OPPM Implementation for the US Air Force Guident Headquarters
198 Van Buren St., Suite 120 Herndon, VA 20170 Phone (703) 326-0888
Fax (703) 326-0677 www.guident.com Presented at Oracle OpenWorld
2010 Carolyn Reid Guident Jeff Melrose - Oracle
Slide 2
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)
Slide 3
Air Force: Organization SECAF Air Staff Field Units
WingsMACOMsAerospaceAOC SECAF: Secretary of the Air Force Air
Staff: Military Advisors MAJCOMs: Major Commands Subdivisions
Having Specific Portion of AF Mission Aerospace: 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
Slide 4
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
Slide 5
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
Slide 6
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)
Slide 7
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
Slide 8
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
Slide 9
Process Working Groups Resourcing Life Cycle Management
CapabilitiesCompliancePfM Funding Requests Execution Planning
Budget Allocation Performance Schedule Cost Impact Analysis Gap
Analysis Structure/ Architecture IT Budget C&A, NDAA, FISMA,
etc. Portfolio Review Funding Prioritization Priorities / Goals
Performance / Impacts 9
Slide 10
Deconstructing the Program Program 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
Slide 11
Portfolio Management Process Analyze What capabilities do I
want/need to do? Evaluate How did my program/ projects do and did I
deliver the intended capability? Select What 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 EA IRSS EITDR M&S RAPIDS ABIDES FMSUITE
CRIS SMART SOWSM Spreadsheets MS Project EITDR
Slide 12
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 Presidents budget
Spend Plans Execution Status Investment Justification Impacts from
changes in funding
Slide 13
Program Budgeting
Slide 14
14 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
Slide 15
Program Budgeting Metrics and Data Rolls Up to a Portfolio
Level. Drill down into a mission area to see the programs in that
portfolio.
Slide 16
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
Slide 17
Scoring Model for Prioritization 17 Calculated Health
Score
Slide 18
Tracking Program Metrics
Slide 19
Risk & Status Inconsistency High PoPS Low MAR
Slide 20
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
Slide 21
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
Slide 22
System Certification & Accreditation Systems needing
C&A
Slide 23
System Certification & Accreditation When do certifications
expire?
Slide 24
System Certification & Accreditation Will system owners be
ready for the wave?
Slide 25
System Certification & Accreditation
Slide 26
Slide 27
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
Slide 28
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
Slide 29
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
Slide 30
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
