JimHu~ Wildland Fire Information and Technology (WFIT) Investment Management Overview. Kim Thorsen. Deputy Assistant Secretary- Public Safety

Transcription

1 Wildland Fire nfrmatin and Technlgy (WFT) nvestment Management Overview Kim Thrsen Deputy Assistant Secretary- Public Safety Resurce Prtectin and Emergency Services Department f the nterir JimHu~ Deputy Chief State and Private Frestry US Frest Service May 30,2014

2 Cntents Overview... 2 WFT Gvernance Structure... 2 WFT Rles and Relatinships... 3 OCO (Office f the Chief nfrmatin Officer)... 4 Executive Bard (EB)... 4 Prgram Bard (PB)... 5 Fire Management Bard (FMB)... 5 Planning Wrking Grup (PWG)... 6 Develpment Wrking Grup (DWG)... 6 Operatins & Maintenance Wrking Grup (O&MWG)...,... 6 User Advisry (UAG)... 7 Emerging Technlgy Grup (ETG)... 7 The WFT Prcess... 7 WFT Life-cycle Prcess... 7 dea... 8 Cncept... 9 Prpsal Develpment... 9 Prject Planning... 9 Prject Develpment Operatins and Management WFT Summary... 11

3 This dcument is designed t intrduce the cncepts and management structures assciated with the Wildland Fire nfrmatin & Technlgy (WFT) prgram. The WFT management and prcess structures are designed t accmplish tw main gals: Effective leadership and management fthe WFT prgram in supprt f wildland fire business requirements and pririties. mprve the quality and efficiency f wildland fire infrmatin and technlgy services and capabilities. Refer t the WFT website fr mre detailed infrmatin abut the prgram. Overview WFT is a series f chesive prcesses develped in respnse t the ever increasing need fr an integrated interdepartmental-interagency methd t manage the cmplex wildland fire investment nfrmatin Technlgy {T) prtfli. The prgram meets these needs thrugh the develpment f a repeatable business prcess integrating the: WFT prtfli management prcess represented by a strng gvernance structure and a series f T and prject management prcesses. Prject apprval and funding prcess. Under this gvernance and management structure, the underlying funding surces fr new prjects, nging investments, and supprting staffs and infrastructures des nt change. Each agency cntinues t prvide apprpriate funding. WFT budget management prcess. Success f the WFT investment management prcess requires crdinatin and integratin with the fire agencies, and the Department-level investment management and budget management prcesses. t maintains the integrity fthe reprting relatinships within the USDA Frest Service and Department f the nterir wildland fire management prgrams and persnnel. The WFT gvernance structure prvides a single mechanism fr identifying and managing WFT investments. t supprts and implements strategic business prgram directin n behalf f entities such as the Wildland Fire Leadership Cuncil (WFLC) and the Federal Fire Plicy Cuncil (FFPC) t establish business gals and requirements. t als allws fr the intrductin f new ideas frm any ther surce including (but nt limited t) NWCG Cmmittees, prject and investment managers, Fire management leadership, r Field users. n this way, the WFT prgram makes its stakehlders participants in the prcess. The idea can be a new way t slve a business prblem, an enhancement/revisin t an existing prduct, r a design in respnse t a new requirement. The nvestment Review Bards (RBs)/STAT Executive Cmmittee {EC) and related gvernance and management grups have final apprval authrity ver strategic directin and individual investments. The WFT gvernance structure is based n a set f cllateral duty "bards" cmprised f existing U.S. Frest Service and Department f the nterir staff assciated with wildland fire prgrams, each supprted by permanent staff directly assciated with the bards and wrking grups. See Figure 1.

