1. 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
DoD CIO Strategic Planning and Policy
Roger Thorstenson
DoD CIO Strategic Planning and Policy

2. 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

3. Strategic Alignment Guiding the Change
DoDD – 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

4. 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

5. 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.

6. 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

7. 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

8. 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

9. 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

10. 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

11. 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.

12. 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