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Migrate content from Shared Drives to Office 365 Cloud and enhance content discovery

ACES has several in-house tools we have created to expedite content migration from SharePoint and shared drives to SharePoint Online and Office 365. We are partners and resellers for most 3rd party solutions that provide auto-classification and auto-tagging capabilities. Concept Searching’s enterprise-class technology framework is the best tool for migrating content. This platform automatically classifies and tags content with metadata. It organizes and manages the metadata in taxonomies which are integrated as Term Sets into the SharePoint Term Store. The terms can be user-defined or auto generated by Concept Searching’s Artificial Intelligence (AI) algorithms that identify and extract meaning from structured, semi-structured, and unstructured content. Concept Searching’s underlying technology consists of several components including the conceptClassifier and the Taxonomy Manager. These components work in concert to discover multi-word concepts within documents that are resident in both shared drives and SharePoint. At the core of the platform is compound term processing, a breakthrough technology that identifies and weights multi-word concepts, based on purely statistical analysis, independent of vocabulary, language, or grammatical style. In order to leverage compound terms in the ranking algorithms, it is necessary to understand the incremental value of higher order terms with regard to their lower order component parts. Concept Searching manages this using clue weights that are managed in the Taxonomy Manager. One of the main features of the Taxonomy Manager is its ease of use. The Taxonomy Manager component provides Content SME’s with the ability to create and maintain taxonomies that are stored in the SharePoint Online Term Store. Subject Matter Experts that are non-technical, can manage, monitor and modify the taxonomies as terminology and end user needs mature. This makes the Concept Searching platform the most scalable and adaptive metadata tagging and classification platform available and the only one that integrates with the SharePoint Term Store. Sensitive information can be automatically tagged with a high degree of accuracy and precision based on the information contained in each piece of content. For example, most searches for PII like social security numbers (SSN) return many false positives while missing several documents with valid SSNs. Advanced AI algorithms within conceptClassifier have a long track record of ensuring only appropriate content is properly classified and tagged. Once documents and content in shared drives are properly curated and tagged, they will be uploaded to SharePoint. Although metadata will be embedded in the documents, it can also be automatically added to metadata columns in various SharePoint lists and libraries to enable advanced sort and filter capabilities within lists and libraries themselves. By enriching the lists and libraries with Metadata columns that pull from terms in the SharePoint Term Store, advanced search refiners can be integrated into search results providing an Amazon-like experience where you select “Shoes” and then are given the choice “Men’s or Women’s”, “Sport or Casual”, “Color”, “Size”, etc. – where you see all the results for any filter combination - very powerful. Concept Searching can be used for more than just enriching content on shared drives with metadata. In the SharePoint Online environment, Concept Searching can be used to continuously evaluate content that is added or modified to automatically classify and tag or re-classify and re-tag content. Concept Searching and automatically notify interested parties of newly added or updated content associated with Terms or Term Sets of interest. As new documents are created, added or modified in SharePoint they are immediately classified and tagged which can be used to trigger workflows that automate a wide variety of processes and information flows within the organization. This is core to modernizing knowledge management and transforming business operations in organizations from poor to powerful. Content Preparation Certain characters have special meanings when used in filenames for SharePoint vs the Windows operating system. If a file or folder name on a Windows shared drive contains any of the following characters in brackets [" * : < > ? / \ |], it may prevent files and folders from uploading and/or properly syncing. ACES runs an analysis on the Client's X-Drive to automatically find and fix filenames with these characters. This is one of many steps in the extensive file structure preparation process we accomplish using our ACES proprietary tools we have built specifically to prepare federal government shared drives for migration to any of the GCC SharePoint Online environments. We identify and fix invalid characters in file and folder names. We identify any names that aren't allowed for files or folders such as .lock, CON, PRN, AUX, NUL, COM0 - COM9, LPT0 - LPT9, _vti_, desktop.ini, or any filename starting with ~$. We check file sizes to ensure they don’t exceed any cloud or customer-implemented size restrictions. We identify and remove duplicates while fixing them to ensure a smooth migration. We analyze shared drive folder paths and filenames to identify and fix any situations that may exceed the 255-character URL limitation when folder names are concatenated with the filename to form the SharePoint URL. In some cases we may need to work with content owners to restructure deeply nested folder structures and reduce the length of folder names or spaces in the names which transform to a “%20” and cost 3X as many characters in the URL path when transformed to a web address. While we are curating and preparing shared drive content for migration to the GCC SPO, we stand up the conceptClassifier platform in parallel to include obtaining any certifications to operate in the Office 365 GCC. We connect the conceptClassifier platform to the Client X Drive and the Client’s GCC Tenancy and SPO sites. We validate the Taxonomies that Client wants to use to auto classify and auto tag their content. Once Concept Searching is fully operational, we use it to crawl the content on the X Drive and enrich the Documents with the desired metadata from sensitive information tags to names of folders in the filename path. Once an organization’s folder structure is prepared for migration, we ensure all the proper permissions groups are established in the destination SPO libraries. We set the shared drive folders to read only and do one final scan of the organization’s files and fix any new issues with filenames, etc. This completes the Content Preparation phase. Tagging Content ACES uses in-house tools to analyze and curates content on the Client X-Drive. ACES uses Concept Searching to auto-classify and auto-tag shared drive documents in accordance with Client requirements. Our solution addresses many challenges associated with content management in the areas of search, content migration, content security, records management and text analytics to name a few. We overcome problems related to manually tagging items with metadata and improve any information environment by automating the classification and tagging process. Business rules automate classification decisions and enable governance policies to be automatically enforced. This mitigates risk and improves outcomes for content management and related processes. Our solution eliminates manual tagging and human inconsistencies that prohibit accurate metadata generation. We implement consistency, accuracy and efficiency in retrieval of files by implementing powerful taxonomy tools. We use auto-classification to identify content in context to users or line of business applications based on policy, process or role. We integrate Concept Searching results with SharePoint Managed Metadata Services to ensure compliance with government regulations while reducing costs associated with data exposures, remediation, litigation, fines and sanctions. Content Migration Once all the content curation and preparation is complete to include all metadata being added to the documents on the shared drive, content will be migrated to the Office 365 GCC environment using Metalogix’s Content Matrix migration solution. Should there be issues with Content Matrix or if the Client runs out of funding for Metalogix, ACES has a custom tool set that can automatically migrate the content as a contingency option. Folder structures containing files are replicated in the SharePoint Online (SPO) document libraries and permissions are mapped using Metalogix AD permissions mapping capabilities. Manage Content After the migration, Client may elect to continue to use Concept Searching to automatically classify content and manage taxonomies to enable concept-based searching and manage enterprise content. The metadata repository we develop can be used post-migration in the Office 365 environment and improve any application that requires the use of metadata. Our solution has an automatic monitoring for sensitive documents and locks down or removes sensitive documents during the migration process. ACES understands that content roams everywhere, across devices, apps, and services as people in an organization need to collaborate with users inside and outside the organization. We leverage Microsoft Office 365’s sensitivity labels to classify and protect sensitive content across the organization and enforce protection settings based on that classification. We use sensitivity labels to apply a Confidential label to a document or email, and that label can encrypt the content and apply a Confidential watermark. The content is marked by adding custom watermarks, headers, or footers to email or documents that have the label applied. After the sensitivity label has been applied to content, we implement endpoint protection to prevent that content from being copied to a third-party app, or being copied to a removable storage. We assign a classification to content that persists and roams with the content as it's used and shared. This classification generates usage reports and activity data for the sensitive content.

