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e-Finance…
A Systems Optimization
     White Paper




Booz•Allen & Hamilton’s Approach to
Optimizing HQ AFMC’s Systems for e-
              Finance



           JUNE 22, 2001
e-Finance White Paper
BOOZ•ALLEN & HAMILTON – Systems Optimization White Paper


                                                      Table of Contents
INTRODUCTION.....................................................................................................1
BACKGROUND.......................................................................................................2
Booz·Allen & Hamilton...................................................................................................................................2
Organization....................................................................................................................................................2
BOOZ•ALLEN & HAMILTON'S APPROACH TO E-FINANCE..................................3
e-Government Capability................................................................................................................................3
Our Staff..........................................................................................................................................................3
Mission.............................................................................................................................................................3
Approach..........................................................................................................................................................4
Implementing the Approach............................................................................................................................5
Strategic Profiling............................................................................................................................................6
Independent Assessments and Business Modeling..........................................................................................7
Implementation and Innovation......................................................................................................................9
SERVICES & EXPERIENCE..................................................................................11
ECONOMIC & BUSINESS ANALYSIS...................................................................12
APPENDIX A.........................................................................................................13
Past Performance...........................................................................................................................................13
CONTACT LIST.....................................................................................................17




          TABLE OF CONTENTS – PROPERTY OF BOOZ-ALLEN & HAMILTON                                                                                           I


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e-Finance White Paper
BOOZ•ALLEN & HAMILTON – Systems Optimization White Paper



                                              INTRODUCTION

   Booz∙Allen & Hamilton, Inc. (Booz∙Allen ) recognizes that e-Government has many
   facets involving an Agency's or Service's organizational functions, such as e-Finance, e-
   Procurement, e-Logistics, etc… Each of these sub-sets of e-Government have their own
   unique challenges and critical success factors. This White Paper presents a broad
   approach that will be applied to meet the need for independently assessing the financial
   systems of the US Air Force Material Command's (AFMC), with the goal of readiness for
   e-Finance.

   Booz∙Allen does not recomend using standard or "cookie cutter" approaches to meet the
   needs of our Clients. We feel that each Client is unique in their own way, therefore we
   taylor our approaches and methods to sucessfully satisfy their exclusive needs.

   For government organizations, transitioning from paper-based to electronic processes,
   thinking "strategically" about information technology (IT) and making the link between
   performance and goals is not optional, it is legislated. To be compliant and to remain
   "competitive" in the e-Government environment, agencies must make decisions that
   look beyond traditional paradigms associated with achieving a positive financial rate of
   return. They must capture and weigh the intangibles that characterize organizations
   and the benefits or value that enable them to satisfy their mission and their customer's
   needs.

   The development of a methodology to appreciate "value" is complex. It must be
   approached from multiple perspectives and with a focus on what is truly important to
   ensuring the success of an organization. Defining a measurement of value requires an
   understanding of what an organization must achieve in order to serve its constituency.
   They must have a method for comparing alternatives that considers both the financial
   impact and value impact of the initiative.

   Developing an approach to measure the value of any aspect of e-Government requires a
   deep understanding of strategic, economic, and business analysis as well as an
   understanding of the requirements of legislative and executive mandates. It requires the
   ability to translate this understanding into workable tools and solutions capable of
   providing timely and accurate answers to complex questions.

   Booz∙Allen & Hamilton has been providing a myriad of services including strategic
   planning, capital planning (including business case analysis), information assurance,
   independent financial systems assessments, and change management, to government
   organizations for over 50 years. Working side by side with government regulatory
   bodies, agency leaders and program managers, we have leveraged our experience to
   develop the techniques that allow government leaders to make better business decisions.
   Our tools and approaches have been supported by organizations such as the Office of
   Management and Budget and the Chief Information Officer's Council.
     INTRODUCTION                                                                                       PAGE 1

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 BACKGROUND

Booz·Allen & Hamilton
   Founded in 1914, Booz∙Allen & Hamilton is one of the oldest and largest full-service
   management consulting organizations in the world. Over the years, the Firm has grown
   from a general management consulting firm into its present position of providing
   thought leadership and specialized management and technical services in such areas as
   digital transformation, economic & business analysis,
   and technology assessment. In our 87 years of
   operation, we have conducted well over 55,000
   assignments for more than 10,500 clients in virtually all
   industrial, commercial, governmental, and institutional           survey of federal
                                                                     government leaders
   fields.                                                           named Booz·Allen as
                                                                                                        the #1 IT consulting
Organization                                                                                            firm serving the federal
                                                                                                        government market
   The organization of the Firm includes a wide spectrum
   of specialized service groups. The combination of these
   groups provides Booz·Allen with a comprehensive base
   of expertise from which individuals possessing the
   necessary skills may be assembled to bring to each
   challenge the professional talents required by the assignment. We offer a broad range of
   services in the areas of information technology, management consulting, technology
   management, economic and business analysis and e-Government. We work with our
   clients to develop tailored solutions based on our understanding of the client
   environment and our functional expertise.

   By leveraging the experience and knowledge housed in our business units, the Firm is
   able to provide a great depth of understanding to each challenge it encounters. For
   example, Booz∙Allen's leadership and innovations in the area of e-Business, including
   the publication of numerous studies and sponsorship of business symposia, are
   leveraged in the Firm's approach to e-Government.

   Throughout its existence, Booz·Allen’s objective has remained clear – to enhance total
   client performance by providing the insight, objectivity, judgment, and expertise
   required for the resolution of complex corporate and government issues. The firm is
   committed to the design of realistic, achievable recommendations and plans of action.
   Quality, value, mutual trust, and respect have resulted in a client base in which 80% of
   our engagements come from clients we have served before.




     BACKGROUND                                                                                                    PAGE 2

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 BOOZ•ALLEN & HAMILTON'S APPROACH TO E-FINANCE

e-Government Capability
   To every challenge Booz∙Allen undertakes, it applies the whole of its corporate
   experience and the knowledge of its staff to create integrated, comprehensive and
   objective solutions. Our e-Government services leverage "best business practices" and
   government "lessons learned" into our understanding of government regulations and
   requirements as well as information technology. It provides government organizations
   with the spectrum of services required to succeed in the e-Government environment.

Our Staff

    We are the strategist…                                 Booz∙Allen recognizes that its greatest resource
    the realist…                                           lies in the experience, expertise, and innovative
    the technologist …                                     spirit of its personnel. For that reason, the Firm
    the thinker…                                           has developed a staff of professionals that reflect
    the doer…                                              the diversity of issues and skills essential for
    the transformer.                                       success. From specialists in organizational and
    These are Booz·Allen' s                                process change to experts in information
    intrinsic values &
                                                           architecture and economic and business analysis,
    capabilities.
                                                           Booz∙Allen staff bring together the knowledge
                    Ralph Shrader                          and experience required to approach e-
                 Chairman & CEO                            Government from multiple perspectives. In
            Booz·Allen & Hamilton                          addition, our staff understands and has
            "The Courage to Soar"                          experienced the frustrations and successes
                                                           associated with the day to day management and
                                                           execution of the business of government.

