1. Deputy Director, Integrated Requirements-Design
Military Health System Office of the Chief Information Officer Integrated Requirements-Design Overview
Data Quality Course
August 12, 2008
Deputy Director, Integrated Requirements-Design

2. Purpose Data Quality Course attendees will gain familiarity with:
The MHS Integrated Requirements-Design (IRD) Process
The MHS Concept of One
The IRD Process and Data Quality
The IRD Organization
MHS IM/IT Governance
MHS Related Internet Sites

3. Integrated Requirements-Design What Problem Are We Solving
Improve alignment – ability to deliver information systems that
Support the business objectives of MHS Leadership and Stakeholders
Deliver the value MHS Leadership seeks from their IT investments
Improve interoperability – the ability of MHS information systems to
Work together as one seamless MHS solution
Share information with MHS partners
Improve agility – the ability to deliver information systems
More quickly
At a lower cost
Alignment, interoperability and agility are characteristics that lead to improved
Cost
Schedule
Time to market
Performance
Quality

4. Interoperability and Agility Integrated Requirements-Design
Integrated Requirements-Design Improves Alignment, Interoperability & Agility
Governance
Individual Projects
Master Planning
IM/IT Strategic Plan
Alignment
Alignment
Direct
Future
State
Architecture
Fund
Monitor
Alignment
Individual Projects Are Led By Information
Managers Reporting to Governance
MHS Transformation Plan
MHS IM/IT Initiatives
Interoperability and Agility
IRD Creates Minimum Essential Information to Ensure Convergence and Quality
MHS Vision – Concept of One
One MHS
One MHS requirement
Satisfied by one solution
Functional
War
Peace
Disaster
Service
Orientation
Integrated Requirements-Design
Decision
Support
Program Execution
Clinical
Business
Data
Execute Programs According to Convergence and Quality Plan
Software
Hardware
Systems

5. Important Concepts – Mindset Changes
MHS concept of one - There is one MHS with one set of MHS enterprise requirements which are satisfied by one MHS enterprise solution. This solution is acquired/built as multiple components.
Business processes and IT systems are intrinsically related
Requirements discussions must include people who understand the technical capabilities available to satisfy the requirements
Design discussions must include people who understand the business needs
Requirement design discussions are documented using enterprise architecture methodologies
Developed to represent the complexities found in the MHS in an unambiguous way
Developed to ensure enterprise design integrity
Government reclaims it’s responsibility to determine the future of the MHS
Government as integrator
Government furnished design specifications
Transparency - Maintain broad-based (technical and business), external and internal visibility and review throughout the process
Reduce the size of functional/system entities that move through the lifecycle

6. Integrated Requirements-Design Process
Perceived
Functional
Needs, Gaps
and
Technical
Opportunities
Define
Needs, Gaps
& Technical
Opportunities
1.1
Create
Initial
Requirements
-Design
Alternatives
1.2
Refine
Selected
Requirements
-Design
Package
1.4
Develop,
Test,
Implement,
Deploy
& Sustain ID
Needs to
Work On
Make
Investment
Decision
1.3
Make
Execution
Decision
1.5
Triage Phase
Pre-Investment Phase
Receive, document, analyze and prioritize all of the perceived needs, gaps and technical opportunities throughout the MHS and decide which ones to analyze in depth for an investment decision
Pre-Execution Phase
Analyze requirements and associated design alternatives (requirements-design packages) and document MHS leadership investment decisions
Execution
Phase
Complete design specifications for selected requirements-design packages and verify MHS leadership desire to move to execution (acquisition)
Acquisition