4 - VSDA/-$rvlw/(lCO lrtnest:mi!r!llllflliew-duin: Exe<u!ille Bard U$!lA,FS E WJ~w CO.r DClt [~recuthle Chair 001/0QO i$l'ate'"""'""t"'""'- r t l'lannlngwrlci" Grup !>rati:tam Bi!Jd Are Mai1i1J!!!ml!nt Bard U$!lA,FS T Chair USOAft$ ~...,.Chir OOTChlair 001 Bu!inessOiair j r ~ User Ad visr j Gru p ' ~ f!lm::amm!md an T lnvr.st~menb; C:U$ln4!Sli ll<"" j Develpment Wrkln& Grup , Operatins and Maintenance WrlcingGrup : ~ E;1{iltlftf.! thrl lnv~m~mt Pr~~ ft:qm Pr~tt P'brm!ng thrgh O&M i -.,...,..,~ Emerslns Technl<ll!'l <irwp Figure 1- WFT Gvernance and Management Structure The bards are respnsible fr crdinating, directing, and verseeing wrk cnducted by existing wildland fire prgram staff, t ensure that the WFT prtfli is planned, develped, and implemented in an efficient manner t meet business requirements. The bards als determine necessary funding requirements and allcate csts in a fair manner. The PB, FMB, and the EB wrk clsely with DOl and USDA fire prgram management rganizatins t identify funding requirements and build these int agency budget requests and annual wrk plans. Each bard and wrking grup has specific rles, functins, respnsibilities, authrity, and accuntability. Hwever, the cllabratin between the bards/grups allws fr the develpment and implementatin f standardized business prcesses and prcedures including wrkflws, decisin making prcesses, and standard perating prcedures. Refer t the WFT website t review charter dcuments fr bards and wrking grups. WFT Rles and Relatinships The Executive Bard (EB), Prgram Bard (PB), and Fire Management Bard (FMB) wrk tgether t manage wildland fire business requirements and their technlgic implementatin. This includes: Champining WFT requirements, Pririties and investments with agency gvernance bdies. Mnitring the perfrmance, status, and health f the investment prtfli Adjudicating and recnciling differences and cmpeting fire business pririties. Hwever, the fcus f each grup is slightly different.

5 The respective DOl and USFS OCO representatives develp, deliver, and defend the business infrmatin technlgies that empwer every aspect f the fire prgram missin. They d this by: Supprting all strategic pririties and initiatives by ensuring and creating all technlgy investments are missin-fcused and business-driven. Ensuring technlgy resurces are effectively and efficiently managed frm planning t peratins with infrmed versight and accuntability. Creating a practive and rbust security envirnment thrugh actinable insight by integrating security plicy and peratins t cntinuusly mnitr and prtect infrmatin assets. The respective OCOs: Recmmends: Standardized prcesses and prcedures t help align the WFT gvernance prcess with established plicies and prcedures. Strategies fr cmmn appraches t acquisitins, security, data, infrastructure, applicatin develpment, and financial management. Establishes: T strategies, plicies, and pririties fr the respective Department levels. Apprves and prvides management versight fr: Capital investments Budget The EB: Recmmends: T strategies, plicies and pririties jintly t the Department f Agriculture and Department f the nterir investment review bards. nvestment prpsals fr jint apprval by the Department f Agriculture and Department f the nterir investment review bards. Architectures t the Department f Agriculture and Department f the nterir investment review bards necessary t implement WFT capabilities. Establishes: And versees gvernance structures, plicies, and prcedures fr WFT. Apprves: Establishes and apprves resurce allcatins t supprt T investments and prgrams.

6 nvestment prpsals within parameters established by the jint decisins f the Department f Agriculture and Department f the nterir investment review bards. Architectures within parameters established by the Department f Agriculture and Department f the nterir investment review bards. The PB: Manages the: T strategies, plicies and pririties established by the EB. Gvernance structures, plicies, and prcedures fr WFT. Recmmends: Resurce allcatins t supprt T investments and prgrams. nvestment prpsals t the EB. Architectures necessary t implement the WFT strategy t the EB. The FMB: Advises the EB n: nfrmatin and technlgy strategies, plicies, pririties, and funding. Gvernance structures, plicies, and prcedures fr wildland fire infrmatin and technlgy. Management f the WFT prgram in supprt f the wildland fire business cmmunity requirements and pririties. Specific investment prpsals, including business requirements, pririty, funding, and technlgy. Prvides liaisn, crdinatin, and cperatin between the wildland fire infrmatin and technlgy gvernance and management structures and ther wildland fire gvernance and management structures. These include, but are nt limited t the Natinal Wildfire Crdinating Cuncil (NWCG). Manages the Change Cntrl Bards (CCB) fr business requirements related t applicatins. The fur WFT wrking grups, chartered by the PB and FMB, with cncurrence f the EB, are respnsible fr the day-t-day management and implementatin f the WFT prgram.

