Presentation given at Bio-IT World 2013 Boston, MA on April 10, 2013 on Program Management of SSA's Data Center OMB 300 Program.

1. Disclaimer: Not an official spokesperson for SSA. The views expressed herein by the author do not necessarily reflect the views of SSA. The information provided is of a
general, broad, sweeping, large, wide-ranging, wide-reaching and wide-spread nature, and a competent authority with specialized knowledge is the only one who can address the specific
circumstances of your situation.
Program Management of the
National Computer Center (NCC)
Brian Bissett
Office of Telecommunications and Systems Operations (OTSO)
Office of Enterprise IT Services Management
Division of Resources Management and Acquisition (DRMA)
April 10, 2013
4/27/2013 brian.bissett@ssa.gov 1

2. Disclaimer: Not an official spokesperson for SSA. The views expressed herein by the author do not necessarily reflect the views of SSA. The information provided is of a
general, broad, sweeping, large, wide-ranging, wide-reaching and wide-spread nature, and a competent authority with specialized knowledge is the only one who can address the specific
circumstances of your situation.
Objectives of SSA’s OMB 300s
Provide actionable information to SSA executives.
Provide Early Intervention for Programs which begin
to Underperform.
Identify Program Risks, both current and future.
Provide Transparency to the Public on the
Performance of High Dollar Programs.
Identify Alternatives to the Current Program.
Rank Program Performance Monthly by the CIO and
Program Managers.
Produce and Store an Auditable Trail of Program
Metrics.
4/27/2013 brian.bissett@ssa.gov 2

3. Disclaimer: Not an official spokesperson for SSA. The views expressed herein by the author do not necessarily reflect the views of SSA. The information provided is of a
general, broad, sweeping, large, wide-ranging, wide-reaching and wide-spread nature, and a competent authority with specialized knowledge is the only one who can address the specific
circumstances of your situation.
IT Infrastructure at SSA
How Large is the Program - $407.4 M.
4/27/2013 brian.bissett@ssa.gov 3
http://www.itdashboard.gov/portfolios/agency=016,bureau=00,business_function=139

4. Disclaimer: Not an official spokesperson for SSA. The views expressed herein by the author do not necessarily reflect the views of SSA. The information provided is of a
general, broad, sweeping, large, wide-ranging, wide-reaching and wide-spread nature, and a competent authority with specialized knowledge is the only one who can address the specific
circumstances of your situation.
Types of Investments
DME – Development Modernization and
Enhancement; i.e. “making it better.”
Example: SEI – R132 Imaging Architecture.
OM – Operations and Maintenance, i.e.
keeping what you have running.
Example: SEI – R820 Telecommunication Support
Services.
OM must continue during a CR.
4/27/2013 brian.bissett@ssa.gov 4

5. Disclaimer: Not an official spokesperson for SSA. The views expressed herein by the author do not necessarily reflect the views of SSA. The information provided is of a
general, broad, sweeping, large, wide-ranging, wide-reaching and wide-spread nature, and a competent authority with specialized knowledge is the only one who can address the specific
circumstances of your situation.
Typical Data Center Investments
Configuration Management
Consolidation & Virtualization
IT Facilities
Mainframe Software & Configuration
Network and Telecommunications
Security
Storage (We add 2 Million Records/Week!)
4/27/2013 brian.bissett@ssa.gov 5

6. Disclaimer: Not an official spokesperson for SSA. The views expressed herein by the author do not necessarily reflect the views of SSA. The information provided is of a
general, broad, sweeping, large, wide-ranging, wide-reaching and wide-spread nature, and a competent authority with specialized knowledge is the only one who can address the specific
circumstances of your situation.
EVM Reporting Requirements
OMB Requires Federal Agencies’ Major IT
Initiatives execute within ±10% variance of
cost, schedule, and performance goals.
Initiatives not within the ±10% tolerance limit
must specify corrective actions, including
potential initiative termination.
OMB Circular A-11, Section 300.5
4/27/2013 brian.bissett@ssa.gov 6

7. Disclaimer: Not an official spokesperson for SSA. The views expressed herein by the author do not necessarily reflect the views of SSA. The information provided is of a
general, broad, sweeping, large, wide-ranging, wide-reaching and wide-spread nature, and a competent authority with specialized knowledge is the only one who can address the specific
circumstances of your situation.
Not All Variances are Equal
A variance of 10% on:
$100,000,000 = $10 Million
$100,000 = $10K
$10,000 = $1K
All Equal under OMB guidelines and require
reporting.
Good Rule of Thumb: If the dollar value of the
variance does not exceed the annual salary of
the program manager, omit from reporting.
4/27/2013 brian.bissett@ssa.gov 7