   Numerous organizations have called upon Booz∙Allen staff to address their
   constituencies and to participate in their formation of e-Government policy and thinking.
   Our professionals have been invited to present our understanding and approach to e-
   Government at seminars and conferences catering to decision-makers at all levels of
   government.

Mission
   In its fullest sense, e-Government is about transforming how government delivers on its
   mission. Characterizing the challenge are numerous factors: an aging or limited
   workforce, minimal IT sophistication, long and complex buget processes, stovepiped
   organizations, risk aversion, processes or procedures that focus on accountability rather
   than cost efficiency, direction by mandate and redundant, paper-based operations.
   Booz∙Allen is prepared to lead our clients on the path to attaining mission success.


     CAPABILITY, STAFF, MISSION                                                                            PAGE 3

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Approach
   To avoid frustration, government decision-makers must incorporate the new
   dimensions and requirements of the changing technological environment: changing
   customer expectations, workforce cultural changes, rapidly changing
   technology/implementation, external value quantification, major security/privacy
   drivers, information as an economic asset, enterprise architecture integration complexity,
   changing or non-existent standards, and alternative funding options. The bottom line
   question is: “How do government decision-makers plan & manage successfully in this
   dynamic environment?” The answer is: “Through business planning services that
   support organizations at each phase of e-Finance transformation…”




  strategic profiling                     independent assessment                                          implementation &
                                                     &                                                       innovation
                                             business modeling

                     strategic planning

                                                     improvement planning
Technical Architecture
Baseline Analysis
Process Architecture
Baseline Analysis                            Justification & Other Information
Organizational Analysis                         business case analysis
Technical and Functional                      life cycle costs
Needs Assessment
                                                                             performance management
                                              cost/benefit
Gap Analysis                                  return / value of investment
Customer Identification                       risk assessment                     Performance Measurement
Cost Drivers                                    acquisition strategy              Economic Analysis
Business Drivers                             Cost, schedule & performance         Knowledge Management
Identification of                            goals
Performance Metrics                             evms
                                                cost & schedule baselines




enterprise strategic plan                          improvement plan                                   post implementation review




     APPROACH                                                                                                       PAGE 4

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     Implementing the Approach
         This approach provides structured planning to support the transition from the
         conceptual, to the structural, to the operational. The value of our approach is maximized
         by leveraging our understanding of the linkage between the strategy, economic and
         business drivers as well as the performance measurements. While partnering with
         AFMC FM, Booz∙Allen will create a conceptual road map that will enable the
         identification of strategic business objectives, business drivers, and target mission critical
         improvements.




conceptual...
strategic profiling                                                  strategic
                                                                       goals
       missio
                                                   macro level weighted decision                                 enterprise strategic
                          perspectives                        criteria                                                  plan
        visio
                                                          transformation
                                                          targets
                                                         transformation targets
 to the structural…
independent assessments & business modeling


                           identify viable alternatives                                                             improvement
     independent
  reduce redundancy          cost / benefit analysis cost, schedule &
                          business case
                                                                                                                        plan
    assessments
    improve controls      analysis decision metrics performance & goals
                           calculate                         baselines
   COTS evaluations                                                        earned value
   implement/remove          compare alternatives                          management
        systems                risk assessment



 to the operational...
 implementation & innovation


                                                                                                                 post implementation
    performance
                                                                                                                        review
                                      knowledge managementproject control
                       economic analysis
    measurement




            IMPLEMENTING THE APPROACH                                                                               PAGE 5

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      Strategic Profiling
          A key element of strategic profiling involves defining the techniques and methods
          required for achieving the desired outcomes. As it relates to the AFMC, strategic
          profiling must consider, in terms of performance, the current state of the organization
          and the vision of the organization in the future. Targets established in strategic planning
          should stretch organizations, driving advantages and increasing the ability of the
          organization to compete competitively and operate effectively.




     as - is
what is the organization's
         mission?

  what are the current
  systems, business
    processes and                       How does your organization have to
    technologies?                       perform in an environment
                                        characterized by…
                                                                                                                         to - be
 what’s working… what                     competition for limited budget
         isn’t?
                                             dollars
                                          rapidly changing technology and                                                what will be the
                                             customer expectations                                                   organization’s role in the
                                                                                                                             future?
     metric                               demands for fiscal accountability
                                             and business-like operations...                                        what will customers expect?
    baselines                             leadership driving new/changing
                                             requirements                                                                what systems or
                                                                                                                    technologies will/should be
                                                                                                                            available?

                                                                                                                     what external factors will
                                                                                                                          drive change?



                                                                                                                      performance
                                                                                                                        targets



            STRATEGIC PROFILING                                                                                            PAGE 6

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Independent Assessments and Business Modeling
   During the independent assessments and business modeling phase, the concepts
   developed in the Strategic Plan are given structure. Additional issues and
   considerations may include: identifying redundancy in systems, strengthening internal
   controls, evaluating the feasibility of implementing or removing specfic systems, COTS/
   Build assessments, COTS evaluation and selection, and an awareness of security and
   privacy issues or enterprise application integration complexity.

   The chart below depicts how Booz∙Allen would supprt the AFMC’s move from the
   Strategic Planning phase to the Independent Assessment and Business Modeling phase.
   The example presents a high level breakdown of the steps involved in conducting an
   analysis of alternaltives.



                                                                    analysis of alternatives
     strategic plan


                                                                                Identify / Define
                                                                             Evaluation Alternatives

                                                                                   1             2      3


                                                                         determine compliance with
                                                                     requirements, costs, benefits & risks
                                                                           for candidate alternatives


                                                                          calculate decision metrics &
                                                                        compare candidate alternatives




                                                                                          select
                                                                                      alternative(s)




     ASSESSMENTS & MODELING                                                                                 PAGE 7

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   The outcome of the independent assessments and business-modeling phase is the
   improvements plan. This plan is the functional road map guiding the implementation
   of management decisions regarding operational improvements. Key elements of a
   successful improvement plan include: independence from the issues, understanding of
   needs, justifications, compliance, business case analyses, costs/benefits, defendable cost
   estimates, risk assessments, acquisition strategy, performance goals, and schedule
   complexity.

   Under the direction of the AFMC leadership, Booz∙Allen will link the organization’s
   strategies to achievable improvement initiatives, while maintaining the focus on the
   broader vision of e-Finance. The AFMC Improvement Plans will identify key issues
   such as system replacement initiatives, system redundancy evaluations, and the
   feasibility of bringing on new or "outside" systems.




     ASSESSMENTS & MODELING                                                                             PAGE 8

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      Implementation and Innovation

          Characteristics of performance measures vary based on management levels. Since the
          AFMC is an Air Force-wide command, a multi level performance measurement matrix
          will be required to satisfiy the unique performance demands and requirements of each
          level of management. The matrix will cross reference performance measures with
          stakeholder concerns.




