Your SlideShare is downloading. ×

Sea Warrior Program (PEO-EIS PMW 240) 8-pg overview story


Published on

Sea Warrior Program (PEO-EIS PMW 240) 8-pg overview story

Sea Warrior Program (PEO-EIS PMW 240) 8-pg overview story

Published in: Business
1 Like
  • Be the first to comment

No Downloads
Total Views
On Slideshare
From Embeds
Number of Embeds
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

No notes for slide


  • 1. Sea Warrior Program (PMW 240) Overview Sea Warrior Program (PMW 240) Overview The Need for an Integrated Enterprise to Support the Navy Total Force In today’s global environment, our Nation’s safety, prosperity, and international relations are inextricably linked to our Sea Services. Naval personnel are engaged “The ultimate goal of our not only in the Global War on Terrorism but in international coalitions, efforts within the MPTE humanitarian assistance, seaborne trade protection, and synchronized Navy, Marine, Domain is to achieve FIT in and Coast Guard operations. These expanding missions reflect the 21st Century order to meet the capability Maritime Strategy, which is fundamentally transforming the Navy’s personnel needs of the Navy … FIT is supply and demand business operations. The Navy must be able to flexibly and the idea of delivering the cost-effectively tailor its Total Force (coordination of active and reserve military right Sailor to the right job at and government service civilians) to rapidly respond to unpredictable events. the right time. The right Additionally, as the Navy relies on more high-tech platforms, the need for Sailor is an individual with specialized and experienced personnel increases while the total number of allocated the proper mix of knowledge, billets decreases. In other words, the Navy must become “surgically” precise in not skills, and abilities to match only identifying the right number of personnel but in providing operational forces the demands of the with the right skills and experience ready for tasking. assignment – the right Job.” -Chief of Naval Personnel The Deputy Chief of Naval Operations (DCNO) for Manpower, Personnel, Training Guidance 2008 & Education (MPTE) – the Navy’s Single Manpower Resource Sponsor – is adopting an enterprise supply chain model to improve management visibility of a “A diverse Total Force Sailor’s professional growth and competency from recruiting through the learning focused on delivering the and development continuum to Fleet distribution. This level of transparency is right skills, knowledge and highly dependent on a seamless flow of timely and accurate information across the abilities to the Fleet fuel the end-to-end business process of recruiting, accession, selection, classification, innovative operational training, education, assignment, and distribution. Because these functions are not concepts and capabilities of well integrated, they are currently supported by disconnected, outdated business the Maritime Strategy.” systems and manual workflow that inhibit critical information to sea/shore users in a -Chief of Naval Personnel collaborative decision-making environment. Guidance 2008 Role of the Sea Warrior Program (PMW 240) Sea Warrior is the human capital component of Sea Power 211 and serves as the conceptual business framework to transform Navy MPTE. To align enterprise-level management of integrated IT solutions to this framework, the Chief of Naval Personnel (CNP) worked with the Assistant Secretary of the Navy for Research, Sea Warrior Program (PMW 240) Overview Development, and Acquisition (RD&A) in establishing the Sea Warrior Program (PMW 240) acquisition office in June 2007. As such, PMW 240 is the single IT acquisition agent for non-tactical business operations addressing MPTE LAST UPDATE: 11 May 2010 capability gaps, legacy systems, and Distance Support. Over the past several decades, standalone IT systems have been built around individual functional areas within MPTE business operations. Although this 1 Sea Power 21, fundamental strategy for U.S. Navy transformation, Proceedings, Oct 2002 1
