Driving IT Transformation and Modernization in Federal Agencies
Client: Department of Justice (DOJ) Antitrust (ATR) Division Executive Office
JCC serves as the strategic agent of change behind organizational and technological transformation within DOJ-ATR’s IT Directorate. First, JCC assessed and characterized the current state organization and evaluated its maturity by identifying and categorizing technical and non-technical capability gaps spanning the enterprise. Next, JCC benchmarked best-in-class organizations and developed an actionable IT Modernization Roadmap aimed at bridging capability gaps and maturing the enterprise to an improved future state.
Since then, JCC actioned its IT Modernization Roadmap recommendations to include:
- Developing and socializing the IT Directorate’s Strategic Plan with goals, objectives, and measures focused on improving customer and workforce experience, increasing workforce productivity, reducing IT risk, and continuously improving overall.
- Developing and socializing a future state organizational construct and transformation plan.
- Supporting the stand-up of a Program Management Office.
- Standing-up and maturing a strategic communications capability.
- Assessing and defining roles and responsibilities within the IT Directorate, and identifying areas of fragmentation and ambiguity to address through transformation.
- Supporting the documentation of institutional knowledge through the staffing of technical writers.
Currently, the JCC team drives Transformation activities by working hand-in-hand with the government to make executive strategy a tactical reality. We are creating tailored organizational and technical concepts that will work in real life; developing governance that enhances efficiency and promotes collaboration; developing, incubating, and maturing needed strategic and technical capabilities; and resonantly communicating change to the workforce and customer base.
Empowering Federal Agencies with the Tools to Break the Stranglehold of Predatory Vendors
Client: General Services Administration (GSA) Federal Acquisition Service (FAS) Information Technology Category (ITC) and the Small Business Administration (SBA)
To support federal IT modernization, JCC developed repeatable methodologies for use across government agencies to identify and overcome challenges from contract “lock-in” with predatory vendors. On a rapid schedule of just five months, the JCC team accomplished several colossal tasks designed to analyze and improve strategic acquisition at the government-wide level for GSA and at the agency-level for SBA. Tailored to the clients’ acquisition focus, we developed a spectra maturity model adaptable to any IT enterprise and defined step-by-step action plans to transform the agencies from low to high maturity. With the input of stakeholders and government experts as well as “red team” research into the operations and motivations of predatory vendors, we created government-wide and agency-specific acquisition playbooks defining and codifying best in class terms and conditions. We also performed government-wide and agency-specific analyses of alternatives and built a cost model playbook to help agencies determine total costs of vendor changeover (including implementation, transition, sunsetting, and sustainment). Within each element of the suite, JCC formulated reusable approaches designed to reinvigorate federal agencies’ negotiating powers, improve strategic capability management, eliminate wasteful spending, and promote efficiency in federal IT modernization efforts.
Developing Roadmaps for IT Modernization and Continuous Improvement in Data Heavy Agencies
Client: Department of Justice (DOJ) Antitrust (ATR) Division Executive Office
DOJ-ATR requires robust IT support as a litigation organization handling vast quantities of secure, specialized data. To improve the client’s ability to serve the technology needs of litigating customers, JCC conducted a comprehensive assessment of ATR’s operating environment and enterprise organization to define its current state and desired future state. Based on a JCC-designed spectra maturity model, customer and stakeholder input, performance assessment findings, and benchmarking research, we tailored our analysis to the client’s needs and developed near-term solutions and long-term recommendations to transform low maturity practices into high operational maturity with the goal of continuous improvement. Armed with research and strategy, JCC set a course of action to elevate ATR to a more effective organization with a modern and secure technology posture that enables the full focus and execution of its customer service mission.
Advancing Innovation and Creating Streamlined Pathways to Technology Commercialization
Client: U.S. Department of Energy (DOE) Office of Technology Transitions (OTT) and Lab Partnering Service (LPS)
The DOE’s National Laboratory system boasts 17 sites that collectively compose a preeminent federal research consortium, providing the nation with strategic scientific and technological capabilities. To highlight specific discoveries throughout the laboratories’ history, JCC assessed capabilities to generate a strategic communications campaign, crafting language to inform internal and external personnel of the enabling innovations and translational impacts of DoE technology. We developed 17 distinct posters showcasing commercialization successes of the labs to build awareness, strengthen industry relationships, and generate opportunities for increased partnership.
JCC also provides ongoing support of strategic communications and marketing materials development for DOE’s Lab Partnering Services (LPS). LPS is a free online source providing an intuitive search capability across numerous technology areas of the DOE portfolio. JCC’s work builds awareness of and supports LPS’s mission to streamline pathways to technology commercialization, increase marketplace competitiveness, and enable technology transfer by connecting investors to preeminent DoE experts, competitive technology, world-class facilities, and streamlined partnering opportunities.
Developing Governance and Pricing Models to Implement an Enterprise Platform as a Service (PaaS) Capability
Client: Federal Aviation Administration (FAA)
In support of the FAA, we managed strategy and policy development for implementing a new enterprise-wide IT platform as a service (PaaS). After discovering client needs with targeted research focused on operational requirements and constraints, we designed an organizational framework and accompanying regulatory processes tailored to fit the FAA's specifications and existing architecture. The JCC team developed robust cost and chargeback models by identifying pivotal stakeholders and leading a series of cost-estimating workshops to meticulously capture costs associated with implementation. We utilized repeatable and recognized cost-estimating approaches to develop dynamic customer pricing guidelines that account for anticipated growth and desired rate of return.