          Performance Measures                                                   Stakeholder Concerns



                Did the strategy work to                                                      Did the strategy work to
               achieve desired results?                     Outcome                          achieve desired results?
              Is it worth the investment?                   Measures                        Is it worth the investment?
                Is the public satisfied?                         Senior                       Is the public satisfied?
                                                               Leadership


    Was the service delivered                                                                            How fast is the program
       in a timely manner?                                                                                    progressing?
   Was it useful to the customer?                                                                      Are commitments being met?
     Is it what the customer                        Output Measures                                     Are we meeting functional
              needed?                                  Mid-tier Management                                    users needs?



Number of customers served
  correctly within specified                                                                                 Are costs managed well?
         time frame.                                Activity Measures                                          Is information flowing
 Error rate per 1,000 CPRs.                           Program/Project Level                                       efficiently among
    Data exchange rates                                                                                                systems?
        among AISs.


                                             DO NOT OVER MEASURE
     If you have too many measures, chances are that you are measuring the same thing more than
                once. This can result in an aggregated result that is statistically INVALID.



          With performance measures, beneficial gains can be realized through the following
          channels: the reduced cost of measurement by employing statistical sampling methods,
          adjusting data to reflect the influence of factors outside program control, identifying data
            IMPLEMENTATION AND INNOVATION                                                                              PAGE 9

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   sources and the confidence level in those sources, deploying data source collection
   methods and tools, determining the weight of each measure according to objectives and
   strategies, and identifying the link betweens measures and objectives and how those
   may impact other measures.

   If developed objectivly and calculated correctly, performance measures will allow the
   AFMC to evaluate the success factors of their improvment initiatives, make informed
   decisions for modifiying approaches, e.g. scope and scale, and provide evidence and
   support for making difficult decsions , such as canceling an initiative.

   Our service offerings described in this Paper are scalable to accommodate incremental
   efforts. For example, limited time and funding demands quick turn around benefit
   analysis and calculation of decision metrics. Additionally, “honest broker” services
   replace or verify sales-driven vendor claims along with , analyses of a “portfolio” of
   candidate solutions or alternatives. Alternatively, enterprise-wide efforts may also be
   considered. The magnitude and level of risk exposure demands specific economic and
   business analysis, which generates the data required to develop a portfolio of
   investments in improvement initiatatives or in future planning. Incremental and
   enterprise-wide efforts may be instituted where needed - in the strategic profiling phase,
   the independent assessment and business modeling phases, or the implementation and
   innovation phases.




     IMPLEMENTATION AND INNOVATION                                                                       PAGE 10

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 SERVICES & EXPERIENCE

                                                 Booz∙Allen's current e-Government
 BoozAllen& HamiltonClientsRecognized
       ∙
 forE-GovernmentTransformation                   service offerings provide the capabilities,
 Efforts…                                        tools and techniques required for a
                                                 holistic approach to overcoming the
 E-Gov2000PioneerAwardRecipients                 challenges associated with all phases of
   ♦ TheDefenseMedicalLogisticsStandard          e-Government transformation and all
      SupportProgram                             services in the e-Government value
   ♦ TheNextBusSystem
                                                 chain. A key discriminator of
   ♦ ThePacificMedicalNetwork
                                                 Booz∙Allen's e-Government services is
 E-Gov1st AnnualLearningAwardfor                 our experience as government partners.
 Leadership,Excellence& Innovation               Booz∙Allen's staff have been in the
   ♦ ArmyNationalGuardDistributive               "trenches," supporting government
      TrainingTechnologyProject                  clients for over 50 years. Our hands-on
 TheHammerAward                                  experience in government business, our
   ♦ TheInternalRevenueService                   corporate experience in e-Business and
                                                 our enthusiastic drive for innovation
                                                 have helped us to develop e-
   Government services that work in the real world.

   The firm's portfolio of clients represents virtually every category of government,
   institution, and business. The firm has served 78 of the 100 largest departments of the
   Federal Government, 36 state governments, numerous cities and counties, and other
   local agencies. Overseas, Booz·Allen has provided services to both commercial and
   government clients on an ever-increasing scale since the early 1950s. We have
   conducted assignments in over 90 countries worldwide.

   Diversity of client base and projects, depth of experience and an unbiased focus are what
   make the Booz·Allen difference and make engagements successful. The ability to apply
   these diverse skills in partnership with our clients is our competitive advantage. We are
   proud of our reputation for excellence and are committed to delivering a quality
   product.

   Appendix A provides a brief sampling of assignments that we have performed for
   federal clients. These examples of Booz∙Allen's work demonstrate the scope and multi-
   dimensional approach of our Firm's e-Government services. Key to these services is
   Booz∙Allen's economic and business analysis capabilities encompassing the skills and
   methodologies required to discern the value of any e-Government initiative in helping
   an organization maintain focus, understand its performance requirements, and
   ultimately fulfill its mission.




     SERVICES & EXPERIENCE                                                                                PAGE 11

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 ECONOMIC & BUSINESS ANALYSIS

   Booz∙Allen's Economic and Business Analysis (EBA) Team is composed of nearly 300
   professional staff located throughout the country who possess the spectrum of skills
   required for investment and strategic business planning (e.g., business case analysis),
   performance measurement, and program management/evaluation. Our staff blends
   high quality education and training with industry expertise and hands-on government
   experience. EBA provides an integrated mix of core competency service offerings in
   Cost and Economic Analysis, Business Management and Analysis, and
   Accounting/Financial Management and Analysis.

   EBA's staff of professionals hold advanced degrees and "real-world" expertise in areas
   such as public policy, economics, finance, business, telecommunications and
   engineering. EBA boasts the following group statistics:

      •   35% hold advanced degrees in such disciplines as business, economics,
          engineering, and information systems
      •   10% hold professional certifications as Government Financial Managers, Cost
          Estimators/Analysts, Professional Contract Managers, and Public Accountants
      •   55% have over 10 years of experience

   To provide clients with superior economic and business analysis support, EBA
   maintains a collection of commercial-off-the-shelf decision support and cost estimating
   tools and databases. In addition, the Team has invested in the development of
   proprietary tools, including numerous cost estimating models that provide us with the
   ability to help our clients make better business decisions.

   EBA is committed not only to providing sound support to our clients, but also to going a
   step further. Through active involvement with industry associations and use of our
   skills and day-to-day government experience, develop methodologies and tools that
   work. Among our staff are leaders in the “cost community” (e.g., Society of Cost
   Estimating and Economic Analysis) and individuals who have been called by
   government and professional organizations to present our thinking on subjects such as
   "Federal Government IT Capital Planning."

   Remaining in sync with the challenges facing our government clients, EBA has been on
   the forefront of defining the business planning required to make e-Government work.
   Various members of our staff have been asked by professional and industry
   organizations to present our approach to challenges such as “Benefit Valuation” and
   “Preparation of an e-Government Business Case.”




