SITEC Programmatic Overview V3 - updated 03 25 10

SITEC Programmatic Overview

Introduction

This document provides SITEC background information and then outlines the programmatic overview for the management of family of SITEC acquisitions to include discussion of the IT

Management Office (ITMO) and associated governance interfaces and authorities.

SITEC Background

USSOCOM requires continuing contractor support for the operations and maintenance of its IT infrastructure within the SIE. Through the new SOF IT Enterprise Contract (SITEC) acquisition framework, USSOCOM will secure best-of-breed IT service providers for the integrated delivery of the Command’s mission supporting IT infrastructure and operations. The current Enterprise

Information Technology Contract (EITC) expires 31 March 2011; the SITEC acquisitions will provide for continuing IT services and support for a transition period as well as for the successive years following the expiration of EITC.

USSOCOM awarded EITC in March 2002 using a single Prime Contractor model with approximately 40 subcontractor companies. Prior to EITC, USSOCOM IT services, support, and equipment were provided through over 45 separate contracts. EITC was USSOCOM’s first attempt at a performance-based contract for IT and USSOCOM has increased its knowledge as a result of the EITC experience. Current EITC scope includes:

Planning and management of all garrison and deployed Networks (WAN/MAN/LAN) and the communication and network infrastructures for data, voice and video.

Development, integration, testing, training and customer support for all desktops, portable devices, applications, messaging systems, databases and web services.

Information Assurance, transmission and communication security requirements, requirements management, configuration management, hardware maintenance and disaster recovery.

The purpose of the SITEC acquisitions is to obtain integrated, performance-based IT services and support critical to fulfilling USSOCOM’s missions. USSOCOM plans to award contracts for the following areas:

IT Service Management Services (single award indefinite delivery/indefinite quantity

(ID/IQ))

Data Center Services (single award indefinite delivery/indefinite quantity (ID/IQ))

Enterprise Network Services (single award ID/IQ)

Distributed Computing Services (single award ID/IQ)

Application Management Services (multiple award ID/IQ)

Specialty Services (multiple award ID/IQ)

IT Production Services (multiple contracts ID/IQ)

USSOCOM created the IT Service Management Services acquisition to secure a proven partner to help coordinate, integrate, and synchronize the capabilities and services of the other best-of-breed

Service Area Providers. While also a Service Area Provider, the T Services Management Partner

(ITSMP) role is to support USSOCOM in development, implementation, and oversight of IT

Infrastructure Library (ITIL) IT service management policies, practices, and procedures throughout the Command. In addition, the ITSMP will assist USSOCOM in ensuring coordination, integration, and synchronization of the capabilities and services of best-of-breed IT Service Area Providers.

The ITMO will provide a common focus for IT Service delivery that will achieve efficiencies and a more reliable and cohesive IT environment. In addition to its ITSM and service integration management responsibilities, the ITSMP will also be directly responsible for the service delivery and day-to-day operations of the USSOCOM enterprise-wide IT Service Desk functions, thus providing the ITSMP single-point-of-contact insight across the complete USSOCOM enterprise.

USSOCOM’s high-level objectives for SITEC are to:

Enable and improve IT in support of mission operations

Increase control, transparency and accountability over IT operations

Foster effectiveness and innovation

Drive cost optimization

Foster communication and information sharing

Establish flexible and scalable contract supported by a strong performance metrics process

Foster competition

Enable Net Centricity

Based upon the overall complexity of the USSOCOM IT Service environment to be supported and the inherent difficulty in pre-determining the total volume of services required by USSOCOM, multiple Indefinite-Delivery/Indefinite-Quantity (IDIQ) contracts are the intended course of action for

SITEC. USSOCOM is approaching SITEC as a Performance Based Service Acquisition (PBSA).

Performance standards establish the performance level required by the Government to meet the contract requirements.

The Untied States Special Operations Command (USSOCOM) is implementing an Information

Technology Management Office (ITMO) within the Headquarters J6 organization in 2010. The

ITMO will provide a central point for managing SOF Information Environment (SIE) processes and procedures as well as SITEC performance and policy compliance. These activities include:

Central implementation and policy compliance for CIO policy and regulations

Complete view of all SIE assets and integration projects

Central management for all SIE and SITEC performance data

ITMO Mission

The mission of the ITMO is to: develop, establish, document, implement, and maintain enterprise-wide ITIL Service Management (ITSM) policies, processes, and procedures for managing the SIE and SITEC acquisitions, as well as to manage ongoing Command-wide compliance with the established ITSM requirements. In addition, the ITMO will ensure coordination, integration, and synchronization of the capabilities and services of the best-of-breed IT Service Area Providers. The

ITMO will provide a common focus for IT service delivery that will achieve efficiencies and a more reliable and cohesive IT environment.

