The DoD Information Enterprise Strategic Plan and Roadmap (SP&R) A collaborative planning approach for the Information Enterprise Jun 1-4, 2009 Review subtitle - confirm Lloyd Thrower lloyd.thrower@osd.mil DoD CIO Strategic Planning and Policy Roger Thorstenson roger.thorstenson@osd.mil DoD CIO Strategic Planning and Policy

The Net-Centric Information Sharing Imperative …responds to high level guidance NET-CENTRIC INFORMATION SHARING VISION Visible, Accessible, Understandable, Trusted Information Shared Enterprise Data and Services Agile Decision Support Greater Transparency Leverage the Power of Collaboration Common Access Methods Assured Information Access Interoperable Infrastructure What the high level guidance is asking for, implies that we need to change to a different model in how we work and handle information. We need to provide Information Management that is equally as agile as our forces, and able to adapt the needs of decision makers. Achieving the full potential of net-centricity requires viewing information as an enterprise asset to be shared and as a weapon system to be Protected. Quadrennial Defense Review Report, 2006 The goal is to break down barriers and transform industrial-era organizational structures into an information and knowledge-based enterprise. National Defense Strategy, 2008

Strategic Alignment Guiding the Change DoDD 8000.01 – Management of the Defense Information Enterprise (signed 10 February 09) Implements DoD CIO role Defines leadership of DoD IE Redefines GIG as underlying network/computing infrastructure supporting IE DoDD 8210 (draft) – Architecture in the Department of Defense Establishes the role of Enterprise Architecture as key resource in guiding DoD transformation Distinguishes EA from solution architectures Assigns EA roles & responsibilities across all organizations and functions within DoD These 3 documents issued within the last year guide / frame the change: ACTION – Lloyd has some new words for this – e.g.,: 8000 key thing is to describe the CIO’s leadership of information enterprise / GIG as supporting infrastructure

Defense Information Enterprise Architecture (DIEA) 1.0 Provides a common foundation to accelerate the DoD’s evolution to net-centric information sharing Consolidates the DoD CIO’s net-centric strategies into a set of Principles and Rules that should guide all DoD IT operations and investments Empowers DoD Enterprise and Component CIO-level decision-makers by providing criteria to manage the DoD IT portfolio Addresses a “To Be” vision 3-5 years in the future Provides a single entry point for users trying to navigate the many DoD IT policies, strategies, standards, etc. A year ago, we published the DoD Information Enterprise Architecture (IEA) to elaborate on the vision by clarifying the principles and rules for net-centric information sharing. Soon after we published the IEA, we began developing an associated Information Enterprise Transition Plan – a plan that would lay out a time-phased roadmap to achieving the priorities in the architecture, as they align to the goals in the IM/IT Strategic Plan. The IETP deals with a subset of IM/IT goals – particularly related to those rules and principles for information and solutions to be interoperable – V/A/U/T. As we progressed in this integrated planning effort, we began to see potentially great benefit the cross-functional planning of things like: Approaching the balance between information sharing and information security not as a problem to be solved, with one viewpoint opposed to the other, but a polarity to be managed Similarly, enterprise services blur the distinction between our traditional functional boundaries, and cloud computing takes this even farther by managing IT infrastructure as a set of services Priorities of the DIEA: Data and Services Deployment Secured Availability Communications Readiness Net Ops Agility Computing Infrastructure Readiness

DoD IM/IT Strategic Plan Vision part is not enough …. At the same time the DoD Information Enterprise Architecture (IEA) was under development, a separate effort was under way to develop the IM/IT Strategic Plan. The IM/IT Strategic Plan lays out our challenges: Goals 1 through 4 are about delivering the vision – includes items …. Cloud like / secure and trusted environment / Last 2 goals = process of enabling that vision, covering the investments of Dept of Defense and ensuring there is an IT agile workforce – enabling factors of proper stewardship.

The Common Collaborative Environment and the Enabling Processes Planning Governance Performance Measurement Shortening coordination intervals Capturing the evolution of thought via dynamic content Development of inter-relating plans Submission of information for decisions in context Identification of gaps and overlaps Illumination of dependencies between programs & initiatives Visibility to metric structure (i.e., parent/child relationships) Agility in reporting Transparency of results Execution Management Policy The SP&R collaborative environment has the potential to provide improvements not just to planning, but also to governance, performance measurement, policy development, and execution measurement. Next slide will show a picture of integrating these enabling processes through the use of the collaborative environment. Methodology to guide and chart the way forward (i.e., roadmap) Broadening of context for decisions Demonstration of alignment with policy Discovery of policy inconsistencies Identification of policy gaps and dependencies 6

