American Council for Technology Board of Directors Meeting April 8, 2010.

American Council for TechnologyAmerican Council for TechnologyBoard of Directors MeetingBoard of Directors Meeting

April 8, 2010April 8, 2010

Government and Industry IT: one vision, one community

American Council for TechnologyAmerican Council for TechnologyOrientationOrientation

Kenneth AllenKenneth Allen

ACT-IAC Executive DirectorACT-IAC Executive Director

Government and Industry IT: one vision, one community Government and Industry IT: one vision, one community

ACT-IACACT-IAC

A Brief HistoryA Brief History


GOVERNMENT IT – THE EARLY DAYSGOVERNMENT IT – THE EARLY DAYS

IBM 1410 (1959)

IBM 360 (1964)

PCAM


FGIPCFGIPC

1951 – Census Bureau installs first general purpose electronic computer

1960 – Congress issues report listing 524 general purpose computers in government inventory

1965 – Brooks Act enacted

1966 – President Johnson directs Federal agencies to manage computers effectively to improve government

1960s – 1970s -- Government employees establish ADP councils – geographic and functional

1979 – Federation of Government Information Processing Councils (FGIPC) established as a 501(c)3 non-profit. OMB and GSA encourage and support creation.

MISSION: To lead the IT community to improve government

CommunicateCollaborate

EducatePromote the Profession


IACIAC

1980 – First Management of Change conference

1989 - FGIPC creates Industry Advisory Council (IAC) to provide a forum for public-private collaboration.

1990 – First Executive Leadership Conference

1997 – Intergovernmental Advisory Board established

2003 – FGIPC changes name to American Council for Technology


STRUCTURESTRUCTURE

ACT BOARD OF DIRECTORS

ACT BOARD OF DIRECTORS

IAC EXECUTIVE COMMITTEE

IAC EXECUTIVE COMMITTEE

INTERGOV. ADVISORY BOARD

INTERGOV. ADVISORY BOARD AFFIRMAFFIRM

HIGH PERF. COMPUTINGHIGH PERF. COMPUTINGNCC-AIIMNCC-AIIM

PROGRAMSPROGRAMS

CONFERENCESCONFERENCES SPECIAL PROJECTSSPECIAL

PROJECTSPROF. DEV & EDUCATION

PROF. DEV & EDUCATION AWARDSAWARDS

SIGSSIGS

ACT-IAC PACIFICACT-IAC PACIFIC

ACT-IAC ROCKY MT.ACT-IAC ROCKY MT.


GUIDING PRINCIPLESGUIDING PRINCIPLES

Guiding principles

– Government issues drive the agenda– Activities must be ethical, transparent and open to all

interested parties– Forum must be objective, fair and vendor/technology

neutral– No lobbying or business promotion– No government funding

“ACT and IAC represent a model of how government and industry can work together, particularly at a time when partnerships often exist in name only."

Federal Computer Week


VALUE PROPOSITIONVALUE PROPOSITION

• White papers, seminars and best practices briefings

• Sponsor ArchitecturePlus seminar series

• Small Business Conference, Management of Change & Executive Leadership Conference

• Education and information exchanges through more than 60 program events annually

• Partners, Voyagers and Fellows professional development

• Leadership opportunities

• Excellence.gov and Intergovernmental Solutions Awards

• Special projects such as Cloud Computing, VistA , BetterBuy and the IT Dashboard

Products are tailored to the government’s needs


Shared Interest Group Shared Interest Group OrientationOrientation

Darren Ash, ACT VP at LargeDarren Ash, ACT VP at Large

Judy Douglas, IAC VC at LargeJudy Douglas, IAC VC at Large


Government Challenges

ACT IAC

SIGs

Government and Industry Collaborate Government and Industry Collaborate for Learning and Innovationfor Learning and Innovation

GAPs

Strategic Agenda


Shared Interest Groups (SIGs)Shared Interest Groups (SIGs)

Acquisition Management Collaboration &

Transformation Emerging Technology Enterprise Architecture

Human Capital Information Security &

Privacy Networks &

Telecommunications Small Business

where industry and government officials work together on leading edge IT issues

Cross-SIG projects: Cloud; IT Dashboard; VA VistA


2010 Shared Interest Groups 2010 Shared Interest Groups OverviewOverview

Acquisition & Management SIGAcquisition life-cycle management issues; competitive sourcing; acquisition workforce training; procurement and contracting alternatives. Educate federal agencies, Capitol Hill and regulatory bodies Leverage experience and expertise of IAC membersCoordinate exchange of ideas between government and industry.

