A JOURNEY OF TRANSFORMATION

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A JOURNEY OF TRANSFORMATION
Charting the Course for the Departmentof the
Navys Digital Voyage The Imperative for
Transformation

• Rob Carey
• DON Deputy CIO for Policy Integration
• e-mail robert.carey_at_navy.mil
• 703-601-0116

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• BUILDING A SEAMLESS NETWORK INFRASTRUCTURE

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THE WINCHESTER HOUSE . . . AN IT ANALOGY?
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• KNOWLEDGE DOMINANCE

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..providing the right information to the right
decision-maker at the right time, thus creating
the right conditions for new knowledge to be
created. - Dow Chemical
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KM PILOTS

• KINGS BAYUsing a KM implementation model to
  improve capability/efficiency of the 80 day
  off-crew training period
• Improving knowledge-sharing between the
  Blue/Gold crews, the refit facility and sub
  training

• NAVRESFORLeading Change Initiative goal is to
  maximize the intellectual capital of Reserve
  Forces
• Applying KM principles to pursue organizational
  transformation

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OPERATIONALIZING KM

• Naval Power 21 Capabilities
• Knowledge and information dominance
• Transformed situational awareness
• Accelerated speed of decisions
• Knowledge-based combat operations
• Real-time enhanced collaborative planning

Using KM methodologies, best practices, and
collaborative toolsto deliver concrete
capabilities to the Fleet
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• CHAMPIONING eGOVERNMENT

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BUSINESS DRIVERS IN DOD

• Presidents Management Agenda
• DoD Business Initiative Council
• Common Access Card and PKI
• Biometrics
• eGovernment Act of 2002
• Global Information Grid (GIG)
• Management Initiative Decisions
• Enterprise Software Initiative
• Rapid Acquisition Initiative Fund

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WHATS BEHIND IT ALL?CURRENT TRENDS AND DRIVERS
BEHIND DEPARTMENTOF DEFENSE ACTIVITY IN THE AREA
OF eBUSINESS

• Internet, Internet Time and the World Wide Web
• Defacto standards common
• National/International standards too slow
• More variation
• Homogeneity may be unachievable for large scale
  enterprises
• Significant price-performance advantages from
  cycletime reduction
• Evolutionary path for legacy applications
• Zero delay time delivery to the enterprise
• Self-service model - new paradigm
• Encryption based network security
• Networking inherently creates vulnerabilities
  alongwith opportunities
• Cryptographic techniques protect end-to-end comms

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PRESIDENTS MANAGEMENT AGENDA

• Government reform is guided by three principles.
• Government should be
• Citizen-centered, not bureaucracy-centered
• Results-oriented
• Market-based actively promoting innovation
  through competition
• PMA was announced in Summer 2001
• Aggressive strategy for improving the management
  of the Federal government
• PMA has five focus areas
• Reshape the Federal workforce
• Increase public-private competition for Federal
  work
• Expand electronic government
• Government to Citizen (G2C)
• Government to Business (G2B)
• Government to Government (G2G)
• Internal Effectiveness and Efficiency (IEE)
• Improve financial performance (focuses on benefit
  payments)
• Integrate budget and program planning

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eGOVERNMENT ACT OF 2002

• Signed December 17, 2002
• Creates Office of Electronic Government in OMB
• Legislative desire for greater inter-agency
  cooperation
• New CIO Council created to foster sharing, use
  andmodernization of Govt IT resources
• Legislative desire for greater intra-agency
  efficiency
• Impact on DoD
• Will drive greater consolidation, less
  duplication
• Areas most likely impacted travel, public key
  infrastructure and authentication,human
  resources systems, privacy management, records
  management, security clearance, payroll,
  acquisition
• Budget process looms larger as vehicle to insure
  compliance with IT-related legislation and
  executive initiatives
• eGovernment Fund management and access

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DOD BUSINESS INITIATIVE COUNCIL (BIC)

• Mission to improve the efficiency of the DoDs
  business operations by identifying and
  implementing business initiatives that create
  savings to be re-allocated
• Reduced cycle times
• Consider the voice of the warfighter
• Partner with industry
• Explore both near and far term opportunities
• New method of quickly placing issues with
  DoD-wide application up for decision at the
  highest levels
• Over 50 initiatives approved andunder execution
  to date

