We help our client partners develop optimal strategies based on their specific objectives--and constraints. Limited resources and funding, along with current (and anticipated) legislative mandates, must be taken into consideration when developing an executable strategic plan and implementation roadmap.

While we realize the importance of developing long-term strategies that require organizations to “stretch" in order to achieve ambitious goals, we never lose sight of the importance of demonstrating visible, relevant and user-focused solutions to stakeholders in the short-term.

Good decision-making requires secure access to accurate, timely and relevant information.

We understand that governance and operational policies affect all IT projects in an organization. The way an organization makes decisions and allocates resources needs to be disciplined and consistent--but it also must be flexible, collaborative and not overly time-consuming or burdensome to stakeholders. Policies must be in compliance with legal, privacy, security and other legislative requirements, while minimizing bureaucracy, confusion and unnecessary costs.

We understand that just developing policies and governance models will not matter unless compliance is monitored and enforced.
 

Enterprise Architecture is about the business.

It bridges the gap between strategy and execution. Enterprise Architecture (EA) not only enables an organization to implement change effectively, it also formally preserves an organization’s “institutional memory.”

Our approach to EA is designed around a value chain of strategy, transformation and delivering needed business capabilities. Whether we are supporting a single line-of-business or an enterprise-wide initiative, our EA work focuses on optimizing the interactions among business stakeholders, the IT organization and end-users through concrete process models and other standardized tools. We view EA as a foundation for providing user-friendly solutions and capabilities at the enterprise level as well as ensuring consistent architecture standards and development processes across programs and projects.

We have successfully assisted clients develop Federal Enterprise Architecture (FEA) based on as-is and to-be architecture and transition plans at the performance through technology layers as well as segment architecture definition based on the Federal Segment Architecture Methodology (FSAM).
 

Good IT portfolio management depends on clearly defined governance and decision-making processes as well as rigorous performance management capabilities.

Our integrated, data-driven methodology enables our clients to replicate "success stories" and best practices from their highest performing projects, while identifying poor performing projects early to implement corrective actions—and yes, to sometimes closeout the lowest-performing projects that may be unneeded, irrelevant or duplicative based on organizational goals and updated user requirements.

Our holistic approach to portfolio management, governance and performance management requires a more comprehensive and connected set of SDLC activities and tools that we commonly see with our clients. These tools include the maturity frameworks, value models, measurable performance targets based on relevant benchmarks, independent audit programs, accurate and meaningful reporting, alternatives analysis, service level agreements, earned value management (EVM) training / guidance and ongoing requirements updating and prioritization methods.

Our integrated approach considers the five attributes of any IT initiative:

• Strategic Alignment
• Probability of Success
• Budget/Investment
• Time to Net Positive Value
• Initiative Portfolio Impact

Agile development is innovative and modern. It is team-oriented, user-focused and enables higher-quality, faster results. But it cannot be implemented in the Federal government without some modifications given current systems development life cycle gate reviews, required documentation, policies and security requirements.

Our team has developed a reusable, hybrid Agile methodology and set of documentation templates based on our work with Federal partners who have successfully implemented agile development methods. We understand that moving from requirements, FRD, SRDs, and other standard waterfall documentation to user stories, backlogs, and burndown charts is not just a matter of process but also a matter of effective training, change management and overall culture within an organization.

We also understand the reporting and management implications of effectively using Agile as it relates to earned value management, government oversight and reporting and capital planning of the Federal budget cycle. Helping you understand how to translate “velocity” into “earned value” is just one of our expert specialized offerings. We will help you plan, implement, manage and oversee your Agile projects based on our past success stories and lessons learned on large-scale and complex Federal IT projects.