ITMO Functions

To achieve its mission, the ITMO will perform the following functions:

Establish, maintain, and manage the IT service strategy processes and tools for IT services and IT service management in line with CIO strategy, which includes:

─ IT Governance Services

─ Strategic and Tactical Planning Services

─ Demand Management Services

─ Service Delivery Relationship Management Services

─ Financial Management and Invoicing Services

─ Service Portfolio Management Services

─ Account Management Services

─ IT Resource, Training, and Knowledge Transfer Management Services

─ IT Risk Management Services

─ Compliance Management Services

Establish, maintain, and manage the IT service design processes and tools for identifying requirements and solutions, which includes:

─ Availability Management Services

─ Service Continuity Services

─ Capacity Management Services

─ Planning and Analysis Services

─ Service Level Monitoring and Reporting Services

─ Project Management Services

─ Requirements Definition Services

─ Design Specifications Services

─ Engineering and Development Services

Establish, maintain, and manage the IT service transition processes and tools for managing the transition of an IT service or configuration item from one lifecycle status to the next, which includes:

─ Acquisition and Supplier Management Services

─ Asset Management Services

─ Software License Management Services

─ Configuration Management Services

─ Change Control Management Services

─ Implementation and Migration Management Services

─ Release Management Services

─ Validation, Integration, and Testing Services

─ Service Delivery Document Management Services

─ IT Training and IT Knowledge Transfer Services

Establish, maintain, and manage the IT service operation processes and tools for the day-to-day management of IT services and systems, which includes:

─ Incident Management Services

─ Problem Management Services

─ Technology Performance Management Services

─ Information Assurance Management Services

─ Backup and Recovery Services

─ Environment and Facilities Support Services

─ Maintenance Services

─ Operations and Administration Services

─ Documentation Services

Establish, maintain, and manage the processes and tools for continual process improvement of IT service management, which includes:

─ Quality Assurance / Quality Control Services

─ Independent Performance Assurance and Benchmarking Services

Monitor, evaluate, and enforce Command-wide compliance with SITEC processes and facilitate decision-making through an enterprise standard IT decision making framework, which includes:

ITSM delivery and support compliance

Regulatory compliance

Information Assurance compliance

Enterprise Architecture compliance

It is important to note that the ITMO’s span of authority is around managing ITIL IT Service

Management processes for the SIE and SITEC. Existing Headquarters J6 divisions will retain operational / day-to-day functions for managing the enterprise. This approach will require significant coordination between ITMO, J62, J63, J64 and Components to establish the required Enterprise processes and procedures.

ITMO Organizational Structure (Preliminary)

The ITMO (see Figure 1 below) will be organized around a leadership team and supporting

Management Teams whose functions align with the ITIL v3 industry standard for IT service delivery and management. The ITMO will be located within the existing Headquarters J6 organization. The preliminary structure shown below represents the target end state ITMO organization upon full implementation.

Figure 1. ITMO Organization Structure (Preliminary)

ITMO Leadership

The ITMO will be led by a government resource serving as the overall ITMO Lead. The ITMO Lead will be responsible for reporting IT service progress and status to the CIO/J6 and other USSOCOM organizations, Components, and sites. The ITMO Lead will be a full-time position dedicated to the management of the ITMO. An ITMO Integrated Program Team (IPT) that includes ITMO lead, the

ITSMP Program Manager, and Component representatives will provide input and advice on key decisions on a periodic basis.

Specific ITMO Leadership responsibilities will include:

ITMO Lead: The ITMO Lead will be accountable for the success of SITEC and reports to the USSOCOM Headquarters J6/CIO. The ITMO Lead provides overall leadership for the ITMO and manages the ITMO staff. This role will be responsible for all products, services, and communications of the ITMO and specifically oversees the development of ITMO policies, standards, procedures, and products. Other ITMO Lead responsibilities includes the refinement of ITMO requirements, SITEC coordination and outreach, development of ITMO budgets, plans and schedules, ITSM resource management, and performance management and reporting, as well as ITSM service delivery integration among the various IT service providers..