Collaboration & Transformation SIGSupport the business and people side of government transformations that require cross-agency collaboration, such as the Lines of Business and other information technology based initiatives.Tackles key topics, spawns committees focused on those topics and provides a supporting structure to incubate those committees as future candidates for full SIG status.

Emerging Technology SIGAccelerate government application and integration of emerging commercial technologies to address business issues more effectively. Provide forum for interaction between government, industry and academia to proactively understand, apply, and provide input about emerging commercial technologies. Examples include: open source software; wireless/data convergence; service oriented architecture; services on demand; identity management; geospatial technologies; content management/data mining; and software and hardware advancements.



Enterprise Architecture SIGProvide practical EA implementation approaches and best practices and the use of the Reference Models in alignment with the President's Agenda.Provides thought leadership, objective advice, constructive review and best practices Support OMB’s Federal Enterprise Architecture (FEA) efforts and demonstrate value to Government Support the CIO Council’s Architecture Infrastructure Committee (AIC) and the OMB Chief Architect (FEAPMO) in identification of promising industry practices Advance the use and maturity of Enterprise Architecture Serve as a clearing house and POC to ensure a consistent voice on EA and related topics (including SOA)

Human Capital SIGBring industry and government executives together to exchange information, support professional development, improve communications and understandingSolve issues and build partnership and trust Discuss best practices in the human capital management and present results to the organizations such as Chief Human Capital Officer Council, Human Capital subcommittee of CIO council and Human Capital committee of CFO council etc.

Information Security & Privacy SIGFocus on being a primary contributor for our government partners to solve their key challenges of information security and privacy. Provide thought leadership to effectively enable government to address mission security and privacy needs Blend information security and privacy policies and focus on new technologies to enforce the policies.



Networks & Telecommunications SIGProvides a forum and clearing-house for on-going information sharing and education for members and government professionals. Collaborates with Government Advisory Panel to identify the key issues and set priorities for action. Provides industry perspectives on issues of interest and importance to government professionals. Provide clarity, impartial feedback and points for consideration

Small Business SIGBring small and large IT companies and Government agencies together discuss issues surrounding goals, set-asides, programs, and other issuesHelp small businesses become more mature contractors; to improve communication flow between the small business in the IT industry and governmentHelp the small business community connect internally and to government counterparts through networking Perpetuate leadership and best practices on the business development formula that works.

Cloud Computing Cross-SIG Task GroupFacilitate Cloud Computing related activities across various SIGs, at the request of the Federal Cloud Computing Working Group, to:Coordinate Cross SIG related activities on Cloud Computing Reduce duplicity of efforts and to promote cross pollination of ideas and activities Align the efforts of IAC SIGs on Cloud Computing with the needs and requirements of federal government Provide a mechanism and platform for SIG’s to collaborate and communicate effectively on the topic of Cloud Computing


Getting ConnectedGetting Connected

Visit www.actgov.org for additional information and to set up your user profile so that you begin receiving information about these and other activities today.

For information on the SIGs, contact John Shaw, Senior Manager, Shared Interest Groups at [email protected].

http://www.actgov.org/

mailto:[email protected]


ACT Strategic Agenda and ACT Strategic Agenda and InitiativesInitiatives

Prashant Gaur, ACT PresidentPrashant Gaur, ACT President


What Can you do?What Can you do?

(Answer : A lot ! And thank you for it !!)(Answer : A lot ! And thank you for it !!)


ObjectivesObjectives

• Lead ACT-IAC to add value on issues of strategic importance to government

• Bring ACT-IAC further together• Focus on education • Bring in the upcoming government leaders


What can you do ?What can you do ?

