CONTENTS Summer ‘24
AT THE SPEED OF NEED: THE REMARKABLE SUCCESS OF SYNERGY’S AGILE MODERNIZATION APPROACH
For many years Congress has asked the nation’s Armed Services to standardize on a common procurement platform to no avail. Now, here’s how Synergy made it happen in just months.
WEAPONS SYSTEMS MVP: USAF CON-IT PROGRAM ACHIEVES KEY CAPABILITY IN APRIL
Helicopters, missiles, and fighter jets are complex orders, requiring support for undefinitized contract actions and funding across multiple purchase requests.
REFLECTIONS ON PEO-EIS
Former Army Program Executive Officer Ross R. Guckert underscores his team’s achievements, shares credit, and offers encouragement for the current PEO-EIS leadership.
Synergy BIS
1902 Campus Commons Drive Suite 430
Reston, VA 20191
www.synergybis.com
For business inquiries:
Graham Wallis gwallis@synergybis.com
Steve Hofinger shofinger@synergybis.com
Editor-in-Chief
Chandan Mukhopadhyay
Managing Editor
Todd Schwartzrock
Contributing Editor
Steve Hofinger
Photography
Daniela Marie Canales
Writers
Ross R. Guckert
Steve Hofinger
Todd Schwartzrock
AT THE SPEED OF NEED
Synergy’s Agile development schemes enable the quick and quality delivery of global enterprise solutions
09
CON-IT WEAPONS SYSTEM CONTRACT WRITING CAPABILITY MVP RELEASE
U.S. Air Force Business Enterprise Systems (BES) announces immediate support for classified weapons systems contract writing. With complex product, undefinitized contracting action, and multiple purchase order capability CON-IT is next level procurement and Synergy delivers on time.
About Our Cover
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REFLECTIONS ON PEO-EIS
From the agile programs to the efficatious teams that execute them, Ross Guckert shares his perspectives, applaudes the contributors, and looks forward to the future.
This edition’s optional cover of Synovation Quarterly proudly features Ross Guckert, the former Program Executive Officer of the U.S. Army’s Program Executive Office for Enterprise Information Systems (PEO EIS). Under his leadership, the Army Contract Writing System (ACWS) saw groundbreaking advancements and successful deployment, setting a new standard for agility and effectiveness in federal contract writing.
In our featured story, Ross shares his insights on the transformative role of Synergy in revamping the Army’s contracting capabilities.
With Synergy’s expertise, the project transitioned from a struggling initiative to deliver its first Minimum Viable Product (MVP) with full operational capabilities in just seven months—a rapid turnaround that has since become a model for other PEO projects facing similar challenges. This swift progression was powered by true agile processes, comprehensive automation of DevSecOps, and a robust testing framework that together streamlined development and delivery.
Ross also highlights Synergy’s critical role in creating vital Agile metrics that enhanced real-time project visibility and decision-making. These metrics enabled the Project Management Office (PMO) to reprioritize deliverables effectively, aligning them more closely with end-user needs. This adaptability has been instrumental in the ACWS’s ability to meet and exceed user expectations, as evidenced by the enthusiastic reception from its growing user base.
Since its initial rollout in August, the ACWS has been expanded to over 500 users, facilitating 123 contract awards valued at $41 million. Feedback from the user community has been overwhelmingly positive, with many praising the system’s superiority over previous solutions and the high quality of the associated training programs.
Our cover story not only celebrates Ross Guckert’s contributions to federal contract management innovation, but also underscores the collaborative efforts between the Army, Synergy, and other service branches. These initiatives promise to enhance and standardize contract writing across the Department of Defense, paving the way for more unified and efficient federal procurement processes in the future.
Join us in exploring how leadership, vision, and collaboration are driving the future of contract management within the federal government in this inspiring cover story.
AT THE SPEED OF NEED: THE REMARKABLE SUCCESS OF SYNERGY’S AGILE MODERNIZATION APPROACH
TAIR
IS THE BEST RUN PROGRAM I’VE EVER SEEN IN MY GOVERNMENT EXPERIENCE.
