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Acquiforce H4D Stanford 2018 final presentation
1. Acquiforce
Original Problem Statement:
âEnable acquisition
professionals to automatically
develop and coordinate
program documentation.â
Final Problem Statement:
âEnable program managers
to make better, faster
program decisions with
fewer documents.â
104 interviews
Mackenzie Burnett Abhay Agarwal Mike Van Wyk
Support Team: Tom Bedecarre (Mentor), Section 809 (Sponsor)
Team Acquiforce:
2.
3. At first, we thought it was just an automation issue.
Status Quo
â Programs spend on average 7
years emailing around 100+ page
paper briefs written in
WordPerfect to make $250m+
acquisitions
â Only half of the documents
considered to be of high value
âHelp us enable acquisition
professionals to automatically
develop and coordinate program
documentation related to a
defense acquisition.â
4. So, we interviewed 104 different stakeholders...
â Action Officers
â Program Managers
â PEOs
â KOs
â SOCOM
â Industry
â From defense contractorsâŠ
â ...to four star generals.
5. ...helped by Lean Startup methodology.
Partners Activities Value Proposition Buy-in/Support Beneficiaries
Navy acquisitions leadership
Section 809
Congress (approves of 809
panel recommendations)
Politicking, crafting
recommendations that meet
multiple stakeholdersâ needs
Creating
Solving Customerâs Pains
- Automate paperwork
- Best practices are easy to find
- Fewer approvals
- Identification and reduction of
risk
- Complex process is much
more understandable
- Saves individuals money
Customerâs Gains
- More time for strategy and
planning
- Shorter process, closer to
users & resources
Section 809
Congress
IT administrators
Primary: Program Managers
(PMs)
Secondary: DoD leadership,
Operational commanders,
Warfighters
Stakeholders: Other acquisition
professionals, requirements
professionals, and contract
officers. Section 809 Panel. For
deploying software solution,
NSA, internal Marine Corps.
Congress.
Key Resources Deployment
Access/Experience: From team
network, understanding of
internal acquisition process
Technical Skills: Building web
interfaces and maintaining
database of RFP-related
templates
Section 809 report
Naval Constellation Slack
ASN(RNA)
1) Policy/SAMP
2) Platform Dev
3) Intra-naval âstartupâ with
authorities and latitude
Cost and Operating Plan Mission Achievement
Budget/Cost Timeline
- 1 FTE devoted to IT - 1 year for initial rollout
Published as part of Section 809âs reports, implemented in Sharepoint in Navy/Marines
-80% utilization across assigned program
-50% elimination of process delays
6.
7. What are the core issues really at stake?
Status Quo
âHelp us enable acquisition
professionals to automatically
develop and coordinate program
documentation related to a
defense acquisition.â
â Too slow
â Too much paperwork
â Doesnât utilize existing tools
â Hard to know what
information one needs to
make âbetterâ program
decisions
8. Our teamâs journey through the past ten weeks.
Automate
document
creation
Increase quality
of docs
Speed up
approval
chain
scheduling
Use contracting
vehicles
Share best
practices
through better
communication
Streamline and
automate
documentation for
big programs
Use contracting
vehicles
Week 1 Week 2 Week 3 Week 4 Week 5, 6, 7, 8, 9
Make sure all
parties have the
information and
relationships they
need to make
good decisions
Streamline and
automate
documentation
for programs
9. Week 1: Document generation or approval chain?
âDocuments arenât hard to generate; theyâre a
pain in the ass and a pain in the ass to get
approvedâ
- Section 809 Commissioner
âItâs not hard to build documents from scratch.
Whatâs really a problem is the timeline it takes
to get from person to person at all approval
levels.â
- Program Manager, Navy
âI can get on a generalâs calendar in three
months from now and then have him cancel
day of.â - Program Manager, Air Force
10. Week 2 MVP: Is scheduling the problem?
S M T W T F S
11. No, the problem is risk aversion and uncertainty.
âAcquisition folks are afraid of making a bad decision
or not seeing a risk that will ruin the program.â - Navy
SES
â[My boss] would never sign anything unless [they] read
everything [themselves]...Especially given volume and
length of documents -- really complicated acquisitions
stuff...documents would sit on desk for 1-2 months.â - Flag
Aide, CNI
âThe acquisitions process suffers from higher-
upâs ability to do...a âpocket vetoâ â ignore
paperwork as a means to avoid taking
responsibility for a potentially risky decision. In
the DoD, the incentive is not to rock the boat
and not to take risks.â
- Navy Officer
14. ...and better understanding our beneficiaries.