ITMO Integrated Program Team (IPT): The IPT will be an advisory entity responsible for informing decisions to align the ITMO with the USSOCOM Mission, J6/CIO objectives and policies, and the unique needs of each of the USSOCOM Components. The IPT will be

ITMO Lead

Service Strategy Service Design ITMO SupportService Operation

• Service Catalog Mgmt

• Service Level Mgmt

• Supplier Mgmt

• Capacity Mgmt

• Availability Mgmt

• Continuity Mgmt

• Security Mgmt

Service Transition

• Transition Planning

• Change Mgmt

• Configuration Mgmt

• Release Mgmt

• Service Validation

• Evaluation

• Service Strategy

• Service Portfolio

Mgmt

• Financial Mgmt

• Demand Mgmt

• Event Mgmt

• Incident Mgmt

• Problem Mgmt

• Request Fulfillment

• Access Mgmt

• ITMO Process Mgr

• Communication Mgr

• Continual Service

Improvement

• Data Repository

• SOPs

ITSMP PM

(C)

ITMO IPT

Meets quarterly to socialize and validate program strategies

SORDAC

Contract /Acquisition

Management

Coordinating

Relationship

ITMO Site Reps

AFSOC

ITMO Site Rep

USASOC

ITMO Site Rep

NSWC

ITMO Site Rep

MARSOC

ITMO Site Rep

HQ USSOCOM

ITMO Site Rep chaired by the ITMO Lead and membership includes the ITSMP Program Manager, a Special Operations Research, Development, and Acquisition Center (SORDAC) representative, representatives from each USSOCOM Component, and ITMO Management Team Leads. The ITMO IPT will provide the ITMO Lead with advice, counsel, and recommendations around:

ITMO Strategic Direction

ITMO Funding / Resource changes

Supply / IT Services Prioritization

Demand Prioritization

ITMO Management Teams

Supporting the ITMO Leadership will be ITMO Management Teams. Each team will have a team lead, and collectively, the ITMO management teams will be responsible for managing and/or setting the standards, defining processes, monitoring adherence to processes, and measuring service delivery performance.

Service Strategy Management Team (SSMT): The primary focus of the SSMT is to plan for future IT needs. This Team will be responsible for establishing and implementing the enterprise-wide strategy for IT Services and IT Service Management in line with the J6/CIO strategy and managing the overall process for managing proposed IT services, existing services and retiring services. The SSMT will also facilitate processes understand customer demand for IT services as well as the process responsible for managing contractual funding requirements to include site unique levels of service.

Service Design Management Team (SDMT): The primary focus of the SDMT is to ensure service delivery quality. This team will be responsible for managing, maintaining and updating the IT Service Catalog and ensuring that Service Level Agreements (SLAs), Operating Level Agreements (OLAs), and Associate Contractor Agreements (ACAs) are being met. The SDMT conducts reporting and analyses around service levels, capacity, availability, and security. The SDMT is also responsible for managing risks that could seriously impact IT services and ensuring Information Assurance requirements are documented and implemented by all IT service providers. The SDMT includes ITMO Site Representatives who will facilitate ITMO functions and processes at the following Component sites: USSOCOM Headquarters, AFSOC, USASOC, NSWC, and MARSOC.

The ITMO Site Representatives will be the Component’s single point of contact into the ITMO with the role of understanding the needs of the Components, while ensuring adherence to enterprise policies, standards, processes, and guidelines. ITMO Site Representatives will play a key role in providing information to the ITMO for the purposes of managing and integrating IT services and tracking Component demand and satisfaction delivered services.

Service Transition Management Team (STMT): The primary focus of the STMT is to protect the integrity of the USSOCOM Technical Environment. The STMT will develop, maintain, and enforce processes around Transition Planning and Support, Change Management, Service Asset & Configuration Management, Release & Deployment Management, Service Validation, and Evaluation. The STMT will also manage the IT configuration management tool as well as other tools and databases containing all information that an IT service provider needs to manage the full lifecycle of IT services.

Service Operation Management Team (SOMT): The SOMT focuses on monitoring enterprise-wide service delivery effectiveness and compliance related to the processes required to deliver and manage services at agreed on levels. Specific processes under the purview of the SOMT include Event Management, Incident Management, Problem Management, Request Fulfillment, and Access Management.

