Lisa Akers

1
FEDSIM Business Plan FY06/FY07

• Lisa Akers
• Director, FEDSIM

2
FEDSIM 5-Point Business Plan

• Purpose
• Roadmap for the next 18 months
• Basis for business decisions
• Establish Priorities
• Planning and execution
• Focus
• Stakeholders Employees, Clients, Industry
  Partners, Upper Management, External
• Establish Positive Direction, rather than
  Reacting
• Address known events and how FEDSIM plans to
  approach them
• Set expectations

3
FEDSIM 5-Point Business Plan
Clients
Industry Partners
Employees
Fiscal Business Planning
Effectiveness/Efficiency
4
Clients

• What
• Our Value Increase Clients Probability of
  Success on Complex Projects
• Understand our clients environment and decision
  process
• Why
• Good Government
• Good business practice
• Actions
• Client Perceived Value Survey Launched March
  23rd
• Reliable Acquisition Schedules
• Positive Client Communication
• Risk Management Training
• Deliverables
• CPV Survey and revision of Business Plan as
  needed
• Acquisition Schedules goals and baselines
• Streamlined procedures to improve reliability of
  Acquisition Schedules
• Client Newsletters
• Client Visits

5
Employees

• What
• Ensure employees know what is expected of them
• Update position descriptions and performance
  plans
• Why
• Set organizational expectations
• Empower employees
• Deliver consistent positive client experience
• Actions/Sponsor/Priority
• Roles and Responsibilities
• Training Plan
• Communication (weekly informal exchange, Ask Lisa
  Steve)
• Leadership Development Program
• Deliverables
• Role Definitions
• Updated Positions Descriptions
• Updated APPAS Plans

6
Industry Partners

• What
• Need to maintain closer ties with our Industry
  Partners
• Why
• Good business and marketing practices
• Audit results and comments
• Actions
• FEDSIM Industry Exchange
• Opportunities to discuss with industry regarding
  FAS Reorganization, FEDSIM Direction, enterprise
  marketplace
• Deliverables
• FEDSIM Industry Exchanges Twice a year?
  Quarterly?

7
Efficiency and Effectiveness

• FAS Reorganization...
• What
• FEDSIM continue as Enterprise Solutions
  Oriented Organization
• Review Project Portfolio
• Why
• Focus On Steps Required To Provide Sustain
  Center Of Excellence
• Focus On specialization, tools, skills,
  management controls appropriate for Large,
  Complex, Enterprise Projects
• Actions
• IPT Input
• ID any FTE Change (Intra-FAS Moves)
• Profile Projects (Enterprise Definition)
• Transition Plan
• Deliverables
• IPT
• New FTE Plan
• Transition Plan

8
FAS Organization

FAS COMMISSIONER
General Supplies and Services
Integrated Technology Services
Travel, Motor Vehicle Card Services
Acquisition Management
Customer Accounts Research
FAS CIO
Controller
Office of Administration

• Telecom
• Schedule 70
• Government-wide acquisition contracts
• FEDSIM
• GWAC centers
• Service delivery

• Acquisition operations
• Supply operations
• Property program management
• Personal property disposal

• Agency fleet management
• Loss presentation
• Payment processing center
• Motor vehicle sourcing
• Fleet management
• Card services

• Acquisition career management
• Acquisition vehicle management
• Supplier management

• Strategic customer knowledge analysis
• Strategic account management
• Local account management

• Performance planning and budgeting
• Business analytics and consulting
• Audits and control

• Business application development and support

• Management services
• Human capital management
• Facilities management

Business Lines Portfolios
Support Portfolios
9
Efficiency and Effectiveness

• FEDSIM Restructuring.
• What
• Formalize Organizational Structure announced in
  November 2004
• Client Oriented Sectors Civilian and Defense
• Why
• Improve Organizational Efficiency
• Shared Goals and Priorities of Sectors
• More specialized job responsibilities
• Position FEDSIM for Responsible Growth
• Actions
• Formalize Sector Structure
• Reassign employees so appropriate Supervisory
  Ratios
• Implement Specialized positions QA Mgr, Project
  Performance Managers (Funding, Cost, Schedule,
  Performance Measures)
• Communicate with Stakeholders
• Deliverables
• GSA Order
• HR Actions for reassignment

10
FEDSIM Organization

Director Operations Director
Planning, Performance and Operations Staff
HR (CPS)
Legal (OGC)
Civilian Sector
Defense Sector
Acquisition PMs
Quality Assurance Mgr
Quality Assurance Mgr
Acquisition PMs
Acquisition Group Manager
Acquisition Group Manager

• Civilian
• Group I
• PMs/CORs
• Project Analysts
• -
• AID
• DHS
• DOEDU
• DOS
• DOT

• Civilian
• Group II
• PMs/CORs
• Project Analysts
• -
• DOI DOJ
• Energy EPA
• HHS HUD
• LOC SBA
• VA SSA
• WMATA DC Gov

• Civilian
• Group III
• PMs/CORs
• Project Analysts
• -
• DOC
• DOT
• FDIC
• GAO
• Labor
• NASA
• SEC
• USDA
• DOE

CO . . CS
CO . . CS

• Army Programs Group
• PMs/CORs
• Project Analysts

• Air Force Group
• PMs/CORs
• Project Analysts

• DoD Group
• PMs/CORs
• Project Analysts

• DoD II/Navy Group
• PMs/CORs
• Project Analysts

Closeout Taskforce - Closeout PM

• Army HR Group
• PMs/CORs
• Project Analysts

11
Efficiency and Effectiveness

• Action Plans for Management Control...
• What
• Master Plan to integrate Action Plans for any
  recommendations from GSA OIG Audit, GSA CAO
  Procurement Management Review, GSA Financial
  Audit, GAO audit, annual Management Control Test
• Why
• One master plan so nothing slips through cracks
• Actions/Deliverables
• Action Plan for GAO Report on FBI Trilogy
  Internal Controls
• Action Plan for GSA OIG Audit
• Complete Unfilled Customer Order scrub for GSA
  Financial Audit
• Develop Integrated Action

12
Fiscal Business Planning

• Find New Client Partnerships.
• What
• Establish new partnerships that are win-win
• Why
• Last 18 months, focus on retaining current
  clients and implementing policy changes
• Actions
• Qualify and establish new partnerships
• ID strategic accounts
• Establish bid/no bid process
• Deliverables
• 10 new partnership opportunities
• Strategic Account plans
• Bib/No Bid procedures and kick-off

13
Fiscal Business Planning

• Get Well Plan and FY07 Planning..
• What
• Redefine FTS FY06 Goals
• Right-size FTS Organization based on client
  demand
• Why
• Decreased FTS Revenue
• Operating Expenses need to be reduced
• Actions
• Get Well Plan for FY06
• Early Out, Buy Out Plan
• FY07 Budget as FTS and changing as FAS finalized
• Deliverables
• FY06 Budget revised, Revenue 1.4B, DOE cut 4.8M
• Billability Plans
• Project/Acquisition/Closeout Workload Planning
• EO/BO submissions
• FY07 Budget

14
Fiscal Business Planning

• Explore New Business Model...
• What
• Look at other models for Client Support other
  than Labor Hours, Firm Fixed Price
• Why
• Changing Client Constraints to use Interagency
  Contract Management
• Keep trusting relationships with Clients
• Actions
• ID Business Model Options
• ID Business Risks and Mitigation Strategies
• Pilot
• Deliverables
• Business Model Options
• Risk Management Plan
• Implementation Plan for Pilots

15
Summary

• Our goal is to make our clients successful at
  large complex projects
• Industry remains important partner in achieving
  this goal