8. Disclaimer: Not an official spokesperson for SSA. The views expressed herein by the author do not necessarily reflect the views of SSA. The information provided is of a
general, broad, sweeping, large, wide-ranging, wide-reaching and wide-spread nature, and a competent authority with specialized knowledge is the only one who can address the specific
circumstances of your situation.
Variance
Variance is “the Canary in the Coal Mine.”
Variances are tracked for all Program Efforts
Two Variances are Important:
Cost Variance (CV)
CV = Earned Value (EV) – Actual Cost (AC)
+ Underspent; - Overspent
Schedule Variance
SV = Earned Value (EV) – Planned Value (PV)
+ Ahead of Schedule; - Behind Schedule
4/27/2013 brian.bissett@ssa.gov 8

9. Disclaimer: Not an official spokesperson for SSA. The views expressed herein by the author do not necessarily reflect the views of SSA. The information provided is of a
general, broad, sweeping, large, wide-ranging, wide-reaching and wide-spread nature, and a competent authority with specialized knowledge is the only one who can address the specific
circumstances of your situation.
A Single Variance Cannot Predict
Program Health
Just because the Cost Variance is positive
(program underspent) does not mean the
Program is Healthy.
It is possible to underspend but also fail to
achieve program milestones and functionality.
Similarly just because the Schedule Variance
is positive (ahead of schedule) does not mean
the program is healthy.
It may have cost twice as much as planned to stay
on schedule!
4/27/2013 brian.bissett@ssa.gov 9

10. Disclaimer: Not an official spokesperson for SSA. The views expressed herein by the author do not necessarily reflect the views of SSA. The information provided is of a
general, broad, sweeping, large, wide-ranging, wide-reaching and wide-spread nature, and a competent authority with specialized knowledge is the only one who can address the specific
circumstances of your situation.
Continuing Resolutions (CRs)
When Congress cannot agree on a budget we
have a Continuing Resolution (CR).
A CR is a bridge to fund the government until
it can agree on a final budget.
A CR provides government agencies funding
at the prior year’s budget level until the
resolution expires, or a budget is passed.
Money can only be spent for “Operations
Essential” functions.
4/27/2013 brian.bissett@ssa.gov 10

11. Disclaimer: Not an official spokesperson for SSA. The views expressed herein by the author do not necessarily reflect the views of SSA. The information provided is of a
general, broad, sweeping, large, wide-ranging, wide-reaching and wide-spread nature, and a competent authority with specialized knowledge is the only one who can address the specific
circumstances of your situation.
EVM and Continuing Resolutions
Continuing Resolutions destroy the ability of
EVM to effectively manage programs in
several ways:
Most Programs can no longer spend what they
planned to spend for two reasons:
Spending must be Operations Essential.
If you planned to spend more than last year you can’t.
Program Estimates are No Longer valid.
Programs have Many More Variances.
4/27/2013 brian.bissett@ssa.gov 11

12. Disclaimer: Not an official spokesperson for SSA. The views expressed herein by the author do not necessarily reflect the views of SSA. The information provided is of a
general, broad, sweeping, large, wide-ranging, wide-reaching and wide-spread nature, and a competent authority with specialized knowledge is the only one who can address the specific
circumstances of your situation.
Continuing Resolutions → KTLO
“Keeping the Lights On”
During a CR most agencies go into KTLO
mode.
DME spending is drastically reduced.
OM spending is maintained.
Save now - Innovate, and Update later.
4/27/2013 brian.bissett@ssa.gov 12

13. Disclaimer: Not an official spokesperson for SSA. The views expressed herein by the author do not necessarily reflect the views of SSA. The information provided is of a
general, broad, sweeping, large, wide-ranging, wide-reaching and wide-spread nature, and a competent authority with specialized knowledge is the only one who can address the specific
circumstances of your situation.
Program Data Compilation
A Portfolio Manager
creates a report
about the Projects in
the Program via SQL
Queries to various
agency Databases.
i.e. The Working File.
4/27/2013 brian.bissett@ssa.gov 13

14. Disclaimer: Not an official spokesperson for SSA. The views expressed herein by the author do not necessarily reflect the views of SSA. The information provided is of a
general, broad, sweeping, large, wide-ranging, wide-reaching and wide-spread nature, and a competent authority with specialized knowledge is the only one who can address the specific
circumstances of your situation.
Working File for Data Center
Contains all SEI, FTE, and CWY expenses for
the Program in both DME and OM categories.
4/27/2013 brian.bissett@ssa.gov 14

15. Disclaimer: Not an official spokesperson for SSA. The views expressed herein by the author do not necessarily reflect the views of SSA. The information provided is of a
general, broad, sweeping, large, wide-ranging, wide-reaching and wide-spread nature, and a competent authority with specialized knowledge is the only one who can address the specific
circumstances of your situation.
VRTP – A “Meaningful” Variance
VRTP = Variance Relative to PROGRAM.
4/27/2013 brian.bissett@ssa.gov 15
Significant Variance to Program
Insignificant Variance to Program

