Two New Videos released

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– “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

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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

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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

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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.


Xentity is awarded USGS IDIQ for Enterprise and Solution Architecture

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Xentity has been awarded a 5 year (base year plus 4 option year vehicle) for providing enterprise and solution architecture services to the USGS. 

Xentity has been awarded an Indefinite Delivery/Indefinite Quantity (IDIQ) contract by USGS.  This blanket contract vehicle enables any and all USGS mission areas and programs to gain access to Xentity’s services through Firm Fixed Price task orders.  This contract vehicle has established terms and conditions allowing the task orders to be issued without any further competition or sole-source justification.  And, since Xentity is an 8(a) certified small disadvantaged business, task orders for this IDIQ contribute to USGS goals for small disadvantaged business contracting.

Services Available on the IDIQ Vehicle

The scope of work that can be performed through this IDIQ include the full range of enterprise architecture (EA) and solution architecture services:

  • Building a holistic view of an organization’s strategy, processes, information and IT assets
  • Linking the mission, strategy and processes of an organization to its IT strategy
  • Documenting architectural models that show how an organization’s future needs will be met
  • Connecting the enterprise architecture to the application/solution architecture

Xentity achieves these EA objectives through the following established approaches and activities as described on Architecture such as :

Architecture Design and Analysis

Architecture Change and Project Management

  • Operational Concept Modeling
  • Business Process Modeling
  • Business Process Re-Engineering
  • Business Intelligence and Analytics
  • Solution Architecture Alternative Analysis
  • Architecture Prototypes/beta Development (i.e. cloud, database, frameworks, applications)
  • Requirements Development
  • EA Blueprints and Roadmaps
  • EA Information Management (Collection, Maintenance, Reporting)
  • EA Governance Activities
  • Analysis Workshops and Facilitation
  • Decision Workshops and Facilitation
  • Compliance Support Activities (CPIC/OMB-300)
  • Change Management
  • Communications Planning
  • Strategic and Multimedia Communications
  • Program Management Office (PMO) Administration

IDIQ Facts and Figures

Contract Name

Enterprise Architecture and Solution Architecture Services

Contract Number

G12PS00307

Sponsor

United States Geological Survey (USGS)

Contract Ceilings

$540,000 (Annual) / $2,700,000 (Current Set Ceiling, Lifetime) / $4,000,000 (Max Ceiling lifetime if modified)

Period of Performance

  • Base Year: 06/01/2012 – 05/31/2013
  • Option Year 1: 06/01/2013 – 05/31/2014
  • Option Year 2 (TBD): 06/01/2014 – 05/31/2015

Three Remaining Option Years: 06/01/2014 – 05/31/2017

Contract Type

Indefinite Delivery, Indefinite Quantity (IDIQ); Firm Fixed Price (FFP) Task Orders

 Prime Contractor

Xentity Corporation an 8(a) Certified Small Disadvantaged Business

14143 Denver West Pkwy Suite 100 

Golden, CO 80401

TIN:      56-2323069 /  DUNS:     152419722

Task Order History

Xentity has performed a number of task orders on this IDIQ vehicle to date.

Core Science Systems – Efficiencies (G12PD00881)
For Core Science Systems (CSS), Xentity provided a rapid assessment of current architecture across 20+ earth science data catalog programs and systems.

Land Remote Sensing – Requirements Management Solution (G12PD00857)
For the Land Remote Sensing (LRS) program, Xentity developed the conceptual and solution architecture for earth observation requirements management.

National Geospatial Program – Enterprise & Solution Architecture (G12PD00748)
For the National Geospatial Program (NGP), Xentity established the governance mechanisms for managing the program’s investment portfolios for systems development, IT infrastructure, data acquisition and production. 

Community for Data Integration (G12PC00035)
For the USGS Community for Data Integration (CDI), Xentity identified and supported proposals for CDI research projects.

Contract Performance Ratings

Evaluation Area

Rating

Trend

Quality of Product or Service

Exceptional

+

Schedule

Exceptional

+

Cost Control

Exceptional

+

Management of Key Personnel

Exceptional

+

Utilization of Small Business

Very Good

+

 *In a Contract Performance Assessment Report System(CPARS) as made by previous USGS Contract Officer responsible for this IDIQ and multiple of Xentity USGS Contracts.

How to Proceed

To facilitate the process, Xentity has developed a template for both parties to share information about needs and capabilities.  Simply contact us to being the process. 

For information on other Xentity contracting vehicles visit /wiki/display/public/Schedules .

Contact Info:

sales@xentity.com 

PO Box 17887

Golden, CO 80402

720-663-8335 | phone

814-253-4734 | fax

http://www.xentity.com