7 The PWG: Manages the WFT prtfli (status and health). Assesses and slicits business requirements and pririties. Evaluates investment prpsals. Prepares investment prpsal decisin materials and manages the investment apprval prcess. Recmmends investment prpsals t the WFT PB. Develps and maintains data standards and the data management prgram. Develps and updates the five-year investment plan. Develps and maintains Target (T Be) architectures. Maintains and updates T strategic planning. The Develpment Wrking Grup (DWG): Manages all investment develpment activity. Ensures that all investment develpment activity meets prject management requirements. Ensures that develpment activity is cnsistent with and meets user and management requirements and expectatins. The Operatins & Maintenance Wrking Grup (O&MWG): Oversees systems and platfrms fr delivery f services, Manages infrastructure, Cntinuusly manages T security, Ensures investment cmpliance with all applicable plicies and requirements, dentifies infrastructure requirements necessary t supprt service delivery, Cntinuusly crdinates with agency infrmatin technlgy plicy and service delivery functins, and Crdinates cmmn infrmatin technlgy plicies and prcedures amng agencies t enable efficient and effective interagency wildland fire prgram activities. The User Advisry (UAG) and Emerging Technlgy Grup (ETG) prvide advice and interface between the infrmatin and technlgy prgram and users and develpers.

8 The UAG: Maintains cntact and serves as liaisn with user cmmunities and prgram areas thrughut wildland fire. Assists with develpment f strategies, architectures, and investment prpsals. Assists with evaluatin and assessment f efficacy f the wildland fire infrmatin and technlgy prgram and individual prjects and investments. May be frmally chartered (NWCG sub-cmmittee, mbile technlgies, and s frth), r an adhc grup f business users r stakehlders that identify requirements nt being met. The ETG: Chartered under the FMB fr the purpse f explring slutins t business requirements. Maintains cntact and serves as liaisn with internal and external science and technlgy cmmunities and prgram areas with the business cmmunity. Assists with develpment f strategies, architectures, and investment prpsals. Assists with evaluatin and assessment f efficacy f the wildland fire infrmatin and technlgy prgram and individual prjects and investments. The WFT Prcess An effective leadership structure is supprted by prcesses designed t: Reduce the verall prject cst. Decrease the risk f prject failure t meet cst, schedule, r scpe. Optimize the prject management prcess thrugh standardizatin; cnduct reviews early and frequently t enable prmpt crrectins t identified prblems r imprvement pprtunities. The WFT prgram is based n a generic life-cycle management wrk flw prcess. Figure 2 shws hw this prcess starts with the intrductin f a new and\r upgrade t an existing legacy system and fllws a specific WFT review and apprval wrkflw prcess.

