HHS ACCELERATE Emerging Technology Day Accelerate ET Day 2019.pdf• DevOps • Internet of Things...

HHS ACCELERATEEmerging Technology Day

April 17, 2019

Agenda

• Introduction• Strategic Impact of IA/AI Contract• Blockchain• Artificial Intelligence• Intelligent Automation• Break• DevOps• Internet of Things• Closing

2

Agency Emerging Technology Day

• Agency Hosted– Half day, onsite event– Program, Business, Acquisition and IT teams invited– Closed to agency and ACT-IAC ET COI members

• Emerging Technology Focused– Working groups orchestrate content

(AI/IA/Blockchain/DevOps/IoT)– Features government presenter with industry technology

partner– How to buy, starting small

• Coordination– Todd Hager 202.329.1393 ([email protected])– Jeremy Wood 703.583.8782 ([email protected])

mailto:[email protected]

mailto:[email protected]

© Copyright 2018 | All Rights Reserved

Strategic Goal & Impact: Intelligence Automation / Artificial

Intelligence (IAAI) Contract

Janelle Billingslea Data Federal Corporation


Requirement

IT Modernization Enablers & Areas of Interest

The IAAI Contract

Strategic Goal & Impact

IAAI CONTRACT STRATEGIC IMPACTAGENDA


REQUIREMENTIAAI CONTRACT


THE IAAI CONTRACT REQUIREMENT

Emphasis and heightened efforts to achieve IT Modernization

Several billion dollars devoted to information technologies to address cross cutting challenges for all of government.

Executive Office of the President, M-18-23 – Shifting From Low-Value to High-Value Work. August 27, 2018.

Executive Office of the President, M-18-12 – Implementation of the Modernizing Government Technology Act, February 27, 2018.

The Office of Management and Budget (OMB), M-17-22 – Comprehensive Plan for Reforming the Federal Government and Reducing the Federal Civilian Workforce. April 12, 2017

Sample Policy / Memoranda


BLOCKCHAIN NATURAL LANGUAGE PROCESSING ROBOTICS PROCESS AUTOMATION

MACHINE LEARNING

a. Cyber Security, b. Agile Development, c. Artificial Intelligence, d. Cloud Migration, e. Big Data, f. Artificial Intelligence (AI) , g. Internet of Things (IoT)

MODERNIZATION ENABLERSAREAS OF INTEREST

Examples of technical enablers or areas of interest within IT Modernization include, but are not limited to:


IAAI CONTRACTOVERVIEW & FEATURES


THE IAAICONTRACT

This contract vehicle is dedicated to developing artificial intelligence and automation services. This includesemerging technologies, from ideation and prototyping to operations and maintenance, to include solutionslike AI, robotic process automation (RPA), microservices, machine learning (ML), blockchain and more.

Intelligent Automation/Artificial Intelligence (IAAI)

A “record keeping technology” that isdistributed and decentralized and arelinked in a “peer-to-peer” network or“public ledger.” This technology can beused to:

- Decrease Audit Burden- Reduces Redundancy- Streamline Processes- Ensure Data Integrity

BLOCKCHAIN

A type of artificial intelligence (AI) thathelps computers understand, interpretand manipulate human language. A keyuse of natural language processing (NLP)is to understand the emotion or intentbehind words. This technology can beused to:

- Sentiment Analysis - Text Classification - Respond to public calls,

messages and social media posts

NATURAL LANGUAGE PROCESSING

A software that can be easilyprogrammed to do basic tasks acrossapplications just as human workers do.This technology can be used to:

- Automate routine tasks- Automate transactional

processes- Improve accuracy and speed

ROBOTICS PROCESS AUTOMATION

A computer program that can accessdata and use it to learn forthemselves. The algorithms andstatistical models allows computersystems to effectively perform aspecific task without using explicitinstructions.- Predictive Maintenance

- Image Processing & Object Detection- Computational / Algorithmic finance

& trading

MACHINE LEARNING


The IAAI contract is a Indefinite Delivery/Indefinite Quantity (IDIQ) vehicle, that enables PSC’s contractingofficers, on behalf of HHS and other federal agencies, to rapidly obtain innovative IAAI solutions, servicesand products.

The total ceiling for this five year contract is $49,000,000.00CONTRACT DOLLAR VALUE

The task order (TO) values can range from $1,000.00 to $8,000,000.00* (across some functional areas*)

TASK ORDER (TO) DOLLAR VALUE

THE IAAICONTRACT

Functional Area 1: IAAI Applied Ideation and Design Support Functional Area 2: IAAI Engineering and Process Engineering SupportFunctional Area 3: IAAI Systems Design Documentation and Technical Data SupportFunctional Area 4: IAAI Engineering, Prototyping and Model Making Support Functional Area 5: IAAI Interoperability, Test and Evaluation SupportFunctional Area 6: IAAI Quality Assurance (QA) Support Functional Area 7: IAAI Technical Training Support Functional Area 8: IAAI Professional Development and Training Support Functional Area 9: IAAI Program SupportFunctional Area 10: IAAI Logistics, Operations and Maintenance (O&M) Support

TEN (10) FUNCTIONAL AREASTask Area 1: IAAI Applied Ideation and Process Engineering SupportTask Area 2: IAAI Solution DevelopmentTask Area 3: IAAI Test and EvaluationTask Area 4: IAAI Training and Development Task Area 5: IAAI Maintenance and Sustainment

FIVE (5) TASK AREAS


STRATEGIC IMPACT


Improve technological or contract outcomes by

providing a vehicle that enables agencies to take

advantage of agile methodologies, in addition to other

current best practices.



