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OPPM Implementation for the US Air Force. Presented at Oracle OpenWorld 2010. Carolyn Reid – Guident Jeff Melrose - Oracle. Guident Headquarters 198 Van Buren St., Suite 120 Herndon, VA 20170 Phone (703) 326-0888 Fax (703) 326-0677 www.guident.com. U.S. Air Force – An Overview.

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Oppm implementation for the us air force

OPPM Implementation for the US Air Force

Presented at Oracle OpenWorld 2010

Carolyn Reid – Guident

Jeff Melrose - Oracle

  • Guident Headquarters

    198 Van Buren St., Suite 120

    Herndon, VA 20170

    Phone (703) 326-0888

    Fax (703) 326-0677


U s air force an overview
U.S. Air Force – An Overview

  • Formed: September 18, 1947

  • Human Resources

    • 350,000 Active Personnel

    • 69,000 Reserve Personnel

    • 95,000 National Air Guard Personnel

    • 57,000 Civil Air Patrol

    • 151,000 Civilian Personnel

  • Assets

    • 5,800 Aircraft (2,200 are fighters)

    • 180 Combat Aerial Vehicles

    • 2,200 Cruise Missiles

    • 450 ICBMs

    • 32 Satellites

  • Budget: $170B (FY 2011)

Air force organization
Air Force: Organization

Air Force Mission:

Fly, Fight and win in Air, Space and Cyberspace

  • SECAF: Secretary of the Air Force

  • Air Staff: Military Advisors

  • MAJCOMs: Major Commands – Subdivisions Having Specific Portion of AF Mission

  • Aerospace: Expeditionary Task Force (ASETF)

  • Field Units: MAJCOMs, Field Operating Agents (FOAs), Direct Reporting Units (DRUs)

  • AOC: Air Operations Center

  • Wings: Distinct Mission with Significant Scope

Introduction to USAF

2011 Budget

“The strategic environment is constantly changing, requiring more flexibility to provide the best mix of capabilities and resources to meet the Quadrennial Defense Review and Strategic Review priorities. Interaction across the changing strategic environment creates new and evolving threats that require innovative ways to apply forces, technologies and the resources that enable them.”

U s air force strategic landscape
U.S. Air Force: Strategic Landscape

Out with the old…

Accelerate legacy aircraft retirement

Reorganizing commands to be more efficient

Capabilities designed to defeat enemy with similar capabilities

In with the new…

Intelligence, surveillance and reconnaissance

Upgrade existing strategic aircraft

Joint Strike Fighter

Upgrade in-flight refueling capabilities

Modernization of software, radar electronic warfare capabilities

Project background
Project Background

  • Portfolio Management Capability

    • Bad data

    • Disjointed and redundant processes throughout Air Force

    • An audit on the AF IT Portfolio Management recommended SAF/XC to “Procure a COTS tool to assist all levels of portfolio management”

  • Organization Responsible

    • AF CIO SAF/XC defines and operates Portfolio Management

  • Portfolio

    • Support Review and Monitoring of 200 programs across all MAJCOMs and Agencies of the Air Force

  • Portfolio Management Tool

    • Conducted Analysis of Alternatives to select a Portfolio Management tool and Selected Oracle Project Portfolio Management (PPM)

Pfm program purpose
PfM Program Purpose

  • Drive to an effective enterprise-wide solution to support:

    • Planning, creating, assessing, balancing and communicating the execution of the Air Force Portfolio

  • Supports goal to optimize the use of scarce resources to support strategic goals and the Warfighter Integration vision of:

    • Transformation,

    • Transparency

    • Accountability

    • Driving out redundancies

    • Driving out inefficiencies

  • Pfm program goals scope
    PfM Program Goals/Scope

    • Goals

      • Enforce data integrity

      • Limit or eliminate data calls

      • Allow the organization to be more agile through enhanced data capture and allow on-the-fly adjustments

      • Meet compliance and regulatory requirements

      • Provide Analytics for Decision Making

      • Provide streamlined, shortened, standardized and automated processes and data centralization

      • Help ensure achievement of Air Force capabilities

    • Scope

      • Implement OPPM to work with all processes related Portfolio Management

        • Bringing together groups from across the Air Force to standardize processes

    Process Working Groups

    Life Cycle Management





    Funding Requests



    C&A, NDAA,

    FISMA, etc.






