R. Neil RodgersNASA Enterprise Applications Competency Center (NEACC)

NASA’s Strategic RoadmapLeading to Enhancements

in Agency Business Systems

Prime Directive, circa 2000

Standard business processes Consistent, reliable, and timely information Agencywide visibility of information Cross functional integration Platform for evolving business process improvements Enabler for shared business services

...reengineer NASA’s business processes in the context of industry “best practices” ...reengineer NASA’s business processes in the context of industry “best practices”

and implement enabling technology to provide necessary management information and implement enabling technology to provide necessary management information

to support the Agency’s Mission.to support the Agency’s Mission.

...reengineer NASA’s business processes in the context of industry “best practices” ...reengineer NASA’s business processes in the context of industry “best practices”

and implement enabling technology to provide necessary management information and implement enabling technology to provide necessary management information

to support the Agency’s Mission.to support the Agency’s Mission.

PROCUREMENT

Consolidated procurement for cost reduction

Increased competition through E-Commerce

INTEGRATED FINANCIAL MANAGEMENT

Consistent and timely financial, procurement and Program data

Integrated budget planning and execution

Full Cost management

HUMAN RESOURCESCompetencies and skills

managed to meet strategic needs

Workforce deployment integral to Program/Project needs

INTEGRATED ASSETMANAGEMENT / PROJECT

SYSTEMS Zero inventories with

shortened supply chain Close coordination of

material plans with project plans

Shorter project timelines

Life Cycle Maintenance

Supplier

Collaborative Partnerships

InfrastructurePrograms & Projects

Accurate, timely, consistent information

Optimize assets across CentersFull utilization of employee

capabilitySeamlessly manage multi-

Center programs

MSFC

JSC

ARC

GRCDFRC

LARC

KSC

SSC

HQGSFC

The ERP Vision

Supply Chain Management

The Plan of Attack

Integrated Asset Management (PP&E)

Phase 1 Phase 2Recruitment One-Stop

Agency Labor Distribution

Travel Mgr BlueprintingFormulation

FY2000

Budget FormulationRel .5B

NBS Mods

Rel 1 HQFormulation & Blueprint

Contract Management Formulation Implementation

Core Finance

Erasmus

Position Mgmt

Resume Mgmt

ePayroll Formulate

SAP Version Update Formulate

Financial / BudgetingFinancial / Budgeting

Contract / ProcurementContract / Procurement

Asset ManagementAsset Management

Human CapitalHuman Capital

Information DeliveryInformation Delivery

CompletedCompleted

PlannedPlanned

Implement

Formulate Impl

Project Mgmt Information Improvement Impl

eTraveleTravelVendor

Selection Formulation

Planning

Aircraft Management Planning Phase 1 Phase 2(mid-FY09)

ImplementForm

Human Capital Information Environment Planning

thru FY09)

Formulation

Implement

Phased Implementation

Formulation Implement

Implement

ImplementationFormulation

Implementation

Formulation Implementation Rollout

Implement

Formulate

FY2001 FY2002 FY2003 FY2004 FY2005 FY2006 FY2007 FY2008

ProgramSunset2009

What We Did Well

Established clear governance structure with strong executive sponsorship

Single instance strategy Integrated right mix of NASA subject matter expertise

and consultants Focused on rigorous project management Established central integration team and enterprise

application integration strategy Planned and implemented business intelligence strategy

along with transactional system deployment Planned for long term sustaining support early in the

project

Project Management Approaches—

Then and Now

Original Software Implementation Process

Gather Requirements Build Test & Deploy

Blueprint / Design

Formulation

• Customer• Business Analyst

• Business Analyst• Software experts• Partial Development Team

Realization

• Business Analyst• Software experts

• Developers• Configurers• Security

Test Go-Live

Testers Customer

Focus is on sequential (non-overlapping) phases ‘Teams’ divided up into areas of expertise to accommodate phases Each ‘team’ hands its work off to the others Limited interaction with customer

“Don’t talk to the customer now. They might change a requirement”

Agile Process:Iterative Feedback Improves Application Delivery

Monthly Sprint Reviews Users, Stakeholders participate

Product Owner manages and prioritizes the wish list. Also verifies that deliverables are as expected

Team delivers product in stages, with plenty of feedback along the way

2 3

1

Sprint 1

Oops! THAT’s not really what we’d envisioned. Let’s revector

Sprint 2

Sprint 3 - 10

Team gets feedback

ProductIteration 1

Team gets feedback

Team gets feedback By the final sprint, the

full system is implemented as envisioned

4

ProductIteration 2

Getting closer. At least it has 4 sides!