  • 2. stovepiped approach results in optimizing certain functional sub-processes (e.g., Sea Warrior Program (PMW 240) Overview assigning enlisted personnel to fill sea and shore manning requirements), it sub- optimizes an essential strategic enterprise capability: the Navy’s ability to more closely match its people to billets. To that end, the role of PMW 240 is to field integrated and improved IT solutions across the MPTE enterprise that will enable the Navy’s active duty enlisted and Reserve force to direct their own professional development while supporting Fleet readiness assessment and reporting. A critical aspect of these IT solutions involves capability improvements in the afloat environment. Because access to the Internet is very limited at sea, technologies like the Navy Information/Application Product Suite (NIAPS) and Distance Support allow deployed units to exchange information with shore commands using a “replication” process via satellite connection. NIAPS/Distance Support is rapidly “Sea Warrior Program’s becoming the Fleet’s principal web-based readiness enabler, facilitating timely integrated and user-friendly technical assistance, access to knowledge and education, and logistics support. IT solutions allow Sailors Sailors use Distance Support for training, career management, collaboration, and around the globe to direct information access wherever they are deployed. The Sea Warrior Program is their own professional responsible for managing the business technology infrastructure of NIAPS/Distance development while Support and improving its capabilities and processes. This includes the Global supporting Fleet readiness Distance Support Center –Technical (GDSC-T) – the 24/7/365 single point of entry assessment and reporting." for Fleet reach back/technical assist – and the Anchor Desk web portal. -Program Executive Office for Enterprise Information Enterprise-level IT Integration and Acquisition as Systems a Core MPTE Competency The Sea Warrior Program (PMW 240) is housed within the Navy’s Program Executive Office for Enterprise Information Systems (PEO-EIS), which develops, acquires, and deploys seamless enterprise-wide information technology systems with full lifecycle support for the warfighter and business enterprise. The Sea Warrior Program is part of the PEO-EIS portfolio that includes other large-scale, mission-critical business transformation programs such as Navy Enterprise Resource Planning (ERP), the Next Generation Enterprise Network (NGEN), and other Navy enterprise business services. PMW 240 is focused on instantiating enterprise IT management practices, processes, and execution to address time-critical business capability gaps ashore and afloat and to migrate/sustain current legacy systems (e.g., manpower, distribution, personnel and pay management, and medical reporting). To that end, PMW 240 is actively engaged with key stakeholders including OPNAV N1, N4, N6, MPTE Command Information Officer (CIO), Navy Personnel Command (NPC), Naval Education and Training Command (NETC), Navy Recruiting Command (NRC), the Navy Reserve Force (NRF), Space and Naval Warfare Systems Command Sea Warrior Program (PMW 240) Overview (SPAWAR), Naval Sea Systems Command (NAVSEA), and other Navy activities. PMW 240 is working to move from limited integration of MPTE functional requirements and technical solutions (current state) to a single enterprise process for LAST UPDATE: 11 May 2010 definition, development, and delivery of interoperable business IT solutions both at sea and ashore (future state). The table below characterizes this long-range transformational shift. 2
  • 3. Sea Warrior Program (PMW 240) Overview HISTORICAL NEW EXECUTION MODEL to EXECUTION MODEL Project-oriented Approach to Enterprise-oriented Approach (Focus on Functional’s Success) (Focus on OPNAV Success) Decentralized, duplicative, and to Centralized accountability for budget control, unregulated requirements, budget, requirements management, and acquisition rigor and spending decisions Reactive “Level of Effort”-based to Outcome-based management – Focus on integrated, management of individual IT Sailor- and Fleet-facing capabilities projects Project authority shared between to Program authority in the PMO with requirements from functional and development activity single N1 source Stovepiped organizations with to Matrixed organizations aligned to common priorities, competing objectives and priorities processes, shared goals, and objectives Project-specific architectures, to Enterprise architecture and systems engineering with systems engineering, development, focus on data-centric, integrated systems and testing Duplicative processes, data, to Portfolio of IT investments - standardized business interfaces, and costs rules, processes, data, infrastructure & lower costs Focus Areas in Transitioning to an Enterprise IT Management Approach. Transitioning from a “localized” systems-centric model to delivering enterprise- level IT capabilities will help ensure solutions meet Sailor, Fleet, and OPNAV expectations. This transition will also more closely align IT requirements to MPTE strategic business goals, resulting in better IT investment management and cost avoidance (e.g., evaluation and prioritization of system enhancements, economies of scale and scope). Finally, overseeing the MPTE and Distance Support technical infrastructure from a holistic perspective will drive toward the end state of providing every Sailor an equitable experience