Mgmt (i)

Application Portfolio Management (APM).

• BLUF: (1) Lays the foundation for successful application transformation (change). (2) A systematic practice in managing the entire application portfolio in an organization. -- Also see ALM (Application Lifecycle Management: Managing an application's lifecycle from start to retire).

• Value: By understanding your organization's existing applications and implementing strategic transformation initiatives, can ensure the IT landscape remains efficient, secure, and aligned with evolving business needs.

• Benefit:  Effective APM helps organizations gain a clear view of their IT landscape, optimize resource allocation, improve security, and ensure their applications align with business goals.

• Challenge: Many organizations have sprawling application landscapes—a mix of old, new, custom, and off-the-shelf applications (COTS). This sprawl can lead to inefficiency, high maintenance costs, security vulnerabilities, and difficulty in meeting evolving business needs.

• Solution (4): APM is the practice of systematically managing the entire application portfolio. It involves:

  1. Inventorying and classifying applications: Understanding what applications an organization has, their purpose, and their technical underpinnings (solid understanding/value/need).

  2. Rationalization: Identifying applications that are redundant, obsolete, or no longer critical. This can involve consolidation, retirement, or outsourcing.

  3. Standardization: Encouraging the use of common technologies and frameworks across applications for easier management and integration.

  4. Cost optimization: Finding ways to reduce the overall cost of running the application portfolio.

Application Transformation:

• BLUF:  (1) Industry Impact:  Application transformation enables organizations to leverage new technologies, improve agility, enhance user experience, to gain a competitive edge. (2) As technology evolves and business needs change, applications need to keep pace. This is where application transformation comes in.

• Strategies:  There are various approaches to application transformation, based on app's state & desired outcome:

  1. Modernization: Upgrading an existing application's codebase, architecture, or infrastructure to improve performance, security, and user experience.

  2. Cloud Migration: Moving applications from on-premises data centers to the cloud for greater scalability, elasticity, and cost efficiency.

  3. Re-platforming: Replacing an application with a completely new one built on a modern platform.

  4. Low-code/No-code Development: Utilizing platforms that allow for faster application development with minimal coding required.

Goals & Objectives -- The VALUE -- In creating a Technology Roadmap.

• BLUF: (1) The first step in building a technology roadmap is to identify the goals and objectives. This is a critical foundational step because the goals and objectives serve as the guiding principles for the entire roadmap. Here’s why this step is essential: (2) It sets the direction for all subsequent activities and ensures that the roadmap is purposeful and aligned with the organization’s strategic needs.

• The VALUE: (5)

  1. Alignment with Business Strategy:

     • Purpose: The goals and objectives ensure that the technology roadmap is aligned with the overall business strategy. They define what the organization aims to achieve through its technology initiatives, whether it’s improving efficiency, driving innovation, enhancing customer experience, or scaling operations.

  2. Prioritization of Initiatives:

     • Clarity: By clearly defining goals and objectives, you can prioritize technology initiatives that will deliver the most value to the organization. This helps in allocating resources effectively and focusing on projects that align with strategic goals.

  3. Communication and Buy-In:

     • Stakeholder Alignment: Clear goals and objectives make it easier to communicate the roadmap to stakeholders, including executives, team members, and external partners. It helps in securing buy-in and ensuring everyone is on the same page regarding the direction and purpose of the technology investments.

  4. Measurement and Evaluation:

     • Success Metrics: With well-defined goals and objectives, you can establish metrics and KPIs (Key Performance Indicators) to measure the success of the technology initiatives. This allows for continuous assessment and adjustment of the roadmap as needed.

  5. Future Planning:

     • Roadmap Evolution: The goals and objectives also provide a basis for future planning. As the business evolves, the technology roadmap can be adjusted to ensure ongoing alignment with new business goals and market conditions.

• Steps After Setting Goals and Objectives: (5)

  1. Assessing the current technology landscape (inventory of existing systems and technologies).

     • Aka: DOE, Y-12's "Technology/Solutions" column.

  2. Identifying gaps and opportunities for improvement.

     • M&M -- Create a "Confidence Level (CL)" column assessing each "Technology/Solution" row using the "Likert Scale (0% - Very Low Confidence; 5% - Low Confidence/Initial Research; 15% - Somewhat Low Confidence/Research; 25% - Neutral Confidence/Research; 50% - Somewhat High Confidence; 75% - High Confidence; 100% - Very High Confidence).