16. Disclaimer: Not an official spokesperson for SSA. The views expressed herein by the author do not necessarily reflect the views of SSA. The information provided is of a
general, broad, sweeping, large, wide-ranging, wide-reaching and wide-spread nature, and a competent authority with specialized knowledge is the only one who can address the specific
circumstances of your situation.
Notification of Variance
Automated Code Creates this Worksheet.
4/27/2013 brian.bissett@ssa.gov 16

17. Disclaimer: Not an official spokesperson for SSA. The views expressed herein by the author do not necessarily reflect the views of SSA. The information provided is of a
general, broad, sweeping, large, wide-ranging, wide-reaching and wide-spread nature, and a competent authority with specialized knowledge is the only one who can address the specific
circumstances of your situation.
Variance
Collection
4/27/2013 brian.bissett@ssa.gov 17
Project Managers fill
out an InfoPath form to
Report Variances to
their Projects.
The InfoPath forms are
archived in a
SharePoint Library for
proof of due diligence
in the event of an audit
by OMB/GAO.

18. Disclaimer: Not an official spokesperson for SSA. The views expressed herein by the author do not necessarily reflect the views of SSA. The information provided is of a
general, broad, sweeping, large, wide-ranging, wide-reaching and wide-spread nature, and a competent authority with specialized knowledge is the only one who can address the specific
circumstances of your situation.
SharePoint Repository for
Program Information
SharePoint Archive contains Information for Audits.
4/27/2013 brian.bissett@ssa.gov 18

19. Disclaimer: Not an official spokesperson for SSA. The views expressed herein by the author do not necessarily reflect the views of SSA. The information provided is of a
general, broad, sweeping, large, wide-ranging, wide-reaching and wide-spread nature, and a competent authority with specialized knowledge is the only one who can address the specific
circumstances of your situation.
Performance Metrics
(Define a Successful Data Center)
Availability is a key Performance Metric for the Data
Center Program.
Reported to eCPIC.
4/27/2013 brian.bissett@ssa.gov 19

20. Disclaimer: Not an official spokesperson for SSA. The views expressed herein by the author do not necessarily reflect the views of SSA. The information provided is of a
general, broad, sweeping, large, wide-ranging, wide-reaching and wide-spread nature, and a competent authority with specialized knowledge is the only one who can address the specific
circumstances of your situation.
Program Risks
Risk - a measure of future uncertainties in achieving
program performance goals and objectives within
defined cost, schedule, and performance
constraints.
Common Risk Categories:
Security (Threats – Viruses, PII Breaches, etc.)
Technology Maturity/Obsolescence
Supplier Capability (threat to COE, etc.)
Sole Source Providers
Exponential Cost Growth (Budgetary)
Force Majeure
4/27/2013 brian.bissett@ssa.gov 20

21. Disclaimer: Not an official spokesperson for SSA. The views expressed herein by the author do not necessarily reflect the views of SSA. The information provided is of a
general, broad, sweeping, large, wide-ranging, wide-reaching and wide-spread nature, and a competent authority with specialized knowledge is the only one who can address the specific
circumstances of your situation.
Risk Management Process
Identify Program Risks
Seek Subject Matter Expert (SME) Input
Risk Analysis
How likely is this to happen? (Probability)
How damaging if it happens? (Impact)
Develop Mitigation Strategies
Can include “None” for low probability risks.
Track Risks for Continued Relevance
4/27/2013 brian.bissett@ssa.gov 21

22. Disclaimer: Not an official spokesperson for SSA. The views expressed herein by the author do not necessarily reflect the views of SSA. The information provided is of a
general, broad, sweeping, large, wide-ranging, wide-reaching and wide-spread nature, and a competent authority with specialized knowledge is the only one who can address the specific
circumstances of your situation.
Typical and Atypical DC Risks
Single Vendor Monopoly (Mainframes).
Violations of Privacy Regulations (PII).
Spikes in Mainframe MIPS requirements.
Delays due to Failure to Timely Award
Contracts.
Obsolescence.
Hardware or Software Failures.
4/27/2013 brian.bissett@ssa.gov 22

23. Disclaimer: Not an official spokesperson for SSA. The views expressed herein by the author do not necessarily reflect the views of SSA. The information provided is of a
general, broad, sweeping, large, wide-ranging, wide-reaching and wide-spread nature, and a competent authority with specialized knowledge is the only one who can address the specific
circumstances of your situation.
Risk Ranking
Qualitative and Quantitative Factors used to Rank
Risks.
Qualitative - Impact & Probability Assessment
Quantitative – Score Calculation
Highest Risk – Score = 25
Lowest Risk – Score = 1
4/27/2013 brian.bissett@ssa.gov 23