Concept Searching's underlying technology

The Concept Searching underlying technology consists of a number of components including the conceptClassifier and the Taxonomy Manager.  These components work in concert to discover multi-word concepts within documents that are resident in both File Shares and SharePoint.  Once content is uploaded to SharePoint, the classification engine will automatically apply the tags based on the multi-word concepts to the Managed Metadata site columns. The conceptClassifier platform is an integral part of all the conceptClassifier applications, and provides an enterprise-class technology framework, comprising metadata generation, auto-classification, and taxonomy tools that enrich and extract meaning from both structured, semi-structured, and unstructured content. At the core of the platform is compound term processing, a technology that identifies and weights multi-word concepts, based on purely statistical analysis, independent of vocabulary, language, or grammatical style. In order to leverage compound terms in the ranking algorithms, it is necessary to understand the incremental value of higher order terms with regard to their lower order component parts.  Concept Searching manages this through the use of clue ‘weights’ that can be managed in the Taxonomy Manager. One of the main features of the Taxonomy Manager is its ease of use.  The Taxonomy Manager component provides Content SME’s  with the ability to create and maintain taxonomies that are stored in the SharePoint Online Term Store.  Subject Matter Experts that are non-technical, can manage, monitor and modify the taxonomies as terminology and end user needs mature. In addition to the aforementioned capabilities, Concept Searching can be used to provide user specific search results based on the users viewpoint.  So different term sets can be turned on or off to refine the search results to the desired topical domain. Concept Searching can be used for auto-notification of newly saved content to interested parties.  As new documents are saved into SharePoint they are immediately classified and tagged the result of which can trigger document workflows.

DoD Deputy Secretary of Defense initiated Business Process Review

Challenge: When a new president is elected, it’s mandatory for the DOD to have a Business Process and Systems Review (BPSR). The review process involves an architecture assessment where top companies like Mckinsey or Deloitte bring in high dollar analyst to try and gather information from unwilling people. Because of this, they ultimately had to make many assumptions so that recommendations could be made quickly to high ranking political appointees about current issue the incoming president could face. This process was started again in 2014, where ACES Group provided a SharePoint based analytics dashboard to visualize the data and track performance. Solution: ACES Group lead the Business Process and Systems Review (BPSR) for the Department of Defense (DoD). This effort was a Deputy Secretary of Defense (DSD) initiative focused on finding ways to save money and improve business operations across the DoD. The DSD tasked one of the DoD Federal agencies to co-lead the effort. ACES was chosen to develop a portal to manage the overall effort, aggregate authoritative DoD data sources, present dashboards to visualize the data and track performance/savings across the department. ACES used existing infrastructure and enterprise IT services such as SQL Server to aggregate data from authoritative sources in the areas of Finance, Manpower, Personnel, Contracts, IT Systems, and Real Property. ACES used existing reporting services and dashboarding capabilities within the environment to generate reports for senior leaders. In an easily digestible manner. Using SharePoint, ACES was able to manage content and processes and present visualizations to enable well-informed decisions. Results: ACES Group led the effort to aggregate data from the various authoritative sources in the DoD and developed senior leader dashboards to aid in quick decision making. In the end, several inefficiencies were discovered and addressed. One of these was the need to consolidate several of IT service providers supporting the Pentagon and DoD within the National Capital Region. The Joint Service Provider was formed and recently celebrated their 2-year anniversary as an organization. They reported a savings of over $343M in IT costs as a result of the consolidation.

For the first time in history, the overall cost of DoD organizations real property, IT systems, contracts, and personnel can be compared and assessed. Redundancies continue to be identified and eliminated. The millions in savings resulting from this transformation continue to be realized and tallied along with the significant improvements to operational efficiencies that are happening every day.