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DOD BIC STRUCTURE
EXECUTIVE STEERING COMMITTEE (ESC) SERVICE
3-STARS OSD EXECUTIVES JCS
EXECUTIVE DIRECTORS (EDs) SERVICES OSD
JCS
Support Team
PROCESS / FUNCTIONAL BOARDS
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BUSINESS INITIATIVES COUNCIL (BIC)

• Management lead rotates through the Services
• Approved 77 initiatives as of 24 Sep 03
• 29 initiatives have been archived
• IT Process/Functional Board hashad three DON
  proposals approved
• Enterprise Software Initiative (ESI)
• Simplify access to DoD facilities and
  installations by making the Common Access Card
  (CAC) the principal access card
• eContent

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BIC eCONTENT LICENSING INITIATIVE

• Leverage ESI best practices to implement an
  eContent
• enterprise purchase and licensing process within
  the DoD
• 4 Pilot efforts (Legal, Medical, Military, Full
  Text)
• Test the concept
• Identify best practices
• Success to date
• Full Text Pilot
• Established an enterprise licensefor Gale
  Publishing
• 3M in cost avoidance in FY03
• Lessons learned for future endeavors

Leveraging the buying power of the government
todeliver affordable, authoritative content to
the desktop
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BIC eCONTENT ENTERPRISE LICENSING INITIATIVE

• Challenges
• Resource Constraints
• Lack of Acquisition/ContractingExpertise in
  Library Community
• Culture
• DoD leadership and policy support
• Lessons Learned
• Need to negotiate at corporate level
• Need to break the paradigm, eContent is not just
  a librarian issue
• Next
• Report out results/recommendations to BIC, March
  2004

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• PORTAL . . . WEB . . . DATA . . .

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WEB ENABLING THE DON

• Web Services are key to
• Sharing authoritative data across the DON
• Supporting common business practices
• Promoting commonality and integration across
  systems/business units
• Facilitating hands-off application-to-applicatio
  n interactions
• Providing personnel at all levels in the
  organization with accessto authorized services
  and the intellectual capital of the Department
• Task Force Web
• Moving Applications to the Web
• 3 Tier Architecture
• Presentation, Application, Data
• JTA Compliant
• Open based systems and commercial standards
• Technology neutral to protect government
  investment

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NAVY MARINE CORPS PORTAL

• A single integrated portal structure
  thatpromotes a knowledge centric
  environmentthat will
• Support FORCENET and GIG architectures
• Provide seamless access to authoritative
  data/content
• Limit duplicative investments in portal
  technology
• Promote DON-wide business process improvements
• Enhance functional and operational collaboration
• Provide common look and feel across domains
• Improve information security (PKI, single log on)
• Allow commands to focus on content development
• Way Ahead
• Establish NMCP Management Office and Acquisition
  Manager
• Leverage architecture design/lessons learned from
  Task Force Web

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• LEGACY APPLICATIONS RATIONALIZATION . . .
  PORTFOLIO MANAGEMENT . . .

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EFFECTIVE GOVERNANCE

• DON IM/IT Restructuring
• New management structure to strengthen reporting
  and reduce HQ staff requirements
• DON Deputy CIO (Navy) and (Marine Corps)
  positions with a reporting relationshipto the
  DON CIO
• Aligning C4/Operational requirements with IT
  management
• Echelon II IOs with a direct reporting
  relationship through Navy/Marine Deputy CIOs
• An IM/IT Enterprise Implementation Plan to link
  vision and strategy to program/budget guidance
  and serve as the basis for approving and funding
  IM/IT initiatives

Good governance does not just happen and
--- transformation does not happen without good
governance
Enterprises achieving above average returns from
IT investments deal with the increase complexity
by clarifying who is able to make critical
decisions and who is accountable for them. That
is--- they have thoughtfully designed their IT
governance, rather than focus on how IT is
managed
GARTNER OCT 2002 CIO FUTURES- LEAD WITH
GOVERNANCE
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• MAKING SMART INVESTMENTS . . . MEASURING
  PERFORMANCE . . .

