VA’s Continuing Transformation Greg Giddens, Executive Director Enterprise Program Management Office November 6, 2013

Agenda VA’s Transformation Continues Planning, Programming, Budgeting, Execution Enhancing Integration Across Programs A New Look at “Requirements” Acquisition Program Management Framework (APMF) Integration Steering Committee Customer Data Integration 10/31/2013 OPP ePMO

Integration Integration Integration 10/31/2013 OPP ePMO

PPBE In the Planning, Programming, Budgeting, and Execution (PPBE) process, the first two P’s drive the identification of capability gaps and initial analysis of alternatives. FY14-20 Strategic Plan drafted OOP: Implementation Plan Review Underway VA has just completed its first PPBE Programming phase, culminating in a Future Year Veterans Program approved by the Secretary. End to End Requirements Management (E2ERM) Methodology will be in place to inform the FY17 PPBE cycle 10/31/2013 OPP ePMO

President’s Budget/ Enacted Budget The PPBE framework enables the definition, prioritization, selection, and budgeting of requirements that close capability gaps Leadership Decisions Leadership Decisions Planning Programming Budgeting Execution Traceability to source of capability need Strategic Needs Develop Requirements Alternative Solutions Resource Investment Decisions President’s Budget/ Enacted Budget Define Capability Gaps Verified need, validated requirement, programmed activity, budgeted program APMF Strategic needs and investment decisions inform “Verify” phase… Scope Cost (ROM) Estimated Timeline Concept Design 4 10/31/2013 4

APMF Provides a Common Framework to Plan and Manage Critical VA Programs 10/31/2013 OPP ePMO

A New Look at “Requirements” E2ERM methodology is a series of processes and practices that complements the PPBE and APMF frameworks and facilitates the identification of strategic capability gaps and defines requirements to fill the gap. Well-developed requirements inform investment decision making processes, drive well-formed programs, identifies integration touch points, and result in the right solutions. 10/31/2013 OPP ePMO

E2ERM Methodology complements the PPBE process PLANNING Planning establishes the strategic priorities and capabilities required to achieve the VA mission and strategy PROGRAMMING Programming applies resources to programs that provide the capabilities required to achieve the VA strategic priorities EXECUTION Execution executes the enacted budget and operational plans and measures how well we are achieving the VA’s mission BUDGETING Budgeting develops the VA’s President’s Budget and operational plans and provides justification for the approved programs System Requirements Strategic Capabilities Unconstrained Requirements Acquisition Program Requirements Project Contract Business Capabilities Constrained Requirements Non-Acquisition Program Requirements Need Align planning Strengthening Requirements through End-to-End Traceability Solution 10/31/2013 OPP ePMO

Integration Integration Integration 10/31/2013 OPP ePMO

Enhancing Integration Across Programs Data Governance Council Integration Steering Committee Enterprise Architecture Council Department-Wide Data Stewardship Converging authoritative data sources Identify Enterprise Integration Opportunities Task, monitor and control execution of enterprise integration initiatives Create and manage the Enterprise Architecture Use the Enterprise Architecture to support executive decision-making 10/31/2013 OPP ePMO

The Veteran Data Management Challenge Current Environment: VA suffers from a proliferation of systems and a lack of authoritative, common customer data across VBA, VHA, NCA, BVA, and Staff Offices. This situation prevents: Easy sharing of data enterprise wide Comprehensive understanding of a Veteran’s circumstances, needs, benefits, and services Timely delivery of benefits and services in a contextually appropriate manner Cost-effective and efficient maintenance of VA’s systems Delivery of integrated business process results to management, policy-makers, and customers Challenge: How do we ensure that VA processes and systems support an integrated, authoritative view of our customers and their needs in order to ensure the most efficient and effective delivery of benefits and services possible across the Veteran lifecycle? Cursory examination of VA systems and databases reveals: 16+ sources for name 15+ sources for SSN 14+ sources for birthday 13+ sources for mailing address 10+ sources for military separation 9+ sources for gender

Initial Vision and Long-Term Evolution CDI Vision: VA maintains authoritative common data on each Client that is securely shared across the enterprise for proactive, seamless delivery of benefits and services with reduced burden to the Veteran, their Family, and VA. With enterprise-wide, Veteran-centric common customer data management, VA will have: Authoritative common customer data where and when it is needed Authoritative common customer data domains and source(s) Processes and practices to manage authoritative common customer data Governance to support use of common customer data management processes and practices Long term: Lessons learned with common customer data will be applicable to ALL VA data. Military Service History Identity Demographic & Socio-Economic Contact All customer data = common, shared, and data that belongs to the LOBs Common Core Data – all 3 Admins Common Shared Data – 1 Admin VA EA: if updatable by >1 Admin, it is “common”. Integrate and align business processes to capture data once, share enterprise wide, use for a lifetime

CDI Guiding Principle Common data is a VA enterprise asset. Common data is “owned” by VA, though the “management” of common data may be delegated. VA policy, culture, and decision processes will strongly support this principle. Trusted authoritative common data shall be visible, accessible, and understandable to all authorized users, both internal and external. All VA business processes will access common data solely through the use of trusted authoritative sources ensuring data quality, interoperability, and reuse. CDI supports VA’s goal to streamline the Veteran’s interaction with VA. Having single authoritative sources for basic Veteran data (identity, demographic /socio-economic, contact info, military service history) will allow both the VA and Veterans to focus on business process and service delivery – not on whether they have the right address.

Peek Into the Future at VA Enterprise thinking and enterprise behavior that is operationalized by: Mature Requirements Development and Management that feeds and traces back to strategic planning, programming, budgeting, and execution Integrated execution of funding across programs that adhere to world class program management standards and practices Authoritative common Client data that is securely shared across the enterprise 10/31/2013 OPP ePMO

What’s at the end of the rainbow? It’s not…. 10/31/2013 OPP ePMO

What’s at the end of the rainbow? Integration 10/31/2013 OPP ePMO

Questions? 10/31/2013 OPP ePMO