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Special Operations Forces (SOF) Information Technology Enterprise Contract (SITEC)

Special Operations Forces (SOF) Information Technology Enterprise Contract (SITEC). Mike Langlois HQ USSOCOM/J61 20 Sep 2012. Agenda. SITEC Construct SITEC Model – “The Towers” Information Technology Management Office Positives Challenges Considerations Schedule of Recompetes

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Special Operations Forces (SOF) Information Technology Enterprise Contract (SITEC)

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  1. Special Operations Forces (SOF) Information Technology Enterprise Contract (SITEC) Mike Langlois HQ USSOCOM/J61 20 Sep 2012

  2. Agenda • SITEC Construct • SITEC Model – “The Towers” • Information Technology Management Office • Positives • Challenges • Considerations • Schedule of Recompetes • Conclusion

  3. SITEC Construct • USSOCOM transition from T&M to performance-based IT contract on 1 Apr 2011 • DOD influences • NDAA 2008 prohibits contracts over $100M to a single source • DoDI 5000.02 mandates a strategic, enterprise-wide approach, and delegates approval for services contracts over $1B to USD/AT&L • USD/AT&L directed performance based contracts with shorter duration • Contract structured on ITIL • Fixed unit price / variable quantity • Increase in requirements = more $ • Decrease in requirements = less $ • Ability to accurately define costs for new requirements or growth

  4. SITEC Construct • Increased role of incentives • Option years (Exceeding Service Level Agreement Targets) • Internal efficiencies (SIPs) • Monetary rewards for demonstrated cost savings (VECPs) • Objectives • Enable and improve IT in support of mission operations • Increase control, transparency and accountability over IT Ops • Foster effectiveness and innovation • Drive cost optimization • Foster communication and information sharing • Establish flexible and scalable contract supported by a strong metrics program • Foster competition • Enable Net Centricity

  5. Re Re - - compete compete Re Re - - compete compete Re Re - - compete compete Re Re - - compete compete Re Re - - compete compete Re Re - - compete compete SITEC Model – “The Towers” IT Service Management USSOCOM (ITMO) Single Award Application Mgmt Funding, Contracts OLAs, ACAs Performance Management, SLAs Data Center Services Multiple Award OLAs and ACAs OLAs, ACAs Single Award Specialty Services Re Re - - Process Interactions compete compete OLAs, ACAs Governance Enterprise Networks Multiple Award OLAs, ACAs Single Award Production/ETI* OLAs, ACAs • Program Management • Requirements Definition • Performance Management • IT Service Management and Integration • Enterprise Architecture • Governance • Demand Management • Relationship Management Distributed Computing Multiple Award OLAs, ACAs Single Award OLAs, ACAs * - Not awarded

  6. IT Management Office (ITMO) ITMO Division Chief COR/Source Selection Mgr IT Service Mgmt Jacobs PM Data Center HPES PM Contract Financial Analyst Distributed Computing L3 PM Enterprise Networks GDIT PM IT Service Design Mgr IT Service Transition Mgr IT Service Mgr SLA Mgr Cost Plus Enterprise Demand Mgr SOF Integration Facility (SIF) Mgr Enterprise Asset & Config Mgr Enterprise Chg & Release Mgr USASOC ITMO Rep AFSOC ITMO Rep MARSOC ITMO Rep NAVSOC ITMO Rep SLA Mgr Unit Based Service Catalog Mgr JSOC ITMO Rep

  7. IT Management Office (J61) • Direct report to USSOCOM J6/CIO • Facilitates IT Service Management processes for the Enterprise • Charged with implementing ITIL across USSOCOM • Established an ITMO representative at each Component and JSOC • Single POC for SITEC issues – customer and contractor interface • Monitor/report contractor performance via SLAs • Monitor/track/verify billable assets for cost reconciliation

  8. Positives • Competition drove costs down • Focus is on the mission vice PWS • “Hit the ground running” -- incumbent hiring was a priority • Willing to do the hard work • Improvements every day • Smooth transition; cooperative • Ops research analyst to analyze staffing plans

  9. Challenges • Enterprise concept eludes most • Business as usual • Site agenda over Enterprise initiatives • Cultural shift • T&M mentality lingers at all locations • Where’s my guy? • Tower collaboration still maturing • Inherited backlog of CRs and projects has only grown over time • New requirements come fast, unplanned • Short suspenses • ITIL processes under development (well after the fact)

  10. Considerations • Capture of incumbents • Good news / bad news story • Salary “reset” • “Poaching” and job hopping • Security clearances, badging, CACs, SCI Indocs • Plan ahead • Coordinate early with security and SSO • Clearly articulate expectations and requirements • Conflicting interpretations between vendor and government

  11. Recompete Schedule • Application Management – Jul 2014 • 1- year Base + 2-year option • Data Center – Apr 2015 • 2-year base + 2-year option • Distributed Computing – Apr 2015 • 2-year base + 2-year option • Enterprise Networks – Apr 2016 • 2-year base + 3-year option • Specialty Services – Jul 2016 • 1-year + 4-year option • IT Service Management – Aug 2017 • 2-year base + 4-year option

  12. Conclusions • SITEC construct is our standard • Incorporating lessons learned into next iteration of PWS

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