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Real Property Management (RPM) ProjectRequirements Traceability Example

Epic 1.1: Create and Maintain Real Property Records for Land and Facilities

Epic 1.3: Report and Analyze Real Property System Data

Theme 1.0: Track and Manage Real Property Assets

User Story 1.1.4As a Real Property Accountable Officer (RPAO), I want the ability to change, revise and update property information

User Story 1.1.9As an HQ Admin user, I have the ability to add new property for any center

User Story 1.3.10As a Real Property Management (RPM) user, I want to access RPM data and historical real property data via a flexible reporting tool such as BW

User Story 1.3.5As a Headquarters User, I want the ability to track and report deferred maintenance cost

Conditions of SatisfactionVerify that an RPAO can change a new real property assetVerify that an RPAO can revise attributes on a real property assetVerify that an RPAO can update a real property asset

Conditions of SatisfactionVerify that an HQ Admin user can create new property for any centerVerify than an HQ Admin user can change new property for any center

Conditions of SatisfactionVerify that the RPAO can execute a current RPM report in the report selection screenVerify that the RPAO can view RPM data from the Real Property card on a BW reportVerify that the RPAO can execute a heritage RPM report in the report selection screenVerify that the RPAO can view historical RPM data on a BW report

Conditions of SatisfactionVerify that an HQ user can view deferred maintenance costs on the Real Property CardVerify that an HQ user can upload deferred maintenance costs to the RPM system from the agency external source (e.g., excel spreadsheet)Verify that an HQ user can run an ad hoc report for deferred maintenance costs

Project Themes, Epics, and User Stories will be formally managed in the HP Quality Center requirements module, and Conditions of Satisfaction will be mapped to Test Plans.

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RPM Project Schedule

Page 10

NovOctSepAugJulMay JunAprMarFebJanDecNovOctSepAug

TRR-18/2

ORRTBD*

Center ORRsTBD*

TRR-29/7

SIT 1

Solution Design & Development (Scrum Approach)

Re-Key

SIT 2

FY10FY09

Formulation

Sprint -1

11.1 Go Live~ 10/1/2010

Testing Stabilization

Cutover9/25 – 9/30

Sprint 0

FY11

Sprint 1 Sprint 2 Sprint 3 Sprint 4 Sprint 5

9/14 10/8 11/10 12/11 1/6 2/2 3/2 3/30

Sprint 6 Sprint 7 Sprint 8 Sprint 9 Sprint 10 R

4/23 5/25 6/22 7/20

KDP-C10/22

NAR Assessment10/15

CDR4/15

PDR10/20

KDP-E9/23

EAPR10/8

Sprint Reviews = RPM Lifecycle Reviews = Readiness Reviews =

Mock 1 Mock 2 Mock 3 Mock 4 Mock 5 Mock 6

Onsite Center SME Support

PCR~ 12/1

Communications & Change Mgmt

*TBD dates based on NEACC 11.1 Release Planning

Mock 7

Sprint 11 (Release Sprint)

Mock 8 Mock 9

Mock Data Conversion

8/2

8/3 8/31 9/8 9/24

Business Intelligence (BI)

Enterprise Business IntelligenceCirca 2003

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Today

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Enterprise Application Integration

Pathfinder (2003)

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NEACC Enterprise Services - Today

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Usage and Statistics

Enterprise Service Bus (ESB)

Services

Web Services: 65 ESB Services: 102 Integrated Systems: > 80

Metrics

Avg Daily Clients: > 20k Avg Daily ESB Txns: > 40k Peak Daily ESB Txns: > 300k

Web Stack

Services

• Applications: 40

• Reusable Bundles: 185

• Framework Services: 25

Metrics

• Avg Daily Requests: > 80k

• Peak Daily Requests: > 120k

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The Path Forward

Business Systems Strategic Roadmap Objective/Expectation

Establish a 3-5 year vision as well as a 1 year plan by the beginning of each Fiscal Year

Quarterly progress updates to discuss formal commitments made to each community

Promote cross functional understanding of the business priorities in order to develop an integrated roadmap

Utilize roadmap to…»drive budget requests»demand management approach»application consolidation

19

Functional Area

Level Of Effort

Roadmap Development Considerations

20

Timeframe

Driver

Benefit

Priority

Impacted Areas

Implementation Lead; Partner; Stakeholder

Initiative

Questions

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