Xentity Awarded GSA Schedule

Blog post
edited by
Wiki Admin

Today (Sept. 12, 2012), Xentity received a multi-year GSA Federal Supply Schedule contract. Under the GSA Consolidate Schedule 00CORP), Xentity has been awarded Special Item Numbers (SINs) for both IT Schedule 70 and MOBIS.

ScheduleSIN(s)Description
IT Schedule 70 C132-51, C132-51RCIT Professional Services
MOBISC874-1, C874-1RCMOBIS Consulting Services

This will enable Xentity to continue its progression towards providing best available pricing for its Government customers as this helps simplify acquisition even further on top of the 8(a) business development program acquisition tools. The following is a brief description of services. Links to the schedules can be found on the Schedules page.

Description of Services

SIN C132-51 and C132-51RC – IT Professional Services

Xentity’s services below focus on enterprise architecture, management and communication lifecycle challenges for large organizations for private and public sector. We operate in extending the current leadership and management capabilities to offer out innovative architecture, design, and change approaches and solutions that help accelerate and increase quality and relevance of the project, program, management, governance, and implementation.  Xentity’s IT Professional Services include the following:

  • Mission or resource system solution architecture design
  • Physical component/server architecture model design
  • Physical and logical data modeling
  • As-is architecture pattern analysis
  • System inventories
  • Technology inventory analysis
  • Segment, enterprise, or technology analysis of business or mission areas
  • Analysis of technical business models as-is, to-be, and transition stages for maturity, common trends, precedence and potential pain points
SIN C874-1 and C874-1RC – MOBIS Consulting Services

In addition to Xentity’s enterprise services, our consultants have subject matter expertise in applying these services to issues critical to large world transformation such as energy, climate, geospatial, natural resources, travel, and education. We also invest in researching and piloting our patterns to allow us to prove our concepts and strengthen the specific business cases. This allows us to provide re-usable approaches, innovative concepts and solution patterns applicable to customer specific industries.  Xentity’s MOBIS services include the following:

  • Business case financial, performance, and technology scenarios modeling
  • Analysis of requirements, governance, business process, service portfolio, and stakeholder input
  • Target architecture, new business models, and governance maturity transformation efforts Analysis and design of financial, performance, and organizational models
  • Organizational readiness assessments
  • Findings, recommendations, alternative, cost, risk, impact, and performance analysis using structured approved methods
  • Project path proposal and definition including providing frameworks for jobs, teams, functions and groups of functions

Two New Videos released

Blog post
edited by
Wiki Admin
– “Migrated to Confluence 5.3”

As part of a Mapping Series Video Set, USGS has released two new videos highlighting two of their premier geospatial and mapping products – Elevation and US Topo Maps respectively. For both the videos, Xentity supported the full production lifecycle.

Elevation

US Topo

See other Videos Xentity has supported:

Introduction to the The National Map

The Role of Hydrography in The National Map

Xentity has focused on supporting communicating change and transformation results or roadmaps via story form. We have focused on new mediums tied with traditional mediums as a way to help better reach key stakeholders – citizens, legislators, business, government users, and partners. These simple stories can show and explain the value of complex programs products, services, solutions, and systems that powerpoints, whitepapers, or multiple conferences cannot achieve. As well, these mediums have helped convey messages, even during times of pressures to reduce travel.

This technique leverages Xentity’s investment since 2006 in the co-brand Flip Flop Production service which has an end-to-end video production lifecycle approach, quality, highly experienced staff and partners, and full studio capabilities. Xentity has made this investment due to a strong belief that architecture change or transformation efforts can succeed in implementing, but fail in conveying its message. Xentity is proud to support clients, such as the USGS, in creating these key messages in support of conveying the product and service value of their program.

Xentity supports 192 mile ride by founder and 5,000 plus other riders for Cancer Research at Pan Mass Challenge

Blog post
added by
Wiki Admin

As interviewed in the WPI Alumni magazine:

Matt Tricomi ’97 ( founder and President of Xentity Corporation) recently traveled all the way from Golden, CO, back to Massachusetts with a mission: he cycled approximately 200 miles from Sturbridge to Provincetown with a team put together by Sean Gregory ’98 for the Jimmy Fund Pan-Mass Challenge.

