Proposed Problem Statement:
The AF BTCC initiatives include a growing and evolving set of acquisition reform activities intended to maximize collaboration with industry, focus on promptly achieving tangible actions, and measurable outcomes. BTCC activities identified three categories for the development of cost savings initiatives: improvement internal AF acquisition processes, enhance interactions with industry throughout acquisition lifecycle, and expand competition among traditional and non-traditional industry partners. One of these internal improvement areas is the Information Technology (IT) area. In May 2014, the Secretary of the AF directed SAF/AQ to conduct a BTCC initiative focused on IT. Program Executive Office for Business and Enterprise Services (PEO BES) and PEO Command, Control, Communications, Intelligence and Networks (PEO C3I&N) were tasked with leading this initiative. PEO BES and PEO C3I&N leveraged Gartner Research and Advisory Services for assistance regarding how to begin this effort. Gartner arranged meetings with non-typical DoD industry partners to include, American Express, Ford Motor Companies and many others to capture lessons learned and best practices. Despite the diversity in industries represented, almost all of the CEO's highlighted that business analytics is the number one way to reduce costs. Their top recommendation and of their CIOs was for the AF to establish a business analytics capabilities to systematically aggregate and analyze IT spend data. Their recommendation highlighted that the AF did not have a clear enterprise-wide view of IT spending, which has led to inefficiencies & FIAR deficiencies. Thus, PEO BES and PEO C3I&N set out to pursue a business analytics capability.
Proposed Project Description:
The primary goal of this initiative is to pursue an AF IT business analytics capability on par with the supply/logistics capability resident in Air Force Materiel Command (AFMC). We envision a team of operations researchers armed with analytical tools that analyze data from various data sources in an effort to identify waste and opportunities to drive efficiencies and cost reductions. In some future state, the analysis completed by the data analytics team would feed into a governance process to allow for trade-off decisions by senior leaders. Examples of trade-offs as they relate to IT include technology refresh cycles, hardware demand planning, return on investment calculations, among others.