1. Advancing Government through Collaboration, Education and Action October 2014 Acquisition Management Shared Interest Group 2014-2015 Strategic Plan Page 0

2. Strategic Plan Overview: Page 1  Strategic Plan Purpose  SIG Mission Statement  SIG Leadership and Organization  SIG Objectives, Initiatives, & Priority Area Alignment  Results &Metrics  Resource Needs and Alignment  Strategic Plan Purpose  SIG Mission Statement  SIG Leadership and Organization  SIG Objectives, Initiatives, & Priority Area Alignment  Results &Metrics  Resource Needs and Alignment

3. Acquisition SIG Management Strategic Plan Purpose Page 2  The Acquisition Management (AM) Shared Interest Group (SIG) and our Government Advisory Panel (GAP) have developed this strategic plan to guide how the SIG will help ACT-IAC meet its Mission.  The foundation for the AM SIG strategy lies in supporting the priorities defined through the ACT- IAC Strategic Plan, which are: consistent with the stated priorities of the ACT-IAC board, Federal CIO and the CIO Council: 1.Planning, Management, and Delivery processes to improve the strategic value of IT 2.Secure Sharing and Safeguarding Information 3.Innovation and Digital Government 4.Evolving the Government Workforce  This plan will be reviewed by the AM SIG Government Advisory Panel (GAP) and socialized across other SIGs to encourage collaboration across ACT-IAC.  The AM SIG Strategic Plan serves to guide the continuum of programs, studies, white papers, and ongoing activities of AM SIG members and committees.  This Plan:  Communicates the direction and measures performance for the AM SIG over the next year  Supports the ACT-IAC mission by identifying ways to continually improve IT management, capability, and services  Guides the enhancement of the ACT-IAC governance structure  The Acquisition Management (AM) Shared Interest Group (SIG) and our Government Advisory Panel (GAP) have developed this strategic plan to guide how the SIG will help ACT-IAC meet its Mission.  The foundation for the AM SIG strategy lies in supporting the priorities defined through the ACT- IAC Strategic Plan, which are: consistent with the stated priorities of the ACT-IAC board, Federal CIO and the CIO Council: 1.Planning, Management, and Delivery processes to improve the strategic value of IT 2.Secure Sharing and Safeguarding Information 3.Innovation and Digital Government 4.Evolving the Government Workforce  This plan will be reviewed by the AM SIG Government Advisory Panel (GAP) and socialized across other SIGs to encourage collaboration across ACT-IAC.  The AM SIG Strategic Plan serves to guide the continuum of programs, studies, white papers, and ongoing activities of AM SIG members and committees.  This Plan:  Communicates the direction and measures performance for the AM SIG over the next year  Supports the ACT-IAC mission by identifying ways to continually improve IT management, capability, and services  Guides the enhancement of the ACT-IAC governance structure

4. Acquisition SIG Management Mission Statement: Page 3 “Deliver value to and impact our Community through active participation, thought leadership, and innovation.”

5. SIG Leadership and Organization Page 4 Govt / Ind Engagement ??? – Chair (I) ??? – Chair?(G) Improving Industry Days Jeremy Arensdorf– Chair (I) SIG Leadership Steve Krauss – Chair (I)Mike Palmer – Chair (G) Tanaz Shahrzad – Vice Chair (I) Mike Fabrizio – Knowledge (I) Andy Lieber – Programs (I) Andrea Wright – Programs (I) Cindy Brockwell– Communications (I) ACT-IAC Leadership Dan Chenok – IAC Chair Rick Holgate – ACT Chair John Shaw – SIG Director Govt Advisory Panel Joanne WoytekJanice Uthe Ann Van HoutenDon Johnson Donna JenkinsLesley Field* Mark BorkowskiBarry Berkowitz Steve Cooper ACT-IAC Exec Comm Sherry Weir (I) Adelaide O’Brien (I) Cloud Acq Working Group Daniel Lee (I) ACT-IAC Conferences (Acq Excellence, ELC, MOC, Shared Service Forum, etc.) TBD (I) Training Innovation Brian Baker – Chair (I) Shared Services Frank McNally– Chair (I) Rebecca Weaver (I) Tim McGrail (G) Dave Orso (G) Tony Carlisi (G) Rapid Response on Topics of Interest Lou Kerestesy– Chair (I) ACT-IAC Mgmt Marietta Allen – Director, Strategic Initiatives John Shaw -- SIGs