     EBA TEAM                                                                                           PAGE 12

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 APPENDIX A


Past Performance
                                      Booz·Allen was tasked with determining whether
 NASA Integrated Financial
 Management Project –                 business systems that interface with the current
 Feasibility Analysis
 Systems Interface Analysis           Financial Accounting System (FAS) will be supported
                                      in the future Integrated Financial Management System
                                       (IFMS) environment – even if the functions these
   systems provide won’t be provided for in the IFMS as delivered by the COTS vendor.
   Specifically, Booz·Allen executed the task to identify each of these site-specific systems
   to determine whether cost and effort should be expended to interface them with the
   IFMS. Our Client tasked us with presenting alternatives regarding the feasibility of
   interfacing these systems with the IFMS. The information presented examined the Job
   Entry Tracking System (JETS) used by the Manufacturing Engineering Directorate
   (MeD). The study results were presented to the NASA Glenn IFMP Steering
   Committee, which utilized the information to determine whether cost and effort would
   be expended to interface JETS with the IFMS.

 NASA Integrated Financial            As part of the IFMP implementation effort at the
 Management Project –                 Glenn Research Center, the IFMP Transition Manager
 Systems Inventory                    tasked Booz·Allen & Hamilton with developing a
                                      Center-wide inventory of existing systems and
                                      programs. This systems inventory identified sources
   of duplicate data and functionality, non-integrated systems and manual processes that
   are currently employed at Glenn. From this analysis, Booz·Allen supported NASA
   Glenn in further developing the Center's requirements and strategies for data
   conversion. Our compilation of the systems inventory provided a distinct picture of the
   current systems environment and data structures that existed at the Center. Once
   completed, data conversion plans were finalized and executed. The following
   methodology was utilized in compiling the systems inventory and other supporting
   documents. Flowcharts of the main processes and unique systems were created to
   supplement the systems inventory and to present a graphical depiction of Glenn's
   computing environment. These flowcharts highlighted the data interaction that occurs
   between the various systems and the types of data shared between them. This data
   interaction was mapped out on the system flowcharts and input into a database. This
   information will allow the Client to assess which systems should be used to extract data
   for the data conversion and data clean up.




     APPENDIX A                                                                                         PAGE 13

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                                         Booz∙Allen pulled together staff from our
 GSA / Office of E- Commerce
                                         Infrastructure Assurance Center of Excellence and
 PKI/Smartcard
 Business Case Analysis                  Economic and Business Analysis Team (EBA) to
                                         create the right team to help the General Services
                                         Administration develop a Public Key
   Infrastructure / Smart card Business Case Analysis. The business case approach was
   designed for use by any Federal agency considering an investment in Public Key
   Infrastructure (PKI) on smart cards for government wide applications. By following the
   business case methodology, decision makers will be able to determine for themselves
   whether the investment costs of PKI/smart cards are justified and whether investment
   benefits outweigh the risks. Two supporting case studies, one for the Department of
   Veteran Affairs and a second for the Federal Deposit Insurance Corporation (FDIC),
   were also created to demonstrate the business case process.

                                       The Federal Insurance Administration (FIA) was
 FEMA Federal Insurance
 Administration                        committed to improve the National Flood Insurance
 IT Concept of Operations              Program (NFIP) through more efficient and effective
                                       operations that were defined by strategic business
                                       priorities and enabled by business processes that
   incorporate the most appropriate IT capabilities. Per FIA's request, Booz∙Allen
   developed a comprehensive e-Government strategy and corresponding e-commerce
   capabilities to make this vision a reality. As part of the assignment, Booz∙Allen analysts
   determined the value of the current information and technologies based on their
   usefulness within the current Program context. The analysis included common and
   specialized technologies that were being used by NFIP and were built on the various
   discussions of the value of current information. The Information Value Analysis
   identified opportunities for improving the use of information and technology to support
   the key NFIP business functions. Booz∙Allen's involvement in this effort also included
   the development of a cost/benefit analysis of alternatives and the development of
   tactical and strategic IT plans.

                                            Booz·Allen prepared a cost benefit analysis for
 Department of Veteran Affairs
 Electronic Imaging of                      the Veterans Benefit Administration to
 Compensation & Pension                     determine if implementing an imaging system
 Claims Cost Benefit Analysis               (Virtual VBA) to process compensation and
                                            pension claims would be cost beneficial.
                                            Through discussions with industry experts and
   imaging vendors, a concept of operations was developed to adopt industry best
   practices into VBA's business processes. Based on this concept of operations, the costs
   and benefits of four implementation alternatives were analyzed. In addition to cost, both
   qualitative and quantitative benefits were identified and analyzed. The qualitative
   benefits included the impact of an electronic work environment on customer service, the
   VBA workforce, and the compensation and pension process. The quantitative benefits
   included the reduction in supply, facility, and mail costs. Virtual VBA costs were


     APPENDIX A                                                                                         PAGE 14

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   assessed and compared to the expected benefits the organization could achieve from
   redesigning its processes and implementing an electronic work environment.




     APPENDIX A                                                                                        PAGE 14

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                                                Booz∙Allen performed an evaluation and
 Social Security Administration
                                                alternatives analysis for the Reengineered
 Reengineered Disability System
 Business Case Analysis                         Disability System (RDS), a software program
                                                intended to assist Title II and Title XVI
                                                disability claims processing. Booz∙Allen
   completed a rigorous analysis of sunk costs for RDS development. The Firm also
   developed a cost element structure, collected relevant cost data, constructed a cost
   model, and developed cost estimates for completing and implementing RDS and several
   alternatives. Initial findings resulted in the decision by SSA to cease development of the
   RDS program. To provide recommendations on a future course of action, Booz∙Allen
   performed a drill-down analysis of the viable alternatives that consisted of a workload
   analysis, a cost/benefit analysis of a proposed electronic folder concept, and cost
   estimates for the development of an "intake" software program for initial disability
   claims and for improving the state disability determination service's processing systems
   and software.
 Immigration & Naturalization Service
 Fingerprint Project                             Booz·Allen conducted a cost-effectiveness
                                                 analysis to determine the optimal
                                                 methodology and technology required to
   capture fingerprints and forward them electronically to the Federal Bureau of
   Investigation (FBI). Booz·Allen analyzed the quantifiable and unquantifiable benefits of
   various alternatives and conducted a preliminary market survey of FBI-certified
   fingerprint scanning technologies. Based on the results of the cost-effectiveness
   analysis, Booz·Allen supported INS in its time-critical requirement to procure Live-Scan
   technology and technical support for 125 sites across the United States. Booz·Allen has
   recommended a procurement and acquisition strategy that combines proposals and
   product demonstrations in the evaluation of best valued bids.




     APPENDIX A                                                                                         PAGE 15

                      PROPRIETARY INFORMATION. SEE RESTRICTIONS LISTED ON THE TABLE OF CONTENTS PAGE.
BOOZ•ALLEN & HAMILTON – Systems Optimization White Paper



 CONTACT LIST




     CONTACT LIST                                                                                     PAGE 16

                    PROPRIETARY INFORMATION. SEE RESTRICTIONS LISTED ON THE TABLE OF CONTENTS PAGE.