The team ended up raising $10,000 for the charity, and Xentity supported sponsorship along with 6 other organizations and over 100 sponsors. The team t-shirt included over 25 names of individuals who have had losses due to cancer.

“The Jimmy Fund has held a soft spot in my heart since that radio-thon I did in ’83,” Matt said. He went on to note that his personal connection to cancer research is through his mother-in-law who lost her battle ten years ago.

This was Matt’s first ride for the Jimmy Fund; Sean asked him to participate in 2011, but Matt was scheduled for knee surgery. The 2012 ride was Matt’s version of physical rehab!

For what its worth, Matt never had ridden or owned a road bike up til the day of the event (sans 1 test ride 4 weeks prior). Luckily, he training locally on a mountain bike with child in tow (trailer) following Stage 6 of the US equivalent of the Tour de France had prepped him well enough to make the sea-level, and only 4-5 major climbs through the near 200 mile trek.

About PMC Fact Sheet

(Updated since 2012): The Pan-Mass Challenge is an annual bike-a-thon that today raises more money for charity than any other single athletic fundraising event in the country. The PMC was founded in 1980 by Billy Starr, who remains the event’s executive director, an annual cyclist, and a fundraiser. The PMC has since raised $375 million for adult and pediatric cancer care and research at Dana-Farber Cancer Institute through the Jimmy Fund. In 2012, the PMC gave a record gift of $37 million. The PMC pioneered the athletic fundraising industry and is today a model of fundraising efficiency.

The event donates 100 percent of every rider-raised dollar directly to the cause.

In 2012, the PMC generated 52 percent of the Jimmy Fund’s annual revenue and was Dana-Farber’s single largest contributor. More than 233,000 individual contributions were made to last year’s fundraising campaign. In 2013, PMC cyclists will ride with the goal of raising $38 million for Dana-Farber.

The Pan-Mass Challenge is a fully (volunteer) supported bike-a-thon — with food and water stops, mechanical and medical assistance, luggage transportation, and lodging — that runs through 46 towns across Massachusetts. Approximately 5,500 cyclists ride in the event. Cyclists choose from 11 routes of varying mileage designed to cater to all levels of cycling strength and fundraising ability. There are six two-day routes that range from 153 to 190 miles and five one-day rides that range from 25 to 110 miles. Cyclists are required to raise between $500 and $5,000 to ride in the PMC, depending on the chosen route.

 

Xentity makes the Hispanic Business Top 500 List

Blog post
edited by
Wiki Admin

Though we squeaked in at #484 of 500, 2011 marks the first year Xentity has made the Hispanic Business Top 500 Business List. We are 1 of 10 in Colorado, and only Hispanic Company in Golden, CO to make the list.

This list has been tracking and ranking Hispanic Businesses for 30 years. As noted on HispanicBusiness.com, Hispanic Business research staff gathered data for the listing of the 500 largest Hispanic-owned companies in the United States from a company profile form returned by the companies themselves. Companies included in the 500 must show at least 51 percent ownership by Hispanic U.S. citizens, and must maintain headquarters in one of the 50 states or Washington, D.C. Principals must be U.S. citizens. Companies must submit revenue figures based on line 1(c) of their corporate/partnership tax return. The revenue figure must be submitted on a signed form verified by the CEO, CFO, or a CPA representing the company. 

What are some patterns or anti-patterns where architecture and governance can help

Blog post
added by
Wiki Admin

Architecture programs can be help to organizations – but for many different reasons. In same breath, by not identifying the needs for doing architecture, an architecture program can address problems that do not exist or leaders or team do not care about, and can become a waste of money or relegated to a compliance exercise.

At Xentity, we believe instituting architecture, governance or design guidance needs to address patterns, anti-patterns that create portfolio, solution and analysis management strategies that help deal with disruptions, investment in innovation, and shrinking budgets while improving services and aligning suppliers and partners.