The IAAI structure facilitates staged or modular contracting (task orders). This strategy is designed to break up large, complex projects

into multiple, tightly-scoped procurements to implement technology systems in successive, interoperable increments.

MODULAR CONTRACT & TASK ORDERS (TO)

“Reasonable risk-taking is appropriate as long as risks are controlled and mitigated.” FAR 39.102(A). The IAAI contractstrives to create a contract environment where agencies can take reasonable risks as stated in the FAR. The IAAIsupporting staff and contract lends itself to frequent reviews, so agencies can assess contract (task order) performanceand make adjustments if necessary.

MINIMIZE RISK

An “Acquisition Team consists of all participants in Government acquisitions including not only limited to representatives ofthe technical, supply, and procurement communities but also the customers they serve and the contractors who providethe products and services.” FAR 1.102 (C)

1. Cross-Functional Team Cross-Functional teams with diverse representation from public and private sectors allows for the most innovative solutions possible. The IAAI contract include(s) a functional area for “Ideation” to bring for the best ideas to solve your problems. Customers are able to “engage” cross functional teams through the contract.

ACQUISITION CROSS FUNCTIONALITY

THE IAAI CONTRACT STRATEGIC IMPACT AREAS


THANK YOU


Janelle Billingslea [email protected]

(202) 492-4224

Blockchain- Fred deVaulx: Prometheus Computing- Oki Mek: HHS- Sherri Sokol: DISA

April 17, 2019

1

Determine if blockchain is the appropriate technology to solve my problem

Prepare the organization for the use case

Enabling the organization to operationalize the use case

IMPLEMENTATION

Implement the solution

Integrate the solution

3 4 5

ASSESSMENT READINESS SELECTION INTEGRATION

2

Blockchain Playbook Process

Management People Process Technology Acquisition

KEY ACTIVITIES

ASSESSMENT

READINESS

SELECTION

IMPLEMENTATION

INTEGRATION

• Reinforce schedule, governance and budget

• Confirm DLT Participants

• Identify skill gaps

• Validate scope• Test ConOps for target

state• Develop Change

Management Plan

• Choose technology platform

• Define business architecture

• Define Operating model

• Define Performance Metrics

• Develop Acquisition model and milestones

• Define initial schedule, budget and governance

• Identify the key end users and DLT network participants

• Define scope • Validate impact and

develop target ConOps

• Assess readiness for risks related to nascent DLT technology, security and decentralization

• Establish Consensus on DLT Governance Model

• Baseline target KPIs

• Choose the use case for review to achieve mission goals

• Identify potential stakeholders and collaborators

• Know the use case and the value proposition

• Understand the attributes

• Prepare for ATO

• Determine the options

• Finalize schedule, budget and governance

• People

• Fill skill gaps• Deliver required

training

• Lock down scope• Initiate and run first PI,

arch. and design sprints• Finalize and approve

change management plan

• Deploy Tech. Platform • Finalize business

architecture• Finalize operations

model

• Finalize Performance Metrics

• Complete config. of platform to deliver metrics

• Acquire platform / resources

• Monitor schedule, budget and velocity

• Approve Smart Contract

• Monitor skill gaps• Rollout compensation

structure

• Initiate integration PI / sprints

• Initiate change management process

• Integration with client code

• Integration with participant’s network

• Complete Smart Contract Deployment and testing

• Monitor Contract Performance

• Technical Vision

• Non-functional Requirements

• Valid Use Cases

• Future State Vision

• Stakeholder Analysis

Guidance on:• Applicable

government-wide and agency specific policy and compliance

requirements.

