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Sea Warrior Program (PEO-EIS PMW 240) command brief
 

Sea Warrior Program (PEO-EIS PMW 240) command brief

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Sea Warrior Program (PEO-EIS PMW 240) command brief

Sea Warrior Program (PEO-EIS PMW 240) command brief

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  • 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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Sea Warrior Program (PEO-EIS PMW 240) command brief Sea Warrior Program (PEO-EIS PMW 240) command brief Presentation Transcript

  • Sea Warrior Program (PEO-EIS PMW 240) Overview Program Manager: Capt. Michael S. Murphy Date: May 2010
  • Today’s Navy is Facing Unprecedented Challenges
    • Expanding net-centric operations during shrinking fiscal environment
    • Millennial Sailors will revolutionize how the Navy thinks and fights
    • Need for speed and precision in matching people to billets
    • Maintaining legacy systems is impeding strategic IT investment
    • Cost of manpower is the largest component of Navy budget (Source: Navy Posture Statement)
  • The Gap We Must Close
    • Average age of MPTE systems is 26 years
    • MPTE consists of over 740 applications interconnected by approximately 2,000 interfaces and 240,000 data elements
    • More than 100 portals and 2,000 websites across the Navy, most serving duplicate needs
    • Absence of data quality/integration will at least double software development costs
    • Disconnected Help Desks lack standardized access and impede trouble ticket analytics
    Integrate disparate business systems and data to realize savings, flexibility and agility essential to the Maritime Strategy.
  • 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
  • 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
  • Our Program’s Play in the Plan
    • PMW 240 Guiding Principles
    • Capabilities, not systems, aligned to Navy enterprise and fleet needs
    • Centralized program management with decentralized execution
    • Rigorous systems engineering and systematic releases
    • Data as strategic asset
    • Product fielding is a component of successful IT delivery
    • The single IT acquisition agent for non-tactical business operations addressing MPTE capability gaps, legacy systems and Distance Support.
  • 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
  • Product Lines LoB / CAPABILITIES PRODUCT LINES PROJECTS/SOLUTIONS Notional Notional Aligning to business capabilities provides a foundation to analyze and inform IT investment decisions. Data integration, interoperability, and governance across Lines of Business (LoBs) and enabled by IT Distribution Position Management Workforce Development Recruiting & Accessions Fleet & Family Support Pay & Personnel Enterprise Biz Services Sea Shield Sea Basing Sea Strike SEA POWER 21 ForceNet Sea Enterprise Sea Warrior Sea Trial AFLOAT DELIVERY ASHORE DELIVERY Sea Warrior Program IT Solution Portfolios Training & Education Career & Manpower Mgt Recruiting & Accession Pay & Personnel Distance Support
    • LCMS
    • AILE
    • NIAPS
    • GDSC
    • PRIDE
    • PERSYS
    • RHS
    • IMAPMIS
    • RIMS/FM
    • PS/DISA
    • TFMMS
    • NROWS
    • NMPDS
    • WebSTEAM
    • NSIPS
    • FPPS
    • ADE Pilot
    • MRRS
    • CMS/ID
    • NTMPS/ETJ
    • NKO
    • LMS
    • ETMDS
    • OAIS II
    • NTRS
    • NMRS
    • IT Capabilities for Sea Warrior Spiral One Release
    LEGEND: ENTERPRISE DATA MANAGEMENT
  • Business Model
    • Benefits:
    • Build on Sea Warrior Spiral One model
    • Evaluated and prioritized requirements
    • Increased execution rigor and decision-making flexibility across IT inventory
    • Simplified budget structure
    • Improved visibility
    • Collaborative accountability
    • Unified afloat delivery model
    IT requirements, funding, and program management are being conceptually realigned to a unifying framework . N1 GBOD Configuration Control Boards System Engineering Lifecycle Management Functional Review Boards Afloat Delivery Standards and Governance Enterprise Business Services Position Management Fleet Family Support Workforce Development Recruiting Accessions Distribution Pay and Personnel Total Force IM/IT Requirements (N16)
  • Key Areas: Navy Career Tools
    • Target: Sailor self-service career management anytime, anywhere and support Fleet readiness reporting.
    • 2006-current: Improving baseline technical capability ashore and afloat and increasing program rigor
      • Career Management System/Interactive Detailing (CMS/ID)
      • Navy eLearning (NeL)
      • Navy Knowledge Online (NKO)
      • Electronic Training Jacket (ETJ)
      • Navy Training Management and Planning System (NTMPS)
    • Integration of functionality for Active and Reserve Components
    • Sailors submit own job applications via Internet
    On the path from disconnected Sailor-facing systems to Sailor empowerment. Today…
  • Key Areas: Afloat Business Systems Support
    • Target: Improve IT infrastructure and transition to enterprise Customer Relationship Management (eCRM).
    • Integrated Distance Support program elements into PMW 240 structure
    • Navy Information/Application Product Suite (NIAPS) development and delivery
      • Hosts 30+ applications of ship-tailored content