regardless of geographic location. PMW 240 is implementing a collective program approach to transition toward an enterprise-level IT model. As part of this effort, PMW 240 is actively engaging the requirements, functional, technical, and user communities around centralized IT planning at the OPNAV Echelon I level. For example, PMW 240 is working closely with OPNAV N16 in the effort to converge MPTE enterprise roadmapping with application integration. To ensure ongoing IT performance, decentralized execution Sea Warrior Program (PMW 240) Overview of IT projects is proceeding against a centrally managed acquisition baseline. As the Navy enterprise accelerates alignment of ashore and afloat business operations to impact Sailor and Fleet readiness, IT leadership has become a core LAST UPDATE: 11 May 2010 competency. PMW 240 has instituted a disciplined approach to IT lifecycle management and systems engineering that encompasses requirements-driven development, end-to-end testing, readiness reviews, and validation by business units, Sailors, and the Fleet prior to operational fielding. PMW 240’s IT lifecycle management process is based on standardized practices and mechanisms spanning 3
  • 4. systems engineering to disposal, yet accommodates differences in incremental Sea Warrior Program (PMW 240) Overview requirements, scope, and scalability. Over the past year, PMW 240 has put in place foundational enterprise-level IT management processes across the Sea Warrior Program portfolio:  Integrated Master Plan and Schedule that serve as an event-based plan consisting of a hierarchy of interrelated IT product events, deliverables, and criteria to implement capability improvements using an incremental approach  Standardized system engineering and an established acquisition baseline for the Navy Career Tools suite ashore and afloat (i.e., Navy eLearning, Career Management System/Interactive Detailing, Navy Knowledge Online, Electronic Training Jacket, and Navy Training Management and Planning System)  A rigorous testing program from software unit testing, application and system integration testing, to thorough operational assessments by the OPNAV N16 Fleet Introduction Team  A formal configuration management (CM) review/approval process commensurate with responsiveness and cost risk to better manage Engineering Change Proposals (ECPs) and System Change Requests (SCRs) for applications. Includes a Configuration Control Board (CCB) and automated CM software suite  Structured product release process that includes readiness reviews, a formal Release Review Board, and integrated Sailor-facing training and communication activities to support all impacted users and stakeholders. In addition to instantiating IT best business practices, PMW 240 is contributing significant business and functional knowledge to collaborative enterprise-level IT transformation. For example, PMW 240 is playing a leadership role in:  Developing an enterprise data management and integration strategy, focusing on standardized information exchanges and development/implementation of Authoritative Data Stores (ADS)  Assessing technical, usability, and content/presentation requirements and risk mitigation strategies for potential evolution of Navy Knowledge Online (NKO) to a Navy Enterprise Portal and eventually to Defense Knowledge Online (DKO)  Advancing enterprise Customer Relationship Management (eCRM) via the GDSC-T in Norfolk, VA and eCRM shared data environment at NSWC Crane. These efforts consolidate trouble ticket data originated at SPAWAR, COMFISC, NAVSEA, and other Navy activities and enable improved business analysis of trouble ticket data, common routing/tracking, and trend visibility across Sea Warrior Program (PMW 240) Overview maintenance, logistics, medical, MPTE, and warfighting  Prototyping a common representation of selected billet descriptions as part of planning for an Enterprise Training Management System (ETMS). LAST UPDATE: 11 May 2010 4
  • 5. PMW 240: Better IT Management through Sea Warrior Program (PMW 240) Overview Product Line Portfolios The Sea Warrior Concept of Operations (CONOPS), dated 29 November 2007, is the foundational document in the Joint Capabilities Integration and Development System (JCIDS), which is DoD’s acquisition decision support process for transformation. The JCIDS Initial Capabilities Document (ICD) supports the CONOPS and begins to set the foundation for addressing a broader organizational span of MPTE business and IT alignment by focusing foremost in the area of Career Development and Management (see section “Spiral One” below for details). Together, the Sea Warrior CONOPS and ICD provide requirements for an evolutionary acquisition strategy that will consistently establish enterprise-level IT integration