• Program/mission office executive and rank and file

• A blockchain solution is applicable (Selection is not defined in this phase)

• The ROI permits MGT, procurement options exist

ASSESSMENTGoal: Determine if blockchain is the appropriate technology to solve my problem

Inputs OutputsBlockchain

Business

GRC

• Problem Statement

• Use Case Ideas

Awareness of :

• Applicable NIST Guidance – FISMA, 800-53 (Security), 800-63(Identity)

• Agency specific compliance

• Government-wide & agency-specific policies

PrimerBasic understanding of Blockchain

Blockchain

Business

GRC

Key Activities

• Choose the use case for review to achieve mission goals

• Identify potential stakeholders and collaborators

• Know the use case and the value proposition

• Understand the attributes

• Prepare for ATO

• Determine the options

Key OutcomesEngaged Defined Planned


1

Start Small

Look at business & blockchain capabilities

Build architectural blueprint for future phases

Look at the ROI and benefits to the entire network

• Enterprise Architecture Guidelines

• KPI Baselines

• Target State Concept of Operation

• Scope

• Procurement Plan

• Validated AS-IS Process Maps

• Initial Cost and Schedule Estimates

• Change Management Plan

• Governance Model

• Risk Management Plan

READINESSGoal: Prepare the organization for the use case

Blockchain

Business

GRC

• Valid Use Cases

• Future State Vision

• Stakeholder Analysis

Guidance on:• Applicable government-

wide and agency specific policy and compliance requirements.

Blockchain

Business

GRC

• Technical Vision

• Non-functional Requirements

Key Activities

Key Outcomes

• Define initial schedule, budget and governance

• Identify the key end users and DLT network participants

• Define scope

• Validate impact and develop target ConOps

• Assess readiness for risks related to nascent DLT technology, security and decentralization

• Establish Consensus on DLT Governance Model

• Baseline target KPIs

Engaged Defined Planned• Blockchain SMEs,

PM, EA

• Network Participants

• Cross-Functional Team

• Governance Model

• Key Performance Indicators

• Business Capabilities

• Change Management

• Mitigation for top blockchain risks

Inputs Outputs

2


Assessment

Standing up a blockchain governance office

Defining the scope of blockchain services and governance processes

Assessing risks and establishing risk mitigation strategies

Assessing existing systems’ integration readiness

Assessing selected key performance indicators

Key Activities


• Conceptual Platform Architecture• Operational Model• DLT Network Basics

• Business Architecture• Resource Plan• Acquisition Milestones• Success Criteria

• Revised Cost & schedule estimate• Acquisition Plan• Operational Model

• Blockchain SME, Product & Business Owner• Contracts SME• Cross Functional Team

• Platform Architecture• Acquisition Model &

milestones• Business Architecture

• Contract Negotiation• Solution Design• Operational Model

Implementation

SELECTION

Goal: Enabling the organization to operationalize the use case

Blockchain

Business

GRC

• Reinforce schedule, governance and budget

• Confirm DLT Participants

• Identify skill gaps

• Validate scope• Test ConOps for

target state• Develop Change

Management Plan

• Choose technology platform

• Define business architecture

• Define Operating model

• Define Performance Metrics

• Develop Acquisition Model and Milestones

• Enterprise Architecture Guidelines• KPI Baselines

• Target State Concept of Operation• Scope• Procurement Plan• Validated AS-IS Process

Maps

• Initial Cost and Schedule Estimates• Change Management

Plan• Governance Model• Risk Management Plan

Blockchain

Business

GRC

Inputs Outputs


3

Readiness

Business considerations

Governance

Mode of operation

Transaction cost

Technical considerations

Permissioned vs permissionless

Digital asset and DLT requirements

Deployment models

How to buy Leverage commercial contracting methods

Buy small, build small, test, and iterate

Do not lock technical requirements into the contract

Key Activities


IMPLEMENTATION

Goal: Implement and customize the solution

Blockchain

Business

GRC

Inputs Outputs

• Platform architecture IOC (Internal Operating Capacity)

• (If a Smart Contract) Proof Model Completed

• User Guide

• Admin Guide

• Resource Allocated

• Success Criteria Metrics and Monitoring

• Governance Team/ Model Stood Up

• Operations Structure Implemented

• Cost Structure Finalized

• Conceptual Platform Architecture

• Operational Model

• DLT Network Basics

• Business Architecture

• Resource Plan

• Acquisition Milestones

• Success Criteria

• Revised Cost & schedule estimate

• Acquisition Plan

• Operational Model

Blockchain

Business

GRC


4

Selection

• Platform Architecture / IOC, Operational Model, Contract

• Client application integration, Operations, ITSM

• Finalize schedule, budget and governance

• People

• Fill skill gaps

• Deliver required training

• Lock down scope

• Initiate and run first PI, arch. and design sprints

• Finalize and approve change management plan

• Deploy Tech. Platform

• Finalize business architecture

• Finalize operations model

• Finalize Performance Metrics

• Complete configuration of platform to deliver metrics

• Acquire platform / resources

• Blockchain SME, Product & Business Owner

• Contracts SME

• Cross Functional Team

Consider the effecting and affected workforce

Develop the governance model

Establish management procedures

Test components

Don't minimize security

Key Activities


INTEGRATIONGoal: Integrate the solution

Blockchain

Business

GRC

Inputs Outputs

• Final Operating Capability (Version 1)• Pilot / Production

model

• Revenue model created• Service Levels Defined• Resources broken into

teams

• Operations model review / resolve• Cost monitored

Blockchain

Business

GRC

• Platform architecture IOC (Internal Operating Capacity)• (If a Smart Contract)