    Execution Planning

    Funding Prioritization


    IT Budget

    Budget Allocation

    Structure/ Architecture

    Priorities / Goals


    Performance/ Impacts


    Deconstructing the program
    Deconstructing the Program

    Program Management Problems

    No budget visibility to execution level projects

    Link to consistent capability model

    Little visibility into impact of funding decisions

    Planning budget in one system and execution budget is in another…

    What is a Program

    Combination of executable projects and the funding actions that develop and sustain a program


    Deconstruct Programs into hierarchical portfolios of:



    Funding Actions

    Link each via dependency relationships

    Portfolio management process
    Portfolio Management Process










    What capabilities do

    I want/need to do?


    What programs/ projects do I choose to do?

    Objectives Performance Metrics

    Proposed Portfolio Measured against Objective Criteria




    MS Project


    Prioritized Funding Actions

    • Develop POM

    • Execution Plan

    • Execution Year


    How are my program/ projects doing?

    • Performance

    • Delivery

    • Program/

    • Project Mgmt

    • Monitoring


    How did my program/ projects do and did I deliver the intended capability?

    Planning and budget allocation
    Planning and Budget Allocation

    • Provide multi dimensional analysis to re-align funding and communicate funding needs

    • Provide Financial accountability for budget in MAJCOM accounts

    • Provide visibility and analytical capability to decision makers

      • Application of Objective criteria to rack-n-stack portfolio

      • President’s budget

      • Spend Plans

      • Execution Status

      • Investment Justification

      • Impacts from changes in funding

    Program budgeting1
    Program Budgeting

    Predefined ‘value lists’ of valid values for analysis, data quality

    Red/Yellow/Green indicators automatically calculated based on business rules

    Accounting detail, parameters to query in ABIDES to get financial data for this program

    Program budgeting2
    Program Budgeting

    Metrics and Data Rolls Up to a Portfolio Level. Drill down into a mission area to see the programs in that portfolio.

    Budget analysis
    Budget Analysis

    Select any portfolio to analyze

    70% of the Programs are underfunded

    Axes can be any Value list or Numeric field (any non-Text field)

    Color by any R/Y/G metric, size by any cost value (FY, Appropriation, etc.)

    Scoring model for prioritization
    Scoring Model for Prioritization

    Calculated Health Score

    Risk status
    Risk & Status


    High PoPS

    Low MAR

    It compliance management
    IT Compliance Management

    • Collect critical data for compliance and provide analysis to easily view activities required to comply

    • Areas of Compliance:

      • Federal Information Security Management Act (FISMA)

      • National Defense Authorization Act (NDAA) & Clinger Cohen

      • Privacy Impact Assessments (PIA) & System of Records Notice (SORN)

      • ESP/ETP

      • 508 Compliance

      • Freedom of Information Act (FOIA)

      • Internet Protocol version 6 (IPv6)

      • Records Management

    It compliance management1
    IT Compliance Management

    • Working with Air Force Materiel Command to implement the Compliance processes

    • Analytics and reports to view information vital to compliance to regulatory requirements

    System certification accreditation1
    System Certification & Accreditation

    When do certifications expire?

    System certification accreditation2
    System Certification & Accreditation

    Will system owners be ready for the wave?

    Lessons learned
    Lessons Learned

    • Standardization is difficult across a huge organization

      • You already knew that!

      • Do not put bad processes in a new tool.

      • Beware of those who want to opt out when you are trying to standardize – what are their motives?

    • Communication is key to helping gain user acceptance

      • Reduce resistance to change as much as you can

      • Make sure rollout plan is communicated to all potential users

    • Need buy-in and sponsorship at the top level

    • Make new processes easier for the users

      • Provide good training & guidance

      • Incorporate their needs – user adoption drives good data

    Still to be done
    Still To Be Done

    • Complete Configuration for Compliance Management

    • Configuration for Capability Management

    • Lifecycle Management Standardization

    • Rollout Resource Management across all MAJCOMS

    • Complete POM configuration

    • Rollout POM across all Panels

    • SOA solution to tie together information across different Air Force applications

      • Will analyze to determine areas for replacing inefficient systems

    • Implement Capital Planning and Information Control (CPIC) module

    Implementation value
    Implementation Value

    • Implemented Best Practices

      • Brought Army in to share their experiences

      • Utilized DoD solutions

    • Streamlined and shortened processes

    • Visibility into data previously difficult to obtain

    • Eliminated labor intensive activities

    • Helped resolve data issues

      • Stopped arguing about data integrity and started discussing the true value of each program needing budget to optimize funding

    • Tied Investment to Strategy

    Implementation value1
    Implementation Value

    • Replacing Legacy Systems

    • Users saw the value-enthusiastic users!

      • What you want out of any solution!

      • Users friendly processes and Tool

    • Centralizing Data

      • Improving Data Integrity

      • Improving visibility and transparency

    • Establishing standardized processes across different divisions of the Air Force

    • Improved information for decision making