7. Integrated Requirements-Design Process Conceptual Flow
Governance
Decision
Establish
Core Team
IM Lead1
Create
IRD
Project
Plan
Inform Governance Decision with process results - Concept of Operations (CONOPS)2
Overarching Description
Behavioral Description
Structural Descriptions
Specification
Implementation
Deployment
Business Case
Recommendation
Cost Analysis
Alternatives/Options
Shall Statements
Decision to work on a need or
Investment Decision
Create/
Refine
Overarching
Description
Arrange
For SME
Participation
Develop
Requirements-Design
Content
Information Management Lead1
Governance
Decision
Acquisition
Review
Relevant
Existing
Capabilities
Use best practices to accomplish this step
DASD sponsored SME workgroups
Pilots
Prototyping
Joint (SMEs and technologists) development
Technology demonstrations
Integrated research teams
New approaches not thought of yet
Investment Decision or
Execution Decision
Create
Strawman
Artifacts
Notes:
The IRD core teams and the process to develop the requirements-design content are lead by Information Managers who work for the MHS functional owners (DASDs, Deputy Director TRICARE & CIO)
2. The output of the IRD process is a requirements-design package or CONOPS which contains all of the information necessary to guide and constrain system development or COTS purchase

8. Integrated Requirements-Design Facilitates Data Quality
MHS Requirements-Design – identifies, and obtains agreement on specific standards and terminologies
Data Standardization - at the structure, code set, input, and interchange level
Data Management Plans – for all standard message transactions, data sets, code & value sets exchanged by more the one system
MHS Contract Language – enforces usage of Data Standards
MHS Data Standards Configuration Management Board – oversees data issues and facilitates solutions
IT Data Quality IPT - EIDS

9. IRD Organization Alignment Supervision Interoperability Synergy
Chief
Enterprise Transformation
Planning
Requirements-Design
Management
Enterprise Design
Capability
Documentation
Information Management
Integration
Director IRD
Chief Enterprise Architect (CEA)
Deputy Director IRD
MHS Chief Information Officer
Deputy CIO for Operations
And Support
Deputy Assistant
Secretaries of
Defense
Deputy Director
TRICARE
Activity
Alignment
Supervision
Interoperability
Synergy

10. Military Health System Governance (draft)
Senior Military Medical Advisory Council (SMMAC)
RMSC
Joint Health Operations Council (JHOC)
Chair: Deputy Director, TMA
Clinical Proponency Steering Committee (CPSC)
Force Health Protection Council (FHPC)
Chief Information Officer Integrating Council (CIOIC)*
Chief Financial Officer Integrating Council (CFOIC)
Chair: DASD, Clinical & Program Policy
Chair: DASD, Force Health Protection & Readiness
Chair: CIO, Military Health System
Chair: DASD, Health Budgets & Financial Policy
DASD Arbitration Group
(PMOC)
IPWG
CPMB
TFWG
BPMB
Work groups
Integrated Requirements-Design
Portfolio Management
Joint Medical Information Systems – Program Executive Officer and Program Managers
*CIO Integrating Council would need to be established

11. Points of Contact
Information Managers supporting the DASD, Health Budgets & Financial Policy
IRD Data Standards Lead
Chief of Integration
Chair of Data Standards Configuration Management Board

12. Related Internet Sites
MHS Enterprise Architecture: Apply for password
DoD Metadata Repository and Clearinghouse:
Unified Biostatistical Utility (UBU):
Uniform Business Office (UBO):
DoD Business Transformation Agency:
TRICARE Health Insurance Portability & Accountability Act (HIPAA):

13. Backup?

14. MHS Mission & Strategic Plan
MHS IM/IT Planning and Execution Cycle
External Drivers
Information System
Delivery & Monitoring
MHS Mission & Strategic Plan
War Fighter and
IM/IT Strategic Planning
Future State
Architectural
Analysis
Business Mission Area Functional
Analysis
Enterprise
Transformation Planning
Master Planning Cycle
DoD Acquisition
or BCL Process
Collect Submissions
& Validate
Requirements
Review
Validation
Approval
MHS IM/IT Repository
MHS Portfolio
Management
Process
Model & Text Based Information
Supports Multiple Purposes & Views
External Architectures and Stakeholders
Enterprise Architecture View
Current State (As Needed)
Future State Vision
Transition Plan
Master Plan View
IM/IT Strategic Plan
Future State Vision
Enterprise Transformation
Plan
Gap
Analysis
Review
Validation
Approval
Integrated Requirements-Design Cycle
Gap =
Master Plan -
(Current State +
IRD
Process
IRD
Prioritization
Completed RD Sets +
Planned RD Sets)