Proof Model Completed

• User Guide• Admin Guide• Resource Allocated• Success Criteria Metrics

and Monitoring

• Governance Team/ Model Stood Up• Operations Structure

Implemented• Cost Structure Finalized


Implementation

5

• Integrated Smart Contract• Competed participant

addition to network

• Solution operation• Contract Deployment

• Monitor schedule, budget and velocity

• Approve Smart Contract

• Monitor skill gaps

• Rollout compensation structure

• Initiate integration PI / sprints

• Initiate change management process

• Integration with client code

• Integration with participant’s network

• Complete Smart Contract Deployment and testing

• Monitor Contract Performance

• Blockchain SME, Product & Business Owner• Contracts SME• Cross Functional Team

Configure and integrate with enterprise

Get feedback from affected workforce

Establish blockchain PMO

Incorporate lessons learned

Keep security engaged

Oki MekChief Product Officer, Division of Acquisition, US Department of Health and Human Serviceshttps://vimeo.com/manage/326386037/generalhttps://vimeo.com/manage/329422400/general

https://vimeo.com/manage/326386037/general

https://vimeo.com/manage/329422400/general

Sherri SokolEmerging Technology Analyst and Blockchain Lead, U.S. Defense Information Systems Agency

QUESTIONS?

Artificial Intelligence- Michael Bruce: Leidos- John Sprague: NASA

April 17, 2019

AI/ML Working Group

Artificial Intelligence Working Group• Government Chair: Sandy Barsky, GSA• Industry Co-Chairs: Michael Bruce, Leidos & Carolyn Miller, IBM

Presenters• Michael Bruce - Process Improvements at Leidos• John Sprague - NASA Scientific Pursuits

AI/ML Working Group Goals1. Learn – Educate federal agencies on AI & ML2. Assess – Help assess problems and solutions3. Implement – Provide a blueprint for full lifecycle implementation

Our team includes federal PMs, CTOs, CIOs and many others who desire to advance the use of AI/ML to improve outcomes

Deliverables:

https://www.actiac.org/act-iac-white-paper-artificial-intelligence-machine-learning-primer

Primer PlaybookIntelligent Automation WG

Final publication

Spring 2019

Artificial Intelligence WG

March 2019 Summer 2019

Artificial Intelligence is still in its operational infancy

Artificial Intelligence includes a range of techniques and algorithms to assist with:• Finding hidden relationships between data (inputs, outcomes, influencers)• Real time decision making

Identify “Hidden” Patterns & Meaning

Decision Support and Recommendations

ReplaceCurrent

Procedures

Case Study: Operational efficiency roadmapBest Practices For Automating Business Processes:1. Perform the proper analysis upfront to

target and prioritize the right processes 2. Start small and build upon automated

processes with scale in mind3. Simple processes performed by many

FTEs can offer best payback4. Consider improving/transforming OR

eliminating processes before applying automation

5. Identify baseline metrics, track benefits from bots, learn and adjust evaluation criteria accordingly

Case Study: Operational efficiency roadmapOutcomes:1. Decreasing operational costs

- Digital Assistants (BOTs) for manual, repetitive work of overworked FTEs

- Transformed processes and reduced FTEs

2. Build flexible organizational capacity- For future needs and M&As via BOTs

3. Transform human workforce skills- Built-in training plans- Analytical, insightful, decisions-based work

4. Automation Crosses All Operational Areas- Strategic Sourcing - Finance & Accounting- Human Capital - Contracts & Compliance- CIO Services - CRM/Enterprise Services

Created a Community of Excellence• Encompasses IT and Business Groups• Implement 3 or more BOTS per month

Automated means to detect and discern Contraband from mail, packages, and baggage.

Current practice use targeting techniques to identify items to be manually searched. The number of false alarms is high.

For this use case:

▪ Various contraband categories of interest were collected CT scanning

▪ Detection capabilities for each category were analyzed, estimations of potential false alarms rate (PFA) were given

▪ Dependence of the PFA on the contraband mass was estimated for each contraband category under assumption of the same level of detection (PD)

▪ Contraband categories studied: MDMA, Amphetamine, Cocaine, Hashish, Currency

Case Study: Contraband Detection

Outcomes of this pilot (example shows cocaine detection):▪ Signatures of contraband categories can

be discerned▪ Algorithms can be trained to detect

contraband signatures and discern contraband from other signatures

▪ The number of packages incorrectly labeled as containing contraband greatly decreases with the sensitivity of the detection

Case Study: Contraband Detection Cocaine Signature Example

John D. Sprague

Acting Associate CIO

Tech, Data & Innovation Division

NASA: Artificial Intelligence, Machine Learning and Automation

NASA AI Strategic Direction• NASA Strategic Technology Investment Plan (STIP)

– Strategic Goals To Drive Technology Development and encompass the capabilities needed for NASA’s aeronautics, science, and exploration missions. Example: Robotics and Autonomous Systems

• Jet Propulsion Laboratory– Align non-NASA-sponsored technology maturation with priority

NASA technology needs, including optics, robotics, instruments, electronics, artificial intelligence, big data, and metrology.