criteria and deliver incremental capability improvements to Sailors, the Fleet, and the Navy Enterprise. To improve acquisition alignment, visibility, and execution toward ashore and afloat business IT integration, PMW 240 is instituting a portfolio management approach. “Career Development and Management (CDM) The MPTE enterprise application framework – currently transitioning from capabilities … allow conceptual to operational – begins to establish an enterprise model for program individuals to have more alignment to the user-facing capabilities described in the Sea Warrior CONOPS and choice in their careers … and ICD. While each application may perform a specific function (e.g., processing will create an environment in Sailor applications during job requisition cycles), elements of each application which people are more likely directly influence the ability to close ICD-identified capability gaps (e.g., assessing to be placed in positions that skill gaps, delivering tailored training based on job/competency requirements, complement and build skills, allowing interactive participation in career growth, etc.). In addition, the PMW 240 which will lead to increased portfolio-based concept seeks to begin consolidating multiple decision-making readiness and engagement.” layers and financial management processes around enterprise-level product lines Initial Capabilities Document composed of business IT projects, solutions, and assets (e.g., data) that support the for Navy Workforce Career Navy’s Total Force (see conceptual diagram on next page). Development and Management (18 December The Automated Information Systems (AISs) currently in the PMW 240 portfolio include 2007) selected systems and interfaces that are staged for a transformed way of doing business across MPTE. Staging enables IT products in incremental development to be delivered and proven out at a lower cost before transitioning to full-rate production and deployment, thereby conserving research and development (R&D) modernization funds. Working with the MPTE CIO, PMW 240 is building an integrated technical foundation and application architecture to modernize AIS deployments afloat and ashore that align to business capabilities. Based on evolutionary acquisition practices, PMW 240 is delivering incremental IT improvements that are supportive of the evolving MPTE enterprise while sustaining legacy and feeder systems until they are retired or migrated in accordance with an enterprise-level IT transition plan. For example, the technical concept entails a shared application services model with Sea Warrior Program (PMW 240) Overview security standards, Authoritative Data Stores (e.g., consolidating data sources such as the Navy Personnel Database (NPDB) and Navy Manpower Program and Budget System (NMPBS)), continuity of operations, migration to the Navy’s next- LAST UPDATE: 11 May 2010 generation network backbone, and billet-based human resources management for distribution/order writing, training, and manpower management. 5
  • 6. Navy Career Tools Career Management System/Interactive Personalized Recruiting for Immediate and Delayed Enlistment (PRIDE) Detailing (CMS/ID) IT Capabilities within the Sea Warrior Spiral One Release Medical Readiness Reporting System (MRRS) Navy eLearning (NeL) Personnel System (PERSYS) Electronic Training Jacket (ETJ) Navy Enlisted System (NES) Navy Training and Management Planning Officer Personnel Information System (OPINS) Applications aligned to integrated IT product lines and business capabilities. System(NTMPS) Navy Personnel Database (NPDB) Navy Knowledge Online (NKO) Organizational Prior Approval System (PS-OPAS) Learning Management System (LMS) NPCR Learning Content Management System (LCMS) DEPT Afloat Integrated Learning Environment (AILE) Reserve Headquarters Support (RHS) Navy Information Application Product Suite Inactive Manpower and Personnel Management (NIAPS) Information System (IMAPMIS) Total Force Manpower Management System (TFMMS) Reserve Integrated Management System/Financial Total Force Authorization and Requirements System Management (RIMS/FM) (TFARS) Production Support/DISA Navy Reserve Order Writing System (NROWS) Navy Standard Integrated Personnel System (NSIPS) Web Standardized Territory Evaluation and Analysis for Navy Military Personnel Distribution System (NMPDS) Management (WebSTEAM) Enlisted Assignment Information System (EAIS) Geo-Replicator Software Suite Framework (previously Officer Assignment Information System (OAIS II) iOra) Navy Training Reservation System (NTRS) Global Distance Support Center (GDSC) Navy Manpower Requirements System (NMRS) ETMDS (eLearning replacement) 6