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e-Finance White Paper

  • 1. e-Finance… A Systems Optimization White Paper Booz•Allen & Hamilton’s Approach to Optimizing HQ AFMC’s Systems for e- Finance JUNE 22, 2001
  • 3. BOOZ•ALLEN & HAMILTON – Systems Optimization White Paper Table of Contents INTRODUCTION.....................................................................................................1 BACKGROUND.......................................................................................................2 Booz·Allen & Hamilton...................................................................................................................................2 Organization....................................................................................................................................................2 BOOZ•ALLEN & HAMILTON'S APPROACH TO E-FINANCE..................................3 e-Government Capability................................................................................................................................3 Our Staff..........................................................................................................................................................3 Mission.............................................................................................................................................................3 Approach..........................................................................................................................................................4 Implementing the Approach............................................................................................................................5 Strategic Profiling............................................................................................................................................6 Independent Assessments and Business Modeling..........................................................................................7 Implementation and Innovation......................................................................................................................9 SERVICES & EXPERIENCE..................................................................................11 ECONOMIC & BUSINESS ANALYSIS...................................................................12 APPENDIX A.........................................................................................................13 Past Performance...........................................................................................................................................13 CONTACT LIST.....................................................................................................17 TABLE OF CONTENTS – PROPERTY OF BOOZ-ALLEN & HAMILTON I THESE DATA SHALL NOT BE DISCLOSED OUTSIDE THE GOVERNMENT AND SHALL NOT BE DUPLICATED, USED, OR DISCLOSED IN WHOLE OR IN PART FOR ANY PURPOSE OTHER THAN PROPOSAL EVALUATION. IF, HOWEVER, A CONTRACT IS AWARDED TO BOOZ∙ALLEN & HAMILTON, INC. AS A RESULT OF THESE DATA, HE GOVERNMENT SHALL HAVE THE RIGHT TO DUPLICATE, USE, OR DISCLOSE THE DATA TO THE EXTENT PROVIDED IN THE RESULTING CONTRACT. THIS RESTRICTION DOES NOT LIMIT THE GOVERNMENT'S RIGHT TO USE INFORMATION CONTAINED IN THESE DATA IF IT IS OBTAINED FROM ANOTHER SOURCE WITHOUT RESTRICTION.
  • 5. BOOZ•ALLEN & HAMILTON – Systems Optimization White Paper INTRODUCTION Booz∙Allen & Hamilton, Inc. (Booz∙Allen ) recognizes that e-Government has many facets involving an Agency's or Service's organizational functions, such as e-Finance, e- Procurement, e-Logistics, etc… Each of these sub-sets of e-Government have their own unique challenges and critical success factors. This White Paper presents a broad approach that will be applied to meet the need for independently assessing the financial systems of the US Air Force Material Command's (AFMC), with the goal of readiness for e-Finance. Booz∙Allen does not recomend using standard or "cookie cutter" approaches to meet the needs of our Clients. We feel that each Client is unique in their own way, therefore we taylor our approaches and methods to sucessfully satisfy their exclusive needs. For government organizations, transitioning from paper-based to electronic processes, thinking "strategically" about information technology (IT) and making the link between performance and goals is not optional, it is legislated. To be compliant and to remain "competitive" in the e-Government environment, agencies must make decisions that look beyond traditional paradigms associated with achieving a positive financial rate of return. They must capture and weigh the intangibles that characterize organizations and the benefits or value that enable them to satisfy their mission and their customer's needs. The development of a methodology to appreciate "value" is complex. It must be approached from multiple perspectives and with a focus on what is truly important to ensuring the success of an organization. Defining a measurement of value requires an understanding of what an organization must achieve in order to serve its constituency. They must have a method for comparing alternatives that considers both the financial impact and value impact of the initiative. Developing an approach to measure the value of any aspect of e-Government requires a deep understanding of strategic, economic, and business analysis as well as an understanding of the requirements of legislative and executive mandates. It requires the ability to translate this understanding into workable tools and solutions capable of providing timely and accurate answers to complex questions. Booz∙Allen & Hamilton has been providing a myriad of services including strategic planning, capital planning (including business case analysis), information assurance, independent financial systems assessments, and change management, to government organizations for over 50 years. Working side by side with government regulatory bodies, agency leaders and program managers, we have leveraged our experience to develop the techniques that allow government leaders to make better business decisions. Our tools and approaches have been supported by organizations such as the Office of Management and Budget and the Chief Information Officer's Council. INTRODUCTION PAGE 1 PROPRIETARY INFORMATION. SEE RESTRICTIONS LISTED ON THE TABLE OF CONTENTS PAGE.
  • 6. BOOZ•ALLEN & HAMILTON – Systems Optimization White Paper BACKGROUND Booz·Allen & Hamilton Founded in 1914, Booz∙Allen & Hamilton is one of the oldest and largest full-service management consulting organizations in the world. Over the years, the Firm has grown from a general management consulting firm into its present position of providing thought leadership and specialized management and technical services in such areas as digital transformation, economic & business analysis, and technology assessment. In our 87 years of operation, we have conducted well over 55,000 assignments for more than 10,500 clients in virtually all industrial, commercial, governmental, and institutional survey of federal government leaders fields. named Booz·Allen as the #1 IT consulting Organization firm serving the federal government market The organization of the Firm includes a wide spectrum of specialized service groups. The combination of these groups provides Booz·Allen with a comprehensive base of expertise from which individuals possessing the necessary skills may be assembled to bring to each challenge the professional talents required by the assignment. We offer a broad range of services in the areas of information technology, management consulting, technology management, economic and business analysis and e-Government. We work with our clients to develop tailored solutions based on our understanding of the client environment and our functional expertise. By leveraging the experience and knowledge housed in our business units, the Firm is able to provide a great depth of understanding to each challenge it encounters. For example, Booz∙Allen's leadership and innovations in the area of e-Business, including the publication of numerous studies and sponsorship of business symposia, are leveraged in the Firm's approach to e-Government. Throughout its existence, Booz·Allen’s objective has remained clear – to enhance total client performance by providing the insight, objectivity, judgment, and expertise required for the resolution of complex corporate and government issues. The firm is committed to the design of realistic, achievable recommendations and plans of action. Quality, value, mutual trust, and respect have resulted in a client base in which 80% of our engagements come from clients we have served before. BACKGROUND PAGE 2 PROPRIETARY INFORMATION. SEE RESTRICTIONS LISTED ON THE TABLE OF CONTENTS PAGE.
