Terry Edwards

1
AMC CIO/G-6 Overview for AFCEA
(UNCLASSIFIED)

• Terry Edwards
• Chief Information Officer (CIO) / G-6
• 24 January 2006

(UNCLASSIFIED)
2
Agenda

• Purpose
• AMC Overview
• AMC Avenues of Change
• Changing Focus of the CIO
• AMC CIO/G-6 Major Focus
• Vision, Mission, Goals
• Key Initiatives
• Summary

3
Purpose

• To present an AMC Overview with
• the CIO/G-6 Strategy and approach
• for supporting the mission of AMC.

4
AMC Mission
As of 21 Dec 06
Provide superior technology, acquisition support
and logistics to ensure dominant land force
capability for Soldiers, the United States and
our Allies.
If a Soldier shoots it, drives it, flies it,
wears it, or eats it, Army Materiel Command
provides it.
Need to be faster, more agile, less
bureaucratic Need to fight this every day
5
AMC Commanders and Deputies
As of 13 Dec 06
Joint Munitions Lethality LCMC
Mr. James Sutton
BG James Rogers
MG Paul S. Izzo
Civilian 4,402 Military 15
US Army Security Assistance Command
Military Surface Deployment Distribution Command
Chemical Materials Agency LCMC
MG Kathleen Gainey
Ms. Patricia Young
BG Clinton Anderson
Mr. Rick Alpaugh
Mr. Michael Parker
Mr. Kevin Flamm
BG Clinton Anderson
Civilian 560 Military 49
Civilian 2,432 Military 18
Civilian 1,726 Military 169
Proposed
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UNCLASSIFIED
AMC Enterprise
As of 13 Dec06
Personnel Military 1,561Civilian
52,190 Average Age - 47 Total AMC in SWA 53,751
Presence Locations - 149 States - 43 Countries -
55

• Priorities
• Support to Joint Warfighter
• Transformation
• Ammunition
• Increasing Efficiency
• RESET

• FY06 Total Dollar Flow
• 50B total, including
• reimbursable money

Activities Installations- 30 AFSBs-7

• Joint Warfighter Support
• Overhauled/repaired 85K major systems/components
• Produced 140K bombs for Air Force/Navy, 1.2
  billion small arms all services
• Completed 19K W/O shipped 60M Class IX to Area
  of Responsibility
• Overhauled 50 - M1A1 for USMC

Strategic Support CHEM/DEMIL 19.9K Tons
O/H 11.6K Tons Destroyed 36.9 FMS - 4000
Cases 50B Value
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Providing Support to the Joint Warfighter
As of 18 Oct 06
Avenues of Change
Transforming Army Materiel Command from an
organization that is
Production-based, commodity-focused, and
platform-centric to one that is Service-based,
capabilities-focused, and unit-centric -- GWOT
ORGANIZATIONAL CHANGE
CULTURE OF INNOVATION
COMPLEX SERVICES
KNOWLEDGE MANAGEMENT

• Life-Cycle Management Commands
• Army Sustainment Command
• Army Field Support Brigades
• Brigade Logistic Support Teams
• Base Realignment and Closure (BRAC)
• Surface Deployment and Distribution
• Installation Maintenance and Ammunition (DOLs)
• Security Assistance

• Condition Based Maintenance
• Global Help Desk
• Central Technical Support Facility (CTSF)
• Logistic Automation Test Bed at Sierra Depot
• Sample Data Collection
• Factory-to-Foxhole Visibility
• Single Army Logistics Enterprise
• Lessons Learned
• Quantitative Metrics and Analysis

• Safety
• Lean Six Sigma
• Reset Parts Management
• Outreach to Industry
• Partnerships
• Performance Based Logistics
• Rapid Review Teams
• Research Development/Technology to the
  Warfighter
• Armys Greatest Inventions
• Human Capital Strategy

• Support to ARFORGEN
• Soldier Systems Support
• Ammunition Enterprise
• Forward Repair Activities
• Unit-focused RESET
• Small Arms Repair
• Left-Behind Theater Provided Equipment
• Add-on-Armor / Safety
• Fleet Management
• LOGCAP Contingency Contracting
• Industrial Capabilities
• Chemical Storage Demil

