N6_Overarching_IT_Governance_Framework.pptx

MSC N6 Overarching IT Governance Framework Concept of Operations May 2016

UNCLAS

Military Sealift Command MSC Delivers

Agenda Status Overarching IT Governance Framework Planning Projects Operations & Sustainment Road Ahead

Status Development and documentation has been complete Final Review with Deputy and Division Directors Review with CIO Finalize and publish Transfer ownership to N63 Educate and Socialize

Overarching IT Governance Framework Grouping Functional Areas

1. Improved Planning

2. Effective at Deploying Capabilities

3. Repeatable Processes Planning Portfolio Management Program Management Resource Management Strategic Planning & Enterprise Architecture Management Projects Project Management Operations & Sustainment Cyber Security Operations & Management Execution Management Prioritization of Capabilities Increased Communication Improved Utilization of Resources Programmatically Address Emergent Requirements Reduced Total Ownership Cost Less Fire Drill/Doing Things on The Fly Ability to Repeat Successes Visibility into What We are Delivering Delivered in a Timely Fashion Effectively Manage our Budget Increased Customer Satisfaction

MSC Delivers Planning

N6 Planning Model

N6 Planning Model Requirements Activities

Requirements Activities High Level Description Identify Stakeholder Requirements (Step 1) – The ongoing process that involves interacting with the client to gain consensus on the details of requirements via interviews, workshops, change requests and root-cause analysis.

5-Year Capability Requirements Identified (Step 2) – Identify known business, operational, technical, software and hardware requirements and ensure resources are positioned to meet the needs.

Integrated Requirements List (Step 3) – The initial coordinated approach within N6 to address all stakeholder requirements, external and internal to N6 by individual program.

MSC Delivers

Requirements Activities Roles & Responsibilities

Validate requirements Consolidate requirements Maintain requirements repository Chair the Change Advisory Board (CAB) Chair Requirements Management Board (RMB) Develop proposed 5-year Capability Plan with planning estimates Cost estimates for projects and operations & sustainment activities Integrate input from Risk Management, Quality Management, IPT Management, Configuration Management, Change Management, Service Validation & Testing, and certification requirements into the Integrated Requirements List Resource Management Maintain investment baseline and execution plan Develop acquisition baseline Provide input based on Human Capital, Contract Management, Acquisition Management, Financial Management, Planning Programming Budgeting and Execution (PPBE), and Asset Management resources related to the Integrated Requirements List

Maintain Enterprise Transition Plan baseline Provide input based on the capabilities requirements in support of the Strategic Plan, EA gap analysis, and technical architecture related to the Integrated Requirements List Participates in CAB and RMB Cyber Security Operations & Management Provide input based on external guidance, compliance, risk management, incident response, continuous monitoring, computer network defense, assess & authorize, and reporting activities related to the Integrated Requirements List Participates in CAB and RMB

Participates in CAB and RMB

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Requirements Activities Inputs & Outputs

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N6 Planning Model Planning Activities

Planning Activities High Level Description Prepare Program and Resource Planning Documents (Step 4) – Each program will have an associated program management plan identifying the capability requirements, resource requirements, impact, and risk across MSC. Documentation preparation includes Program Objective Memorandum (POM) development, presidential budget submissions, Defense Business System (DBS) submissions, fiscal year budget building, and associated contracting activities.

Present Program Plan to ITIM Working Group (Step 5) – Present program management plan to the ITIM Working Group for approval to proceed and/or recommendations.

MSC Delivers

Planning Activities Roles & Responsibilities

Develop associated documentation to include Program Objective Memorandum (POM) development, presidential budget submissions, Defense Business System (DBS) submission, fiscal year budget building, and associated contracting activities.