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PERFORMANCE MEASUREMENT

• eTransformation Balanced Scorecard
• MID 901 established DoD Risk-based Balanced
  Scorecard
• DON CIO has developed a notional
  scorecardtargeted at eB activities across the
  Department
• Working with CNO staff and Office of
  ProgramAppraisal to establish eTransformationmea
  sures as component of broader DONBalanced
  Scorecard

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FULL DIMENSIONAL PROTECTION

• Protecting Centers of Knowledge through Critical
  Infrastructure Protection
• Protecting Knowledge Pathways through Information
  Assurance and Defense in Depth
• Protecting the Knowledge Worker through privacy
  considerations

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PUBLIC KEY INFRASTRUCTURE
Authentication to web-servers
Digitally signing documents and emails
Encryption
Enabling secure eBusiness transactionsover the
internet, wireless, etc.
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SMARTLY . . . INTO THE FUTURE (AND THE FUTURE IS
NOW!)

• Smart Card Technology an open future
• Standards, Standards, Standards . . . Any card,
  any reader, any middleware
• Commercial solutions Smart Card-enabled
  applications leveragingJavaCard platform
• Minimizing data on the card maximizing access
  to web applications
• Continuing to push for new technologies
• Contactless (RF) chip, Biometrics, Physical
  Security solutions, etc.
• Crucial component of DON Information Assurance
  strategy
• Public Key Infrastructure (PKI) Hardware Token -
  your Cyber ID
• Enabling technology for business process
  improvement
• Digital certificates key to secure eBusiness
  transactions via the Web

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• CARING FOR A NOMADIC WORKFORCE

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• TEACHING PEOPLE TO FISH . . .
• TOOLS FOR POLICY DEPLOYMENT

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• LEADING CHANGE

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FOSTERING A CULTURE OF CHANGE

• DON eBusiness Operations Office, our
• Government Innovation Center
• Funding pilot projects and managing the
  DepartmentseGovernment portfolio
• Leading Change
• Moving with speed . . . moving on Internet time
• Sowing the seeds of change . . . Starting the
  engineof transformation

An old English proverb states, While the
doctors consult, the patient dies. Once a
strategy has been established, moving
expeditiously is crucial to success . . . because
reengineering initiatives have so many moving
parts that if one part stalls, the entire
endeavor may grind to a halt.
Norman Augustine, Chairman and CEO of Lockheed
Martin, from Reshaping the Industry
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THE 2002 INDIANAPOLIS 500

• With less than 30 laps to go and running in 2nd
  place, Gil de Ferran pulls into the pits.

• As Gil leaves pit row, the left wheel falls off
  of his car . . . He drops to 12th place.

• Team owner Roger Penske says, At the end of the
  day, it was a very competitive race, you had to
  be on your toes . . . We held Gil back by maybe
  leaving the wheel loose.

. . . Maybe?
Moving with speed . . . But getting the details
right
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VIEWS OF THE ENTERPRISE
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VIEWS OF THE ENTERPRISE
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VIEWS OF THE ENTERPRISE
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VIEWS OF THE ENTERPRISE
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NAVY MARINE CORPS INTRANET

• Providing an enterprise network
• Access, Interoperability and Security
• Leading Change
• Finding leverage points . . . NMCI as a forcing
  function a fulcrum for change
• Pier side connectivity
• Raising the bar for security - PKI, Smart Cards
  and system certifications
• Forcing the rationalization of Legacy
  applications
• Creating a mandate for change
• Developing a sense of urgency
• Setting goals

We create executives to create change
Vernon E. Clark, ADM, USN, Chief of Naval
Operations
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EMBRACING NEW TECHNOLOGIES

• Smart Cards
• DoD Common Access Card Over 3 Million issued
• NMCI providing smart card readers and middleware
• Wireless
• Piloting new devices in the hands of Change
  Leaders
• Leading Change
• Fostering awareness and innovation . . .
  eliminating fearof the unknown

Can you just say No? It may seem that the
simplest answer is to enforce a policy that
forbids wireless access, but . . . this strategy
is doomed to fail.
Deploying Safe Wireless LANS Gartner Research,
5 July 2001
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. . . STATUS QUO GETS A BYE
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A LEAP OF FAITH . . .
Choosing change accepts risks . . . . . .
choosing not to change accepts irrelevancy
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The Force of the Department at the tip of the
spear!
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