Powerful,Targeted Solutions

IR Tech is leading the effort to shape the Marine Corps Logistics IT portfolio by defining the management processes and procedures governing the Marine Corps Logistics IT Portfolio Global Combat Support System-Marine Corps (GCSS-MC) sub-portfolio, leveraging the high level guidance provided by the Department of Defense Directive Number 8115.01 “Information Technology Portfolio Management”, Department of Navy IT investment decision framework, commercial best practices, and experienced resources with both military and commercial experience. Our vision has been to provide GCSS-MC an integrated enterprise management framework to ensure a rigorous and structured approach to define requirements and integrate capabilities into future GCSS-MC logistics systems. Our goal has been to provide value by developing repeatable management processes, aligning technologies and capabilities with strategic goals and operational objectives and shaping investment decisions to make more efficient use of allocated funds.

Benefits include: consolidation of system interfaces, reduction of legacy systems, lower overall lifecycle cost for the logistics portfolio, and increased effectiveness of logistics support to the OPFOR. Our framework is centered on a combined tactical “bottom-up” and a strategic “top down” approach of portfolio management. Systems assigned to GCSS-MC and systems interfacing with GCSS-MC's current and envisioned capabilities define the “bottom-up” problem space. The current JCIDS process and EFDS process provide the “Top Down” capabilities identification methodology. This is initially expressed through the “Advocate Capabilities List” and “Solution Planning Document (SPD)”, as well as the Logistics Operational Architecture.

IR Tech has been instrumental to the establishment of portfolio management within the GCSS-MC program as well as across the Marine Corps enterprise by helping to develop policy and strategy with the Logistics Functional Area Manager (FAM). Key contributions to this effort include:

• Creation of the Logistics Portfolio Management Board (PMB) Charter
• Creation of draft Portfolio Management Board Standing Operating Procedures
• Development of Portfolio Management Policy
• Establishment of cross-organizational Logistics Portfolio Management
• IPT Analysis and Integration
• Study of the Logistics Operational Architecture (LOG OA) and Logistics Command and Control Operational Architecture (LOG-C2 OA)
• Analysis and COA recommendations toward evaluation and integration of emerging technologies, expanded capability development efforts, and integration of aligned independent programs into the GCSS-MC portfolio
• Act as liaison to other programs, agencies, and services
• Establishment of various inter-program Memorandum of Agreements (MOA) to ensure communication and collaboration of effort between interdependent and interrelated programs

Our team sees opportunities to ensure that IT investments are properly analyzed, controlled and aligned with Logistics Modernization planning and execution orders through the use of Balanced Scorecard methodologies. Portfolio investment "Trade Study" analysis helps decision-makers select the “best” combination (or portfolio) of investments from a set of potential investment options to achieve mission-level objectives and outcomes in a cost-effective manner. Ultimately, IT Capability investments must be clearly linked to measurable warfighter needs and outputs, with strict PfM control processes to audit, monitor and manage projects against “Gold Plating”, “Requirements Creep” and ensure performance baselines are met. Our approaches are to address heads-on, true capability life-cycle and process integration, coupled with an appreciation for future system development, integration and interoperability.