• Promote cross-SIG, cross government-industry projects such as VISTA modernization and Better Buy for acquisition reform – Recommend and guide projects with high impact

• Bring education to our activities to deliver value across multiple levels of government

• Add value to government by focusing on strategic agenda• Make SIGs the platform where government and industry can

work together on an ongoing basis as communities of interest

• Bring the next level of government leaders to be actively involved in ACT-IAC– Promote their participation in SIGs, MOC, ELC, ACT Board


An example of a value added projectAn example of a value added project

Mary Davie, ACT VP at LargeMary Davie, ACT VP at Large


Important LinksImportant LinksWebsite: Website: http://www.betterbuyproject.org/Wiki:Wiki: http://betterbuy.fas.gsa.govBlog:Blog: http://blog.betterbuyproject.com/Twitter:Twitter: http://twitter.com/GSA_FEDSIM

http://www.betterbuyproject.org/

http://betterbuy.fas.gsa.gov/

http://blog.betterbuyproject.com/

http://twitter.com/GSA_FEDSIM


VistA: A Case Study in VistA: A Case Study in CollaborationCollaboration


Original RequestOriginal Request

Federal Chief Technology Officer Aneesh Chopra Federal Chief Technology Officer Aneesh Chopra asks ACT for industry perspectives on modernizing asks ACT for industry perspectives on modernizing legacy systems.legacy systems.

VA’s VistA cited as an example.VA’s VistA cited as an example.


What is VistA

Veterans Health Information Systems and Technology Architecture (VistA)

Enterprise-wide health information system built around a comprehensive, longitudinal electronic health record that is used by VA to provide care to over 5.5 million veterans at 163 medical centers, 850 clinics and 135 long term care facilities in all 50 states supporting over 190,000 medical professionals


The “Egg” – a depiction of VistAThe “Egg” – a depiction of VistA

SECURITY

MAILMAN

MANAGER

MENU MANAGER

RPCBROKER

TASKMANAGER

VA FILEMAN

INTEGRATED DATABASE

KERNEL

VISTA SOFTWARE PACKAGESREHAB

MEDICINE ACCOUNTSRECEIVABLE LIBRARY

NURSING

RADIOLOGY

BLOODBANK

SOCIALWORK

MENTALHEALTH

ENGINEERING

ONCOLOGY

DIETETICSINPATIENTPHARMACY

OUTPATIENTPHARMACY

MEDICALCARECOST

RECOVERY

SCHEDULING

WOMEN’SHEALTH

MEDICINE

BAR CODEMEDICATION

ADMINISTRATION

SURGERY

DENTAL

LABORATORY

PATIENTFUNDS

ADMISSIONDISCHARGETRANSFER

MEDICALRECORDSTRAINING

VOLUNTARYSERVICE

INTEGRATEDFUNDS

CONTROLACCOUNTING &PROCUREMENT

ENROLLMENT

PROBLEMLIST

HEALTHSUMMARY

CLINICALREMINDERS

CONSULT /RESULT TRACKING

AUTHORIZATIONSUBSCRIPTIONUTILITY (ASU)

TEXTINTEGRATIONUTILITIES (TIU)

COMPUTERIZEDPATIENTRECORDSYSTEM

(CPRS GUI)

VistAIMAGING

WARDS

DRUGS

PERSONS

INVENTORY

PRESCRIPTIONS

IMAGES

LAB RESULTS

PATIENTS

BLINDREHAB

SPINAL CORDINJURY


IAC VistA Modernization Committee IAC VistA Modernization Committee CharterCharter

Assist the Department of Veterans Affairs in understanding the issues associated with the modernization of VistA

• What is an appropriate strategy for modernizing VistA and transitioning it to a more current and innovative architecture?

• Is VistA a system that could be deployed to a wider community? If yes, what is the most appropriate deployment model: open source code; cloud computing; business process/methodology; other?

• If VistA is deployed and used by other government agencies or private sector entities, what organizational and management structure should be developed?

• What are the opportunities and impact of modernizing and deploying VistA upon private industry, the healthcare community and other key groups.

• Based on the above, what principles and best practices should be documented and distributed for use by other government agencies considering similar issues?


