North Dakota IT Roundtable Don Ottinger Fargo, ND August 2006

1. North Dakota IT Roundtable Don Ottinger Fargo, ND August 2006 Information Technology Council of North Dakota

2. One of the oldest, largest and most experienced strategy and technology consulting firms Founded in 1914 16,000+ professionals 2005 over $3.3 Billion in sales Our business model is driven by global industry practices emphasizing industry expertise to better serve clients We bring a global perspective — serving clients from over 100 offices on 6 continents We bring an objective and independent viewpoint to all of our clients Booz Allen Hamilton delivers end-to-end strategy-based transformation solutions through multi-disciplinary skills…from concept through implementation … and through our industry expertise which spans virtually every major industry sector We bring industry-specific talent for the most complex consulting engagements We leverage our global expertise to fulfill client’s needs We provide our clients an Honest Broker for making tough decisions Booz Allen is a global strategy and technology consulting firm with over 90 years experience delivering results that endure … Who We Are ... What We Do ...

3. Booz Allen delivers a broad spectrum of solutions … Management Sciences • Change Management • Business Process Reengineering • Financial Management • Human Resources Management • Systems Operations Management • Human Resources Systems • Total Quality Management • Training Systems • Strategic Planning • Acquisition Documentation Telecommunications & C4I • Communications and C2 Architectures • NetCentric Warfare • FORCEnet • C4ISR • Communications Design • Technology Standards • Systems Engineering • Program Development • Local and Wide Area Networks • Communications Security • Satellite Communications • Modeling & Simulation Information Technology • Systems Strategy & Architecture • Systems Integration & Engineering • Software Development • Information Security • Information Engineering • High Performance Computing • Network Design & Analysis

4. Client Understanding/Requirements Booz Allen Capabilities Small Business Subcontracts Government Small Business Requirements Small Business Capabilities Booz Allen strives to identify partner companies with “best-in-class” skills and management capabilities … • Booz Allen’s subcontractors typically possess the following characteristics: • A well defined business strategy and complementary corporate capabilities • An understanding of the government market with expertise or recognition within a specific client organization • The potential for a long-term, reciprocal relationship • Compatible business ethics and philosophy • Financial stability and viability

5. We are committed to helping the small business community … • Small businesses are the backbone of the U.S. economy • 23.9 million small businesses in the United States • Represent 99.7% of all employers • Account for 41% of jobs in high technology sectors • Employ 50% of all private sector workers • Create 75% of the net new jobs in our economy each year • Supplied more than 23% of the total value of federal prime contracts in FY 2004 • Prime Contractors reported subcontracts totaling $86.5 billion dollars for GFY03, of which $32 billion or 37% was awarded to Small Businesses

6. We are making a concerted effort to forge strong relationships with small businesses … Millions And we are ahead of plan for GFY 2006

7. Relationships with small and emerging businesses is the right thing for Booz Allen, for our clients, and for the national and regional economies ... • Our priorities are to: • Expand outreach to those socioeconomic categories that are the most difficult to engage • Continue to advise and educate the small business community on government contracting requirements • Work collaboratively with business leaders across Booz Allen to identify meaningful subcontracting opportunities for small businesses • Aggressively track performance against small goals and take quick and deliberate corrective action • Celebrate success with our small business team members

8. The first step towards doing business with Booz Allen is to register your company in our small business registry … • Since Booz Allen receives a tremendously high volume of small business inquiries each week, it is essential to provide us with accurate and detailed information about your firm • Emphasize your firm’s unique and complementary capabilities that would add value to a Booz Allen team • Be specific and clear about the services your firm provides, particularly services for which you are widely recognized as “best-in-class” • Identify clients for whom you have deep knowledge and/or experience • Highlight specific upcoming procurements or Booz Allen contracts on which you could make a meaningful contribution • Describe special characteristics that distinguish your firm in the marketplace (e.g., socio-economic classification, security clearances, certifications) • After submitting your registration, be patient—business development is an ongoing process and it takes time to review and align small business capabilities with appropriate Booz Allen opportunities

9. Be specific and detailed … • These resources depend largely on the data small businesses provide. Therefore, to ensure large businesses get the clearest picture of your company and its capabilities consider the following hints when you register your company: • Be specific in the description of your firm’s service offerings • Identify your company’s distinguishing characteristics (e.g., clearances, socio-economic classification, etc.) • Provide references and descriptions of previous work whenever possible • Ensure the information you provide is current and up-to-date • Before meeting with large businesses at Vendor Outreach Sessions, do your homework! (e.g., visit company websites, understand their service offerings and markets.)