  • 7. BOOZ•ALLEN & HAMILTON – Systems Optimization White Paper BOOZ•ALLEN & HAMILTON'S APPROACH TO E-FINANCE e-Government Capability To every challenge Booz∙Allen undertakes, it applies the whole of its corporate experience and the knowledge of its staff to create integrated, comprehensive and objective solutions. Our e-Government services leverage "best business practices" and government "lessons learned" into our understanding of government regulations and requirements as well as information technology. It provides government organizations with the spectrum of services required to succeed in the e-Government environment. Our Staff We are the strategist… Booz∙Allen recognizes that its greatest resource the realist… lies in the experience, expertise, and innovative the technologist … spirit of its personnel. For that reason, the Firm the thinker… has developed a staff of professionals that reflect the doer… the diversity of issues and skills essential for the transformer. success. From specialists in organizational and These are Booz·Allen' s process change to experts in information intrinsic values & architecture and economic and business analysis, capabilities. Booz∙Allen staff bring together the knowledge Ralph Shrader and experience required to approach e- Chairman & CEO Government from multiple perspectives. In Booz·Allen & Hamilton addition, our staff understands and has "The Courage to Soar" experienced the frustrations and successes associated with the day to day management and execution of the business of government. Numerous organizations have called upon Booz∙Allen staff to address their constituencies and to participate in their formation of e-Government policy and thinking. Our professionals have been invited to present our understanding and approach to e- Government at seminars and conferences catering to decision-makers at all levels of government. Mission In its fullest sense, e-Government is about transforming how government delivers on its mission. Characterizing the challenge are numerous factors: an aging or limited workforce, minimal IT sophistication, long and complex buget processes, stovepiped organizations, risk aversion, processes or procedures that focus on accountability rather than cost efficiency, direction by mandate and redundant, paper-based operations. Booz∙Allen is prepared to lead our clients on the path to attaining mission success. CAPABILITY, STAFF, MISSION PAGE 3 PROPRIETARY INFORMATION. SEE RESTRICTIONS LISTED ON THE TABLE OF CONTENTS PAGE.
  • 8. BOOZ•ALLEN & HAMILTON – Systems Optimization White Paper Approach To avoid frustration, government decision-makers must incorporate the new dimensions and requirements of the changing technological environment: changing customer expectations, workforce cultural changes, rapidly changing technology/implementation, external value quantification, major security/privacy drivers, information as an economic asset, enterprise architecture integration complexity, changing or non-existent standards, and alternative funding options. The bottom line question is: “How do government decision-makers plan & manage successfully in this dynamic environment?” The answer is: “Through business planning services that support organizations at each phase of e-Finance transformation…” strategic profiling independent assessment implementation & & innovation business modeling strategic planning improvement planning Technical Architecture Baseline Analysis Process Architecture Baseline Analysis Justification & Other Information Organizational Analysis business case analysis Technical and Functional life cycle costs Needs Assessment performance management cost/benefit Gap Analysis return / value of investment Customer Identification risk assessment Performance Measurement Cost Drivers acquisition strategy Economic Analysis Business Drivers Cost, schedule & performance Knowledge Management Identification of goals Performance Metrics evms cost & schedule baselines enterprise strategic plan improvement plan post implementation review APPROACH PAGE 4 PROPRIETARY INFORMATION. SEE RESTRICTIONS LISTED ON THE TABLE OF CONTENTS PAGE.
  • 9. BOOZ•ALLEN & HAMILTON – Systems Optimization White Paper Implementing the Approach This approach provides structured planning to support the transition from the conceptual, to the structural, to the operational. The value of our approach is maximized by leveraging our understanding of the linkage between the strategy, economic and business drivers as well as the performance measurements. While partnering with AFMC FM, Booz∙Allen will create a conceptual road map that will enable the identification of strategic business objectives, business drivers, and target mission critical improvements. conceptual... strategic profiling strategic goals missio macro level weighted decision enterprise strategic perspectives criteria plan visio transformation targets transformation targets to the structural… independent assessments & business modeling identify viable alternatives improvement independent reduce redundancy cost / benefit analysis cost, schedule & business case plan assessments improve controls analysis decision metrics performance & goals calculate baselines COTS evaluations earned value implement/remove compare alternatives management systems risk assessment to the operational... implementation & innovation post implementation performance review knowledge managementproject control economic analysis measurement IMPLEMENTING THE APPROACH PAGE 5 PROPRIETARY INFORMATION. SEE RESTRICTIONS LISTED ON THE TABLE OF CONTENTS PAGE.
  • 10. BOOZ•ALLEN & HAMILTON – Systems Optimization White Paper Strategic Profiling A key element of strategic profiling involves defining the techniques and methods required for achieving the desired outcomes. As it relates to the AFMC, strategic profiling must consider, in terms of performance, the current state of the organization and the vision of the organization in the future. Targets established in strategic planning should stretch organizations, driving advantages and increasing the ability of the organization to compete competitively and operate effectively. as - is what is the organization's mission? what are the current systems, business processes and How does your organization have to technologies? perform in an environment characterized by… to - be what’s working… what competition for limited budget isn’t? dollars rapidly changing technology and what will be the customer expectations organization’s role in the future? metric demands for fiscal accountability and business-like operations... what will customers expect? baselines leadership driving new/changing requirements what systems or technologies will/should be available? what external factors will drive change? performance targets STRATEGIC PROFILING PAGE 6 PROPRIETARY INFORMATION. SEE RESTRICTIONS LISTED ON THE TABLE OF CONTENTS PAGE.
  • 11. BOOZ•ALLEN & HAMILTON – Systems Optimization White Paper Independent Assessments and Business Modeling During the independent assessments and business modeling phase, the concepts developed in the Strategic Plan are given structure. Additional issues and considerations may include: identifying redundancy in systems, strengthening internal controls, evaluating the feasibility of implementing or removing specfic systems, COTS/ Build assessments, COTS evaluation and selection, and an awareness of security and privacy issues or enterprise application integration complexity. The chart below depicts how Booz∙Allen would supprt the AFMC’s move from the Strategic Planning phase to the Independent Assessment and Business Modeling phase. The example presents a high level breakdown of the steps involved in conducting an analysis of alternaltives. analysis of alternatives strategic plan Identify / Define Evaluation Alternatives 1 2 3 determine compliance with requirements, costs, benefits & risks for candidate alternatives calculate decision metrics & compare candidate alternatives select alternative(s) ASSESSMENTS & MODELING PAGE 7 PROPRIETARY INFORMATION. SEE RESTRICTIONS LISTED ON THE TABLE OF CONTENTS PAGE.
  • 12. BOOZ•ALLEN & HAMILTON – Systems Optimization White Paper The outcome of the independent assessments and business-modeling phase is the improvements plan. This plan is the functional road map guiding the implementation of management decisions regarding operational improvements. Key elements of a successful improvement plan include: independence from the issues, understanding of needs, justifications, compliance, business case analyses, costs/benefits, defendable cost estimates, risk assessments, acquisition strategy, performance goals, and schedule complexity. Under the direction of the AFMC leadership, Booz∙Allen will link the organization’s strategies to achievable improvement initiatives, while maintaining the focus on the broader vision of e-Finance. The AFMC Improvement Plans will identify key issues such as system replacement initiatives, system redundancy evaluations, and the feasibility of bringing on new or "outside" systems. ASSESSMENTS & MODELING PAGE 8 PROPRIETARY INFORMATION. SEE RESTRICTIONS LISTED ON THE TABLE OF CONTENTS PAGE.