Developing Scenario-Based Cost Models to Support Go-to-Market Strategy for a Cloud-Based Subscription Service Launch
Clients: Multiple Commercial Entities
For the benefit of multiple commercial clients, we aided in developing a go-to-market pricing strategy for a novel subscription-based cloud-based capability. Following a parallel method of rigorous research and engagement as employed with the FAA, the JCC team helped our clients clarify their near-term and long-term operating concepts and develop proactive strategies to achieve profitability goals by enhancing their knowledge of underlying costs. We built adaptable models by examining multiple customer growth scenarios rooted in market research to allow for strategic flexibility and maximize earnings.
Inserting Sustainable Technology to Support UN Peacekeeping Operations
Client: National Defense University, United Nations Peacekeeping Operations, Department of State
JCC experts played a crucial role in assessing the implementation of a distributed metering and monitoring system (DMMS) for energy usage rates within campsites of the United Nations Interim Force in Lebanon (UNIFIL). We conducted interviews with U.S. government and United Nations environmental assessment SMEs to identify the technical capabilities and limitations of the DMMS, comparing those to the goals and operational requirements of the clients, critically evaluating the effectiveness of the DMMS system in achieving client data collection priorities. From there, we developed a strategic path for utilizing the DMMS to capture critical data to meet client environmental reporting requirements, ultimately designing a repeatable DMMS data collection methodology.
Our work with NDU resulted in a publication entitled, "A Process to Analyze Data from the Deployable Metering and Monitoring System (DMMS) Using United Nations Interim Force in Lebanon Data, with Recommendations from a Limited Dataset.” Working with an initial set of energy usage data that lacked consistency and was missing important reference information, our team was able to produce valuable sustainability insights despite the disorderliness of the data. What is more, we established a repeatable framework for identifying and gathering missing data, estimating data which was impossible to gather on the ground, and translating technical results into policy terms. This repeatable framework proved the basis for our published paper, and can be translated to other complex environmental data analysis projects to lend clarity and structure to reporting of results.
Addressing Manufacturing Skills Shortfalls in the Defense Industrial Base
Client: Office of the Secretary of Defense (OSD), Industrial Policy (IP), Industrial Base Analysis and Sustainment (IBAS)
In collaboration with RD Solutions Consulting Group, the JCC team conducted strategic research and analysis to brief the Office of the Secretary of Defense (OSD-IP-IBAS) on current gaps in Defense Industrial Base manufacturing workforce development. To improve retention, recruitment, and continuing education, we proposed a skills challenge solution combining best practices from exemplar national organizations and small-scale innovation challenges. JCC’s critical literature review and interviews with subject-matter experts aggregated data and informed the design of the proposed solution to be implemented by the OSD-IP-IBAS.
Supporting Soldiers and Humanitarian Efforts at the Tactical Edge with Innovative Rapid Prototyping of Sustainable Expeditionary Water Systems
Client: U.S. Army Rapid Equipping Force
The JCC team served the Army Rapid Equipping Force (REF) in addressing the resource-intensive logistical burden and risk of hauling water to the austere tactical edge. After identifying operational, organizational, policy, and technical capability gaps, we performed research and analysis to characterize the current tactical small unit water architecture and assess currently available technology solutions. To bridge gaps and reduce the current logistical footprint we recommended a rapidly-integrated prototype solution set called Water in a Box (WiaB) and managed the solution’s development, integration, testing, and implementation. WiaB was the first MOS-agnostic full scale water production and distribution system positioned for the company level operating at the tactical edge. It was evaluated at Network Integration Exercise and Pacific Pathways with positive assessments and equipped to U.S. Army units. In follow-on work, JCC examined applications and return on investment of a commercialized WiaB capability within humanitarian assistance and disaster relief scenarios.
Complementary to WiaB solution implementation, JCC served the REF by leading the development of research into the functionality of a wastewater reuse capability in austere tactical environments. Through a suite of analyses, we compared existing DoD technologies and systems against performance requirements, explored potential commercial technology solutions, engaged government and industry stakeholder communities to recommend policy and technical solutions, and examined cost savings of implementing a tactical wastewater reuse capability. Our team briefed our collective findings to the Office of the Assistant Secretary of the Army for Installations, Energy, and Environment.
Developing Strategy in the Complex Counter Unmanned Aerial Systems Problem and Threat Space
Client: NAVAIR 4.11.3
Expanding upon research performed at the U.S. Army Rapid Equipping Force, the JCC team surveilled the current Unmanned Aerial Systems (UAS) legal, policy, and regulatory environments and distilled emerging trends and contextualized innovations stemming from commercial markets. We recommended proactive avenues for procurement, research, development, and collaboration to anticipate evolution in the threat environment and capability gaps. In collaboration with 4.11.3, we built a customized Counter UAS Strategic Plan to serve their customer base efficiently and effectively with agile capability development, assessment, and communications.
Assessing On-The-Horizon Technology and Charting a Path Forward for Nano Unmanned Aerial Systems
Client: U.S. Army Rapid Equipping Force
Long before the larger DoD was interested in nano and micro Unmanned Aerial Systems (UAS), we were at the cutting edge of nano UAS technology and deeply engaged with its community of interest, not only in assessing the current capabilities of nano UAS technology but also in understanding and documenting the larger implications of integrating soldier worn and disposable UAS into the battlefield. While serving the REF, the JCC team oversaw the development of nano UAS operational and technical requirements and identified available UASs in the academic, commercial, and DoD solution space. After down-selecting available UASs and developing nano UAS test plans we then organized, coordinated, and executed the first nano UAS test and fly-off event in Ft. Benning, GA and socialized the results of the event with the larger community of interest.