Process Automation

Challenge: One of the DoD Federal agency’s primary responsibilities is to manage and maintain IT policies. Over 75% of policies were outdated (older than 5 years) and only one person was tracking the status of all policies on a share drive stored spreadsheet that was accessed only by that user. This was a time consuming, manual process in place at the Office of General Council and through further digging, we were able to map the existing process. An individual staff member would print out several hard copies and hand them out to all the attorneys who had equities in the policy being reviewed. They would write their notes and hand them back and the staff would have to try and read everything and incorporate changes. The staff member would then have to go back and validate the updates and submit the results back into the process. This was time consuming, unsecure, manual in all aspects, and would often take several months or get lost. Solution: The need for process automation was evident at the DoD Federal. Since policy development was strictly an internal function for DoD Agency at the time, the OSD SharePoint Enterprise Service was chosen to get the organization's technology working for them more effectively. The information was transitioned from excel to a SharePoint list to enable better tracking and transparency. For the first time, everyone in the organization could view the complete list of policies and their status in the process pipeline. The process was streamlined and implemented in the DoD Agency Operations Portal. Live status and performance reporting based on the information in the policy tracker was implemented using SQL Server Reporting Services reports. The policy tracker allowed everyone to provide input on the policies. ACES then created a workflow process to track policy changes through a defined set of steps and measure how long each step took. This provided live visualizations that revealed a significant process bottleneck with the legal reviews. As part of the DoD Agency's process automation, ACES Group created a Legal Reviews Tracker to provide more process insight to the Office of General Council (OGC). We created a specific list for the legal reviews and showed them how to use Tracked Changes and Co-Authoring in Word documents hosted on SharePoint. All documents were locked down so that no one could see comments until the users were done were ready, which was the main reason they wrote comments by hand. This allowed for accountability for lags in the process and eventually things began to move much faster. To help users quickly grasp how to interact with the Legal Reviews Tracker, a process page was created. It contained details for a process owner to learn how to manage the solution by watching a short video tutorial. Result: With each and every process that was streamlined, integrated and automated, countless hours were returned to the organization and its workforce to reallocate. As ACES worked with process owners, one of the most common statements we heard from the DoD personnel was how much they enjoyed coming to work because of the improvements and innovations we had made to the major processes they either managed or interacted with. It's sometimes hard to put a value on returns in moral such as this. The DoD agency's overall improvements in process efficiency and increased transparency resulted in a reduction in the average cycle time for a policy to be created/revised from over 263 days to under 36 within a few months.

DoD Inspector General Knowledge Management and Audit Process Automation

Challenge: The Office of the DoD Inspector General (IG) Government Accounting Office (GAO) Affairs branch is the focal point for all GAO audits and inquiries into the Department of Defense (DoD). With reduced manpower and no reduction in work load, the GAO Affairs team required a more efficient way of interacting with DoD organizations and personnel throughout the Audit Cycle. Specifically, they needed a way to coordinate and manage all coordination, meetings, information from interviews, and content generated during the GAO Audit process including accurately managing the authoritative content and critical communication between GAO Auditors and DoD organizations which was done using emails and file shares. It was really time consuming and unorganized due to data duplication, without versioning and un-managed storage that took DOD over a year to complete most of the GAO audits. Documents associated with each audit were stored in every participant's inbox with multiple copies also saved by each person on local and network drives in many cases. With DoD-Wide Audits commonly involving well over 20 people receiving, storing, changing and forwarding documents. A 1 MB file could easily consume over 500MB-1GB of storage space across DoD. With hundreds of files commonly involved in these engagements that regularly extend for time frames beyond a year, having a central, authoritative location for users to work on and store content has tremendous advantages beyond basic storage costs and data security. The DoD IG operates on its own proprietary network which was created for the purpose of restricting other DoD organizations from having access. This posed a significant obstacle to the GAO Affairs team who wanted to leverage their in-house Microsoft SharePoint collaboration platform to drive more effective collaboration with GAO and other DoD organizations throughout each Audit Life Cycle. The IG had a dedicated in-house SharePoint team but they were unable to produce results after several attempts. This was due to their lack of knowledge and experience in streamlining business process and integrating them into SharePoint using SharePoint and Knowledge Management best practices. Key GAO Affairs team requirements were: Accessible, customizable virtual collaborative work spaces enabling GAO auditors to collaborate directly with DoD Primary and Collateral offices both synchronously and/or asynchronously Private virtual location for GAO Affairs team to manage sensitive information Customizable permissions from the site down to the item/document level GAO IG Affairs team must be able to self-manage without significant developer dependencies Ability to display dashboards with measures of performance and effectiveness Ability to automate processes to maximum extent possible Solution: ACES Group developed a fully functional, scalable, web content management system using free government Enterprise Services. The DoD IG team was not previously aware of these enterprise services and did not understand the importance of platform selection based on audience. ACES Group showed them how best to unite users from different government agencies, GAO and DoD in this case, in a way that enabled rich, virtual collaboration. ACES created a solution that centralized all parts of the audit process from initiation to execution, where some of the key solution elements are presented below: We developed roles based DOD contacts list that enabled everyone to collaborate and communicate. Our solution included document libraries that helped DOD to store information, processes and reports centrally and permission groups were used to limit access to sensitive content. SharePoint calendars were used to organize and advertise meetings that included alert system to lets users be informed via email of any changes to events, or any content in lists or libraries for monitoring the changes. Reports were drafted using co-authoring and routed for review and approvals using SharePoint workflows and online reviews. Result: The content management system model developed by ACES Group is currently being considered by GAO as a whole of Government solution. Its ability to scale to a Whole of Government solution is due to the proper selection of the platform/network on which it is hosted (Intelink.gov). The solution’s ability to satisfy business process requirements is largely the result of which application was chosen to develop the solution (SharePoint). This is also based on the IT professional’s ability to work with the process owner to streamline their process and implement it within the context of the SharePoint application model using SharePoint best practices for accomplishing the various components of the solution. This is where few IT professionals are able to operate and it is where ACES Group flourishes. The average GAO audit time was reduced from years to weeks and the head of the GAO Audit agency stated the ACES solution reduced their manpower requirement by 2 FTEs.