– SCOTT MCAFFRY FORMER USAF CON-IT PROGRAM MANAGER
he recent developments in federal contracting systems, particularly with the launch of the Army Contract Writing System (ACWS) and the successful rollout of the Air Force’s Contracting-Information Technology (CON-IT) system, represent pivotal moments in federal agency operations. These initiatives underscore a strategic transformation towards more integrated, efficient, and scalable enterprise management systems. By embracing Synergy’s Agile approach to development, these programs not only address historical inefficiencies but also set new benchmarks in federal contracting processes.
These innovative advancements in federal contracting systems mark a significant step forward in streamlining operations and enhancing efficiency across government agencies. The introduction of the Army Contract Writing System (ACWS) and the enhancements to the Air Force’s Contracting Information Technology (CONIT) system highlight a shift towards more cohesive and
Communication is the lifeblood of successful IT services engagements.
RIGHT: Managing Director Steve Hofinger explains key objectives for the USDA EAS contract, the government’s shared services provider for CONIT and the ACWS programs..
BELOW: Synergy’s senior management discuss customer priorites during the firm’s April operations meeting.
adaptable enterprise management practices. Embracing Agile methodologies has not only helped rectify past inefficiencies but has also paved the way for setting higher standards in federal contracting procedures. This strategic transformation signifies a commitment to continual improvement and excellence in delivering essential services to the nation.
Historically, federal contracting systems have struggled with multiple challenges that have impeded their efficiency and scalability. Some of the common issues include bureaucratic red tape, lengthy procurement processes, lack of transparency, and difficulty in adapting to changing needs and technologies. These challenges have often resulted in delays, cost overruns, and limited opportunities for small businesses and minority-owned enterprises to participate in government contracts. In recent years, efforts have been made to streamline processes, increase competition, and enhance supplier diversity to address these issues and
create a more accessible and inclusive federal contracting environment. By overcoming these challenges, federal contracting systems can become more agile, cost-effective, and responsive to the needs of both government agencies and contractors, ultimately leading to better outcomes for all parties involved. Contract writing system modernization programs address the following mission needs:
Scalability and Compliance Issues: As procurement demands increased, legacy systems often failed to scale effectively, leading to bottlenecks and compliance challenges with ever-evolving FAR and DFAR regulations. By implementing cloud-based solutions and agile procurement practices, agencies can effectively scale to meet increasing demands while ensuring compliance with complex regulations. Utilizing automated tools for contract management and mon-
itoring can streamline processes and enhance transparency.
Security Concerns: Enhancing security measures within federal contracting systems is paramount in the face of evolving cyber threats. Existing systems were inadequate in managing role-based access and ensuring compliance with zero-trust security frameworks. Implementing robust authentication protocols, encryption techniques, and continuous
monitoring can bolster cybersecurity defenses. Additionally, integrating multi-factor authentication and regular security audits can help maintain a secure environment and prevent unauthorized access.
Operational Inefficiencies: Legacy systems were not only costly in terms of time and money but also lacked the flexibility to adapt to changing operational needs, resulting in significant inefficiencies. Overcoming
“Through the expertise and agility of Synergy, the Army was able to quickly transition from a previously unsuccessful contract writing effort and deliver the first successful MVP in production within 7 months. Synergy implemented true agile processes, and demonstrated how a deep knowledge of the platform coupled with automation of a DevSecOps pipeline can deliver operational value quickly, and this represented a model for the rest of our portfolio to follow.
“By adapting the Air Force’s existing codebase, the Army and Synergy enabled collaboration between the Services’ contract writing programs to deliver the Army’s MVP. This approach saved time and cost by leveraging commonly used capabilities across different Services, serving as an effective model for similar federal agency collaborations.”
- Ross R. Guckert, Former Army PEO-EIS Program Executive Officer
these inefficiencies requires a shift toward modernization and innovation. Adopting advanced data analytics tools and artificial intelligence can optimize workflows, reduce redundancies, and improve resource allocation. Embracing agile methodologies and modular system architectures can enable agencies to adapt quickly to changing operational needs and enhance overall efficiency.