ProcessProcess

• Call for industry volunteers – 42 companies responded

• One representative from each company

• Project manager

• Principles of operation

• Corporate hats left at the door

• Respect the process and the charter

• Continuing participation

• Consensus based


Organizing for the TaskOrganizing for the Task

• Sub Committee Structure– Terms & Definitions – Alternatives– Modernization Architecture– Models & Extensions– Deployment Models– Governance Models– Opportunities & Impacts – Reports & Presentations– Executive Committee

Alternatives Considered (1)Alternatives Considered (1)

CommentsX Prize one chance to get it right; big payoff for winner; everyone else loosesAngel Ventures lots of bets; 20% likely to pay off; suffers from lack of contact with usersSingle Threaded Big Bake Off

while made to work in some cases, generally this approach costs more, takes longer, and delivers disappointing functionality (DHS's ACE, FAA's ATC system, IRS, etc.)

Big Bang Modernization suffers from Brook's Second System effect -- try to do too much with too many and for too long; almost always fails

Oregon Experiment the beauty here is that many of the tiny projects are sure to be successful, the middle size projects are likely to succeed, and the mega projects will be more likely to succeed

Buy COTS some functionality (possibly excellent functionality) but difficult to integrate and to tailor to the specific needs of VA and the Federal Government

Cope and Hope not likely to succeed, very little invested, very modest expectationsCall in the Military they'll deploy in great numbers, work quite hard, and deliver much less

than is required; bring heavy weight process, long duration development process with them

ARPA great results, sooner or later; it takes a long time, but great innovations have been funded using this approach; it takes decades

FFRDC slow, not too innovative, middling expensive; a little removed from customer realities

Structured Open Source a currently popular approach; what people really want is affordable, high quality software which accomodates the business needs of the target user communities


Alternatives Considered (2)Alternatives Considered (2)

Manhattan Project this is an expensive, long shot which may not even be possible given current laws; but it certainly worked well in mid-1940's

NSF the classic government funded basic research model; research is so basic that it may or may not apply to anything; if there is a "score", it's likely to be a really big one...

Stock Market for Ideas a way to capture and promote innovative new ideas across a substantial, geographically dispursed organization; the good ideas are not necessarily buildable within allowable budget and schedule

Skunk Works slow to materialize, but consistent and important output once some experience is developed

Stumble Forward steady innovation with confidence, but no radical break thrus and it is relatively expensive

Healthcare IT Extension Service

support geographically diverse universities and researchers to find fundamentally new capabilities

Toucan fund “two-somes” to build applications that would help them do their job

Reengineer what we have; no new function manage scope rigorously; decommission before extendingEvolutionary Modernization

slowly replace major “chunks” of VistA with more modern applications and associated architecture


Most Practical AlternativesMost Practical Alternatives

Reengineer VistA

Toucan

Stumble Forward

Structured Open Source

Buy COTSBig Bake Off

combinations are both possible and encouraged


NIHN NIHN

VistA NexGenOpen Source Core

Ecosystem

VistA NexGenOpen Source Core

Ecosystem

Supported Operating SystemsSupported Operating Systems

Security ServicesIdentity Management

Application Programming Interfaces

Data Structures Terminology

Rules Development and Enforcement

Test & CertificationData Base Functions

OperatingEnvironment

Open Source Application Development Environment

Sand Box Application Development Environment

VA CUSTOMAPPLICATIONS

OPEN SOURCE APPLICATIONS

COTSAPPLICATIONS

PROPRIETARYAPPLICATIONS

PROPRIETARYSYSTEMS

PROPRIETARYAPPLICATIONS


Implementation Strategy


Committee Deliverables

•Report•Recommendations•Multiple Audience Presentations•Supporting Documents and References•Methodology and Models•Lessons learned


How have we done it?How have we done it?

Timeline• 9/14/2009 Request Received from VA• 10/14/2009First Meeting• 11/23/1009VA Hosted VistA Demo • 1/16/2010 First All Day Off-Site• 4/23/2010 Final Report to IAC • 5/1/2010 Report Delivered to VA


Education Initiatives and the Education Initiatives and the SIGsSIGs

Mike Mullen, IAC VC at LargeMike Mullen, IAC VC at Large

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