Sea Warrior Program (PEO-EIS PMW 240) command brief
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Sea Warrior Program (PEO-EIS PMW 240) command brief
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Sea Warrior Program (PEO-EIS PMW 240) command brief
- 1. Sea Warrior Program (PEO-EIS PMW 240) Overview Program Manager: Capt. Michael S. Murphy Date: May 2010
- 4. Emerging Enterprise Processes Drive Effective Changes to the Portfolio Program Transition Economies of scale and scope Managed Individually Managed Collectively Single-line execution to manage and migrate individual IT projects Solutions Transition Seamless, timely functionality and authoritative data As Is To Be Visibility across IT portfolio to engineer and deliver eSolutions Capability Transition Solutions adopted and applied for Fleet impact MPTE Today MPTE 2016 Implementation to ensure capabilities are effectively fielded Concurrent processes and collaborative accountability deliver three correlated value streams to the Navy Enterprise. Transitioning from stove-piped IT to enterprise IT for ashore, afloat and expeditionary units. FY08 FY16 Existing Project New Project
- 5. Example: Spiral One Development of Navy Career Tools Improved baseline capability, systems engineering, and bottom-line savings Managed Individually Managed Collectively Interrelated technical upgrades, coordinated and tested ECPs, scheduled releases CMS/ID*, NeL, NKO, NTMPS Solutions Transition Improved Total Force alignment, web services, and Fleet involvement As Is To Be Active/Reserve integration, GSA, NKO V4, Sailor Apply via CMS/ID, NTMPS afloat CAC enablement, NeL Upgrade Capability Transition Sailor Empowered MPTE Today MPTE 2016 Long-range transition to easy-to-use, integrated and responsive family of career management, training, and education systems for Sailors to direct their own careers Spiral One focuses on Sailors and their needs while addressing information access, quality improvements and technical gaps. [*Career Management System/Interactive Detailing (CMS/ID) is the centerpiece of Spiral One.] Program Transition
- 7. Our Mission and Goals Our Mission: We provide integrated information technology products and services that deliver cost-effective capabilities for Fleet readiness and Navy career service. Exemplar of Disciplined Enterprise Acquisition Management Centrally Accountable Process, Policy, Governance, and Execution Timely OPNAV-Approved Capabilities Accepted, Adopted, and Applied Solutions Improve Sailor and Fleet Readiness Enterprise-Focused MPTE System Portfolio Investment Economies of Scale; Capability Economies of Scope Integrated and Resourced Transition Plan Continuously Improving Interim State Interoperable Systems and Standardized Data Seamless Functionality and Authoritative/Accurate Data Mission Goals Management Goals
Editor's Notes
- 08/25/10 An example: Expanding Navy’s language code in various business systems involves modifying complex point-to-point interfaces. Just this one change involves over 70 different system interfaces and changes to over 100 individual file structures. ITS (Info Tech Services), primarily supports mainframe job processing for 7,500 users, manages over 3,000 interface files, 1.3 terabytes of data, and 4,000 distributed hardcopy reports (Source: Feb 09 IPR)
- 08/25/10 Cost of maintaining legacy systems is prohibiting investment in the high-tech innovations that Millennium generation has come to expect. Navy needs to adapt … Millennials will not adapt to Navy [VADM Edwards, former DCNO N6, APR 2008] An example: RHS (legacy) alone has 15 interfaces and 6 databases, but only 290 HQ users. RHS is vital to mobilization and pay/pers, but Navy is relying on the vendor to ensure RHS continues to work until future pay/pers solution is ready. (Source: Feb 09 IPR)
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- 08/25/10 Support prrogram management discipline Identify cross-program planning dependencies Track planned vs. actual schedule and cost Identify approaches to accelerate programs/achieve capabilities
- 08/25/10 Support program management discipline Identify cross-program planning dependencies Track planned vs. actual schedule and cost Identify approaches to accelerate programs/achieve capabilities
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- 08/25/10 Addressing decades of “silo-based” application-centric development where each system maintained own version of data/rules, resulting in duplication
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- 08/25/10 DoD has been modernizing business capabilities in support of the management of military personnel and pay under the Defense Integrated military Human Resources Systems (DIMHRS) program Nov 08 internal OSD review of DIMHRS highlighted significant issues in the program’s governance, management, and requirements. Based on these concerns, the DoN has begun to explore all options for future pay/pers solutions. The Navy DIMHRS effort had been operating within PMW 250 (PEO-EIS program), however a recent realignment consolidated PMW 250 and PMW 240. Work is now being managed by PMW 240 under a newly created Assistant Program Manager for Future Pay/Personnel Systems. Currently, the DoN operates several pay personnel systems, the largest of which is the Navy Standard Integrated Personnel System, ( NSIPS) . Navy is initiating an AoA / business case analysis for DoN HR IT modernization. The PEO-EIS will facilitate the study with OPNAV N1 and USMC M&RA serving as requirements / executive sponsors. Upon completion of the AoA (expected by Sep 09), the Navy will pursue the option best suited to deliver timely and accurate pay to our men and women in uniform plus provide access to information across the Service.
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