Audit Process Transformation Project

Overview The Office of the DoD Inspector General (IG) Government Accounting Office (GAO) Affairs branch is the focal point for all GAO audits and inquiries into the Department of Defense (DoD). With reduced manpower and no reduction in work load, the GAO Affairs team required a more efficient way of interacting with DoD organizations and personnel throughout the Audit Cycle. Specifically, they needed a way to accurately manage authoritative content and critical communication between GAO Auditors and DoD organizations. The DoD IG operates on its own proprietary network which was created for the very purpose of restricting other DoD organizations from having access. This posed a significant obstacle to the GAO Affairs team who wanted to leverage their in-house Microsoft SharePoint collaboration platform to drive more effective collaboration with GAO and other DoD organizations throughout each Audit Life Cycle. The IG had a dedicated in-house SharePoint team but they were unable to produce results after several attempts due to their lack of knowledge and experience in streamlining business process and integrating them into SharePoint using SharePoint and Knowledge Management best practices. Key GAO Affairs team requirements were: Accessible, customizable virtual collaborative work spaces enabling GAO auditors to collaborate directly with DoD Primary and Collateral offices both synchronously and/or asynchronously Private virtual location for GAO Affairs team to manage sensitive information Customizable permissions from the site down to the item/document level GAO IG Affairs team must be able to self-manage without significant developer dependencies Ability to display dashboards with measures of performance and effectiveness Ability to automate processes to maximum extent possible Challenge One of the challenges articulated by IG business process owners was difficulty translating their business process requirements into technical requirements for their internal IT Shop and SharePoint Team. Internal IT personnel also validated their main challenge was getting accurate technical requirements from business process owners. This is the classic language barrier between IT professionals and business process Owners/Managers and this is one of the staple areas ACES Group thrives. This project is ongoing and continuously improving. The foundational work for this new paradigm took place during the initial build (Phase 1). The details described below relate primarily to the work accomplished in Phase 1. Solution ACES Group was able to develop a new, fully functional, scalable, web content management system using free Government Enterprise Services. The DoD IG team was not previously aware of these enterprise services and did not understand the importance of platform selection based on audience. ACES Group was able to show them how best to unite users from different government agencies, GAO and DoD in this case, in a way that enabled them to collaborate virtually and seamlessly. Prior to the creation of this solution by ACES Group, documents associated with each audit were stored in every participants inbox with multiple copies also saved by each person on local and network drives in many cases. With DoD-Wide Audits commonly involving well over 20 people receiving, storing, changing and forwarding documents. A 1 MB file could easily consume over 500MB-1GB of storage space across DoD. With hundreds of files commonly involved in these engagements that regularly extend for time frames beyond a year, having a central, authoritative location for users to work on and store content has tremendous advantages beyond basic storage costs and data security. Value to Client The model developed by ACES Group is currently being considered by GAO as a Whole of Government solution. Its ability to scale to a Whole of Government solution is due to the proper selection of the platform/network on which it is hosted (Intelink.gov). The solution’s ability to satisfy business process requirements is largely the result of which Application was chosen to develop the solution (SharePoint). This includes IT professional’s ability to work with the process owner to streamline their process and implement it within the context of the SharePoint application model using SharePoint best practices for accomplishing the various components of the solution. This is where few IT professionals are able to operate and it is where ACES Group flourishes. Following are the solution based and result oriented bullet statements performed at DoD: Content Services Capture and Information Tracking Document Management using Meta tags Collaboration and Communication Permission Management Train the Trainers