     • Actions to Increase CL: Create a column to note what actions are being done to increase CL.

     • Maturity Assessment Plan (MAP) -- Create a column to place a maturity date of that specific  "Technology/Solution" row. 

  3. Evaluating potential technologies and solutions.

  4. Creating a timeline for implementation.

     • Example: Q1 to Q3.

  5. Assigning responsibilities and resources.

Loop-to-Loop: From Planning to Implementation.

• BLUF: This is my methodology for project management, software development, and enterprise architecture.

• STEPS: -- BLUF: L2L controls the scope, manages complexity, and optimizes resource use. It encourages strategic pivoting based on data and feedback while maintaining project integrity and direction. 

  1. Cross-Loop Oversight (Overarching)

     • BLUF: To manage complexity, scope creep, and ensure alignment across the loops, not as another step within the cycle but rather as an overarching or parallel process.

     • Cross-Loop Oversight: This involves project governance, regular reviews, and ensuring strategic alignment and control over the loops. It's more about how you manage or view the methodology as a whole rather than an additional step in the sequence of loops.

     • Project Governance: Establish a governance structure that oversees these loops, ensuring that pivots and adjustments align with strategic objectives, and managing scope creep.

     • Regular Reviews: Conduct periodic reviews not just within loops but across them to ensure alignment, manage complexity, and optimize resource use.

  2. STEP 1o4 -- Plan-loop (with Strategic Pivoting)

     • Initial Planning: 

       1. Define your "Focus" (what you want to initially achieve) at a high level

       2. The scope defines the specific boundaries and parameters of how those goals will be achieved, making it more of a "how" rather than a "what." 

          • [Action]: Define the goals and the objectives to meet each goal.

          • [Option]: Milestones; 

          • [Additional Options]: Rationale; Dependencies; Critical Paths, or Contractor Shall Statements.

       3. Define the vision & mission (this describes the overall goals and purpose).

     • Iterative Re-planning:

       1. Scope (G&O) Control: Review and potentially adjust scope but with strict criteria for expansion to prevent scope creep.

       2. Resource Allocation: At each loop, reassess resource needs and availability, planning for the next iteration based on current outcomes and future needs.

       3. Feedback Integration: Use feedback from previous loops to pivot where necessary, but with strategic considerations to maintain project alignment with business objectives.

  3. STEP 2o4 -- Build-loop (with Modular Development)

     • Incremental Building:

       1. Break down the work into smaller, manageable modules or features that can be developed independently but still contribute to the whole.

       2. Modularity: Design for modularity so that changes in one part do not necessitate a complete overhaul, reducing complexity.

     • Adaptive Development:

       1. Incorporate lessons learned from previous builds, focusing on what can be improved or changed without derailing the project timeline.

  4. STEP 3o4 -- Test-loop (with Focused Validation)

     • Continuous Testing: Implement automated testing where possible to reduce manual effort and increase test frequency.

     • Targeted Feedback: Focus testing on areas known to have high impact or where recent changes have been made, to manage complexity and resource use efficiently.

     • Feedback Loop: Use testing results to inform not just the next build but also planning adjustments, ensuring that pivots are data-driven.

  5. STEP 4o4 -- Implement-loop (with Gradual Rollout and Monitoring)

     • Staged Deployment: Roll out changes or new features in stages, allowing for rollback if issues arise, thus managing complexity and risk.

     • Resource Management: Ensure resources are allocated for monitoring and support post-deployment to handle any unforeseen issues without overcommitting upfront.

     • Continuous Improvement: Use real-world performance data and user feedback to inform the next planning loop, creating a feedback loop that keeps the project agile but focused.

• VALUE:

  1. Memorability: It's catchy and easy to remember, which can help in branding your methodology within your organization or the broader industry.

  2. Conveys Iterative Nature: The name directly communicates the iterative, cyclical approach of your method where one loop leads into the next, emphasizing continuous improvement and adaptation.

  3. Simplicity: It's straightforward, giving a clear mental image of the process without needing extensive explanation.

  4. Versatility: It can apply to various aspects of project management, software development, or enterprise architecture, suggesting a universal approach to different types of projects.

Project Management Professional (PMP):

• Framework: Initiate, Plan, Execute, Monitoring, and Control, and Closure.

• Project Lifecycle: 

  1. Invest; Develop; Deploy -- This is a general framework that includes phases of initiation, planning, execution, monitoring and control, and closure. 

