# Presentation: 605500

***Sustaining E-Government******Transformation ******David M. Wennergren**** **Chief Information Officer, **United States Department of the Navy**Vice Chair**United States Federal CIO Council*

- North American Day 2006

## “...the great thing in this world is not so much where we stand, as in what direction we are moving...

***“...******the great thing in this world is not so much where we stand, as in what direction we are moving...***
***  ******We must sail sometimes with the wind and some-***
***  ******times against it – but we must sail, and not drift,***
***  ******nor lie at anchor.”***

***- Oliver Wendell Holmes***

## The CIO’s Portfolio

*The CIO’s Portfolio*

## Strategic Leadership Commitment

*Strategic Leadership Commitment*

- President’s Management Agenda
- Strategic Management of Human Capital
- Competitive Sourcing
- Improved Financial Performance
- Expanded Electronic Government
- Budget and Performance Integration

*“**Our success depends on agencies working as a team across traditional boundaries to better serve the American people, focusing on citizens rather than individual agency needs .... using E-Government to create more cost-effective and efficient ways.”* *	**                ****- President George W. Bush***

## Federal CIO Council

- Membership:
- 28 Agency CIOs (Cabinet Agencies and Military Departments)
- General Services Administration as Ex-Officio Member
- Executive Committee
- Establishing/Prioritizing Agenda
- Creating Strategic Plan
- Committees
- Architecture and Infrastructure Committee
- IT Workforce Committee
- Best Practices Committee

*Strategic Leadership Commitment*

## People must be motivated to step out
   of their comfort zone
Leaders must see the need for change
Ensuring a frank discussion of potentiallyunpleasant facts
Outsiders often relied upon to bring unwanted information
Status quo must seem more dangerous than launching into the unknown
Transformation process cannot succeed without a strong sense of urgency
Management must be convinced that business as usual is totally unacceptable

-    of their comfort zone
- Leaders must see the need for change
- Ensuring a frank discussion of potentiallyunpleasant facts
*Outsiders often relied upon to bring unwanted information*
*Status quo must seem more dangerous than launching into the unknown*
- Transformation process cannot succeed without a strong sense of urgency
*Management must be convinced that business as usual is totally unacceptable*

*Creating a Sense of Urgency **  ... A Call to Action*

## Creating a Sense of Urgency   ... A Call to Action

- E-Government Initiatives

_**Government to Government **_
- Grants.gov
- Geospatial One-Stop
- Disaster Management
- SAFECOM
- E-Vital

_**Government to Business**_
- E-Rulemaking
- Expanding Electronic Tax Products For Businesses
- Federal Asset Sales
- International Trade Process Streamlining
- Business Gateway
- Consolidated Health Informatics

_**Government to Citizen**_
- Recreation One-Stop
- GovBenefits.gov
- E-Loans
- IRS Free File
- USA Services

_**Internal Efficiency & Effectiveness**_
- E-Training
- Recruitment One-Stop
- Enterprise Human Resources Integration
- E-Clearance
- E-Payroll
- E-Travel
- Integrated Acquisition Environment
- E-Records Management

_**Cross-Cutting**_
- E-Authentication

## Finding Leverage Points; Creating Forcing Functions

- The Lines of Business (LoBs) take an architecture-based approach to identifying, developing, and providing common solutions and components across the government

_**Current Lines Of Business**_
- Human Resources Management
- Financial Management
- Grants Management
- Case Management
- Federal Health Architecture
- Information Systems Security

_**New Lines of Business**_
- IT Infrastructure
- Geospatial
- Budgeting

## Slide 9

## Sowing the Seeds of Change
Moving with Speed
Alignment with Industry
The Power of Storytelling
Status Quo Gets a Bye

- Moving with Speed
- Alignment with Industry
- The Power of Storytelling
- Status Quo Gets a Bye

*Sustaining E-Government Transformation*

## Cultural Change

*Cultural** **C**hange*

## THE “PEOPLE” CHALLENGE OF CHANGE(PARAPHRASING KING WHITNEY, JR.) PRESIDENT, PERSONAL LABORATORY, INC.

***To the fearful it is threatening,******because it means things could get worse.***

***To the hopeful it is encouraging,******because it means things could get better.***

***To the lazy it is irritating,******because it means work either way.***

***CHANGE HAS CONSIDERABLE PSYCHOLOGICAL IMPACT******REPRINTED Wall Street Journal 6/7/67***

## Aligning the entire organization to a shared purpose – “The Main Thing”
A common and unifying concept to which every unit can contribute
Vertical alignment – rapid deployment of business strategy –manifested in the actions of employees
Strategies determined by customers; shaped by employees
Energizing people, providing direction and offering opportunitiesfor involvement
Feedback mechanism
Horizontal alignment
Continually improved processes
Meeting or anticipating customer requirements
Working across organization and functional boundaries
“Bringing the customer inside”
Reviews to monitor progress

**Aligning the entire organization to a shared purpose – “The Main Thing”**
*A common and unifying concept to which every unit can contribute*
**Vertical alignment – rapid deployment of business strategy –****manifested in the actions of employees**
*Strategies determined by customers; shaped by employees*
*Energizing people, providing direction and offering opportunities**for involvement*
*Feedback mechanism*
**Horizontal alignment**
*Continually improved processes*
*Meeting or anticipating customer requirements*
*Working across organization and functional boundaries*
*“**Bringing the customer inside”*
**Reviews to monitor progress**

*Alignment*

## Execution...PMA Scorecard

***Green:**** Meets all the standards of success*
***Yellow:**** Achieved some, but not all, of the criteria *
***Red:**** **	**Has any one of a number of serious flaws*

**Notes:**
If you do not measure it, it will not happen
We utilize a Scorecard which tracks the status and progress of each major federal agency for each PMA initiative
It is reviewed and updated quarterly by the Office of Management and Budget-which oversees federal budgeting and management
It is based on a stoplight system of red, yellow and green
The scorecard is publicly available and promoted
The President is briefed on it, in person, on a yearly basis and asks his agency heads about their progress throughout the year
Agencies which excel are praised, those which lapse are publicly embarrassed
There is a rigor to the process and specific criteria for the scorecard.
What does the E-Gov scorecard measure?
The E-Gov Scorecard focuses on five key drivers for robust IT execution
Enterprise Architecture
Portfolio Management
Cybersecurity
E-Government Implementation
Earned Value Management
Interesting fact: Some agencies have taken it upon themselves to develop their own internal scorecards. These agencies are usually green.

## Execution...    a systematic way of exploring reality and acting on it

*E**xecution...** **   *a systematic way of exploring reality and acting on it

- _7 Essential Behaviors of Leaders_
- Know your people and your business
- Insist on realism
- Set clear goals and priorities
- Follow through
- Reward the doers
- Expand people’s capabilities
- Know yourself... (it takes emotional fortitude)
- _Strategic Plans – A Tool_: A good strategy process is one of the best devices to teach people about execution. It makes the mind better at detecting change.

**  ****Most efforts at cultural change fail because they are not linked to improving business outcome.**

**- Larry Bossidy and Ram Charan - Execution**

## http://www.doncio.navy.mil

**DON CIO:  CHARTING THE COURSE FOR EFFECTIVE INFORMATION MANAGEMENT WITHIN THE DEPARTMENT OF THE NAVY**

**(703) 602-1800**
**david.wennergren@navy.mil**