24. Disclaimer: Not an official spokesperson for SSA. The views expressed herein by the author do not necessarily reflect the views of SSA. The information provided is of a
general, broad, sweeping, large, wide-ranging, wide-reaching and wide-spread nature, and a competent authority with specialized knowledge is the only one who can address the specific
circumstances of your situation.
InfoPath Risk Reporting
4/27/2013 brian.bissett@ssa.gov 24

25. Disclaimer: Not an official spokesperson for SSA. The views expressed herein by the author do not necessarily reflect the views of SSA. The information provided is of a
general, broad, sweeping, large, wide-ranging, wide-reaching and wide-spread nature, and a competent authority with specialized knowledge is the only one who can address the specific
circumstances of your situation.
Alternatives Analysis
Must Meet OMB Circular A-11 Requirements.
Must Include financial and non-financial;
qualitative and quantitative benefits.
Provide a minimum of Three (3) viable
alternatives plus the status quo.
Rank order results of status quo vs. all viable
alternatives.
Utilize a minimum of a Ten (10) year Lifecycle.
4/27/2013 brian.bissett@ssa.gov 25

26. Disclaimer: Not an official spokesperson for SSA. The views expressed herein by the author do not necessarily reflect the views of SSA. The information provided is of a
general, broad, sweeping, large, wide-ranging, wide-reaching and wide-spread nature, and a competent authority with specialized knowledge is the only one who can address the specific
circumstances of your situation.
Alternatives Analysis
Account for all stages of the alternatives lifecycle:
Planning and Development
Acquisition and Implementation
Operations and Maintenance
Account for inflation using Assumptions in OMB
Circular A-94 Appendix C. (The Fisher Equation)
Account for the Time Value of Money in the Analysis:
Nominal Dollars Versus Real Dollars (aka: Current
Dollars vs. Constant Dollars)
Risk Adjust Lifecycle Costs and Benefits using a 10%
risk factor when no risk analysis is available.
4/27/2013 brian.bissett@ssa.gov 26

27. Disclaimer: Not an official spokesperson for SSA. The views expressed herein by the author do not necessarily reflect the views of SSA. The information provided is of a
general, broad, sweeping, large, wide-ranging, wide-reaching and wide-spread nature, and a competent authority with specialized knowledge is the only one who can address the specific
circumstances of your situation.
IT Dashboard Agency CIO
Agency CIO has
final authority on
Evaluating the
Investment and
makes
performance
available to the
Public via the
Federal IT
Dashboard
itdashboard.gov
4/27/2013 brian.bissett@ssa.gov 27

28. Disclaimer: Not an official spokesperson for SSA. The views expressed herein by the author do not necessarily reflect the views of SSA. The information provided is of a
general, broad, sweeping, large, wide-ranging, wide-reaching and wide-spread nature, and a competent authority with specialized knowledge is the only one who can address the specific
circumstances of your situation.
IT Dashboard Project Summary
The Planned Total Costs of Projects along with:
Cost and Schedule Variance
4/27/2013 brian.bissett@ssa.gov 28

29. Disclaimer: Not an official spokesperson for SSA. The views expressed herein by the author do not necessarily reflect the views of SSA. The information provided is of a
general, broad, sweeping, large, wide-ranging, wide-reaching and wide-spread nature, and a competent authority with specialized knowledge is the only one who can address the specific
circumstances of your situation.
Selected Publications
Automated Data Analysis with Excel
Softcover: 442 Pages
Chapman & Hall (June 2007)
ISBN: 1-58488-885-7
Practical Pharmaceutical Laboratory
Automation
Hardcover: 464 pages
Publisher: CRC Press (May 2003)
ISBN: 0849318149
4/27/2013 brian.bissett@ssa.gov 29

30. Disclaimer: Not an official spokesperson for SSA. The views expressed herein by the author do not necessarily reflect the views of SSA. The information provided is of a
general, broad, sweeping, large, wide-ranging, wide-reaching and wide-spread nature, and a competent authority with specialized knowledge is the only one who can address the specific
circumstances of your situation.
Acknowledgements
Mark Irwin, Division Director OTSO/DRMA
Chris Goetz, Program Manager, Telecom
Quinn Solem, Program Manager, Office Auto
Maria White, Team Leader, OMB300 & EVM
Cecilia Lorenzo, DC Portfolio Manager FY 12
Matt Buchman, DC Portfolio Manager FY 13
Anissa Matthews, EVM PMO Staff
4/27/2013 brian.bissett@ssa.gov 30