     • Invest -- Could align with the "Initiate" phase, Ex. Q4 | 2024

     • Develop -- Could align with "Plan" and "Execute". Ex. Q2 | 2025

     • Deploy -- Could align with "Closure". Ex. Q4 | 2026

Projects IN Controlled Environments (PRINCE2):

• BLUF: PRINCE2 emphasizes dividing projects into manageable stages, with each stage having specific objectives and deliverables (like Agile)

• Framework: (3 Steps)

  1. Start Up a Project: (2)

     • Initiate a Project: Defining the project's goals, objectives, scope, and business justification (why).  

     • Starting Up a Project: Establishing the project management team, assigning roles, and creating the initial project plan.  

  2. Initiate a Project: (5)

     • Directing a Project: Overseeing the project's progress, making decisions, and providing strategic guidance.  

     • Managing Stage Boundary-1: Completing a stage, reviewing its performance, and planning the next stage. -- Gain Lessons Learned.  

     • Managing Product Delivery: Ensure that products are delivered to the required quality standards and within budget.  

     • Controlling a Stage: Monitoring progress, managing risks, and taking corrective action as needed.  

     • (Cont.) Managing Stage Boundaries-2: Completing a stage, reviewing its performance, and planning the next stage. 

  3. Closing a Project: (1)

     • Closing a Project: Finalizing the project, evaluating its performance, and capturing lessons learned.  

Policy:

• A policy is a set of principles and guidelines that guide decision-making.

• Focused on establishing rules and standards.

• A set of guidelines, rules, and regulations that a company or organization follows to achieve its goals and objectives. It outlines the principles and standards that dictate decision-making and behavior within the organization.

• How2 write a policy based on a strategy: Using AI (Bard), input "Generate a policy using these elements, <paste your policy elements here>, and base it on this context, <place the context/strategy here>"  

• Elements in a Typical Policy (8):

  1. Purpose: This explains why the policy exists and what it aims to achieve.

  2. Scope: This defines who or what the policy applies to and the situations it covers.

  3. Definitions: This clarifies the meaning of key terms used within the policy.

  4. Rules or guidelines: These outline the specific requirements, expectations, or limitations associated with the subject of the policy.

  5. Procedures (optional): These may be included in some policies to provide step-by-step instructions on how to follow the policy or implement specific actions.

  6. Roles and responsibilities: This clarifies who is responsible for upholding the policy and taking specific actions under it.

  7. Consequences: This outlines potential consequences for violating the policy.

  8. Review and revision process: This describes how the policy will be reviewed and updated over time.

Strategy (VMGO):

• Is a plan or action taken to achieve a specific goal.

• Focused on planning and execution.

• A plan or action designed to achieve a specific goal or objective. It involves making choices about where to allocate resources, how to compete in the market, and how to position the organization for long-term success.

18-Points:

• (1) Est. an Executive Committee (Leadership Team (Set IT Priorities/Guidance) -- (2) Strategy Plan (VMGO); (3) Communication-Distribution Plan (How are WAR, Sprints, Reports, Logs/Tracking, Thoughts being Transmitted/Collaborated); (4) Financial Mgmt (Budget, Cost); (5) Stakeholders Engagement (Identify); (6) Process: Methodology(ies) (Est. a standard-common baseline, NIST, CISA, DODAF, ITIL, CMMI, KM, etc); (7) Req Mgmt: Est. & Gather Shared Vision-Req. Insights / Assessments / Needs / CSFs-KPIs. categories, analysis, synthesize. ; (8) Compliance w/ regulatory bodies-standards (EO 14028). (9) ID Deliverables (on Both Sides); (10) People / Personnel: (R&R); (11) Visibility of the Process: Est. a Roadmap/Project Plan/POAM-Timeframe (Weekly Tasks>Goals>Milestones); (12) Sustainability Mgmt: Have a Clear Defined M&M/Audit Criteria (Quantitative & Qualitative); (13) Technology: Identify content repository & tools (docs / records mgmt / SharePoint); (14) CCRM: Process/CAB/CM/OCM. Minimize disruption, Have a Response Plan (Backup/Roll-Back) In place; (15) Risk: ID Risk Mgmt, Constraints, Bottlenecks, and Intel Gaps/Funding Gaps, Have "Control Plans" &/or "Response Plans" in place to meet SLA, SWOT Analysis (Strengths, Weaknesses, Oppts, Threats).; (16) Accountability: Id Tasks, WBS and M&C Actions and who is Accountable/Responsible ; (17) Reporting / Tracking / Logging: WAR/Sprints; (18) Continual Service Improvement (CSI). Via Lessons Learn, KB, KB Articles, and Insights.