ITMO Support Management Team (ISMT): The primary focus of the ISMT is to facilitate the day-to-day operations and management of the ITMO through process documentation and facilitation, Continual Service Improvement, and decision communications. In addition, the ISMT will maintain the ITMO data/document repository and standard operating procedures.

Command-level IT Governance Structure

The ITMO will have a direct reporting line to the J6. However, given the ITMO’s role and position within the USSOCOM enterprise, IT decisions that have a significant financial impact will require elevation to higher-level USSOCOM governance entities. As a result, the ITMO will have to support and closely coordinate with existing Command-level governance bodies, including the USSOCOM

Enterprise Services Group (ESG) and USSOCOM CIO Council. Figure 2 below depicts the

Command-level governance structure with which the ITMO must coordinate.

Figure 2. Command-Level Governance Structure

Organizational Interactions and High-Level Processes

Both the ITMO structure and overall SIE governance will be highly dependent on coordination between the J6 organization, and ITMO Management Teams. USSOCOM has developed preliminary Use Cases to outline the high-level processes used to make decisions. Use Cases are a series of diagrams that suggest, at a general level, how the various governance bodies and

ITMO roles could work with each other and other decision-making bodies to make SIE decisions.

USSOCOM is in the process of updating IT governance processes to reflect the new operating environment resulting from the SITEC acquisitions.

CIO

CIO Council

Policy/Standards Change and

Quality Mgmt.

Demand and

Relationship Mgmt.

ITMO

Command Level

Program Level

Acquisition

Mgmt.

Components / JSOC / TSOCs / HQ

Enterprise Services Group (ESG)

J6/CIO Organization

Three governance Use Cases are presented on the following pages that represent the typical types of critical decision processes, for which the ITMO will be responsible re critical to the operation of the ITMO.

The following three governance use cases represent typical decision management processes for which the ITMO will be responsible for coordinating and managing to resolution.

Use Case #1: Change Management – Enterprise Change Request

In Use Case #1, a single Component enters a change request for a service or asset that impacts at least one other Component or the entire Command. The change request is sent to the Change

Coordinator within J64 who reviews the request for thoroughness and clarity. The Change

Coordinator also performs the initial evaluation to determine if the change request requirements are similar to that of another request or can be addressed by another upcoming solution. If determined to be a well-documented and unique request, the Change Coordinator initiates an impact analysis to determine the financial, resource, strategic, functional, and technical impacts of the request. Once the impact analysis is complete, the results of the analysis, along with the change request, are sent to the Change Advisory Board within the ITMO for decision and prioritization.

The Change Advisory Board (CAB) will consider the results of the impact analysis along with IT

Strategic Priorities, known Service Desk problems, external mandates, etc. in order to determine whether or not the change request should be granted and if so, when the solution will be implemented. If the impact analysis indicates that funding over and above the SITEC budget is required, the request will be escalated to the Enterprise Steering Group (ESG) for approval before ultimately being assigned to the appropriate ITMSP Service Coordinator to manage the deployment.

Figure 3. Enterprise Change Request Use Case

J64

ITMO Service

Design

ESG

The Change Coordinator documents change requirements and sends to

ITMO Lead Change Coordinator.

Start

The Change Management

Board will decide whether or not to proceed with the change. If funding exceeds the program budget, the request will be sent to the ESG.

The ESG Approves / Rejects escalated Change Request and informs CIO Council.

IT Service

Coordinator will assign resources to deploy solution The appropriate IT Service

Coordinator will assign a change owner to manage the development, testing, IA

Compliance, and implementation of the change.

Release Manager reviews test results, approves introduction of solution into SIE, and distributes Release

Communication.

Change Request

Description and Requirements

Change Request Description and Requirements

Change Request Description and Requirements, Impact Analysis

Change Request Description and Requirements, Impact Analysis

Decision to Proceed

Developed / Acquired Solution

Approval to Deploy

Decision to Proceed

ITMO Site Rep tracks satisfaction with implementation

End

The Lead Change Coordinator reviews other change requests and initiates an impact analysis to determine the USSOCOM-wide impact.