  • 7. Overview Sea Warrior Program (PMW 240 Completed “Spiral One” Capabilities for Career Development and Management A foundational IT capability release (Spiral One) of the Sea Warrior Program has put evolutionary acquisition for MPTE into practice. Sea Warrior Spiral One was completed on track to allow Active duty enlisted Sailors to personally submit job applications via the Internet starting June 2009. This release also bundled capabilities that support knowledge management, online learning, career planning, and personal development for both the Active and Reserve Components. Following Spiral One, PMW 240 is continuing to deliver incremental improvements toward an integrated Navy Career Tools suite in the NIAPS/Distance Support (disconnected) and Internet (connected) environments while laying the technical and business process foundation to deliver ongoing modernized enterprise IT solutions. Improvements for Sailors and the Fleet The primary focus of Spiral One has been the web-based Career Management System/ Interactive Detailing (CMS/ID), the centerpiece application within the Navy Career Tools suite. Today, Active enlisted Sailors within their requisition detailing window can use CMS/ID to conduct a tailored job search of available Navy billets, view their professional file and duty preferences, and negotiate orders via the Internet). This new functionality has freed up more of the Command Career Counselor’s (CCC) time to advise junior Sailors on career development and to conduct important Career Development Boards. Additionally, Commanding Officers use CMS/ID (Internet) to review and comment on Sailor job applications in support of their command’s mission. With CMS/ID, job “matches” can be based on skills, preferences, move cost, or policy. In addition, Sailors can view their professional and personal information including current assignment, perform-to-serve (PTS) status, security clearance status, duty and school histories, performance and evaluation history, and physical fitness assessment (PFA) results. As part of Spiral One, an earlier release of CMS/ID achieved the goal of providing comparable functionality to Active and SELRES Sailors, thereby building initial automated bridges to support the Active-to-Reserve transition process. Ongoing operational assessments of CMS/ID are demonstrating a well-designed application toward enabling self-service Navy Career Tools for the Total Force. Fundamental to the career success of every junior Sailor is active leadership engagement from his or her Command Master Chief and Command Career Counselor. CMS/ID does not replace these critical roles but rather complements them by providing career advisors with access to timely and transparent job opportunity information to help chart a junior Sailor’s professional path of education and advancement. Additionally, CMS/ID is an important step toward enabling the Navy to achieve FIT by using automated "gates" and "flags" that will help ensure the right Sailor – having the right training and skills – is placed in the right billet. 7 ay 2010
  • 8. Overview Sea Warrior Program (PMW 240 PMW 240 Overvi LAST UPDATE: Improvements in Delivering Integrated IT Capabilities From a business transformation perspective, Sea Warrior Spiral One has been a priority delivery that has helped to advance integrated career management solutions while sustaining Navy-wide, mission-critical personnel and professional development. Spiral One was an important step in maturing PMW 240’s systematic product development and fielding process, which emphasizes extensive quality control and user acceptance testing. For example, as part of Spiral One CMS/ID underwent a rigorous testing program that involved operational assessment activities being jointly supported by PMW 240, OPNAV N16 FIT, NPC, COMNAVSURFOR, COMNAVAIRFOR, COMNAVRESFOR, and NAVSEA. The Way Ahead As the Navy enterprise evolves from stovepiped, legacy personnel management constructs to a more contemporary Continuum of Service model, PMW 240 and its stakeholder recognize that technology is a critical partner in the process. To that end, we have implemented a systematic and sustainable methodology for IT lifecycle management and established proactive, collaborative relationships with stakeholders in leading application and data integration efforts and driving down operating costs. We are focused on optimizing IT investment by effectively managing the dynamic ashore and afloat business IT requirements through proven technologies, best practices, and a modular contracting approach. Finally, our team of dedicated individuals is working toward common and measurable outcome goals, the core of which is to make life better for our Sailors and enable improved FIT for the Navy. For more information contact: Sea Warrior Program (PMW 240) Public Affairs Officer MCCS Maria Escamilla (817) 782-1753 DSN 739-1753 8 ay 2010