6. SIG Leadership and Organization Page 5  In accordance with ACT-IAC policy, the five named SIG officer positions include Chair, Vice-Chair, Programs Chair, Communications Officer, and Knowledge Capture Chair. In addition, a sixth named position may be added in the form of a Secretary or Action Items Coordinator who will help the SIG coordinate, align, and track progress against its various initiatives and objectives.  The AM SIG GAP for 2014-2015 has been finalized according the members on slide 4. The AM SIG will plan at the minimum 2 sessions with the GAP to set strategic priorities for the year and assess progress mid-year.  Committees will be formed and Industry chairs will be named concerning specific themes or interest areas. The SIG may name co-chairs to ensure we have the level of coverage and oversight required to manage the number of activities we foresee in each of these topical areas.  In addition, based on feedback received from the ACT-IAC Executive Committee (EC) that the ACT board would like to see greater government involvement in the SIGs, our intent is to name at least one Government co-chair to each of the SIG committees. We will recruit for these Government co- chairs in a variety of places, including asking members of our GAP to nominate people from within their organizations to participate.  In accordance with ACT-IAC policy, the five named SIG officer positions include Chair, Vice-Chair, Programs Chair, Communications Officer, and Knowledge Capture Chair. In addition, a sixth named position may be added in the form of a Secretary or Action Items Coordinator who will help the SIG coordinate, align, and track progress against its various initiatives and objectives.  The AM SIG GAP for 2014-2015 has been finalized according the members on slide 4. The AM SIG will plan at the minimum 2 sessions with the GAP to set strategic priorities for the year and assess progress mid-year.  Committees will be formed and Industry chairs will be named concerning specific themes or interest areas. The SIG may name co-chairs to ensure we have the level of coverage and oversight required to manage the number of activities we foresee in each of these topical areas.  In addition, based on feedback received from the ACT-IAC Executive Committee (EC) that the ACT board would like to see greater government involvement in the SIGs, our intent is to name at least one Government co-chair to each of the SIG committees. We will recruit for these Government co- chairs in a variety of places, including asking members of our GAP to nominate people from within their organizations to participate.

7. We use the following framework to define and align the Acquisition SIG’s activities for the year Page 6 Themes Objectives Initiatives Outcomes Measures  Large, strategic, overarching drivers of community interest and discussion  Ways we believe the SIG can have an impact or “move the needle”  Specific projects or endeavors we undertake and apply resources towards  Desired results or impact we hope to achieve as a result of initiatives  How we intend to measure success or the degree to which impact occurs

8. Our discussion with our GAP yielded two overarching themes that drive the strategic agenda within the Acquisition Community Page 7 Themes Objectives Initiatives Outcomes Measures Innovation  How do we encourage innovation within the Acquisition process?  How do we adapt to better purchase innovative solutions?  How do we identify and leverage best practices better and faster?  How do we use existing regulations / the FAR to enable innovation rather than disable it? Innovation  How do we encourage innovation within the Acquisition process?  How do we adapt to better purchase innovative solutions?  How do we identify and leverage best practices better and faster?  How do we use existing regulations / the FAR to enable innovation rather than disable it? Time to Value Delivered  Represents the way the Business views the value of Acquisition  How can we:  Reduce cycle times?  Streamline processes?  Deliver value more reliably?  Etc. Time to Value Delivered  Represents the way the Business views the value of Acquisition  How can we:  Reduce cycle times?  Streamline processes?  Deliver value more reliably?  Etc.

9. Within the SIG Leadership Team we identified four potential objectives and ways we could potentially “move the needle” Page 8 Themes Objectives Initiatives Outcomes Measures 1.Improving the Relationship between Government and Industry  “Lifting the veil” – improved understanding of motives, etc.  Methods and strategies for improving pre-award dialogue and innovative procurement practices 2.Addressing Acquisition Workforce Challenges  How to work with industry and buy innovation  Tackling the generational gap  Addressing cultural aspects of risk, innovation, etc. 3.Accelerating Adoption of Shared Services and Strategic Sourcing  Leveraging positive effects, mitigating negative ones 4.Expanding the Industrial Supply Base  Removing regulations / processes that make it difficult for companies to do business with the government  Encouraging innovative companies to get into the market 1.Improving the Relationship between Government and Industry  “Lifting the veil” – improved understanding of motives, etc.  Methods and strategies for improving pre-award dialogue and innovative procurement practices 2.Addressing Acquisition Workforce Challenges  How to work with industry and buy innovation  Tackling the generational gap  Addressing cultural aspects of risk, innovation, etc. 3.Accelerating Adoption of Shared Services and Strategic Sourcing  Leveraging positive effects, mitigating negative ones 4.Expanding the Industrial Supply Base  Removing regulations / processes that make it difficult for companies to do business with the government  Encouraging innovative companies to get into the market