Present yearly updates of Program Management Plan to the ITIM Working Group Develop updated Program Management Plan based on ITIM Working Group decisions Present Program Management Plan to ITIM Board as required Resource Management Support the development of yearly updates to the Program Management Plan based on Human Capital, Contract Management, Acquisition Management, Financial Management, PPBE, and Asset Management resources Support the development of associated documentation Program Objective Memorandum (POM) development, presidential budget submissions, Defense Business System (DBS) submission, fiscal year budget building, and associated contracting activities.

Manage changes to the investment baseline and execution plan based on approved Program Management Plans Consolidate all investment requirements into annual investment baseline and execution plan for approval Review acquisition baseline Portfolio Management Provide CPIC and portfolio reporting support for the development of the Program Management Plan Coordinate briefings for the ITIM Working Group and ITIM Board Strategic Planning & EA Management Provide support for the development of the Program Management Plan based on current Strategic Plan Objectives, EA gap analysis, and technical architecture requirements as required Maintain Target Architecture baseline Maintain Enterprise Transition Plan baseline

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Planning Activities Inputs & Outputs

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Step 4: Prepare Program and Resource Planning Documents

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Step 4: Prepare Program and Resource Planning Documents

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N6 Planning Model Execution Activities

Execution Activities High Level Description Program Execution (Step 6) – The lifecycle management of program activities as it relates to the monitoring and controlling of projects and operations & sustainment activities.

Execution Review (Step 7) – N6 internal reviews of a program related the management of cost, time, risk, and performance. These reviews provide data for updates to an approved program management plan.

MSC Delivers

Execution Activities Roles & Responsibilities

Provide program support based on new or changed Risk Management, Quality Management, IPT Management, Configuration Management, Change Management, Service Validation & Testing, and certification requirements Resource Management Conduct Execution Reviews based on approved contract and funding execution performance and the approved investment baseline and execution plan Update investment baseline and execution plan based on Execution Review decisions within defined thresholds Update acquisition baseline based on Execution Review decisions Provide support based on new or changed Human Capital, Contract Management, Acquisition Management, Financial Management, PPBE, and asset management resources

Maintain Target Architecture baseline Maintain Enterprise Transition Plan baseline

Provide project kickoff information Provide monthly status reports and milestone reviews Provide closeout information for completed or cancelled projects Provide support based on new or change requirements associated to acquisition system engineering, software engineering, Deployment Management, and Project Management Execution Management Manage the execution of operations & sustainment activities Provide support based on new or changed operations and sustainment requirements (Service Delivery & Customer Care, EKMS Management, GSD Operations, Electronics Management, Ship Liaison Management, Asset Management, Configuration Management, Deployment Management, and SLAs)

MSC Delivers

Execution Activities Inputs & Outputs

Transition Planning to Execution Phases

Resources and Contract support Funding Approval from ITIM WG or Board to initiative Monthly Status Reports – Cost, Schedule, Scope Project Rebaseline Project Closeouts Project Lessons Learned Approval from ITIM WG or Board to close

Financial execution reporting Configuration and asset reporting

OUTPUTS

INPUTS

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N6 Planning Model Control Activities

Control Activities High Level Description Identify Required Changes to Program Plan (Step 8) – Leverage Execution Reviews information and new or changed requirements to modify and re-prioritize program objectives.

Brief ITIM Working Group on Programmatic Changes (Step 9) – Present programmatic changes that meet threshold reporting requirements to the ITIM Working Group for approval to proceed and/or recommendations.

Annual Closeout / Lessons Learned (Step 10) – Identifies successes, shortcomings and recommended solutions during execution and knowledge or understanding gained by experience. Formally closeout any projects and operations & sustainment activities that have satisfied known requirements.