  • 13. BOOZ•ALLEN & HAMILTON – Systems Optimization White Paper Implementation and Innovation Characteristics of performance measures vary based on management levels. Since the AFMC is an Air Force-wide command, a multi level performance measurement matrix will be required to satisfiy the unique performance demands and requirements of each level of management. The matrix will cross reference performance measures with stakeholder concerns. Performance Measures Stakeholder Concerns Did the strategy work to Did the strategy work to achieve desired results? Outcome achieve desired results? Is it worth the investment? Measures Is it worth the investment? Is the public satisfied? Senior Is the public satisfied? Leadership Was the service delivered How fast is the program in a timely manner? progressing? Was it useful to the customer? Are commitments being met? Is it what the customer Output Measures Are we meeting functional needed? Mid-tier Management users needs? Number of customers served correctly within specified Are costs managed well? time frame. Activity Measures Is information flowing Error rate per 1,000 CPRs. Program/Project Level efficiently among Data exchange rates systems? among AISs. DO NOT OVER MEASURE If you have too many measures, chances are that you are measuring the same thing more than once. This can result in an aggregated result that is statistically INVALID. With performance measures, beneficial gains can be realized through the following channels: the reduced cost of measurement by employing statistical sampling methods, adjusting data to reflect the influence of factors outside program control, identifying data IMPLEMENTATION AND INNOVATION PAGE 9 PROPRIETARY INFORMATION. SEE RESTRICTIONS LISTED ON THE TABLE OF CONTENTS PAGE.
  • 14. BOOZ•ALLEN & HAMILTON - Systems Optimization White Paper sources and the confidence level in those sources, deploying data source collection methods and tools, determining the weight of each measure according to objectives and strategies, and identifying the link betweens measures and objectives and how those may impact other measures. If developed objectivly and calculated correctly, performance measures will allow the AFMC to evaluate the success factors of their improvment initiatives, make informed decisions for modifiying approaches, e.g. scope and scale, and provide evidence and support for making difficult decsions , such as canceling an initiative. Our service offerings described in this Paper are scalable to accommodate incremental efforts. For example, limited time and funding demands quick turn around benefit analysis and calculation of decision metrics. Additionally, “honest broker” services replace or verify sales-driven vendor claims along with , analyses of a “portfolio” of candidate solutions or alternatives. Alternatively, enterprise-wide efforts may also be considered. The magnitude and level of risk exposure demands specific economic and business analysis, which generates the data required to develop a portfolio of investments in improvement initiatatives or in future planning. Incremental and enterprise-wide efforts may be instituted where needed - in the strategic profiling phase, the independent assessment and business modeling phases, or the implementation and innovation phases. IMPLEMENTATION AND INNOVATION PAGE 10 PROPRIETARY INFORMATION. SEE RESTRICTIONS LISTED ON THE TABLE OF CONTENTS PAGE.
  • 15. BOOZ•ALLEN & HAMILTON – Systems Optimization White Paper SERVICES & EXPERIENCE Booz∙Allen's current e-Government BoozAllen& HamiltonClientsRecognized ∙ forE-GovernmentTransformation service offerings provide the capabilities, Efforts… tools and techniques required for a holistic approach to overcoming the E-Gov2000PioneerAwardRecipients challenges associated with all phases of ♦ TheDefenseMedicalLogisticsStandard e-Government transformation and all SupportProgram services in the e-Government value ♦ TheNextBusSystem chain. A key discriminator of ♦ ThePacificMedicalNetwork Booz∙Allen's e-Government services is E-Gov1st AnnualLearningAwardfor our experience as government partners. Leadership,Excellence& Innovation Booz∙Allen's staff have been in the ♦ ArmyNationalGuardDistributive "trenches," supporting government TrainingTechnologyProject clients for over 50 years. Our hands-on TheHammerAward experience in government business, our ♦ TheInternalRevenueService corporate experience in e-Business and our enthusiastic drive for innovation have helped us to develop e- Government services that work in the real world. The firm's portfolio of clients represents virtually every category of government, institution, and business. The firm has served 78 of the 100 largest departments of the Federal Government, 36 state governments, numerous cities and counties, and other local agencies. Overseas, Booz·Allen has provided services to both commercial and government clients on an ever-increasing scale since the early 1950s. We have conducted assignments in over 90 countries worldwide. Diversity of client base and projects, depth of experience and an unbiased focus are what make the Booz·Allen difference and make engagements successful. The ability to apply these diverse skills in partnership with our clients is our competitive advantage. We are proud of our reputation for excellence and are committed to delivering a quality product. Appendix A provides a brief sampling of assignments that we have performed for federal clients. These examples of Booz∙Allen's work demonstrate the scope and multi- dimensional approach of our Firm's e-Government services. Key to these services is Booz∙Allen's economic and business analysis capabilities encompassing the skills and methodologies required to discern the value of any e-Government initiative in helping an organization maintain focus, understand its performance requirements, and ultimately fulfill its mission. SERVICES & EXPERIENCE PAGE 11 PROPRIETARY INFORMATION. SEE RESTRICTIONS LISTED ON THE TABLE OF CONTENTS PAGE.
  • 16. BOOZ•ALLEN & HAMILTON – Systems Optimization White Paper ECONOMIC & BUSINESS ANALYSIS Booz∙Allen's Economic and Business Analysis (EBA) Team is composed of nearly 300 professional staff located throughout the country who possess the spectrum of skills required for investment and strategic business planning (e.g., business case analysis), performance measurement, and program management/evaluation. Our staff blends high quality education and training with industry expertise and hands-on government experience. EBA provides an integrated mix of core competency service offerings in Cost and Economic Analysis, Business Management and Analysis, and Accounting/Financial Management and Analysis. EBA's staff of professionals hold advanced degrees and "real-world" expertise in areas such as public policy, economics, finance, business, telecommunications and engineering. EBA boasts the following group statistics: • 35% hold advanced degrees in such disciplines as business, economics, engineering, and information systems • 10% hold professional certifications as Government Financial Managers, Cost Estimators/Analysts, Professional Contract Managers, and Public Accountants • 55% have over 10 years of experience To provide clients with superior economic and business analysis support, EBA maintains a collection of commercial-off-the-shelf decision support and cost estimating tools and databases. In addition, the Team has invested in the development of proprietary tools, including numerous cost estimating models that provide us with the ability to help our clients make better business decisions. EBA is committed not only to providing sound support to our clients, but also to going a step further. Through active involvement with industry associations and use of our skills and day-to-day government experience, develop methodologies and tools that work. Among our staff are leaders in the “cost community” (e.g., Society of Cost Estimating and Economic Analysis) and individuals who have been called by government and professional organizations to present our thinking on subjects such as "Federal Government IT Capital Planning." Remaining in sync with the challenges facing our government clients, EBA has been on the forefront of defining the business planning required to make e-Government work. Various members of our staff have been asked by professional and industry organizations to present our approach to challenges such as “Benefit Valuation” and “Preparation of an e-Government Business Case.” EBA TEAM PAGE 12 PROPRIETARY INFORMATION. SEE RESTRICTIONS LISTED ON THE TABLE OF CONTENTS PAGE.