10. The initiatives we choose to focus on for the year primarily create value along two paths – strategic and tactical Page 9 Themes Objectives Initiatives Outcomes Measures Initiatives  Examples:  Studies  Programs/Panels  Training  Primary Research  Tools  Goals:  Identify and promote “Gold Standards” / Best Practices  Press the Case for Action  Deliver Proof of Concepts  Spread and Share Knowledge and Understanding Initiatives  Examples:  Studies  Programs/Panels  Training  Primary Research  Tools  Goals:  Identify and promote “Gold Standards” / Best Practices  Press the Case for Action  Deliver Proof of Concepts  Spread and Share Knowledge and Understanding

11. Ultimately, we aim to both change the culture within the acquisition community and to help practitioners improve their technique Page 10 Themes Objectives Initiatives Outcomes Measures Outcomes  Goals:  Identify and promote “Gold Standards” / Best Practices  Press the Case for Action  Deliver Proof of Concepts  Spread and Share Knowledge and Understanding  Outcomes  Agreed upon best practices  Actions implemented by ACT IAC, agencies, others  Proofs of concept delivered and acknowledged  Knowledge transferred Outcomes  Goals:  Identify and promote “Gold Standards” / Best Practices  Press the Case for Action  Deliver Proof of Concepts  Spread and Share Knowledge and Understanding  Outcomes  Agreed upon best practices  Actions implemented by ACT IAC, agencies, others  Proofs of concept delivered and acknowledged  Knowledge transferred

12. SIG Initiatives and Alignment to ACT-IAC Priority Areas: Improving Government / Industry Collaboration Page 11 ThemesObjectives Covered Specific InitiativesOutputs/ OutcomesMeasures ACT-IAC Priority Area Alignment Encourage Innovation Accelerate Time to Value Delivered Improving the Relationship between Government and Industry Addressing Acquisition Workforce Challenges 1.SIG Program Series focused on “Lifting the Veil” to improve understanding of motives, objectives, and constraints for government and industry 2.“Rapid Response Capability” to respond to requests from agencies and other stakeholders 3.3 rd Annual Forum on Government / Industry Engagement (Formerly “Myth-busters”) 4.Study on Industry Day Best Practices and Reported Findings 5.Integration of AM-SIG representatives into ELC, Acquisition Excellence, and Cloud Acquisition Working Group Develop and execute solid communications plan Develop and host bi- monthly programs that attract a diverse audience and address high impact areas Quickly respond to calls for assistance from Gov’t and ACT/IAC Output from 3 rd Annual Forum on Government / Industry Engagement Forum Finalize Study on Industry Day Best Practices and Reported Findings Increased average attendance at SIG meetings Increase SIG government participation Increased frequency with which government agencies turn to ACT-IAC / AM-SIG for opinions or points of view PA 1 PA 3

13. SIG Initiatives and Alignment to ACT-IAC Priority Areas: Procurement Innovation Page 12 ThemesObjectives Covered Specific InitiativesOutputs/ OutcomesMeasures ACT-IAC Priority Area Alignment Encourage Innovation Improving the Relationship between Government and Industry Expanding the Industrial Supply Base 6.SIG Study on “Gold Standards in Acquisition Innovation” addressing questions such as: What has come of the Excellence.gov winners -- what should agencies look to leverage? Why is it that we keep talking about the flexibility of the FAR but people keep using it as an acquisition disabler rather than an acquisition enabler? Comparing innovation in the private sector with innovation in government -- metrics, "failing fast," what does innovation mean, etc. Comparing the acquisition capabilities of FAR agencies vs. non-FAR agencies A White paper series of 3 -titled “Gold Standards in Acquisition Innovation” Rewarding & recognizing those who are doing it right and quickly making it a standard Helping government adopt change and innovation quickly Arming our government partners in becoming change agents PA 1 PA 4

