1. Sustaining E-Government Transformation David M
Sustaining E-Government Transformation David M. Wennergren Chief Information Officer, United States Department of the Navy Vice Chair United States Federal CIO Council
North American Day 2006

2. We must sail sometimes with the wind and some-
“…the great thing in this world is not so much where we stand, as in what direction we are moving...
We must sail sometimes with the wind and some-
times against it – but we must sail, and not drift,
nor lie at anchor.”
- Oliver Wendell Holmes

3. The CIO’s Portfolio

4. Strategic Leadership Commitment
President’s Management Agenda
Strategic Management of Human Capital
Competitive Sourcing
Improved Financial Performance
Expanded Electronic Government
Budget and Performance Integration
“Our success depends on agencies working as a team across traditional boundaries to better serve the American people, focusing on citizens rather than individual agency needs …. using E-Government to create more cost-effective and efficient ways.” President George W. Bush

5. Strategic Leadership Commitment
Federal CIO Council
Membership:
28 Agency CIOs (Cabinet Agencies and Military Departments)
General Services Administration as Ex-Officio Member
Executive Committee
Establishing/Prioritizing Agenda
Creating Strategic Plan
Committees
Architecture and Infrastructure Committee
IT Workforce Committee
Best Practices Committee

6. Creating a Sense of Urgency … A Call to Action
People must be motivated to step out
of their comfort zone
Leaders must see the need for change
Ensuring a frank discussion of potentially unpleasant facts
Outsiders often relied upon to bring unwanted information
Status quo must seem more dangerous than launching into the unknown
Transformation process cannot succeed without a strong sense of urgency
Management must be convinced that business as usual is totally unacceptable

7. Creating a Sense of Urgency … A Call to Action
E-Government Initiatives
Government to Citizen
Recreation One-Stop
GovBenefits.gov
E-Loans
IRS Free File
USA Services
Government to Government
Grants.gov
Geospatial One-Stop
Disaster Management
SAFECOM
E-Vital
Government to Business
E-Rulemaking
Expanding Electronic Tax Products For Businesses
Federal Asset Sales
International Trade Process Streamlining
Business Gateway
Consolidated Health Informatics
Internal Efficiency & Effectiveness
E-Training
Recruitment One-Stop
Enterprise Human Resources Integration
E-Clearance
E-Payroll
E-Travel
Integrated Acquisition Environment
E-Records Management
Cross-Cutting
E-Authentication

8. Finding Leverage Points; Creating Forcing Functions
The Lines of Business (LoBs) take an architecture-based approach to identifying, developing, and providing common solutions and components across the government
Current Lines Of Business
Human Resources Management
Financial Management
Grants Management
Case Management
Federal Health Architecture
Information Systems Security
New Lines of Business
IT Infrastructure
Geospatial
Budgeting

10. Sustaining E-Government Transformation
Sowing the Seeds of Change
Moving with Speed
Alignment with Industry
The Power of Storytelling
Status Quo Gets a Bye

11. Cultural Change PERFORMANCE LEVEL TIME EXPECTATIONS THE NEW IDEA
BASELINE
PERFORMANCE
EXPECTATIONS
THE NEW IDEA

12. THE “PEOPLE” CHALLENGE OF CHANGE (PARAPHRASING KING WHITNEY, JR
THE “PEOPLE” CHALLENGE OF CHANGE (PARAPHRASING KING WHITNEY, JR.) PRESIDENT, PERSONAL LABORATORY, INC.
CHANGE HAS CONSIDERABLE PSYCHOLOGICAL IMPACT REPRINTED Wall Street Journal 6/7/67
To the fearful it is threatening, because it means things could get worse.
To the hopeful it is encouraging, because it means things could get better.
To the lazy it is irritating, because it means work either way.
To the confident it is inspiring, because the challenge exists to make things better.

13. Alignment
Aligning the entire organization to a shared purpose – “The Main Thing”
A common and unifying concept to which every unit can contribute
Vertical alignment – rapid deployment of business strategy – manifested in the actions of employees
Strategies determined by customers; shaped by employees
Energizing people, providing direction and offering opportunities for involvement
Feedback mechanism
Horizontal alignment
Continually improved processes
Meeting or anticipating customer requirements
Working across organization and functional boundaries
“Bringing the customer inside”
Reviews to monitor progress
“Whether it comes from the top, the middle, or somewhere else, positive leadership and energy are required to move people to action.”

14. Execution… PMA Scorecard
Green: Meets all the standards of success
Yellow: Achieved some, but not all, of the criteria
Red: Has any one of a number of serious flaws
If you do not measure it, it will not happen
We utilize a Scorecard which tracks the status and progress of each major federal agency for each PMA initiative
It is reviewed and updated quarterly by the Office of Management and Budget-which oversees federal budgeting and management
It is based on a stoplight system of red, yellow and green
The scorecard is publicly available and promoted
The President is briefed on it, in person, on a yearly basis and asks his agency heads about their progress throughout the year
Agencies which excel are praised, those which lapse are publicly embarrassed
There is a rigor to the process and specific criteria for the scorecard.
What does the E-Gov scorecard measure?
The E-Gov Scorecard focuses on five key drivers for robust IT execution
Enterprise Architecture
Portfolio Management
Cybersecurity
E-Government Implementation
Earned Value Management
Interesting fact: Some agencies have taken it upon themselves to develop their own internal scorecards. These agencies are usually green.

15. Execution… a systematic way of exploring reality and acting on it
Most efforts at cultural change fail because they are not linked to improving business outcome.
7 Essential Behaviors of Leaders
Know your people and your business
Insist on realism
Set clear goals and priorities
Follow through
Reward the doers
Expand people’s capabilities
Know yourself… (it takes emotional fortitude)
Strategic Plans – A Tool: A good strategy process is one of the best devices to teach people about execution. It makes the mind better at detecting change.
“Leaders get the behaviors they exhibit and tolerate.”
- Larry Bossidy and Ram Charan - Execution

16. DON CIO: CHARTING THE COURSE FOR EFFECTIVE INFORMATION MANAGEMENT WITHIN THE DEPARTMENT OF THE NAVY
(703)