9 WFTlife Cycle dea Cncept Prpsal O<M!OpMent PB/fM! RemmedaUn 1 When Reba e lini"' requited Operatins and M:aintenan'e Prject Develpment Base lining Prject Planning Figure 2- WFT life Cycle Management Wrk Flw Prcess Detailed specifics regarding this wrkflw prcess can be fund in the WFT nvestment Management SOP lcated at the WFT website. dea A new idea can be intrduced t the WFT prgram frm any surce including (but nt limited t) NWCG Cmmittees, prject and investment managers, Fire management leadership, r Field users. n this way, the WFT prgram makes its stakehlders participants in the prcess. The idea can be a new way t slve a business prblem, an enhancement/revisin t an existing prduct, r a design in respnse t a new requirement. Examples include, but are nt limited t: A user prvides a request/suggestin t a help desk. New OMB mandate fr a security enhancement. A vendr updates its current versin f existing sftware. A study f help desk supprt lgs revels an pprtunity t enhance a user interface. A researcher cnsiders develping a better mdel. Lessns learned frm an incident. n rder fr an idea t be cnsidered by the WFT prgram, the dea Originatr (User) must prvide a written dcument utlining the idea descriptin, the intended audience, andthe business benefit t the ETG. During this phase, the User, the UAG, the ETG, and the FMB wrk tgether t evaluate hw the idea fits business needs and current plicy. After reviewing all infrmatin and cnclusins, the FMB determines whether r nt t further investigate the idea.

10 Cncept When the FMB accepts an idea it becmes a cncept and mves int the Cncept phase f the life cycle. The FMB has the respnsibility t keep the PB and the PWG infrmed abut cncept develpment. During the initial Cncept phase, the User, ETG, and FMB research and develp early design and planning dcumentatin. Activities include cllabratin with the scientific, technicat and field-level cmmunity in rder t ensure the idea is sund and meets requirements in the fire and business cmmunities. This cllabratin prduces a variety f specificatins, graphics, planning, and testing dcuments used in the prttyping. The secnd phase f the Cncept invlves prttyping where the UAG and ETG create a detailed plan t develp and test the cncept prttype. These grups and the User build a prttype f the cncept that ges thrugh rigrus scientific testing and business evaluatin. After testing is cmplete, the ETG and UAG determine if the cncept meets all technical and business criteria. When all criteria are met, the ETG and UAG demnstrate the cncept and prvide review results and evaluatins t the FMB and PB fr their g/n g decisin. When the FMB and PB apprve the cncept prttype, they develp a business case justificatin t present t the EB. The business justificatin includes business bjective, cnsistency with strategy, funding, and prject management requirements that is used in prpsal develpment. Prpsal Develpment The Prpsal Develpment prcess initiates the frmal WFT nvestment prcess. During the Prpsal Develpment prcess, the PWG builds the prpsal package with supprt frm the FMB, PB, ETG, User, DWG, and O&MWG. The PWG prvides a single pint f entry fr frmal prpsals and des NOT apprve r disapprve any investment. As a single pint-f-entry this grup helps prevent duplicate prpsals, prpsals utside the WFT envirnment, and ptential cnflicts within the WFT envirnment. The PWG can assign ther grups t h~lp build the prpsal package and crdinates prpsal review based n established criteria (business need, cnsistency with T strategy, implicatins fr nn-fire prgrams, etc.) The final prpsal package includes a tw page dcument (standard template), cncept evaluatins/recmmendatins frm the PB (technical) and the FMB (business) and any ther relevant dcumentatin. After the Prpsal package is cmpiled, reviewed, and apprved by the PB and FMB it is submitted t the EB fr their apprval r rejectin. With EB apprval f the Prpsal package, it is then frwarded t the RDB/EC (respectively) representative as a recmmendatin fr inclusin capital investment prtfli. Once apprved by the respective RDB/EC, the cncept then becmes a prject. The PWG must submit cst estimates fr the life f the prject. The EB validates the previusly apprved prpsal package. When the timeline r cst estimates vary greatly, the EB may apprve r disapprve the new prpsal. When disapprved, the EB ntifies respective RDB/EC t remve the prject frm the capital investment prtfli.. When apprved, the EB recmmends the prpsal t the RDB/EC fr re-base lining. Budgets and funds are managed by apprpriate authrity. Prject Planning The Prject Planning phase initiates business prcesses and dcumentatin designed t supprt a prject. The PB assigns an ntegrated Prject Team (PT) t begin creating a charter dcument