Lack of Transparency: There was a notable deficiency in operational reporting, transparency, and metrics, which hindered effective decision-making at the executive level. Improving transparency in federal contracting systems is essential for fostering accountability and informed decision-making. Implementing centralized data repositories, real-time reporting mechanisms, and standardized metrics can enhance visibility into operations and performance. By promoting a culture of openness and data-driven decision-making, agencies can enhance governance practices and drive better outcomes.
In light of the common challenges and the omnipresent scrutiny high stakes federal programs recieve, how were the once moribound DoD contract writing efforts recessitated?
KEY SUCCESS FACTORS
Achieving a clear and shared definition of success is crucial. This alignment involves ensuring that both the development teams and the customers agree on what successful outcomes should look like. Regularly revisiting these goals can help
accommodate changes in project scope and ensure that all efforts are directed towards relevant, impactful results.
Embracing an agile mindset is pivotal. This perspective encourages teams to view changes and challenges as opportunities for growth and learning. An agile mindset helps in minimizing the fear of failure, as it promotes a culture where finding and fixing mistakes quickly is more valuable than avoiding errors altogether.
Leveraging data to drive decisions is key in identifying process bottlenecks and enhancing project performance. Effective use of data allows
teams to make informed decisions that streamline operations and improve the accuracy of project deliveries.
Maintaining open communication channels across all stakeholders is essential for iterative improvements and ensuring project alignment with user needs. This collaboration facilitates an environment where feedback is actively sought and valued, leading to continuous process enhancements.
Implementing ideas through proofs of concept and iterative development is crucial for risk management and refining functionalities. Synergy’s 100-day
MVP delivery benchmarks represent the efficiency frontier and are unique among major federal system integration engagements. This approach allows teams to test and modify systems in controlled environments before broader implementation, reducing potential disruptions. Synergy’s approach to modernization efforts not only revolutionized the federal contracting systems but also paved the way for enhanced collaboration and efficiency across departments. Through the integration of advanced scalability solutions, the government was able to adapt to the evolving landscape with ease, ensuring a streamlined approach to procurement processes. Moreover, the emphasis on enhanced security measures guaranteed that sensitive data and operations were safeguarded against potential threats, fostering a secure and reliable environment for all stakeholders involved.
With operations now streamlined and optimized for agility and cost-effectiveness, the government could respond promptly to changing demands and allocate resources more effectively. The incorporation of transparency and analytics tools further elevated decision-making processes, offering valuable insights to drive strategic planning and resource allocation.
The transformation of federal Department of Defense contracting systems stands as a testament to the power of innovation and modernization in overcoming challenges and thriving in a dynamic procure-
ment environment. By embracing these changes, the government has set a new standard for efficiency and effectiveness in its operations, ensuring a brighter future for all involved.
BELOW: Synergy’s Partner Manager Charles Irvin shares perspectives on global enterprise IT mondernization initiatives with a conference attendee at Salesforce World Tour DC in March.
“ACWS is one BILLION times better than PD2 [Procurement DesktopDefense]. And I’ve been using PD2 for 14 years!” - Anonomous User
The CON-IT system of the U.S. Air Force exemplifies Agile’s potential to revolutionize systems that handle complex, large-scale operations. Since its inception in 2018, CON-IT has dramatically improved how contract writing is managed across the Air Force, enhancing both the efficiency and functionality of the procurement process. The Agile practices implemented have allowed for regular updates based on user feedback, which has been crucial in tailoring the system to meet the unique needs of the Air Force.
WEAPONS SYSTEMS MVP RELEASE: USAF CON-IT PROGRAM ACHIEVES KEY CAPABILITY IN APRIL
Since its launch in 2018, the Air Force’s Contracting Information Technology (CON-IT) system has fundamentally transformed the way contract writing is handled, introducing unprecedented efficiency and enhanced functionality to the procurement process.