– Mature Artificial Intelligence: System-Level Autonomy, Autonomous Robots, Autonomous Sciencecraft

Exploration: Planetary Discoveries

With the discovery of an eighth planet, the Kepler-90 system is the first to tie with our solar system in number of planets

Credit: NASA/Wendy Stenzel

• Using machine learning from Google, found a previously-missed eighth planet orbiting Kepler-90, in the constellation Draco

Exploration: Deep Space Communications and Control

• The Space Communications and Navigation (SCaN) Testbed– Cognitive Radio testing—use radio frequencies not used by others automatically– Will increase the efficiency, autonomy and reliability of communication systems

Credit: NASA

» Making real-time decisions withoutawaiting instructions» Resilient for missions exploring the depths of space» Could mitigate: Space weather,

electromagnetic radiation emitted by the sun and celestial bodies» Further advancing other tech, reducing risks on space missions

Exploration: MARS 2020

• The Mars 2020 rover will have significant discretion in selecting its own targets for study and experimentation as it searches for evidence that life once existed on Earth’s closest planetary neighbor (Scientific American)

• The rover includes contributions by the European Space Agency, as well as the French, German and Italian Space Agencies

• AI in three areas:– Autonomous driving– Exploration for Gathering Increased Science (AEGIS) system

• more science quicker– Sophisticated scheduling system that enables it to bemore dynamic—automatically adjust its itinerary, increase productivity

An artist's concept for NASA JPL's Mars 2020 rover. Credit: NASA, JPL-Caltech

Mission Support: Customer Support-BOTS

• Digital Assistants-BOTS• Our First NASA

Digital Employee

• Washington G. Bot is a full time digital employee – 24 x 7 x 365.

• “W” has a log in.• “W” has an identity (it can be audited)• “W” has an email address: [email protected]• “W” uses processes to gain access/permission to NASA

systems.• “W” needs a compute seat and software license to

perform work.• “W” has a set of skills that fit some tasks but not

others.• “W” has a supervisor who assigns work instructions to

process.• “W” can learn new work instructions in minutes and

trained in 2 to 4 weeks to perform any task where a keyboard and mouse are used.

• “W” logs every key stroke for audit purposes.• “W” is audited by IT Security.

Mission Support: Langley Research Center’s Deep Content Analytics and Deep Q&A

• Deep Content Analytics: using Watson Content Analytics Technology • Goal is to provide community with natural langue processing technologies that will quickly

make sense of internal/global knowledge by identifying trends and experts, aiding in discovery, and finding answers to questions with evidence

• Key Collections Analyzed: • Space Radiation • Human-Machine Teaming • Aerospace Vehicle Design • NASA Lessons Learned • Carbon Nanotubes • Uncertainty Quantification • Autonomous Flight • Select NASA Tech Reports • Model Based Engineering • Space Mission Analysis

• Deep Q&A: Using Watson Discovery Advisor Platform bigdata.larc.nasa.gov

Mission Support: Exploration Medical Capabilities (ExMC) Data Analytics

Vehicle Exploration Medical System

Ground Based and Vehicle Data Architectures:• Clinical Operational Needs• Research Data Capture• Long Term Health Information

• Crew Medical Officer• Crew Medical Support

• Flight Surgeon• External Consults

Real-Time Data Processing & Analytics

for Crew

Data Presentation for situational

awareness/support

Use the same capability a little further

away

AI is plannedto be a big part

Science: Quantum Artificial Intelligence Laboratory (QuAIL)

• QuAIL is the space agency's hub for an experiment to assess the potential of quantum computers to perform calculations that are difficult or impossible using conventional supercomputers

• “The D-Wave took about a hundredth of a second; with a classical computer it'd take about 100 days”, Google’s Director of Engineering, Hartmut Neven

• Beginning with the D-Wave Two™ quantum computer, NASA’s QuAIL team is evaluating various quantum computing approaches to help address NASA challenges

Photo by John Sprague taken 1 May 2014, with my friend Ed McLarney from Langley Research Center.

https://ti.arc.nasa.gov/tech/dash/physics/quail/

https://ti.arc.nasa.gov/tech/dash/physics/quail/

Science: Hubble and JWST• Hubble Space Telescope, deployment in 1990 • 1.3M observations, 14K scientific papers• Hubble archive contains more than 120 TB, and

generates 10 TB of data per year

• James Webb Space Telescope (JWST)» Optimized for infrared wavelengths, Launches in March

2021» 6 times larger in area than Hubble» ESA’s contributions include the Near-Infrared Spectrograph,

the Mid-Infrared Instrument (MIRI) optics assembly and the launch on an Ariane 5 vehicle

7

AI controls scheduling of Hubble now.