10. Register your company… http://doingbusiness.bah.com

11. Small Business Office Team … • Lynn Livengood – Sr. Associate – Manager, Small Business Programs703/377-1443Hamilton – 3021livengood_lynn@bah.com • Diane Marsden – Sr. Consultant – Mentor-Protégé Programs703/377-4677Hamilton – 3013mardsen_diane@bah.com • Patrick McQuillan – Consultant – Reporting and Metrics 703/902-5135 Hamilton – 3013 Mcquillan_patrick@bah.com

12. Examples of Booz Allen engagements

13. Technology Integration – Change Management Client POC: Richard Koester (937) 205-5201 • National Guard Bureau (NGB) J6 - CIO Issue/Problem • Congress approved and funded an enterprise computer, network, and video telephony solution designed to reduce operating costs, increase organizational automation, and improve unit training readiness. • Resistance within gaining organizations to identify resources (personnel and facilities) to support installation, implementation and operation of system. • No policies or processes to measure performance, utilization, • Gaining organizations disassembling, moving, or salvaging components for local use. • Lack of direct communication down from CIO to organizations and up from organizations to CIO. Approach/Methodology Outcome • Establish a regional support model that provides direct CIO support in the field with the gaining organizations. • Implement a communications and change management program that engages operations, training, and IT support personnel to increase program awareness, knowledge, and exchange of best practices. • Create a metrics collection and reporting program that incentivizes increased utilization. • Increased system utilization and reduced organizational operating costs. • Metrics and lessons learned to support Congressional inquiries. • Single source for information, support, and knowledge exchange. • Direct communication between CIO and units to support continuous program improvement. 13

14. Enterprise Content Management (ECM) Client POC: Christopher Barrett (937) 904-8070 • Air Force Research Laboratory (AFRL) Issue/Problem • In 1998, the Air Force consolidated the four super labs into the Air Force Research Laboratory to improve efficiency, reduce duplication, and better tie Science and Technology to the new Air Force Aerospace long-range vision • Business processes across the lab were linked through manual intervention, spreadsheets, and paper reports with no common data system • Collaboration within the lab was challenging due to the geographic separation of the Technical Directorates • The capture and dissemination of important business, culture, and organizational knowledge was not consistent across the laboratory Approach/Methodology Outcome • Employ industry standard knowledge, process, content and change management approaches • Determine what business challenges exist due to ECM deficiencies, identify case for action, and baseline metrics • Translate ECM business case to ECM focused solutions • Create ECM Solution Implementation strategies with change strategies based on organizational cultural assessments • Booz Allen developed AFRL’s Enterprise Business System (EBS) that automates critical business processes and promotes information sharing to enable a single, integrated, and seamless laboratory • Provided a system that allows users to create, store, manage, and share information across geographic boundaries independent of physical location, hard-drive and shared-drive constraints 14

15. Human Factors - Usability Testing Client POC: Dawn Lofland (937) 781-2115 • Air Force Research Laboratory (AFRL) Issue/Problem • Increase probability of project success by facilitating user involvement throughout the software implementation process. • Identify requirements from the user community and prioritize as critical, nice to have, and training needs. • Recommend interface GUI design changes based on usability best practices and industry standards. • Provide design guidelines to development team based on usability best practices and industry standards. • Facilitate usability testing with end-users software products. Approach/Methodology Outcome • Review current Government and Industry Best Practices • Provide a Usability Test Plan outlining project goals, expectations and communication methods • Develop Questionnaires for user community to identify their needs, perspective of the tools, and suggestions for design improvement • Form focus groups of the user community (can be virtual) to discuss questionnaire. • Paper prototype GUI design suggestions and review with users. • Users better understand technical and schedule trade-offs when included throughout the design process, and are more likely to accept a product they have had a say in • Users involved will be your product champions reducing “technology pushback” • Designing GUIs based on best practices makes the interfaceseasier to understand, reducing training time and increasing jobefficiency 15