End State
End State
End State
End State
Customer Focused Solutions
Efficient Production Processes
Data Driven Decisions
Cradle-to-Grave Capabilities Support
8
As of 27 Nov 06
Life Cycle Management Commands Soldier Focused
Depots, Arsenals, Ammunition Plants TACOM,
AMCOM, C-E LCMC, CMA, JML
Logistic Maintenance Lessons Learned
Customers

• DOD and Dept of Army
• Combatant Commands
• Allies
• Coalition
• Other Services, NASA
• Dept Homeland Security

• Unity of effort between Acquisition, Research and
  Logistics
• Acquisition decision authority between Army
  Acquisition Executive and Program Executive
  Officers not affected

Solutions
Resources/Direction
Research, Development Engineering Command
Production Decision
Feedback
Improvement Suggestions
Army Sustainment Command AMCs Face to the Field
Future Capabilities
Acquisition
Technology/System Improvements
Directors of Logistics
Training and Doctrine Command, Defense Advance
Research Projects Agency, National Labs,
Industry, Academia
More Reliable Systems, Reduced Cost
9
Changing Focus of the CIO
Enable AMC business not just an IT provider.
. . Terry Edwards
Transforming AMC to be service-based,
capabilities-focused, and unit-centric GEN
Griffin
10
AMC CIO/G-6 - Major Focus Areas

• Enable AMC business Not just an IT provider
• Shape the AMC enterprise
• Move AMC toward the enterprise solution
• Connect Business enterprise to the Warfighter
  enterprise
• Leverage IT to bring efficiencies to our business
  processes
• Show return on investment to the customer
• Shape the knowledge environment
• Harness the Power of Communities
• Project Management is the key to success
• Collect Metrics Measure Performance
• Bottom line - Service to customer

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Vision and Mission

• CIO/G-6 Vision
• Deliver a Net-Centric Enterprise
• that enables AMC to support, anticipate and meet
  the mission needs of the Joint Warfighter

• CIO/G-6 Mission
• Provide the operational capabilities in support
  of the AMC Mission
• for command, control, communications, computers
  and information technology (C4IT) through
  architecture, governance, portfolio management,
  strategy, and acquisition oversight.

10
12
AMC CIO/G-6 - Major Focus Areas

• Enable AMC business Not just an IT provider
• Shape the AMC Enterprise
• Move AMC toward the Enterprise solution
• Connect Business enterprise to the Warfighter
  enterprise
• Leverage IT to bring efficiencies to our business
  processes
• Show return on investment to the customer
• Shape the knowledge environment
• Harness the Power of Communities
• Project Management is the key to success
• Collect Metrics Measure Performance
• Bottom line - Service to customer

Management of Business Info
Use of Warfighter Info
Empower Avenues of Change
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AMC CIO/G6 Goals

• LEAD THE USE OF AN ENTERPRISE ARCHITECTURE
• ASSURE SECURITY OF INFORMATION
• OPTIMIZE DECISION SUPERIORITY
• DELIVER AN INTEGRATED IT STRATEGY
• HARNESS THE POWER OF NET-CENTRICITY
• MAXIMIZE MISSION SUPPORT OF IT INVESTMENTS
• DRIVE COST OF OWNERSHIP DOWN
• EDUCATE THE WORK FORCE ON IT SKILLS
• ENSURE COMPLIANCE WITH EIE (Enterprise
  Information Environment)

Leverage Information
Use Technology Capabilities
Be Flexible Agile
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CIO/G-6 Key Initiatives

• CIO/G-6 Strategy -- Led, changed, shaped to
  enable AMC business
• Vision, Mission and Goals -- Formulated a new
  CIO/G-6
• 33 Initiatives, 137 Sub-Initiatives, 607 tasks,
  and 324 deliverables
• ASC Stand-up IT Analysis, Requirements
  Architecture
• BRAC Coordinating IT Req for AMC Sites. Met w/DA
  CIO, ACSIM
• Depot IT Infrastructure Modernize. Plan
  Export IT Improvements
• Global Help Desk Leverage SMEs, knowledge
  collaboration
• Business Intelligence Center concept -- The Brain
  leverage data
• Consolidate IT Services Efficiencies at AMC
  sites
• COOP Back-up for NIPR, SIPR, VTC, and SCIF in
  emergency
• CTSF -- Integrating AMC knowledge into CTSF.
  Comprehensive test
• HQ AMC e-business -- Designing a process driven
  web portal
• C4ISR -- Advanced system for C4ISR. Better
  support logistics/reset