Other AI Activities

• NASA AI Community of Interest• Falls under the Big Data Working Group• Other NASA events like Langley Research Center’s Blue Sky AI Meeting, and Goddard Space

Flight Center’s AI / ML Working Group

• Annual TD&I Labs Challenge• Four 2018 AI projects Funded

– Brain Computer Interface– Machine Learning for IT Security – IBM Bluemix Data Analytics– Generate Space Parts Lists

• Training• Now is the time to start educating and training our entire workforce to apply AI and ML to

their work

Join the AI/ML Working Group

Artificial Intelligence • [email protected]• [email protected]• [email protected]

QUESTIONS?

Intelligent Automation- Sukumar Iyer: Brillient Corporation- Tim Shaughnessy: IRS- Mitch Winans: IRS

April 17, 2019

▪Government Chair Ed Burrows, GSA

▪Industry Chair Sukumar Iyer, Brillient Corporation

Intelligent Automation Working Group

What is Intelligent Automation

AI Powered Intelligent

AutomationRobotic Process

Automation (RPA)

Using AI techniques to make cognitive decisions and take actions

The Intelligent Automation Journey

Goals - Intelligent Automation Working Group

Help agencies to1. Learn – Educate federal agencies on intelligent automation2. Assess – Help assess problems that can be automated3. Implement – Provide a blueprint for full lifecycle

implementation

ü IA Primer published November 2018 § Playbook under development (by summer 2019)§ We are looking for agency participants to join the WG

Numerous use case scenarios

Opportunities to automate, reduce costs, improve efficiency1. Documents and forms – procurement, finance,

administration, FOIA, claims processing2. Human interaction – call center/chat bots, help desk,

service desk, travel desk3. Intelligent analytics – fraud/waste/abuse, cyber security,

health careFederal agency use case from IRS

Tim Shaughnessy & Mitchell WinansInternal Revenue Service

Case Study:IRS Tool for Contractor Responsibility Determinations

Background, business justification

● PMA CAP Goal #6 and OMB Memo M-18-2 ●Shifting from Low-Value to High-Value

Work● New EO - Maintaining Leadership in AI

(2/11/19)● Treasury and IRS FY18-22 Strategic Plans● IRS Procurement Strategic Plan● FAR 9.105

Description of RPA tool

● Cloud-based Robotic Process Automation (RPA or “bot”) solution for automating the critical but repetitive/manual tasks of Contracting Officer Responsibility Determinations.

● Automates search, collection, and analysis of documentation required by FAR 9.105.

What does the bot do?

● Searches, collects, and analyzes publicly available info from the following websites:● System for Award Management (SAM)● Federal Awardee Performance Integrity

Information System (FAPIIS)● Dun & Bradstreet

● Checks for red flags● Formats into report with time stamp● Sends back to IRS CO

How does the bot work?

● Unattended Bot: Works relatively independent of human involvement

● Trigger Point: E-mail with DUNS # sent to RPA tool as inputs to bot

● Execution and Results: Emailed back to IRS in form of a report (e.g., PDF, Word)

Technical Specifications

● Off-prem solution● No PII, FTI, or sensitive data

involved in bot searches or extracts● No direct network connections to

IRS or IRS systems

Potential Benefits & Impacts

● Improved utilization and productivity of COs● Reduced costs and time burden on staff (less manual low-

value search and document assembly time)● Reduced errors ● Increased compliance● More robust/scalable process in case of volume increase ● Consistent results, reporting, and audit trail● Support making better informed contracting decisions● Learning opportunity to explore RPA capabilities

Challenges, Considerations, and Next Steps● Getting started● Governance and security● Iterative development, user testing, and

deployment● Training and adoption● Integration with non-public sites/data● Guinea Pig - Learning Curve/Opportunity● Internal/External Awareness - Pay it

forward

QUESTIONS?

Break Time

April 17, 2019

DevOps in Principle and in Practice- Chris “Coach” Weaver: DevOps Evangelist, IRS- Laird Williams: DevOps Practice Lead, Macro Solutions

April 17, 2019

• “Continuous, low-latency delivery of value to the business/mission”

• Heavily Influenced by Lean Product Development– “Continuous” = Emphasis on achieving sustainable flow– “Low-latency” = Emphasis on low lead time– “Value” = Enhanced revenue, Greater efficiency,

Reduced risk, etc.• Other side of the agile coin

– Very difficult to do one without the other and still gain the benefits• In IT, you really can’t be agile without doing DevOps

DevOps is About Value Delivery

• Lean goal: Eliminate waste– Functional silos require hand-offs– Hand-offs create queues– Queues create delays– Delays waste opportunity (cost of delay)

• Goal: Optimize the whole system– Local optimizations are often ineffective or

counterproductive– Functional departments have different objectives and

optimize for their own objectives with little regard for the impact to the rest of the system

– “… as a service” mentality perpetuates this

DevOps Requires Reducing Functional Silos

DevOps Seeks to Reduce Functional Conflict…

…by using Cross-Functional Teams that Share the Same Business Priorities

• Adopt Cross-Functional (Shared) Responsibility & Transparency

• Measure-Inspect-Adapt-Repeat• Many Small (Low Risk) Changes are Better Than One Big

Change• Recovery is Expected – not an Aberration• Treat Everything as Code• Decouple Deployment and Release• Left Shift on Security and Quality• Automate Everything…

Key Principles

• Builds and Deployments• Code Quality and Vulnerability Scanning• Component, Integration, Functional Test• Penetration and Performance Tests• Recovery and Monitoring• Infrastructure Provisioning and Configuration• Compliance – Abolish the Gate Review!