How do we best facilitate change? Since all of us are smarter than any one of us, the products of our collaboration are greater than the sum of our individual efforts. Planning Policy Governance Performance Measurement Execution Management Enables Agile decision support Facilitates Integration of the enabling processes Enables Collaborative planning, aligning disparate efforts Promotes Transparency of results and measurement integration In working on the transition plan, a key concern was getting traction and holding people accountable. We built an initial draft of the IE transition plan, based on the business transition plan. As we progressed in the planning effort, we quickly realized that producing a document wasn’t the best way to facilitate the changes we were seeking. Engaging the broad range of stakeholders in a continuous, collaborative planning process itself was more important than producing a document. Our plan now is to integrate the strategic plan and roadmap (the transition plan). We view the SP&R as an agent for Net-Centric Change helping to facilitate integration, coordination & collaboration across enabling processes. The result should not be a static document – so we look at this as an opportunity to leverage collaborative technologies. Therefore we moved our draft content into the wiki environment of Intellipedia … thereby enabling collaborative input from anyone with a .mil or .gov address. Not only are we using different tools – instead of a plan as an end result, we’re focused on the planning process – with visibility to strategic goals – that will be integrated in the Department’s core enabling processes (how work together w governance / planning /policy / performance mgmt / and execution management. YES – this is VERY ambitious – we do not have a final solution on how to do that – there are lots of challenges that we have not yet figured out – such as how to make people use these tools and institutionalize the planning in the core enabling processes. This is a work in process. We need to develop the tools and processes to support the enabling processes to facilitate change. … Web 2.0 tools (like Intellipedia) can make us smarter

https://www.intelink.gov/wiki/DoD_IETP We want to hear from you!! The wiki will provide a place for you to provide your input on what you think the CIO should focus on. Share Views Transparent Environment Integration Measurement Agile Decision Support Collaborative Planning Align Disparate Activities Leverage the Power of the Team

This depicts the full scope of the SP&R going forward, which covers: How we will deliver vision / as well as the CIO’s commitment to managing the effort and stewarding the factors that enable the vision. Feedback loops, through measuring, analysis, and understanding, support the refinement of the vision over time. Show how we meet responsibilities – of LRP

Structure of IE SP&R Wiki To be published as the next version of the IM/IT Strategic Plan Chapter 1: IE Strategic Plan Chapter 2: Delivering the Vision (Goals 1- 4) Chapter 3: Enabling the Vision (Goals 5 - 6) Chapter 4: Performance Measurement Chapter 5: Findings / Next Steps Chapter 1: IE Strategic Plan Vision, Mission and Governing Principles for IM / IT IM / IT Goals and Objectives to guide Net-Centric Transformation Chapter 2: Delivering the Vision Goal 1: Net-Centric Transformation Goal 2: Information as a Strategic Asset (DSD) Goal 3: Interoperable Infrastructure (CIR/CR/Net Ops) Goal 4: Assured Information Access (SA) Chapter 3: Enabling the Vision Goal 5: Return on Investment Goal 6: IT Workforce Development Each Goal section includes: Introduction Objectives Overview Accomplishments Planned Activities Gaps / Challenges Transition Strategy Programs and Initiatives Cases In Point Metrics The wiki is structured as a Strategic Plan and Roadmap, with the current IM/IT Strategic Plan as the first chapter, and the subsequent two chapters providing a roadmap to the goals. The wiki serves to support multiple items = the roadmap take the goals of the Strategic Plan and the objectives that are part of it – and ties programs and initiative to the plan / showing interrelationships / similar to BTA. Not a static doc / open to input / living document / constantly evolving / configuration mgmt challenge / current process has been for a few SMEs to have responsibility for content (in the IETP) – but we want everyone to contribute to the development and discussion of the road map. The front end (the Strategic Plan) – states the major themes – sends the overall message / sets overarching goals - things that are today in IM/IT strategic plan, but as the next version of that document. You (many of you) helped build this old IM/IT Strategic Plan – you will help build new (we hope). Things to help manage each enabling process across the DOD – things we are doing collectively to renew IT workforce / THE PAYOFF – Performance mgmt – feedback – how are we doing? What need to change – how successful are we in … NOTE – NEED TO GIVE SOME EXAMPLES AROUND BEST METRICS – around enterprise change mgmt concept At point of proposing metrics – need comment / participation in this as well / working to create metrics around things that are already collected today. Sample metrics: Percentage of DoD processes that utilize net-centric capabilities as shown in acquisition program documentation Number of enterprise services available for general use on either NIPRnet or SIPRnet Number of COIs that utilize Web 2.0 functionality to support their warfighting, business or intelligence processes Percentage of joint experiments, pilots and demonstrations that employ net-centric capabilities (i.e., community of interest (COI) pilots) and move to programs or long term sustainment approach / methodology. Percentage of systems whose data is exposed on IP networks either directly or indirectly Percentage of registries that are visible and accessible via the NCES discovery service Percentage of IT and National Security Systems (NSS) in DoD IT Portfolio Repository (DITPR) whose data and services are discoverable Number of registered COI’s that are meeting the responsibilities of a COI

Challenges to Creating a Transparent Leadership Environment Achieving true collaboration Trusted information vs. interesting discussion Institutionalizing the integration of CIO processes In addition to governance, there are a number of important challenges that we must overcome. Achieving true collaboration among a large audience representing different key constituencies. Having the result be information that is trusted as authoritative, rather than just an interesting discussion. Integrating the SP&R planning process in the DoD’s primary processes, and then institutionalizing that integration.

https://www.intelink.gov/wiki/DoD_IETP We want to hear from you!! The wiki will provide a place for you to provide your input on what you think the CIO should focus on. Share Views Transparent Environment Integration Measurement Agile Decision Support Collaborative Planning Align Disparate Activities Leverage the Power of the Team