14. SIG Initiatives and Alignment to ACT-IAC Priority Areas: Addressing Acquisition Workforce Challenges Page 13 ThemesObjectives Covered Specific InitiativesOutputs/ OutcomesMeasures ACT-IAC Priority Area Alignment Encourage Innovation Accelerate Time to Value Delivered Addressing Acquisition Workforce Challenges 7.Development of curriculum, in conjunction with DHS and GSA, on topics such as how to work with industry and buy innovation 8.TBD Initiative aimed at “Bridging the Gap” – tackling the generational gap in the 1102 community Solidify / define process framework for marketing, development, and delivery of training Formalize partnerships (“MOU” of sorts) with DHS and GSA Develop and deliver 2- 3 training sessions Need to define outcomes from TBD Initiative Establish a format of “best practices” in delivering training to re-use across various SIG and subject matter PA 4

15. SIG Initiatives and Alignment to ACT-IAC Priority Areas: Cybersecurity and Shared Services Page 14 ThemesObjectives Covered Specific InitiativesOutputs/ OutcomesMeasures ACT-IAC Priority Area Alignment Accelerate Time to Value Delivered Improving the Relationship between Government and Industry Addressing Acquisition Workforce Challenges Shared Services and Strategic Sourcing Expanding the Industrial Supply Base 9.Joint roundtable or forum in collaboration with Cybersecurity SIG examining: The role that acquisition processes play in responding to or exacerbating the cyber threats we deal with Core issues around adoption, interpretation and implementation of presidential mandate 10.SIG study on Challenges and Best Practices in Acquisition of Shared Services Joint Forum hosted by Acquisition SIG and Cyber SIG Finalized SIG Study on Shared Services Launch of shared services knowledge repository where successful adopters and those desiring shared services can leverage best practices Assess if with shared-services and cyber recommendations can we provide “time to value delivered” can be accelerated? (prove the hypothesis) PA 1 PA 2 PA 4

16. Results and Metrics: Page 15 Activity TypeApplicable Metrics Top-line / Overall SIG Management  # of industry participants consistently in attendance and “involved” at SIG meetings  # of government participants consistently in attendance and “involved” at SIG meetings  # of people on or added to the SIG’s email distribution list  # of communications sent to the SIG members list Bi-monthly Programs  # of attendees at the event and breakdown by government / industry or other categorization as applicable  Tangible recommendations based on participant feedback and/or discussion during the course of the program  Evidence that recommendations are followed-up and/or adopted by government and/or industry as appropriate Research Efforts – White Papers  # of respondents to surveys  # of people who download or read white papers or other products of SIG research efforts  Evidence that recommendations are followed-up and/or adopted by government and/or industry as appropriate Training Initiatives  # of people attend or obtain the training  Evidence that training efforts are adopted or propagated by other training institutes (e.g. FAI)  Measures of training efficacy

17. Resource Needs and Alignment: Page 16  Recruitment and Communication –Increasing government attendance and participation creates leverage – the more that government participates, the more that industry will want to participate –We send recruitment notices to the entire ACT-IAC population – note that it is best to do this when we have specific initiatives we are recruiting for, rather than general notices –Groups we would like to tap into include ACT-IAC Partners, Voyagers, Associates, and Fellows, as well as government attendees from recent Acquisition Excellence conferences, and RAP-C participants –Anyone who is interested in getting onto the SIG mailing/distribution list should simply send an email to John Shaw requesting to join –Small team of SIG “ambassadors” who can assist with promoting/marketing training offering to Government agencies  SIG Bi-Monthly Meetings and Programs –2 nd Tuesday of everyone other month starting October 9 th –Deloitte Facility – 1919 N. Lynn St in Rosslyn, 18 th Floor  Recruitment and Communication –Increasing government attendance and participation creates leverage – the more that government participates, the more that industry will want to participate –We send recruitment notices to the entire ACT-IAC population – note that it is best to do this when we have specific initiatives we are recruiting for, rather than general notices –Groups we would like to tap into include ACT-IAC Partners, Voyagers, Associates, and Fellows, as well as government attendees from recent Acquisition Excellence conferences, and RAP-C participants –Anyone who is interested in getting onto the SIG mailing/distribution list should simply send an email to John Shaw requesting to join –Small team of SIG “ambassadors” who can assist with promoting/marketing training offering to Government agencies  SIG Bi-Monthly Meetings and Programs –2 nd Tuesday of everyone other month starting October 9 th –Deloitte Facility – 1919 N. Lynn St in Rosslyn, 18 th Floor