Information AGILE


PM AcqBusiness identifies innovative data capabilities to serve the Army Acquisition Workforce


by Mr. Ken Waldrop, Ms. Carla D. Faison, Ms. Sonya Rahmani, Mr. George Morgan and Mr. Shawn M. Faunce


A


s the trusted broker of Army acquisition program data


business


and provider of a portfolio of enterprise systems and Web services


that support effective decision-making, the Product Manager


Acquisition Business (PM AcqBusiness) has spent the past few months


refining internal processes and implementing new


methodologies to develop modernized capabilities for the Army Acquisition Workforce.


Program officials have increased the efficiency of internal


processes by identifying ways to improve operations and reduce expenditures. For example, AcqBusiness’ infrastructure had begun to age and needed to be replaced. To mitigate this problem, the AcqBusiness team identified an open-source, virtual-server solution designed to save money by reducing license count, physical


server footprint and energy costs.


Moving to a virtualized environment helped AcqBusiness to achieve one of the Better Buying Power 2.0 initiatives, “Control Costs Troughout the Product Lifecycle.”


In refining key internal processes, the Technical Management Directorate started with a critical review of its software develop- ment and deployment. Te goal was to eliminate unproductive processes and non-value-added bureaucracy while maintaining


82 Army AL&T Magazine July–September 2013


enough documentation and process oversight to ensure that AcqBusiness produced the right software for a reasonable cost. Te team began with DOD Instruction 5000.02, “Operation of the Defense Acquisition System,” and tailored it to meet the scale of AcqBusiness, which is smaller than an Acquisition Cat- egory (ACAT) III program.


Te reference model for AcqBusiness’ processes is the Informa- tion Technology Infrastructure Library (ITIL), a collection of best practices drawn from the public and private sectors interna- tionally. DOD and ITIL best practices led AcqBusiness to select the agile software development methodology. Agile development has been used in DOD as an effective technical management framework and as a way to better engage stakeholders through- out the software development process. Te AcqBusiness team expected that agile development would improve the quality of the software while increasing its acceptability to users.


AGILE METHODOLOGY AcqBusiness introduced a blend of agile methodology and DOD 5000 software development practices to develop the Army Acquisition Dashboard (AAD), as well as the Army Acquisition Workforce (AAWF) Dashboard for the U.S. Army Acquisition Support Center (USAASC).


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