11 detailing prject scpe, schedule, and cst. n additin the PWG wrks with ther grups t generate early versins f these prject planning dcuments: Business Case Requirements Analysis. This addresses: wh, what, when, where, why, and hw. Prject Plan/Schedule System Security Plan Prject Charter nvestment Charter ntercnnectin Agreement(s) Funding Plan Acquisitin Plan Risk Plan Cmmunicatins plan Specified prject dcumentatin (e.g. CPC dcumentatin, analysis dcumentatin, design dcumentatin, system dcumentatin, implementatin plan (including training), etc. Milestne reprts Prduct rll ut, testing, and evaluatin fr apprval and acceptance. O&M Plans Once these dcuments are cmpleted, they are submitted t the EB fr apprval r rejectin. When a prject is apprved by the EB, the Managing Partner and RDB/EC review the planning dcuments and accepts r rejects the prpsal. When all rganizatins agree t accept the prpsal, anther budget baseline is perfrmed by the Managing Partner. f all rganizatins agree t the new baseline figures, necessary funding is allcated and prject develpment begins. Prject Develpment The DWG leads the develpment cycle and versees prject management activities such as plan implementatin, acquisitin, and budget, scpe, and milestne management. As needed, the Prject Business Manager invlves ther wrking grups t assist and advise a prject t ensure high prduct quality. Thrughut this phase, the Prject Business Manager prvides regular updates t the FMB, PB, EB, and apprpriate EC r RDB representative. As the develpment prcess draws t a clse, the DWG prpses that the PB, EB, and ther wrking grups accept prject deliverables as cmplete. The primary threshld fr prject cmpleteness is meeting the accmplishments described in the Prject Scpe and User Acceptance testing apprval. During this perid, a prject begins transitining activities int the Operatins and Maintenance phase. The final step befre mving t O&M requires the Systems Owner (i.e., Managing Partner, c-chair f the EB) t sign the Authrity t Operate (ATO).

12 Operatins and Management The Operatins and Management (O&M) prcess is cmprised f managing the technical and physical aspects f an applicatin, hsting, and technical supprt functins. t is nt a management f the requirements, that rle is a functin f the Change Cntrl Bard managed under the FMB. During this phase, the O&MWG is the lead fr steady state investment management and any technical refresh/restart activities. The FMB als identifies and validates new business requirements thrugh the CCB. Each grup crdinates with ther wrking grups t manage the develpment, steady state, and life cycle f every investment. There is regular versight and mnitring by the PB and EB wh then infrm Managing Partner Budget Representatives and Partner Agency Representatives. The O&MWG cnsiders all change prpsal requests using the prpsal review and analysis prcess described in earlier sectins f this dcument. While the O&MWG des nt require a charter, there are several supprting dcuments required fr each prject. These include: Transitin plan t O&M A Service Level Agreement (SLA) The PB Charter Annual Operating Plan (AOP) System Certificatin and Accreditatin System ntercnnectin Agreement Exhibit 300 Federal Register Ntice Other system dcuments designed fr the specific prject. The FMB and the PB are respnsible fr identifying when an existing system n lnger meets the business needs f the fire cmmunity and is nearing the end f its life cycle. The managing partner's T staff may be in the best psitin t knw abut the bslescence f the underlying technlgy that supprts the system and learn abut new technlgy that culd be adpted. The budget representatives track system csts ver time and may be the first t ntice when csts start t escalate. Cllabratin with the managing partner and PB is vital in recgnizing when it is time t cnsider starting a new investment prpsal package t replace an aging system befre it is bslete. WFT Summary The WFT gvernance structure prvides a path fr interagency leadership, directin, implementatin, and versight f the prtfli f infrmatin and technlgy investments (services and capabilities) that supprt the wildland fire business prcesses and requirements. The gvernance structure des nt replace existing wildland fire business gvernance structures. nstead, it prvides a mechanism fr ensuring that business requirements identified by thse structures are supprted by efficient and cst effective infrmatin and technlgy capabilities (including applicatins, data, and infrastructure).