRM’s & SMEs


Compute & Store Portfolio Roadmap

n Vision – Provide airmen trusted information when and where they need it

n Goals – Improve Systems Agility, Increase Resiliency, Deliver Shared Services, Improve Security, Increase the Speed of Delivery

n End State – Employ cloud services; software, platform, and infrastructure “as a service” solutions that focus on mission assurance and cyber security of USAF core missions that enable mission assurance n Avoid development of unique USAF application solutions; employ industry/commercial solutions n Host limited USAF specific applications when required to meet the needs of USAF core missionsn Consolidate duplicative and interrelated systems into a single enterprise-level capability

Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4DC closed 659(9) DC closed 850(10) DC closed 1089(11)

CCE (1)GCSS Sunset(5) CCE Transition to JEDI (2)

ERP CCE(3)IPN Sunset(6)

Transition to EITaaS(7)JEDI Available(8)

ELA in use(4)

CCE Comm Strategy(12)

App Migration 5%(13) App Migration 30%(15) App Migration 65%(17)

App Migration 15%(14) App Migration 45%(16)

Mandates/Regs Decision Points EITaaS Contract Milestones Expected Completion Portfolio Goal Period of Performance

FY24 FY25

Mig

rati

on

FY22 FY23FY18 FY19 FY20 FY21

Ap

plic

atio

n &

Dat

a H

ost

ing

Man

age

d S

erv

ice

s

Current Conditions

1. Legacy GO-GO, GO-CO env ironments not aligned with strategy

2. AF owns lots of IT assets3. AF resources operate and maintain EIT

env ironments4. Application owners and dev elopers

spend an inordinate amount of time maintaining infrastructure

5. Aging/unsupportable technology (GO asset)

6. Datacenter consolidation will not meet end of FY18 mandate for reductions

7. No real-time, end-to-end state of IT systems

8. Undeterminable spend on legacy data center (Compute and Store capacities)

9. No enterprise approach to spend on data center, application hosting, IT infrastructure, and IT Managed Serv ices,

10. Legacy monolithic applications –expensiv e to manage and maintain

11. Local hosting12. Disparate implementations of cloud

IaaS; not an enterprise approach13. Non-compliant hosting env ironments14. Cloud does not meet all AF

requirement15. PMs are still designing programs and

applications that use a legacy approach, not being designed with Standardized Enterprise Cloud Pattern

Expected Outcomes/Condi tions

1. Scalable, secure, flexible compute and storage on demand where AI predicts and anticipates demand and auto scales to deliv er sub-second app response time

2. Infrastructure as code and Immutable infrastructure components. Perv asive use of automation and zero-touch operations

3. Extensiv e use of microservices, containers, serv erless computing

4. Dev elop once run on any platform (mobile, browser, thin, think, or zero client)

5. Continuous Diagnostic and Monitoring (continual compliance monitoring, RMF) built in and extended to include app tier

6. Fully automated SecDev Ops – Continuous Integration (CI) and Continuous Deliv ery (CD)

7. 80% reduction in the TCO for app life cycle (requirements, design, dev elop, test, implement, O&M, retirement)

8. Reliable and resilient 100% app and infrastructure av ailability

9. Improv ed experience for consumers of USAF IT serv ice

10. Continual declining unit costs for compute and store, and managed serv ices.

11. Improv ed mission insight into IT operations (end-to-end system v iew)

12. Gov erned IT spend ov ersight13. Minimize AF asset ownership / Maximize as a

Serv ice14. Lev erage AI and data analytics for deep app/user

insights15. Quick ev aluation and adoption of Commercial

Cloud Accelerators, Incubators (and other new serv ice offerings)

16. Business apps lev eraging AI/ML embedded as a serv ice

17. Optimized use of SaaS18. Applications designed and implemented using

Enterprise Cloud Design Patterns 19. Aligned with DOD Cloud Strategy20. Significant reduction in the number of AF owned or

operated data centers

n Major Initiatives –n Continuing Data Center consolidation efforts across the

USAF; starting with smaller “micro” data centers n Application Migration Support

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Connect Portfolio Roadmapn Vision – Fully exploit cyberspace domain to execute, enhance, and support USAF core missions n Goals – “Ensure robust connectivity, resiliency and flexibility across USAF Information and

Intelligence systems.” Connectivity that enables airmen to connect anywhere, anytime reduce/eliminate bottlenecks in the network.

