7 Apr 2015

Strategic Outlook of IM/IT Project DeliveryPresentation to AFCEA

Tony Hoe, DGIMPD

2

Outline

Organizational Overview

Portfolio Overview

Strategic Direction

Summary

3

National Defence HQ

DGIMPD

DGIMPD Vision

We deliver solutions

4

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

5

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

6

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

7

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

8

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

9

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

10

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

11

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)

12

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

13

QUESTIONS

?