18-Points (In Detail):

1. Est. an Executive Committee (Leadership Team (Set IT Priorities/Guidance) 

2. Strategy Plan (VMGO); 

3. Communication-Distribution Plan (How are WAR, Sprints, Reports, Logs/Tracking, Thoughts being Transmitted/Collaborated); 

4. Financial Mgmt (Budget, Cost); 

5. Stakeholders Engagement (Identify); 

6. Process: Methodology(ies): Est. a standard-common baseline, NIST, CISA, DODAF, ITIL, CMMI, KM, etc). 

7. Requirements Mgmt: Est. & Gather Shared Vision-Req. Insights / Assessments / Needs / CSFs-KPIs. categories, analysis, and synthesis.

8. Compliance: With regulatory bodies-standards (EO 14028, NIST, CISA, OMB, etc). 

9. ID Deliverables: On Both Sides. 

10. People / Personnel: (R&R); 

11. Visibility of the Process: Est. a Roadmap/Project Plan/POAM-Timeframe (Weekly Tasks > Goals > Milestones); 

12. Sustainability Mgmt: Have a Clear Defined M&M/Audit Criteria (Quantitative & Qualitative); 

13. Technology: Identify content repository & tools (Documents, records mgmt, SharePoint); 

14. CCRM: Process/CAB/CM/OCM. Minimize disruption, Have a Response Plan (Backup/Roll-Back) In place; 

15. Risk Mgmt: ID Risk Mgmt, Constraints, Bottlenecks, and Intel Gaps/Funding Gaps, Have "Control Plans" &/or "Response Plans" in place to meet SLA.

    1. SWOT Analysis (Strengths, Weaknesses, Oppts, Threats)

16. Accountability: Id Tasks, WBS and M&C Actions and who is Accountable/Responsible ; 

17. Reporting / Tracking / Logging: WAR/Sprints; 

    1. Initial WAR: (-) Announcements/OOO (1) Plans for This Week (2) Plans Last Week (3) Issues/Fix

    2. Gunnison WAR: (-) Announcements/OOO (1) Upcoming Client Meeting(s) (2) Last Week's Work Products or Deliverables (3) Work Products or Deliverables Planned for This Week (4) Risks * Roadblocks (5) Mitigations (when there are Risks & Roadblocks).

18. Continual Service Improvement (CSI). Via Lessons Learn, KB, KB Articles, and Insights.

S.M.A.R.T.: (5)

18. 1. Specific: A clear and well-defined goal. What exactly do you want to accomplish?

    2. Measurable: How will you track your progress? What metrics will indicate success?

    3. Achievable: Is the goal realistic and attainable considering your resources and abilities?

    4. Relevant: Does the goal align with your bigger objectives and priorities? Why is this goal important?

    5. Time-bound: There's a specific timeframe for achieving the goal. When do you want to accomplish this?

Program Oversight and Enhancement (similar to a Project Plan) is a broad term that can encompass a variety of activities depending on the specific context.

Aim -- Ensure that programs are (5):

1. Effective: Achieving their intended goals and objectives.

2. Efficient: Making the most of available resources.

3. Compliant: Following all relevant regulations and policies.

4. Accountable: Responsible for delivering results.

5. Adaptable: Able to adjust to changing circumstances.

Goal -- Always to ensure that the program is successful in achieving its intended outcomes. The POE will depend on the individual program. General breakdown:

Program Oversight:

• Monitoring and evaluation: This involves regularly assessing the program's performance, its progress toward achieving its goals, and its overall effectiveness. This might involve collecting data, conducting surveys, and analyzing results.

• Compliance: Ensuring that the program is adhering to all relevant regulations, policies, and procedures (ex: NIST). This might involve audits, reviews, and reporting.

• Risk management: Identifying and mitigating potential risks that could jeopardize the program's success. This might involve developing contingency plans and implementing risk mitigation strategies.

• Accountability: Holding program stakeholders accountable for achieving the program's goals and objectives. This might involve performance reviews, corrective action plans, and reporting to relevant stakeholders.