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CIO/G-6 Key Initiatives (2)

• LMP -- Increased CIO work with the Log Mod
  Program. Net-Centric
• HQ AMC IT Architecture -- Substantial
  rebuilding. More effective
• HQ AMC/Ft Belvoir DOIMs -- Initiated
  consolidation. Set standard
• Virtual Library Envisioned. Supplanted
  existing. More access
• Thin Client -- Alignment toward Thin Client and
  central storage
• Central Application Hosting -- Better standards,
  IA , resource use
• Increased Information Security CAC logon and IT
  asset tracking
• Strategic Plan AMC CIO Strategy 2007 Set
  Direction
• Forums JAN FEB 2007 -- CIO/G-6 Led sessions on
  Tech Issues (NETCOM, SEC, CBM, Depot IT Mod,
  Portfolio Mgmt, LCMC IT, Single DOIM)
• 2006 sessions AMC/Army Senior Leader Forum AMC
  MSC/LCMC CIO/DOIM Summit

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Summary

• Empowering the CGs Avenues of Change
• Shaping CIO operations to enable AMC business
• Connecting AMC business to the warfighter
• Facilitating AMC enterprise transformation
• Harnessing the power of AMC communities

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CIO/G-6 Providing Support to the Joint
Warfighter
Promote a Lean Culture in All We Do.
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Chart Format Quad Approach

• Management Tracking Mechanism
• Gives level of detail in multiple areas (Quad or
  better)
• Description, Deliverables, Milestones, Status
• Details for Program and Resource Actions
• Resources, Issues/Obstacles, Decision Forums
• Resource Allocation
• Project Initiation, Prioritization, Alignment
• Tracking and Accountability
• Project Management and Metrics
• Scorecard
• CIO
• Division Chiefs
• Subordinates
• Contracts, Contractors

Derek Anderson 806-8857
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(UNCLASSIFIED)
As of 19 June 06
Name the initiative
Lead AMCIO-? First LastName
Support AMCIO-? Other G-Staff . . . Other in
AMC MSC . . . Other Army
Narrative Description
Resources
Funds What is cost Is it programmed or
UFR People Number work years involved
A short sentence or few sentences telling about
the initiative.
Issues / Obstacles
Sub-Initiative / Deliverables / Milestones
Possible concerns

• Name of Sub-initiative (If needed, short
  description) Deliverable milestone if known
• Name of Sub Initiative
• Name of Sub Initiative
• Name of Sub Initiative

Current Status
Decision Forum(s) - Way Ahead
- Who is involved - Where we are going
Where we are at with the effort, recent
happenings, etc
GREEN Action Complete AMBER Working
Action - No major issues RED Cannot
proceed - Assistance / Additional Resources
Needed GREY New Mission Growth Still
Being Determined / Analyzed
AMC Avenues of Change Pick at least one of the
big 4 if possible a sub element AMC CIO Goal
Use Goal name e.g. ENTERPRISE ARCHITECTURE, ROI
etc
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(UNCLASSIFIED)
20
Milestone/Action Status
(UNCLASSIFIED)
LEAD Staff Section, Division (POC)
XX Description of the initiative
KEY MILESTONE TARGET COMPLETION DATES
KEY MILESTONE ACTIONS / STATUS

• ACTION(S)
  STATUS
• Provide some form of framework both to plan and
  to communicate what needs doing.
• Identify and Allocate discrete tasks.
• What is going on in this program by detailed
• list of some of the events along a defined
  critical
• path.
• RESOURCE MISSION REQUIREMENTS
• Obtaining necessary resources
• PPBES implications

• ACTION
  DATE
• milestones (clear, unambiguous targets of
  what, by when)
• established means of communication
• Progress along Critical Path

Specific Dates
Specific Dates
GREEN Action Complete AMBER Working
Action - No major issues RED Cannot
proceed - Assistance / Additional Resources
Needed to Move Forward GREY New Mission
Growth Still Being Determined / Analyzed
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(UNCLASSIFIED)