Action
Officers
Contracting
Officers
Operations
Acquisition
Leadership
Requirements
Officers
Budgeting
and Funding
Industry and
Service
Providers
Program
Managers
Congress
15. Week 4: What are the core issues really at stake?
Status Quo
âHelp Section 809 enable program
managers to make better, faster
program decisions with fewer
documents.â
â Too slow
â Too much paperwork
â Doesnât utilize existing tools
â Hard to know what
information one needs to
make âbetterâ program
decisions
Team
Acquiforce
16. What are characteristics of a successful program?
â Flexible requirements that actually reflect user needs
â Constant communication at every level
â Skin in the game, feeling part of the mission
â Transparency through live-updating dashboards
â Social rewards for risk taking and delivering âproduct-
mission fitâ
â It gets killed off if it is actually bad
17. Interview feedback about the communication gap.
âThe problem is that these acquisition
programs are too separated from feeling part
of the mission.â - Navy PM
âThe teams that are the most successful are the ones that
are in constant communication with their operators and at
every level of the hierarchy.â
- Navy Acquisitions Executive
âI think the biggest issue is lack of communication
(and access to information) across organizationsâ
- AF Action Officer
18. Week 5: Lack of communication is also a core issue.
Status Quo
âHelp Section 809 enable program
managers to make better, faster
program decisions with fewer
documents.â
â Too slow
â Too much paperwork
â Doesnât utilize existing tools
â Hard to know what
information one needs to
make âbetterâ program
decisions
Team
Acquiforceâ Different stakeholders donât
communicate consistently
19. Lack of communication seeds mistrust between
communities.
âITâS THEIR
FAULTâ
Acquisitions
Requirements Operators
âSuperior caste of
anointed onesâ
âThey donât know
what they wantâ
âCanât build a good
program with bad
requirementsâ
âShine the turd and
move onâ
âThey donât know
what theyâre talking
aboutâ
âTheir process is more
important than their
productâ
âThey never get
anything I actually
needâ
âTheyâre not real acquisitions
professionals, they donât
know what theyâre talking
aboutâ
20. (We only built a triangle. Itâs really a
dodecahedron.)
â Resourcers
â KOs
â SOCOM
â High-rank
â Low-rank
â Politicians
â Services
â Contractors
â Industry
21. Week 6: Final MVP Goals
POLICY: Streamline documentation needs according to best practices
â Reduces unnecessary documentation
â Proven track record already (de-risked)
TECHNOLOGY: Automate documentation, live update key info in Sharepoint
â Automates where it makes sense
â Uses existing and implemented technology as much as possible (I3A3,
Sharepoint, MS Office, mIRC)
PROCESS: Formalize âbusiness rulesâ (use of Sharepoint and inter-stakeholder
communication)
â Addresses âTriangle of Mistrust,â or trust gap between stakeholders
â Democratizes knowledge base of best practices based on data, not
conventional wisdom
â Decreases required meetings that delay progress forward
23. Value Proposition for Program Managers
Typical user Jobs to do
âȘ 20+ years of
service, O-6
(40+ years
old)
âȘ Acquisitions
professional
for 10+
years
âȘ Likely spent
~10 years in
the
operating
forces
âȘ Develop
program
plan that will
be most
successful
âȘ Generate
and
coordinate
program
docs
âȘ Supervise
programs on
cost,
schedule,
and
performance
Benefits of current model
Pains of current model
âȘ Not risky: When in doubt,
do every document
mentioned in the DoD
5000 and wonât get in
trouble
âȘ Familiar: Donât have to
learn a new tool
âȘ Takes a really long time
âȘ Waste time on
unnecessary documents
âȘ Donât have critical
program information
âȘ Hard to learn from best
practices across DoD
Benefits added
âȘ Reduce penalties
for taking risks
âȘ Increase rewards
for delivering
what people want
âȘ Uses all existing
tools within the
DoD
âȘ Reduces time by
months or years
âȘ Reduces # docs
âȘ Surfaces critical
program info
âȘ Learn about best
practices from
across DoD
Solution
âȘ Creation: Use
templates or
automatically
generate from
database.