  • 17. BOOZ•ALLEN & HAMILTON – Systems Optimization White Paper APPENDIX A Past Performance Booz·Allen was tasked with determining whether NASA Integrated Financial Management Project – business systems that interface with the current Feasibility Analysis Systems Interface Analysis Financial Accounting System (FAS) will be supported in the future Integrated Financial Management System (IFMS) environment – even if the functions these systems provide won’t be provided for in the IFMS as delivered by the COTS vendor. Specifically, Booz·Allen executed the task to identify each of these site-specific systems to determine whether cost and effort should be expended to interface them with the IFMS. Our Client tasked us with presenting alternatives regarding the feasibility of interfacing these systems with the IFMS. The information presented examined the Job Entry Tracking System (JETS) used by the Manufacturing Engineering Directorate (MeD). The study results were presented to the NASA Glenn IFMP Steering Committee, which utilized the information to determine whether cost and effort would be expended to interface JETS with the IFMS. NASA Integrated Financial As part of the IFMP implementation effort at the Management Project – Glenn Research Center, the IFMP Transition Manager Systems Inventory tasked Booz·Allen & Hamilton with developing a Center-wide inventory of existing systems and programs. This systems inventory identified sources of duplicate data and functionality, non-integrated systems and manual processes that are currently employed at Glenn. From this analysis, Booz·Allen supported NASA Glenn in further developing the Center's requirements and strategies for data conversion. Our compilation of the systems inventory provided a distinct picture of the current systems environment and data structures that existed at the Center. Once completed, data conversion plans were finalized and executed. The following methodology was utilized in compiling the systems inventory and other supporting documents. Flowcharts of the main processes and unique systems were created to supplement the systems inventory and to present a graphical depiction of Glenn's computing environment. These flowcharts highlighted the data interaction that occurs between the various systems and the types of data shared between them. This data interaction was mapped out on the system flowcharts and input into a database. This information will allow the Client to assess which systems should be used to extract data for the data conversion and data clean up. APPENDIX A PAGE 13 PROPRIETARY INFORMATION. SEE RESTRICTIONS LISTED ON THE TABLE OF CONTENTS PAGE.
  • 18. BOOZ•ALLEN & HAMILTON – Systems Optimization White Paper Booz∙Allen pulled together staff from our GSA / Office of E- Commerce Infrastructure Assurance Center of Excellence and PKI/Smartcard Business Case Analysis Economic and Business Analysis Team (EBA) to create the right team to help the General Services Administration develop a Public Key Infrastructure / Smart card Business Case Analysis. The business case approach was designed for use by any Federal agency considering an investment in Public Key Infrastructure (PKI) on smart cards for government wide applications. By following the business case methodology, decision makers will be able to determine for themselves whether the investment costs of PKI/smart cards are justified and whether investment benefits outweigh the risks. Two supporting case studies, one for the Department of Veteran Affairs and a second for the Federal Deposit Insurance Corporation (FDIC), were also created to demonstrate the business case process. The Federal Insurance Administration (FIA) was FEMA Federal Insurance Administration committed to improve the National Flood Insurance IT Concept of Operations Program (NFIP) through more efficient and effective operations that were defined by strategic business priorities and enabled by business processes that incorporate the most appropriate IT capabilities. Per FIA's request, Booz∙Allen developed a comprehensive e-Government strategy and corresponding e-commerce capabilities to make this vision a reality. As part of the assignment, Booz∙Allen analysts determined the value of the current information and technologies based on their usefulness within the current Program context. The analysis included common and specialized technologies that were being used by NFIP and were built on the various discussions of the value of current information. The Information Value Analysis identified opportunities for improving the use of information and technology to support the key NFIP business functions. Booz∙Allen's involvement in this effort also included the development of a cost/benefit analysis of alternatives and the development of tactical and strategic IT plans. Booz·Allen prepared a cost benefit analysis for Department of Veteran Affairs Electronic Imaging of the Veterans Benefit Administration to Compensation & Pension determine if implementing an imaging system Claims Cost Benefit Analysis (Virtual VBA) to process compensation and pension claims would be cost beneficial. Through discussions with industry experts and imaging vendors, a concept of operations was developed to adopt industry best practices into VBA's business processes. Based on this concept of operations, the costs and benefits of four implementation alternatives were analyzed. In addition to cost, both qualitative and quantitative benefits were identified and analyzed. The qualitative benefits included the impact of an electronic work environment on customer service, the VBA workforce, and the compensation and pension process. The quantitative benefits included the reduction in supply, facility, and mail costs. Virtual VBA costs were APPENDIX A PAGE 14 PROPRIETARY INFORMATION. SEE RESTRICTIONS LISTED ON THE TABLE OF CONTENTS PAGE.
  • 19. BOOZ•ALLEN & HAMILTON - Systems Optimization White Paper assessed and compared to the expected benefits the organization could achieve from redesigning its processes and implementing an electronic work environment. APPENDIX A PAGE 14 PROPRIETARY INFORMATION. SEE RESTRICTIONS LISTED ON THE TABLE OF CONTENTS PAGE.
  • 20. BOOZ•ALLEN & HAMILTON – Systems Optimization White Paper Booz∙Allen performed an evaluation and Social Security Administration alternatives analysis for the Reengineered Reengineered Disability System Business Case Analysis Disability System (RDS), a software program intended to assist Title II and Title XVI disability claims processing. Booz∙Allen completed a rigorous analysis of sunk costs for RDS development. The Firm also developed a cost element structure, collected relevant cost data, constructed a cost model, and developed cost estimates for completing and implementing RDS and several alternatives. Initial findings resulted in the decision by SSA to cease development of the RDS program. To provide recommendations on a future course of action, Booz∙Allen performed a drill-down analysis of the viable alternatives that consisted of a workload analysis, a cost/benefit analysis of a proposed electronic folder concept, and cost estimates for the development of an "intake" software program for initial disability claims and for improving the state disability determination service's processing systems and software. Immigration & Naturalization Service Fingerprint Project Booz·Allen conducted a cost-effectiveness analysis to determine the optimal methodology and technology required to capture fingerprints and forward them electronically to the Federal Bureau of Investigation (FBI). Booz·Allen analyzed the quantifiable and unquantifiable benefits of various alternatives and conducted a preliminary market survey of FBI-certified fingerprint scanning technologies. Based on the results of the cost-effectiveness analysis, Booz·Allen supported INS in its time-critical requirement to procure Live-Scan technology and technical support for 125 sites across the United States. Booz·Allen has recommended a procurement and acquisition strategy that combines proposals and product demonstrations in the evaluation of best valued bids. APPENDIX A PAGE 15 PROPRIETARY INFORMATION. SEE RESTRICTIONS LISTED ON THE TABLE OF CONTENTS PAGE.
  • 21. BOOZ•ALLEN & HAMILTON – Systems Optimization White Paper CONTACT LIST CONTACT LIST PAGE 16 PROPRIETARY INFORMATION. SEE RESTRICTIONS LISTED ON THE TABLE OF CONTENTS PAGE.