Developed to replace the aging Standard Preocurement System (SPS), the O’CONTRAX system, and ultimately ConWrite, CONIT was designed with the explicit goal of modernizing and streamlining contract management across the Air Force. Of note, SPS and O’CONTRAX systems have been sunset successfully, the first such procurement system retirements on record. Leveraging Agile methodologies, the system has introduced a level of flexibility previously
unseen in military procurement environments.
LEFT: Mutual engagement drives success. Appian and Synergy executives confer during the annual Appian World conference this past April in National Harbor, Maryland.
“With over 6,000 users, 270 procurement organizations, and about 335,000 contracting actions amounting to approximately $112 billion obligated, CON-IT’s impact is monumental.”
- GEORGE SARMIENTO, USAF Chief Contracting Business Systems PLM
Agile practices, known for their dynamic and iterative approach to software development, have allowed the CON-IT team to integrate regular feedback directly into the system’s evolution. This feedback loop with end-users has proven essential for making continuous improvements that align closely with the specific operational needs of the Air Force.
Under the leadership of Daniel Streicher, our Director of Innovation, Synergy has pioneered transformative innovations in the CON-IT program, dramatically enhancing its development processes and overall performance. Streicher’s strategic implementation of agile SAFe methodologies has successfully mitigated risk aversion, improving both processes and performance. His efforts to automate the CI/
CD pipeline have streamlined production workflows, while enabling multiple development teams to work in parallel has accelerated development timelines through earlier code merging. Additionally, Streicher led the transition from manual to automated testing, incorporating shift-left testing strategies to significantly enhance test quality and reduce defects. He has also developed comprehensive agile metrics reporting tools, including daily pulse checks, agile scorecards that track requirement growth, and weekly updates on progress, schedule history, and forecast trends. These innovations have not only improved the predictability of delivery cadences but have also significantly reduced stress on both the team and customers, marking a significant advancement in the program’s operational effectiveness.
“CON-IT’s implementation of
Agile practices has been a game changer,” says one user. “It allows us to quickly adapt to changes—whether they’re regulatory adjustments, technological advancements, or just improvements based on user feedback.”
The system’s adaptability has been particularly valuable in a branch of the military where needs can change rapidly and the accuracy and timeliness of contracts are paramount. Users report that the new system has significantly reduced the time required to draft and finalize contracts, with added functionalities that have streamlined various procurement proces-
ses.
Moreover, the iterative updates have facilitated a more user-friendly interface, making it easier for personnel to manage contracts efficiently. “The ongoing updates, based on real user
experiences and challenges, mean that the system is continuously evolving to better meet our needs,” noted a procurement official at Wright-Patterson AFB.
The success of CON-IT comes at a critical time when the Department of Defense is pushing for greater efficiency and transparency in its operations. The system not only supports the Air Force’s strategic goals but also sets a precedent for other branches of the military to follow.
As CON-IT continues to develop, the focus remains on refining its capabilities and ensuring that the system supports the Air Force’s mission-critical objectives effectively. This ongoing commitment to improvement and the agile framework suggests that CON-IT will remain at the forefront of military procurement innovation for years to come.
ABOVE: Army ACWS program receives Appian’s federal customer appreciation award
LEFT: Daniel Streicher, Synergy’s Director of Innovation, during the annual Appian World conference this past April in National Harbor, Maryland
REFLECTIONS ON PEO-EIS
By Ross R. Guckert
As I say farewell, I think back to 1989 when I started my civil service as a young engineer supporting countermine programs. Most of my day was spent standing by the copy machine making 50 or so copies of statements of work that I authored, and then putting them in envelopes and mailing them to stakeholders as part of the staffing process. We’ve come a long way in today’s Digital Age.
It’s really unprecedented if you think about it: a wholesale transformation across the portfolio, pivoting to Agile and delivering success story after success story. Organizing around Agile, redefining technical services, using the right contract vehicles and language, upskilling the workforce, prototyping against the right criteria, and partnering with functionals and industry with new expectations to deliver at speed.
Now we are off and running, setting the example across
the community, like with the Integrated Personnel and Pay System – Army, Accessions Information Environment, Army Contract Writing System and ArmyIgnitED — all soon to be followed by the Army Training Information System, Global Force Information Management and Enterprise Business Systems –Convergence, among others.