Automation is a Key Enabler

• Don’t over-specify functional scope– Think “Business Capabilities” or “Products”, not “Projects”– Leave room for the business/mission/tools/tech to change

without having to change the contract– Less “how” and more “why” (SOO > SOW)

• Maintain flexibility but avoid turnover– Software team turnover is high cost - resulting in lost intrinsic

knowledge and inefficiency due to team transition and formation costs, etc.

– Enable yourselves to easily retain good teams for long periods while maintaining ability to remove the not-so-good

• Use metrics but be careful– Don’t mix planning and performance in one metric– Beware of the subtle secondary and tertiary incentives

created by your SLAs or KPIs

Acquiring Services in a DevOps Way

Question: Which is it? Answer: Yes or “It Depends”• No single solution, no one vendor can make you

perfect!• Marathon, not a sprint (although there may be

sprints involved)• It the IRS, we still have: Silos, misunderstood

terminology, too many acronyms• Its not about a tool, its more about culture. I can

solve any technical problem today, but changing the mindset of “we’ve always done it this way” will take a day or two

DevOps / DevSecOps / secdevops

Kaschit Pandya, Deputy ACIO Enterprise Operations (at the ATARC meeting last month) said that DevOps is becoming more and more recognized as an essential way of doing business. He said that DevOps will transform IRS IT software delivery to better meet the needs of taxpayers. “We are doing it for the taxpayer – aligning to our mission to provide America’s taxpayers top quality service.”Kaschit also provided examples of ways that DevOps is helping the IRS achieve measurable gains. Since putting DevOps into practice in fall 2016, the IRS has:• Reduced full-integration testing and project deployment time for each

project from 500 minutes to 30 minutes, • Decreased package build and deployment time from 27 hours to four

hours, • Sped up automated testing time from 15 minutes to one millisecond and • Reduced release and upgrade time from 18 weeks to nine minutes.

IRS story

Empowering by delivering high quality solutions, faster, through continuous collaboration and automation.

SOLUTIONSTACKSCONTINUOUS

INTEGRATION

CONTINUOUS

DELIVERY

STRATEGICVISION &

ROADMAP Key Enablers/Dependencies:Process standardization &

automationAcquisition / Tools Strategy

Cloud Management / Containerization

Agile MethodologiesOrganizational Readiness

CONTINUOUSINTEGRATIO

N

AUTOMATEDTESTING

CONTINUOUSDEPLOYMEN

T

SW DEFINED INFRASTRUCTURE

CONFIGURATION

MANAGEMENT

CONTINUOUSMONITORING

IRS DevOps PRACTICE AREAS

SECURITY

SECURITY

CIRCA 2015

IRS old blueprint: Begin the Journey Toward DevOps

Category Problem

Support • Projects are not getting adequate or efficient support from Ops due to the many forms a request can take. It takes too much time to identify the correct needs/actions/support teams for any one request

Agile/DevOps • Projects are requesting faster deployments more often which has led to a resource strain on allteams. Support and oversight must be organized and streamlined in order to accommodate the higher demand while still maintaining operational requirements

Environment Consistency

• Environment inconsistency between lower level test environments and Production results in failures during deployment and difficulty troubleshooting during outages.

• Code is not deployed in a consistent manner • Ops does not have access to all deployment related activities in a streamlined manner

Configuration Management

• The transmittal process does not capture traceability and auditable historical records• Code, scripts, and manual instructions are not all stored in a secure, redundant repository• CM auditing is time consuming and difficult to report on

Automation • Many projects have not yet adapted any form of deployment automation leading to a heavy strain on Ops resources for manual installations

• High potential for human error during manual installations• Unmanaged manual updates lead to downtime, environment inconsistency, failed deployments

Open Source • Digital Accountability and Transparency Act (DATA) mandates that government agencies utilize open source software for at least 60% of all application code. Use of open source is becoming industry standard and is in high demand by application teams; however, concerns over allowing un-vetted open source into IRS systems results in time consuming reviews before it is made available to developers.

• Long reviews dramatically slow down implementation of new features, advancement, and maintenance which impedes the goals of agile/rapid delivery.

What are we (IRS) trying to resolve?

RESULTS of ACT-IAC survey late 2018Who develops and releases applications?

• Develops: 6 both contractors & government; 6 contractor; 1 other

• Releases: 9 both contractors & government; 3 contractor; 1 other

Has governance changed?4 said yes3 said no6 said, “No, but it needs to!”