MSC Delivers

Control Activities Roles & Responsibilities

Provide annual closeouts and lessons learned Maintain program support associated Risk Management, Quality Management, IPT Management, Configuration Management, Change Management, Service Validation & Testing, and certification requirements Present Program Management Plan updates, including recommendations, to the ITIM Working Group as required Develop updated Program Management Plan based on ITIM Working Group decisions and recommendations as required Present Program Management Plan to ITIM Board as required Resource Management Provide support to Program Manager to update Program Management Plan based on new or changed execution year Human Capital, Contract Management, Acquisition Management, Financial Management, PPBE, and Asset Management resource requirements Provide lessons learned Maintain investment baseline and execution plan based on approved changes Manage acquisition baseline based on approved changes Reports financial execution performance Portfolio Management Provide support to update Program Management Plan based on new or changed execution year CPIC and/or portfolio reporting requirements Provide lessons learned Coordinate briefings for the ITIM Working Group and ITIM Board Strategic Planning & EA Management Provide support to update Program Management Plan based on new or changed execution year Strategic Plan Objectives, EA gap analysis, technical architecture requirements Provide lessons learned Maintain Target Architecture baseline Maintain Enterprise Transition Plan baseline Cyber Security Operations & Management Provide support to update Program Management Plan based on new or changed execution year external guidance, compliance, risk management, incident response, continuous monitoring, computer network defense, assess & authorize activities, and reporting requirements Provide lessons learned Project Management Provide support to update Program Management Plan based on new or changed execution year project requirements (acquisition system engineering, software engineering, and Deployment Management) Provide corrective actions and mitigation recommendations when projects do not meet threshold requirements Provide lessons learned Execution Management Provide support to update Program Management Plan based on new or changed execution year operations and sustainment requirements (Service Delivery & Customer Care, EKMS Management, GSD Operations, Electronics Management, Ship Liaison Management, Asset Management, Configuration Management, and Deployment Management) and Service Level SLA requirements Provide corrective action and mitigation recommendations when SLAs that do not meet threshold requirements Provide lessons learned

MSC Delivers

Control Activities Inputs & Outputs

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Projects

Project Model Highlights all project requirements for complex projects

MSC Delivers

Project High Level Description Scope and Funding (Step 1) – The program has planned for a project and has a scope of work with approved funding and initial set of validated requirements.

Initiation (Step 2) – Determine if a planned project should proceed or not. Initial outline of the project scope and determine if effort aligns with the strategic priorities of MSC.

Define (Step 3) – An IPT has been established and resources, requirements, and Rough Order of Magnitude (ROM) estimates have been formally documented in a project charter for approval from the ITIM Working Group and or Board as required.

Design (Step 4) – Define the functionality and interfaces, complete hardware and software detailed design, and reduce system-level risk. Establishes the product baseline for all configuration items.

Build (Step 5) –. Focus on development, unit testing and integration testing of the system modules, screens and reports and data replication if required. Includes the development of user procedures and user documentation from the deployment phase.

Test (Step 6) – Strategy for the integrating developmental, operational, test & evaluation, success measures, and addresses resource planning. Testing includes multiple internal milestones to ensure all requirements have been meet before production and/or deployment begins.

Deploy (Step 7) – Prepare and implement the capability to full production, provide training as required, and turn over of the final product to the program to begin operations & sustainment.

Closeout (Step 8) – Once closeout is approved, the program fully executes operations & sustainment activities in support of readiness and operational support performance requirements, and sustains the capability over the life cycle.

MSC Delivers

Project Roles & Responsibilities

Develops success criteria for projects Develops supporting CPIC documentation as required Provides project requirements, performance work statement, and funding documentation Reports cost and schedule variances outside defined thresholds to the ITIM Working Group and Board as required Plans all IA/cyber packages Approves all IA/cyber packages Participates in IPTs by providing program support based on new or changed Risk Management, Quality Management, IPT Management, Configuration Management, Change Management, Service Validation & Testing, and certification requirements that may impact projects Coordinates the transition from Projects to Operations & Sustainment Reports project closeout and lessons learned to the ITIM Working Group and Board as required Resource Management Participates in IPTs by providing support based on new or changed Human Capital, Contract Management, Acquisition Management, Financial Management, PPBE, and asset management resources Conduct Execution Reviews based on approved contract and funding execution performance and the approved investment baseline for projects Update investment baseline for projects based on Execution Review decisions within defined thresholds Portfolio Management Participates in IPTs by providing support based on new or current CPIC and/or portfolio reporting requirements Coordinate briefings for the ITIM Working Group and ITIM Board