âȘ Collaboration:
Use a common
document
repository and a
knowledge wiki.
âȘ Communication:
Get Slack/mIRC
notifications and
use real-time chat
to communicate
across all
stakeholders.
âȘ Approvals:
Dashboards show
critical info.
24. Weeks 7 -9: Getting further validation from surveys
â â#slackâ
â âA shared situational awareness sync buttonâŠâ
â âA networked program⊠to ensure that âtruth dataâ is sharedâŠâ
â âCommunication (and access too [sic] information) across organizationsâ
â âLack of acceptance of technology⊠to collaborate and communicateâ
â â...being able to cut out unnecessary documentation.â
25. Looking back at our journey...
Automate
document
creation
Increase quality
of docs
Speed up
approval
chain
scheduling
Use contracting
vehicles
Share best
practices
through better
communication
Streamline and
automate
documentation for
big programs
Use contracting
vehicles
Week 1 Week 2 Week 3 Week 4 Week 5, 6, 7, 8, 9
Make sure all
parties have the
information and
relationships they
need to make
good decisions
Streamline and
automate
documentation
for programs
26. âYou have the right visionâ
Component Acquisition Executive
33. Bottom Line: We need a Darwinian DoD
â We were asked to do something in a paradigm we started
to question
â We need to develop and acquire technologies that are
precise, responsive, modern and software-defined
â We didnât want to ossify current system into software
â Stagnant systems are vulnerable systems
â Instead, we wanted to enable the feedback loops that help
the system learn (i.e. evolve)
34. Our next steps
Submit recommendation to Section 809 Panel to
then go to Congress
Give prototype of an integrated knowledge base,
program dashboard and real-time communication
tool to Navy acquisition leadership
35. Thank you!
Our work would not have been possible without our sponsors at Section 809
(Shirley Franko and Darnelle Fisher) and numerous other supporters, including the
teaching team, TAs (especially Paricha Duangtaweesub), H4D military liaisons, and
our mentor Tom Bedecarre. Additionally, a special thanks to individuals at the
following organizations:
Hinweis der Redaktion
Hi, we want to talk to you about the most dangerous problem within the DoD
Soldiers in Afghanistan are purchasing their own equipment, because the process is failing them
We triple checked on the WordPerfect too
With a focus on Navy and Marine Corps
With a focus on Navy and Marine Corps
We quickly realized it was much more complicated than we thought. Shirley wanted us to focus on POST-MILESTONE B MAJOR DEFENSE ACQUISITIONS PROGRAMS in the DEFENSE ACQUISITIONS SYSTEM ONLY
So with that, we took our sponsorâs problem statement as our first hypothesis to test.
So we started talking to aides of generals to better understand
Well, this seems like it sucks so
Is there a faster way around this process, and what have people already tried to do? These turned out mostly to be red herrings for larger programs, but could really help with smaller programs
âAcquisition professionalsâ mean a lot of things. We realized that PMs are the ones to focus on because they were the most important acquisition professional for our MVP
We came up with a new problem statement we felt better fit the core issues
On the phone every week with operations teams and other stakeholders
Acquisition program teams feel like part of the mission, including being part of mission briefs
Dashboards are live updated to show critical program information to stakeholders, including operations teams
Adding the communication layer
Thanks Team TrackID
In addition to our individual interviews
And, by Week 7, we felt confident in our direction.
File
Wiki
Slack
We heard over and over and over again that this system was broken. What we donât want to do is put this into software.
Bring it back to the lonely Marine
We wanted to help with the transition to a better system, not ossify the current system. Yes, we think our system can shave years off of timeline, but the real point is that the DoD needs to think about constant development, not development â sustainment
Build in a feedback loop to people and programsEmbrace alternative methods for smaller acquisitionsEnsure real-time communication across communitiesReduce unnecessary documentation Use existing technology as much as possibleReward risk-takingBase incentives for success mostly on product-mission fit rather than cost and schedule performance
Communication processes and toolsCritical program information for better decision making Mentality of tailoring documentation to programEnabling anonymous feedback and culture of risk-takingPrioritizing IT/administrative investment