7 Apr 2015 Strategic Outlook of IM/IT Project Delivery Presentation to AFCEA Tony Hoe, DGIMPD

7 Apr 2015

Strategic Outlook of IM/IT Project DeliveryPresentation to AFCEA

Tony Hoe, DGIMPD

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Outline

Organizational Overview

Portfolio Overview

Strategic Direction

Summary

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National Defence HQ

DGIMPD

DGIMPD Vision

We deliver solutions

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DGIMPD is the "go to" DND/CF organization to deliver joint and enterprise IM/IT capabilities and solutions

DGIMPD is recognized as the best IM/IT Project delivery organization in the Government of Canada

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DGIMPD Mission

DGIMPD collaboratively partners with

clients, stakeholders, and IM Group colleagues to

strategically plan, design, develop, and deploy

technology enabled solutions, capabilities and changes to the IM/IT capability of DND/CF.

Identification Option Analysis Definition Implementation Closed Out

$ $

Fully engaged through whole project lifecycle, from conception to closed out

DND Project Life Cycle

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DGIMPDTony Hoe

Mgt Info Systems

Robert Boudreault

Comms &Sense

Jim Clark

Common InfoSystems

Christine Stanczyk

Command &Control

John Langen

Intelligence & SurveillanceHari Gupta

Chief of Staff/Project Planning and Control

Col Paul Bosse

Civ & Mil HR & Pay, Learning, Carling Campus

Space, SATCOM,SAR

Crypto Modernization, IT Service Mgt

Joint C2 applications, Cyber

Top Secret level,EW, Intelligence & Surveillance

DGIMPD Organization and Portfolio

Portfolio Summary: 43 projects of $5B investment

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IdentificationOptions Analysis

Definition Implementation Close Out

• Identify capability deficiency

• Seek DCB approval for capability based planning validation and resource allocation prior to proceed for options analysis

• Formulate Options

• Assess full costs & benefits

• Examine risk(s)

• Seek DCB approval for selected option

• Seek PMB approval for definition

• Procurement review (SPAC/PRC)

• SRB / IPMRB

• Detailed review, risk assessment & costing

• Implementation planning

• Seek PMB approval for implementation

• Seek revised SPAC/PRC

• SRB / IPMRB

• Implementation management & monitoring

• Procurement strategies

• Status reports

• SRB

• Investment Plan Change Proposal -IPCP

• Business Case Analysis (BCA) -Strategic Context Step 1 and 2

• Project Brief (PB)

• Strategic Context Document

• HLMRs (SOR)

• Initial PCRA

• Project Charter/PB• SOR development• Risk Assessment

Docs (PORA or PB)• Update PCRA/IPCP• Complete full BCA

(steps 1 – 5)• Memo to Cabinet

(MC) as required

PA Submission for DefinitionD

ocu

men

tati

on

Act

ion

• Finalize SOR

• Upkeep – Project Charter, PB, PCRA/ PORA

• Project Management Plan (PMP)

• MC (if required)

PA Submission for Implementation

• Upkeep – Project Charter and PB

• IOC and FOC Certificates

• Capture lessons learned

• Close-out activities (Standard close or Effective close)

• Project Completion Report -PCR

• Project Closeout Checklist - PCOC

PA (Def) PA (Imp) FOCIOCMilestones SCD SOR

KeyStakeholder C Prog C Prog PL/ImpPL/Imp

OA

PL/Sponsor PL/Sponsor

FCP IP

CFD Fin CS

DCB

CFD

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Portfolio Strategic Direction(next 3 to 5 years)

Joint C4ISR capabilitiesEnterprise IM/IT

solutionsEnterprise Service

Management

Markets: Dominant Growing Emerging

MILSATCOM & Search and Rescue (SAR)

Surveillance and Situation Awareness

Top Secret Environment and Capabilities

Command & Control Joint Capabilities

HR, Pay, Pension Operational Efficiencies

IM/IT Security

Cyber Defence

Information Management

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Strategic Direction

DGIMPD is the Solutioner not just an implementer:• Engage project sponsors at conception (ID phase) of projects• Partner with stakeholders throughout entire project life cycle• Support project sponsors in leading business transformations

Engage and influence R&D direction and investment:• Partner with business clients in sponsoring DRDC R&D projects• Participate in allies and industry technology investment fora• Ensure outcomes of R&D projects are channelled into projects

Pay attention to architecture, system view and evolution:• Recognize most transformational projects are evolutionary in nature• Ensure project outcomes are building blocks of “the future”• Be perceptive, agile and incremental in delivering timely solutions

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Awards and Recognitions

Government Technology Exhibition and Conference (GTEC) 2011

• Defence Crypto Modernization (Secure Voice) – Honouree

2012

• Project Polar Epsilon – Judges’ Choice Award – Medalist

• Canadian Forces Health Information System – Medalist

• Enterprise Information Technology Service Management – Honouree

2013

• Defence Learning Network – Medalist

2014

• Joint Space Support Project – Medalist

• Maritime Security Operations Centres – Honouree

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Awards and Recognitions

IM/IT Community Recognition Awards 2012

• Project Polar Epsilon for Excellence in Project

Management

2014

• Pascal Michaud for Innovation (Grey Goose)

• Eric Charbonneau for Excellence in Project

Management (Surveillance of Space)

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Summary

DGIMPD is a division of DND IM Group:• Solutioner delivering joint and enterprise capability• well recognized in public service and IM/IT community• manage a portfolio of 43 projects of $5B investment

Portfolio is expanding, strategic domains are:• C4ISR• Enterprise IM/IT solutions• Enterprise Service Management

Strategic engagement with partners is essential:• Research (S&T) technology research and adoption• Business clients project identification and business transformation• Industry technology maturity and implementation capacity

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QUESTIONS

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