Validates IA/cyber packages Project Management Receives operational and functional requirements from Program Management Provides inputs to program management to create project charters Leads IPTs and provides input on acquisition system engineering, software engineering, Deployment Management, and Project Management Develops IA/cyber packages Review validated IA/cyber packages Develops project documentation in support of cost, schedule, scope, and risk Reports project performance report to Program Management to include variances to cost, schedule, scope, and risk Receives operational and functional requirements from program management Develops and delivers other project management artifacts as required by Program Management Reports project risk and status to Program Management Execution Management Participates in IPTs by providing supporting based on input based on operations & sustainment requirements (Service Delivery & Customer Care, Electronic Key Management System (EKMS) Management, Global Service Desk (GSD) Operations, Electronics Management, Ship Liaison Management, Asset Management, Configuration Management, Deployment Management) and Service Level Agreements (SLA) requirements Provides warranty support for delivered capabilities based on SLAs and funding

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Project Inputs & Outputs

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Operations & Sustainment

Operation & Sustainment High Level Description Management Layer – Provides the guidance on achieving effectiveness and efficiency in the delivery and support of service to ensure value for the customer. Management layer guidance includes input on how to maintain stability, and integrating with planning functions to allow for changes to design, scale, scope, and service levels.

Technical Layer – The disciplines and practices executed in order to deliver services and capabilities to the customer. The technical layer provides the day-to-day operational and sustainment support and management to MSC using defined process and procedures.

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Operations & Sustainment Model

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Operations & Sustainment Roles & Responsibilities

Provide analysis of reports for operations & sustainment activities compared to planned status Consolidates reported requirements Provide support based on new or changed Risk Management, Quality Management, Integrated Project Team (IPT) Management, Configuration Management, Change Management, Service Validation & Testing, and certification requirements Resource Management Update investment baseline and execution plan based on operations & sustainment financial performance Update acquisition baseline based on Execution Review decisions Provide support for operations & sustainment activities based on new or changed Human Capital, Contract Management, Acquisition Management, Financial Management, PPBE, and asset management resources

Maintain Target Architecture baseline Maintain Enterprise Transition Plan baseline Cyber Security Operations & Management Ensure systems security and compliance Manages cybersecurity components of the IT infrastructure Receives and manages directives and guidance from external agencies Provide input to Change Management as it relates to the support of new requirements Reports status based on new or changed cyber requirements identified via external guidance, compliance, risk management, incident response, continuous monitoring, computer network defense, and assess & authorize activities

Provides technical management of the IT infrastructure (days-to-day operations, performance and capacity, third-party services, service desk and incidents, configuration baseline, data, the physical environment) Monitors all events throughout the IT infrastructure Restores degraded or disrupted services within the IT environment Performs root-cause analysis to determine incident cause and minimize future incidents Fulfills service request through GSD support, COMSEC Management, Installation Support Grants and monitors access to users of specific services Identifies new or emergent requirements for planning and executing Provide input into the ongoing design and refinement of the architectures and IT services Reports performance and other measures to Program Management Define and manage service levels Ensures continuous service Provides training and instruction Provide input to Change Management as it relates to the support of new requirements Provide input to Resource Management and Program Management as it relates to cost and resource needed to maintain or increase services

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Operations & Sustainment Inputs & Outputs

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Road Ahead Final Approval Publish and socialize Transfer of ownership to N63 Mission Support Develop training Use as a guide for developing and reviewing all N6 SOPs

Proactive management needed to avoid having the Overarching IT Governance Framework from becoming shelf-ware image4.emf image5.emf image6.emf image7.png image8.png image9.emf image10.png image11.png image1.jpeg image2.png image3.png