• Take your time. Remember it’s a marathon not a sprint– See what other agencies have done (PTO is excellent

example) • Don’t be afraid to ask. No one is doing this perfectly

– Check with Industry thru RFI/RFQ/RFP• Use their expertise, don’t lock yourself into something

unsustainable– Get cross agency participation. This is not about Ops or Dev

• Remember your business partners too! They have a huge stake in success

– Change your culture!• This isn’t going to be easy, but if you don’t it won’t work

– Don’t be afraid to fail --- as long as you’re learning its ok• Its been said: Fail Forward Fast Frequently!

My Takeaway for You

QUESTIONS?

IoT and UAS- Samuel Navarro: GSA- Chad Tyson: Evans, Inc

April 17, 2019

Introduction

• What does this list have in common– Artificial Intelligence– Nano Technology– Stem Cell Therapy– Internet of Things (IoT)– Autonomous Systems - Drones– Distributed Ledger Technology (Blockchain)

Answer: Emerging Technologies (ET)

New technologies that are currently developing or will be developed over the next five to ten years, and which will substantially alter the business and social environment.

ET Acquisition Issues

• Concept Development

• Requirements Definition– Lack of

requirements– Non-viable

requirements– Vague

requirements

Case Study – Requirements Supportability

• Who: UAS for Department of Defense agency

• Problem: Non-Viable Requirements• Industry confusion around proposal, inability to

met the stated requirement

• Outcome: Increased cost to government, delay in implementation

ET Acquisition Issues

• Cost Concerns– Alternatives

Analysis with Cost Modelling

– Requirements inadequate to price

– Concept inadequate - could drive scope creep

Case Study – Lifecycle Cost• Who: UAS for government agency in

support of wildfires

• Problem: Lifecycle Cost for Selected Solution

• Solution was to outsource service

• Outcome: Increased cost to government, inefficient service model

“Modeling and analysis indicates the cost of in-house UAS operations is to be ~41% less than the cost of doing the same number of projects utilizing end-product contracts, based on the average price per end product contract the agency completed in FY18”

The Acquisition Management System (AMS)– Federal Aviation Administration (FAA)

Information obtained from faa.gov

• Long acquisition times• Less flexible • Can hinder innovation

ET and AMS

Public Private PartnershipsUAS Integration Pilot Program

Program Overview

Beginning in 2017, the Unmanned Aircraft System (UAS) Integration Pilot Program (IPP) has brought state, local, and tribal governments together with private sector entities, such as UAS operators or manufacturers, to accelerate safe drone integration. The program is helping the U.S. Department of Transportation (USDOT) and Federal Aviation Administration (FAA) craft new rules that support more complex low-altitude operations by• Identifying ways to balance local and national interests related to drone integration• Improving communications with local, state and tribal jurisdictions• Addressing security and privacy risks• Accelerating the approval of operations that currently require special authorizations.

The program has created a meaningful dialogue on the balance between local and national interests related to drone integration, and provide actionable information to the USDOT on expanded and universal integration of drones into the National Airspace System.

Information and image obtained from faa.gov

Public Private Partnerships

UAS Data Exchange – Low Altitude Authorization Notification Capability (LAANC)

Program Overview

The FAA UAS Data Exchange is an innovative, collaborative approach between government and private industry facilitating the sharing of airspace data between the two parties. Under the FAA UAS Data Exchange umbrella, the agency will support multiple partnerships, the first of which is the Low Altitude Authorization and Notification Capability.

Information and image obtained from faa.gov

Public Private Partnerships - Results

Informing the AgencyProviding service to the publicKeeping pace with technology

Cost effective service acquisition

Other Acquisition Types for ET

Small Business Innovation Research (SBIR) -created to support scientific excellence and technological innovation through the investment of federal research funds in critical American priorities to build a strong national economy ... one business at a time*

Other Transaction Authority (OTA) - streamlined procedures that federal agencies may use to procure innovative research or prototypes, without the constraints of a typical contract, grant, or cooperative agreement

* Program Mission obtained from www.nidcr.nih.gov

http://www.nidcr.nih.gov/

General Services Administration (GSA)

Emerging Citizens TechnologyGSA’s inter-agency Emerging Citizen Technology Office collaborates with more than 1500 federal managers at agencies and programs across government, startups, small businesses, and civic organizations to develop government-wide public service modernization initiatives through the evaluation, testing, and development of emerging technologies including:

• Artificial Intelligence for Citizen Services• Blockchain• Virtual and Augmented Reality• Social Technology

Information and image obtained from https://emerging.digital.gov

QUESTIONS?

HHS ACCELERATEEmerging Technology Day

April 17, 2019

HHS ACCELERATE Emerging Technology Day Accelerate ET Day 2019.pdf• DevOps • Internet of Things...

Documents

Transcript of HHS ACCELERATE Emerging Technology Day Accelerate ET Day 2019.pdf• DevOps • Internet of Things...