ACES Group Strategic Plan for One of the DoD Federal Agencies

Estimated savings 300 man hours per week / $1.65M annually reoccurring Several of the most time-consuming activities in the DoD Agency revolved around the Agency's weekly review of progress being made with the organization's Strategic Plan. Four hour sessions were being led weekly by the Agency to review massive PowerPoint presentations averaging 250 slides prepared by the offices scheduled to provide a status update that week. The ACES solution transitioned the Strategic Plan being managed in a Word document to a SharePoint list. Reporting was shifted from PowerPoint slides to integrated Business Intelligence solutions with drillable reports that presented real-time data entered by Action Officers in the SharePoint list. This allowed senior staff members to identify problem areas at a glance and easily drill into specifics. live reports in SharePoint based on real data entered by Action Officers in the SharePoint list that functioned as the new Strategic Plan. At first the teams transitioned to briefing their status off the live reports on the portal which saved hundreds of hours in slide preparation. After a few weeks the 4 hour sessions were terminated as the only thing the Agency was trying to find was where people were having problems. When they realized one could now find that information any time by reviewing the live reports, they shifted to small meetings as required when an issue showed up in the live reports. Challenge The Office of the DoD creates and manages all policy and governance of DoD Information Technology (IT). It has a staff of several hundred personnel nested within the Office of the Secretary of Defense (OSD) where the DoD Agency directly reports to the Secretary of Defense. Creating and managing IT policy and governance has become more complex that ever requiring greater coordination and transparency. No where is the job of an Agency more daunting than in the Department of Defense, which represents the 6th largest economy in the world. This, as well as the work required to administratively manage the organization with a combination of military, civilian, and contracted workers is required. Continued manpower reductions in the DoD required an innovative approach to organize, track, and manage work related to IT policies, audits, cybersecurity, governance, congressional inquiries, software, computers, networks, IT budgets, and systems for the entire DoD. Although the DoD Agency hosts a variety of skilled and experienced senior staff members, action officers, analysts and engineers, the technical content management knowledge base was not strong enough to naturally drive best practices in the areas of information, content and ultimately knowledge management. In August of 2012, cuts in funding with looming threats of sequestration drove Agency leadership to focus on transforming the way information and business processes were being handled within the organization. At the time there was no organized, central repository for content with business rules to guide users.. The organization was not in compliance with many of its own IT policies. Solution ACES Group implemented a 3-portal structure to serve the three major audiences the DoD Agency needed to support: 1) Internal Agency members, 2) Broader DoD and Whole of Government audience and 3) The public at large. Each had fully tested PKI authentication (where required), active backups and a disaster recovery capability. All solutions used in place enterprise services being provided to everyone in DoD. The Portals were architected to make all content and processes discoverable within a few clicks, and most content and process were hosted on the Internal Portal. As content was brought into the environment, how it was created and the processes that were involved in managing it were governed through automation. For example, if a process required approval from a new person, ACES would add the new person to the SharePoint approval workflow and it was transparent to anyone the process had changed. No one needed to be trained on the new process. Each process was defined using a Wiki page on the portal. This provided continuity as responsibilities shifted, and the process page was updated whenever changes were made. This ensured non-technical business managers always had clear insight into the mechanics of their processes. Other key features of the ACES solution Intuitive navigation removed road blocks to finding and collaborating on content New site architecture simplified content and permissions management Innovative content structures enabled content and process automation Portal framework provided foundation for integration of organizational processes Transparency into Security groups ensured security of sensitive content Easy, enjoyable, engaging user experience enhanced user adoption Reduction in number of sites reduced overall management burden