Below are some example external pressure trends, common impact or anti-pattern trends cutting across cultural, business, and technology aspects of programs

  • Resistance to Change Planning: Intellectual approaches without balancing emotional or maturity context, not engaging leaders motives, pain, not seed-planting
  • Paving Cow Paths:  Automating management problems, function over form, not questioning assumptions, not looking at new (HR, IT, $) resource enablement patterns
  • Geek Speak Execs don’t get it, and its not their fault
  • Poor Modernization Blueprints: Mile-High, Inch-Deep, without proving pieces at time to gain momentum
  • Islands of Automation: aka Center of Universe – disparate sites, systems, apps, instead of services in user environment
  • Redundant Buying: Buying same item many times, no architecture  guidance to scale or change patterns

  • Program Management: Few delivered on time, on budget, on scope, on quality. Sponsorship lacking, not insuring/governing/buying risk, still not agile PM

  • Bad Data: Building GIGO Business Intelligence. Asking the wrong question of data which in turn leads to data collection failures.
  • Poor Cyber Security: IT security seen as lagging  IT cost, instead of asset-risk management issue
  • Too Much Change: Executives and Consultants promote constant flux, instead of unfreezing, adding change, and institutionalize new efforts and concepts
  • Problem seems insurmountable: Too large, complex leading to reversion to waterfall project planning techniques. The window for 2 years to test to new overhauling policies are gone. Business agility requires negotiation between business for prioritizing and agile project rollout.
  • Vision/Thought Leadership left to higher-ups only:  Challenging to staff to truly envision a change or target state not part of their incentive, even though best tactical ideas to enhance/meet strategy usually comes from within. Thinking gets bound up in current operational mire.
  • Revolving Door: Working to satisfy the management of today for organization political or self interest purposes. Middle management is often positioned or left to be soft with few exceptions on the drive needed to manage change. For example, with middle management and up are nearing or at retirement, large amounts started to retire, the churn caused by vacuum-effect at high level makes long term initiatives difficult to start or sustain.
  • Compliance Driven: Overwhelming amount of data calls with heavy-handed “fines”. Manage and plan to compliance – measuring to ineffectual measures
  • Compliance too complicated to understandCost/Price analysis on subcontractor costsSelf-monitoring/compliance reviews, manage contracting risks, methods and evidence used for estimation, understanding government acquisition regulations. Without expert help, small businesses are heavily limited to engaging.
  • Planning to the beast and not the customer: Fear at operational level of making decisions that lead to a innovative approaches or straying from norm – risk adverse. No reward for doing things better.
  • Delivering Value not part of Culture: Not sure of value of what we produce. no clarity on strategic outcomes and therefore have little recognition of recommended initiatives and what they mean to the workforce.
  • Blackbox Syndromes (aka Man behind the Curtain): Information Technology and management concepts and operations are overwhelmed by or shielded from the consumer of customer view. Programs/Mission are not informed of what IT has to do. Thus executive direction is disconnected, sometimes thus IT solutions or operations funding tie executives hands. Business agility gets put on backburner regardless of what Portfolio/Project Management is in place.
  • Surviving, not Thriving – Mission management model or system not designed to manage sustained change and transition. They are designed to deliver a product or service, if lucky.
  • Stovepiped Policy creates stovepipe programs: Cannot collaborate – need to get my task done now. Without collaboration, there is an inability for prioritization methods or techniques to be imparted and use effectively at all tiers of management.
  • Funding mismatch: Budget is a constraining variable in all work formulas precluding optimization across elements. These may be synthesied or aggrgated – mixed and matched as you see fit. Some programs may actually be funded right, but key functions of program budget are misaligned limiting what can be accomplished as a whole.
  • Enterprise Planning flavor of the day: Due to either past failures, or perception that new approaches are repackaged ways tried before kills internal buy-in towards integrated or collaborative techniques. Enterprise architecture, team functional/segment analysis, or agile project management may have been “tried” before, but instead of evaluating failure as tried to take on too much scope, other factors not resolved above, or simply, was over-engineered, are usually not labelled as the cause. The baby gets thrown out with the bath water or enterprise planning gets tossed aside due to lack of leadership, mistrust or burn-out.
  • Imbalance of Leadership Styles: Quick deciders, Stalling Stabilizers, Never-satisfied Challengers, Start-up Innovators – whatever the persona,  a lack of understanding of what each brings causes consternation or even over imbalance towards one style. Which leads to no decisions, status quo, low morale, or too much change.