Program Enhancement:

• Continuous service improvement (CSI): Identifying and implementing ways to improve the program's effectiveness, efficiency, and impact. This might involve process improvement initiatives, pilot projects, and innovation efforts.

• Adapt/Align/Pivot/CM/OCM: Adjusting the program to changing circumstances and needs. This might involve revising program goals, adjusting program activities, and responding to stakeholder feedback.

• Expansion/Scaling: Scaling up the program to reach a wider audience or have a greater impact. This might involve securing additional funding, recruiting new partners, and developing new program activities.

Proof of Concept (POC):

• BLUF -- A demonstration or prototype that is used to prove the feasibility or potential of a concept, idea, technology, or solution. It is typically a small-scale experiment that helps evaluate the viability of a project or idea before committing resources to full-scale development. POCs are commonly used in business, research, and technology to test assumptions, gather feedback, and validate the potential success of a concept. 

• Examples: AI/ML Target App for the USAF & IC. Used an OV-1 and SV-1

• BLUF: Proof of concept (POC) involves a series of steps to validate the feasibility of an idea before fully committing resources. 

• (>>) Goal: Focus on feasibility, not perfection. The goal of a "Proof-of-Concept" to demonstrate the basic functionality (ex., the framework, prototype, or model), not create a polished final product.

• Focus: Focus on demonstrating the feasibility of the idea, you can develop a compelling POC that paves the way for further development and potential success

• Be adaptable and open to feedback: Be prepared to adjust your approach based on the results of the POC and feedback from stakeholders.

• Manage resources effectively: Allocate resources efficiently and keep the POC scope manageable to avoid overspending or delays.

Steps to Implement a Proof-of-Concept (POC): (7)

1. Define the Problem:

   • Identify the problem or challenge your proposed solution aims to address.

   • Understand the context and potential impact of the problem.

2. Research and Brainstorm:

   • Research existing solutions or approaches to the problem.

   • Brainstorm potential solutions and consider different technologies or methodologies that could be used.

   • Do a "Capability Statement" (4): (1) A document that outlines an organization's capabilities, qualifications, and experience in providing specific products or services. (2) As a marketing tool to showcase the organization's unique strengths and demonstrate why they are a qualified and competitive choice for potential clients or customers. (3) Show core competencies, past performance, certifications, contracting vehicles, and contact information. (4) They are commonly used in government contracting and procurement processes.

   • Identify your resources, 3x3 Matric (Cost-Time-Quality)

3. Formulate a Plan/Roadmap: Establish Goals & Objectives:

   • Define specific goals to achieve critical success factors (CSF) -- The daily operational process types. (3-5 Max).

   • Establish clear success objectives to meet the goals. CSF -- Daily operational process types. (3-5 Max).

   • (Option) MM: Measure the effectiveness of the POC. This could involve metrics, functionality benchmarks, or user feedback targets.

4. Develop a Prototype, Framework (OV-1), or Model (MBSE):

   • Create a basic, functional representation of your proposed solution. This could be a physical model, a software prototype, or a detailed plan outlining the steps involved.

   • The complexity of the prototype will depend on the nature of your idea and the resources available.

5. Test and/or Validate:

   • Test/Validate the prototype in a controlled environment to assess its functionality and performance against the established criteria. Ex. A Simulation.

   • Gather feedback from potential users or stakeholders to identify any shortcomings or areas for improvement.

6. Analyze Results and Refine:

   • Analyze the data and feedback collected during testing.

   • Identify areas where the prototype falls short and refine the design based on the insights gained.

7. Present the POC and Secure Buy-In:

   • Prepare a clear and concise presentation of the POC findings, including the problem addressed, the solution proposed the testing results, and the potential benefits.

   • Showcase the viability of your idea and seek buy-in from stakeholders for further development or implementation.

S.M.A.R.T. Goals.

• BLUF: 

  1. A framework for setting effective goals that increase your chances of achieving them. 

  2. By setting SMART goals, you ensure your goals are targeted, measurable, and attainable, keeping you motivated and on track for success.

• S.M.A.R.T.: (5)

  1. Specific: A clear and well-defined goal. What exactly do you want to accomplish?

  2. Measurable: How will you track your progress? What metrics will indicate success?

  3. Achievable: Is the goal realistic and attainable considering your resources and abilities?

  4. Relevant: Does the goal align with your bigger objectives and priorities? Why is this goal important?

  5. Time-bound: There's a specific timeframe for achieving the goal. When do you want to accomplish this?