Portal Architecture for One of the DoD Federal Agencies

Challenge The Office of the DoD creates and manages all policy and governance of DoD Information Technology (IT). The DoD Agency has a staff of several hundred personnel nested within the Office of the Secretary of Defense (OSD) where the DoD Agency is a direct report to the Secretary of Defense. Creating and managing IT policy and governance has become more complex that ever requiring greater coordination and transparency. No where is the job of an Agency more daunting than in the Department of Defense, which represents the 6th largest economy in the world. All of this is on top of the work required to administratively manage the organization with a combination of military, civilian and contracted workers. Continued manpower reductions in the Office of the DoD required an innovative approach to organize, track and manage work related to IT policies, audits, cybersecurity, governance, congressional inquiries, software, computers, networks, IT budgets and systems for the entire DoD. Although the DoD Agency hosts a variety of skilled and experienced senior staff members, action officers, analysts and engineers, the technical content management knowledge base was not strong enough to naturally drive best practices in the areas of information, content and ultimately knowledge management. In August of 2012, cuts in funding with looming threats of sequestration drove Agency leadership to focus on transforming the way information and business processes were being handled within the organization. At the time there was no organized, central repository for content with business rules to guide users on how to use it. The organization was not in compliance with many of its own IT policies. Solution ACES Group implemented a 3-portal structure to serve the three major audiences the DoD Agency needed to support: 1) Internal Agency members, 2) Broader DoD and Whole of Government audience and 3) The public at large. Each had fully tested PKI authentication (where required), active backups and a disaster recovery capability. All solutions used in place enterprise services being provided to everyone in DoD. The Portals were architected to make all content and processes discoverable within a few clicks. Most content and process were hosted on the Internal Portal. As content was brought into the environment, how it was created and the processes that were involved in managing it were governed through automation. For example, if a process required approval from a new person, ACES would add the new person to the SharePoint approval workflow and it was transparent to anyone the process had changed. No one needed to be trained on the new process. Each process was defined using a Wiki page on the portal. This provided continuity as responsibilities shifted. The process page was updated whenever changes were made. This ensured non-technical business managers always had clear insight into the mechanics of their processes. Other key features of the ACES solution Intuitive navigation removed road blocks to finding and collaborating on content New site architecture simplified content and permissions management Innovative content structures enabled content and process automation Portal framework provided foundation for integration of organizational processes Transparency into Security groups ensured security of sensitive content Easy, enjoyable, engaging user experience enhanced user adoption Reduction in number of sites reduced overall management burden Results A new DoD Agency transitioned in from being the Agency for the Navy and reviewed the ACES Portal. They stated in a large meeting the DoD Agency Portal created by the ACES team was the best portal he had ever seen in DoD. Under the ACES team, the portal provided the DoD Agency with what we call Virtual Manpower. With each and every process that was streamlined, integrated and automated, the organization had countless hours returned to its workforce to re-appropriate. As we worked with process owners, one of the most common statements we heard from Agency personnel was how much more they enjoyed coming to work because of the improvements and innovations we made to the processes they either managed or interacted with, which is often hard to put a value on.