Change Manager assigns resource to document change in change repository

Use Case #2: Contract Management – Initiate Task Order

For the purposes of Use Case #2, it is assumed that a new Task Order will be necessary in scenarios where a new project or service is required. In this use case, the service request will likely originate from a Component. A request for a new Task Order requires significant explanation of the business need and justification for why the need cannot be met by an existing service. The

ITMO Site Representatives will be tasked with working with the Components to ensure that this detail and justification is documented. The ITMO Site Representative will be the first ITMO role to evaluate whether a new Task Order is truly needed or if the business need can be met using an existing Task Order. Once deemed necessary, the ITMO Site Representative will forward the request to the appropriate ITMO IT Service Manager(s) for further analysis.

The ITMO IT Service Managers will also evaluate if the Task Order is necessary. If deemed necessary, the IT Service Managers will recommend service level requirements and further detail the technical needs and impact of the new Task Order and schedule a review. The ITMO Lead, ITMO Service Design Management Team Lead, ITMO Portfolio Manager, Contracting Officer, ITMO Site Representative, and any other relevant resource will evaluate the need for the Task

Order and make a decision as to whether or not to proceed with the new Task Order. If approved by the members of this group, the request is submitted to the ESG for a final decision. The ESG review may include submitting to the Special Operations Command Requirements Evaluation

Board (SOCREB) for its input and approval.

Figure 4. New Task Order Request Use Case

Component

COR

ITMO Service

Design

ITMO Service

Strategy

SORDAC

ESG

Contracting Officer reviews request, circulates with appropriate SORDAC staff and authorizes task order creation. If additional funding required for

Task Order, request submitted to

ESG prior to creation.

The ESG Approves / Rejects escalated Request and informs

CIO Council.

ITMO Portfolio Manager updates portfolio where appropriate

Task Order Request

Decision to Proceed

Notification of

Completed

Task Order

COR submits Task

Order Request to ITMO

Site Rep

Task Order Request

Task Order Request

ITMO Site Rep reviews request and either proposes an alternative solution or works with

COR to refine request.

ITMO Site Rep submits to IT Service Manager.

Start

IT Service Manager determines if an existing service can address the need or if a new

Task Order is needed. If needed, SLAs are recommended and request sent to Contract Manager.

Task Order Request

IT Service Manager identifies changes needed to implement

Task Order and initiates Change

Request(s)

COR helps track customer satisfaction with new Task

Order services

End

Use Case #3: Strategy & Architecture – Adopt New Technology

In Use Case #3, a decision is made to adopt a new technology. This type of request can come from many sources: the Components, the J6, External Stakeholders, directives, etc. New technology requests, similar to all other requests, should be well documented and justified. These requests will be sent to the Enterprise Architect (EA) within J65. The EA reviews the request to determine if the new technology meets current architecture standards. If it does, the EA initiates an impact analysis to determine the financial, resource, strategic, functional, and technical impacts of the request. Once the analysis is complete the request, is sent to the ITMO Architecture Review

Board.

The ITMO Architecture Review Board reviews the request to determine if it is in line with current and planned IT infrastructure and goals. If it aligns, the request is submitted to the ESG for review.

If approval is recommended, the request is forwarded to CIO Council for consideration and final approval.

Once approved, the implementation of the new technology will be handled like all other Enterprise

Change Requests and therefore will be assigned an ITSMP Change Coordinator to be managed.

Figure 3. New Technology Request Use Case

Component

COR

ITMO

Service

Design

J6

Enterprise

Architecture

Function

ITMO Lead

SORDAC/

ITMO

Support

ESG

COR identifies business need and researches new technologies to fill need. Documents and submits Architectural Change

Request to ITMO Site RepStart

Architecture Request IT Service Delivery

Manager assigns resources to plan and execute the pilot

ITMO Site Rep works with COR to refine request and submits to Chief

Engineer.

Chief Engineer reviews and approves for consideration by the architectural review board.

Architectural review board approves further investigation and requests a preliminary business case and pilot.

Architecture Request

ITMO Lead approves pilot. If funding or resources not available to support pilot, request submitted to ESG for approval.

Architecture Request

Pilot Request

ESG reviews request and determines whether to authorize pilot.

Pilot Request

Architectural review board reviews pilot results and approves technology adoption.

Pilot Results

ITMO Lead reviews pilot results and approves technology adoption.

Pilot Results

Standard Approval

ITMO Procurement

Manager procures tools needed for pilot

Procurement Manager works with SORDAC to acquire technology.

Change Manager, Portfolio

Manager, EA and

Communications manager notified so that they can communicate deployment of new technology, implement , and document.

CORs help track customer satisfaction with new technology End