n End State – The USAF will create an agile, federated enterprise that extends to the tactical edge supporting data and information availability. Ensure an enterprise that is able to operate in the contested and uncontested environments, to include bandwidth constrained. Research, identify, develop, and implement resilient and self-healing mission-critical information and intelligence networks.

n Major Initiatives –n Commercial Wireless, LTE, 5G, (future 6G ) – Increase LTE coverage for mission/bundling, housing while

aligning with FirstNet, E911 and crumbling organic tower infrastructure across the USAF; partner with FIRSTNET and commercial service providers to replace and enhance tower infrastructure

n Commercial Internet Service Provider (CISP) – Leverage commercial broadband to increase mobility and reduce management of Mobile ecosystem while increasing visibility of both MacOS and Mobile Devices

n Finalizing 1067 for 10GB solution at all basesn EITaaS

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Protect Portfolio Roadmapn Vision – Ensure access to, and integrity of USAF data throughout its lifecycle; assuring the availability,

integrity and confidentiality of information in cyberspace

n Goals – Improve continuous monitoring, decrease detect-to-response time window, implement adaptive security processes, reduce the time to achieve Authority to Operate (ATO), provide improved visibility of assets & risks

n End State – An optimized organizational structure, responsibilities, and authorities to more effectively manage enterprise cybersecurity risk. The USAF will integrate mission assurance into operations and planning processes. n Wings will complete and maintain Functional Mission Analysis (FMA) leveraging both the USAF

Campaign Plan mission thread analysis results and current intelligence to identify key terrain in cyberspace. Cyberspace squadrons will conduct active defense of their wings’ missions and appropriately inform commander risk decision-making.

n Because we can't fight what we can't see, we will increase our capability in detection using persistent threat emulation capabilities like “Hack the USAF.” Using data analytics, we will apply machine learning (ML) and artificial intelligence (AI) to create real-time cyber threat detection capabilities that discover and inoculate zero-day attacks.

n Major Initiatives – Joint Regional Security Stack (JRSS)

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End Devices Portfolio Roadmapn Vision – “Provide secure mobile access to required information for mission efficacy

1”

n Goals – Effective support of mission (end user experience in support of their mission), reduce

attack footprint, reduce Total Cost of Ownership (TCO), improve Command and Control (C2),

improve USAF Airmen/user mobility, one device per user

n End State – To fully exploit the potential of mobile access, through end user devices and wireless

technologies, enabling airmen’s ability to access real-time information from anywhere in the world

and to rapidly acquire and integrate useful commercial and public applications, tools and data

without the expense and manpower required to sustain a global wired infrastructure plant

n Addressing the interoperability and security concerns, the USAF will improve the network to

support mobile access to applications, data and tools. USAF will move towards a single security

and management framework that is device agnostic, and address gaps in mobility guidance and

policy.

n Major Initiatives –

n Alternative User Platforms Pilot Activities:

n Thick clients: Win 10, MacOS Pilot at 38 CEIG, Tinker—Secure Host Baseline

n Thin Clients: Chrome OS (Vandenburg KIOSK/Mission and USAFA), VDI-AFRC

n Zero client: TENS: World Wide Attaché Support (800)

n Mobile client: Electronic Flight Bag (EFB) and A4 Etools

1. Air Force Information Dominance Flight Plan, Objective 2.4 (End Devices)

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Enterprise Services Portfolio Roadmapn Vision – “Provide Airmen trusted information when and where they need it”; to achieve the “office

anywhere” experience, the ES portfolio continually evaluates mission needs to field and manage secure and cost-efficient enterprise services that best fit the needs of our Airmen and the USAF mission”

n Goals – Improve USAF airmen/user mobility, improve service reliability, maintain or reduce cost profile, improve Command and Control (C2), reduce attack footprint, increase the use of commercial cloud services, enterprise IT “as-a-Service”

n End State – To fully exploit the ability to work from anywhere, anytime, with the most effective secure communications and personal productivity, collaboration, and messaging capabilities available n Enable Airmen with workplace technologies to perform their roles in this era of information-age warfare;

wherever they are, whenever they need to engage; always on, always connectedn Exploit the potential of wireless mobile technologies; real-time information from anywhere in the worldn Move towards a single security and management framework that is device agnostic, and address gaps

in mobility guidance and policy

n Major Initiatives –n CHES n DEOS => ECAPS

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Questions

n POC: Col Gerald Yap

n NIPR email: [email protected]

n Comm Phone: 571-256-2573

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