PEO EIS has truly evolved into a world-class IT organization, and I’m humbled to say I was a part of your team.
Thank you to functional partners, like Lt. Gen. John Morrison, Mr. Robert Thurston, Ms. Megan Dake, Mr. Greg Youmans, Mr. David Paschal, Mr. Rick Ayer, Lt. Gen. Douglas Stitt, Ms. Terry Watson, Col. Rebecca Eggers, Col. Rebekah Lust, Brig. Gen. Steven Allen, Maj. Gen. Michael Lalor, Ms. Marion Whicker, Ms. Nikki Cabezas, Col. Julia Bell, Mr. Michael Formica, Mr. Don Johnson, Ms. Lori Mongold, Mr. Leo Garciga, Dr. David Markowitz, and so many more.
My sincere appreciation to our leadership team, past and present — Mr. Hepworth, Chief of Staff, Mr. John Howell, Assistant PEO Mr. Rob Schadey, Acquisition Innovation Director Mr. Aric Sherwood, CIO Mr. Mike Chappell and the headquarters directors. Thank you also to our excellent project managers — Col. RJ Mikesh, Mr. Lee James, Mr. Brian Raftery, Mr. Kevin Curry, Mr. Reg Shuford, Col. Rob Wolfe, Col. Jay Shell, Mr. Sergio Alvarez, Col. Mark Taylor, Mr. Matt Russell, Mr. Brendan Burke, Mr. Darby McNulty, Mr. Wayne Sok, Lt. Col. Brandon Pye, Mr. John Crone, Maj. Melvin McDonald, Maj. Zach Schofield, and the entire headquarters staff. My thanks to the entire EIS workforce — you have truly made a difference in Soldiers’ lives. I have been blessed with the best.
A special thank you to Ms. Tara Clements, director of Strategic Communication, and the STRATCOMM team, who were instrumental in the transforma-
tion of the organization. Their outreach, the presence they established on social media, and the relationships they enabled with our industry partners are second to none — and they set the bar higher and higher every day. Thank you.
A final thanks to the front office — Ms. Jane Flowers, Mr. Marcus Collins and Ms. Debra Licata. I can’t say enough about how they have ensured that we are a well-oiled machine, keeping us ahead of the curve and dealing with my idiosyncrasies. Thank you for the support and
“Last, but not least, thank you to our industry partners, who have been amazing — stepping up to the call and delivering against industry best practices. The Army owes you a debt of gratitude.”
“It has been my great pleasure and honor to serve with you.”
patience over the years — I will cherish these memories for years to come.
As I pass the torch, I also owe thanks to my amazing mentors — Hon. Doug Bush, Hon. Gabe Camarillo, Hon. Heidi Shyu, Lt. Gen. (Ret.) Paul Ostrowski, Lt. Gen. Robert Marion, Lt. Gen. (Ret.) William Phillips, Mr. Daniel White, Mr. Young Bang, Dr. Bruce Jette, Mr. Scott Davis, Brig. Gen. James Moran, Maj. Gen. Tony Potts, Maj. Gen. Harry Greene, Mr. Dean Popps, Mr. Robin Swan, Mr. Levator Norsworthy, my predecessor Ms. Cherie Smith, and so many others. Thank you for shaping
me to be the leader I am today.
Last, but not least, thank you to our industry partners, who have been amazing — stepping up to the call and delivering against industry best practices. The Army owes you a debt of gratitude.
This is farewell but not goodbye. Know that you are in the very best hands with Mr. Hepworth and the rest of the leadership team. It’s not how you start but how you finish — and you are not finished yet. The momentum is irreversible, and I can’t wait to watch the journey from the sidelines and see what
you have planned next!
Remember, as a mentor of mine once said, there are no acquisition emergencies. Have perspective in all you do, treat people with love and kindness, be selfless in your actions, give 110 percent, understand your purpose, and always have fun.
It has been my great pleasure and honor to serve with you.
God Bless!
Ross
R. Guckert, Program Executive Officer
Your digital transformation journey starts here.