      • Fleet installations on the rise (200+ afloat units)
      • Improved visibility into data synchronization and replication via remote monitoring tools
    • eCustomer Relationship Management
      • Global Distance Support Center as 24/7/365 single point of entry for reach-back/tech assist
      • eCRM shared data environment
  • Key Areas: Data Management & Integration
    • Engineering lead on data strategies and development for more agile MPTE enterprise information management
    • Four near-term concurrent work streams
      • PRIDE Modernization – Consolidate costly point-to-point interfaces into recruiting/accessions ADS
      • Future Pers/Pay – Integrate disparate pay and personnel databases/interfaces into ADS
      • Information Architecture – Application migration for Navy data center consolidation (DECC-N NAVADMIN 05 FEB 09)
      • Operational Data Requirements/Analysis – Ongoing data discovery, profiling and quality improvement for training, pers/pay and recruiting/accession product lines
    • Target: Authoritative Data Store (ADS) core technology toward an integrated Navy HR information environment.
  • Key Areas: PRIDE Modernization
    • Target: Migrate legacy functionality and data to enable interoperability for NRC enlisted recruiting mission.
    • Scope of Personalized Recruiting for Immediate and Delayed Enlistment (PRIDE) Modernization
      • Overhaul end-of-life system for classification and reservation of accessed Sailors
      • Enable recruiting information to be shared across multiple commands
      • Apply open standards, allowing ability to incorporate future high-priority requirements
      • Compliance with NMCI
    • Acquisition approach
      • System development lifecycle and program rigor
      • Ongoing business, functional, technical workshops
      • Documented and approved business requirements
  • Key Areas: Future Personnel/Pay Solution
    • Target: Transition to modernized systems, common data and improved processes for integrated personnel and pay.
    • Course change for Navy Defense Integrated Military Human Resources Systems (DIMHRS)
      • OSD NOV 08 review highlighted issues related to governance, management, and requirements
      • DoN explored all options for future personnel/pay systems
      • Achieved unprecedented Tri-Service coordination on future approach for Service Integrated Pay and Personnel Systems
    • Pers/Pay Solution consolidated under PMW 240
      • Provides unity of effort between legacy and future IT and optimizes resources across portfolio
      • Assistant PM for Future Personnel/Pay Systems
      • Completed Navy HR IT Modernization Analysis of Alternatives (AoA) and business case for an Authoritative Data Store (ADS)
  • A Matrixed Organization… with Centralized IT Planning and Distributed Execution
    • Arlington, VA
      • PMW 240 Headquarters
      • Enterprise Integration and Acquisition
      • PEO-EIS HQ
    • Crane, IN (Naval Surface Warfare Center Division, Crane)
      • Systems Engineering (Technical Director and staff)
      • Distance Support (DS)/Navy Information/Application Product Suite
    • Mechanicsburg, PA (Naval Sea Logistics Center)
      • Customer Relationship Management (CRM)
    • Millington, TN (Naval Support Activity Mid-South)
      • Recruiting and Accessions Systems
      • Pay and Personnel Systems
    • Newport, RI (Naval Undersea Warfare Center Division, Newport)
      • Navy Training Management and Planning System
    • New Orleans, LA (Space and Naval Warfare (SPAWAR) Systems Center Atlantic)
      • Legacy and Future Pay and Personnel Systems
      • Career and Manpower Management Systems
    • San Diego, CA ( Space and Naval Warfare Systems Command (SPAWAR) HQ)
      • Chief Engineer/Competency Support
    • Orlando, FL (Naval Air Warfare Center Training Systems Division)
      • Deputy PM
      • Operations
      • Training Products
    • Pensacola, FL (Naval Education and Training Professional Development and Technology Center – Saufley Field)
      • Training and Education Systems
      • Data Strategy Development
      • Portfolio and Compliance Management
    • Fort Worth, TX (NOSC)
      • PMW 240 Public Affairs
    1. Arlington, VA (CNP/DCNO, OPNAV N1/DNS/N4/N6, CNRF CIO) 2. Charleston, SC (SSC LANT) 3. Great Lakes, IL (Naval Service Training Command) 4. Millington, TN (NPC, NPC PERS 4, NRC) 5. Norfolk, VA (CNRF,OPNAV N16 Fleet Introduction Team, Global DS Center; NIAPS Install& Log) 6. Pensacola, FL (NETC) 7. Philadelphia, PA (NSWC, NIAPS Training) 8. San Diego, CA (SPAWAR & OPNAV N16 Fleet Introduction Team) Key Stakeholders/Partners VA A IN B TN D LA F FL H FL I RI E 2 6 5 1 3 8 4 C 7 PA TX J CA G PMW 240 Activities
    • “ It’s about collaborating, sharing and enhancing our business practices. Not to turn the Navy into a business, but to understand the business of the Navy so that we remain the most effective and efficient Navy in the world.”
    • Admiral Gary Roughead
    • CHIEF OF NAVAL OPERATIONS
  • For More Information
    • Sea Warrior Program Management Office Public Affairs MCCS Maria Escamilla maria.escamilla@navy.mil (817) 782-1753 DSN 739-1753
    • PEO-EIS Website http://enterprise.spawar.navy.mil
    • Sea Warrior Program Face Book - http://tinyurl.com/SeaWarriorProgram Twitter - http://twitter.com/NavySeaWarrior