The document discusses the Coast Guard's strategy for implementing the Coast Guard Logistics Information Management System (CG-LIMS) to replace legacy logistics systems and standardize business processes. It outlines a multi-segment acquisition approach for CG-LIMS that will allow the retirement of modules from the Aviation Logistics Management Information System (ALMIS) as CG-LIMS capabilities come online. It also describes the status of the logistics transformation effort and how different asset types are being prepared for transition to CG-LIMS. Challenges include integrating legacy data systems, addressing the unique needs of facilities and units with limited connectivity, and completing the transformation of all assets and inventory.
Coast Guard Logistics Information Management System (CG-LIMS)dan.p.taylor
The document introduces the Coast Guard Logistics Information Management System (CG-LIMS) project. CG-LIMS aims to modernize logistics information systems across the Coast Guard enterprise. It will be delivered in segments, starting with Configuration and Maintenance Management. CG-LIMS will properly integrate logistics systems with core accounting, connect maintenance and supply functions, and support deployed assets. It will also standardize product line management and be delivered through discrete segments from 2011-2017.
1) An enterprise content management (ECM) system provides a single, centralized system to systematically manage an organization's complex and growing information in both structured and unstructured formats.
2) Key functionalities of an ECM system include user interface, information governance, features like workflow and data processing, and secure information repositories.
3) Implementing an ECM system aims to improve information sharing, automate processes, facilitate compliance, and enhance decision making, productivity, and an organization's reputation.
Consolidation of Warehouses and efficient integration of superior technology resulted in improved efficiency and reduction of costs for a telecom giant.
The impact of enterprise resource planning systems on Army sustainment | Articlechildlikeegg1000
The document discusses the Army's implementation of enterprise resource planning (ERP) systems like the Global Combat Support System-Army (GCSS-Army). GCSS-Army replaces older legacy systems and improves areas like maintenance, supply, property management, and financial auditability. It provides near real-time visibility across logistics functions. GCSS-Army is being implemented in waves, with Wave 1 replacing supply systems and Wave 2 targeting maintenance and other functions. Training on the new system is being integrated into initial military education to prepare users. Feedback on GCSS-Army has been positive about improved processes and situational awareness.
This document summarizes a research article on warehouse management systems (WMS). It discusses how WMS has been shown to improve the overall effectiveness of warehouse operations by integrating technologies like barcoding, RFID, and warehouse control systems. The implementation of a WMS system can bring cost savings and help manage inventory more effectively. It also allows companies to be more competitive by providing real-time visibility of inventory levels and analytics. Successful implementation of a WMS requires aligning the system with business processes and providing training to operations staff so they can fully leverage the system's capabilities.
LG Group is a large South Korean conglomerate with subsidiaries like LG Electronics. LG Electronics implemented an i2 Next Generation transportation management system to streamline its supply chain operations and reduce costs. The system integrated with LG's ERP and WMS systems and helped achieve transparency between demand and distribution planning. LG was able to rapidly deploy the system in 32 weeks and realized an initial 4% reduction in transportation costs and 3% increase in load fill rates.
As technology demands on logistics services providers (LSPs) become more intense, organizations are seeking to integrate or consolidate their third-part logistics (3PL) providers' solutions for tasks such as warehousing, inventory management, shipment management, cross-docking, order management, bar coding, analytics and far more. We offer a roadmap for selecting whether to make such a transition in logistics systems via a big bang or phased/pilot approach.
Coast Guard Logistics Information Management System (CG-LIMS)dan.p.taylor
The document introduces the Coast Guard Logistics Information Management System (CG-LIMS) project. CG-LIMS aims to modernize logistics information systems across the Coast Guard enterprise. It will be delivered in segments, starting with Configuration and Maintenance Management. CG-LIMS will properly integrate logistics systems with core accounting, connect maintenance and supply functions, and support deployed assets. It will also standardize product line management and be delivered through discrete segments from 2011-2017.
1) An enterprise content management (ECM) system provides a single, centralized system to systematically manage an organization's complex and growing information in both structured and unstructured formats.
2) Key functionalities of an ECM system include user interface, information governance, features like workflow and data processing, and secure information repositories.
3) Implementing an ECM system aims to improve information sharing, automate processes, facilitate compliance, and enhance decision making, productivity, and an organization's reputation.
Consolidation of Warehouses and efficient integration of superior technology resulted in improved efficiency and reduction of costs for a telecom giant.
The impact of enterprise resource planning systems on Army sustainment | Articlechildlikeegg1000
The document discusses the Army's implementation of enterprise resource planning (ERP) systems like the Global Combat Support System-Army (GCSS-Army). GCSS-Army replaces older legacy systems and improves areas like maintenance, supply, property management, and financial auditability. It provides near real-time visibility across logistics functions. GCSS-Army is being implemented in waves, with Wave 1 replacing supply systems and Wave 2 targeting maintenance and other functions. Training on the new system is being integrated into initial military education to prepare users. Feedback on GCSS-Army has been positive about improved processes and situational awareness.
This document summarizes a research article on warehouse management systems (WMS). It discusses how WMS has been shown to improve the overall effectiveness of warehouse operations by integrating technologies like barcoding, RFID, and warehouse control systems. The implementation of a WMS system can bring cost savings and help manage inventory more effectively. It also allows companies to be more competitive by providing real-time visibility of inventory levels and analytics. Successful implementation of a WMS requires aligning the system with business processes and providing training to operations staff so they can fully leverage the system's capabilities.
LG Group is a large South Korean conglomerate with subsidiaries like LG Electronics. LG Electronics implemented an i2 Next Generation transportation management system to streamline its supply chain operations and reduce costs. The system integrated with LG's ERP and WMS systems and helped achieve transparency between demand and distribution planning. LG was able to rapidly deploy the system in 32 weeks and realized an initial 4% reduction in transportation costs and 3% increase in load fill rates.
As technology demands on logistics services providers (LSPs) become more intense, organizations are seeking to integrate or consolidate their third-part logistics (3PL) providers' solutions for tasks such as warehousing, inventory management, shipment management, cross-docking, order management, bar coding, analytics and far more. We offer a roadmap for selecting whether to make such a transition in logistics systems via a big bang or phased/pilot approach.
Assignment on logistic and Supply chain Management Anup Roy
The document discusses several key aspects of supply chain management in the service industry:
1. Service industries have little need for physical inputs beyond office supplies and work with a smaller group of suppliers compared to manufacturing. Their primary inputs are labor and capital equipment to allow employees to do their work.
2. Traditional manufacturing supply chain management focuses on logistics of moving physical materials while service industries focus more on information flow and developing relationships with suppliers and customers.
3. The end goal for any company is satisfied customers. Supply chain design in services requires focus on efficient information flow and strong supplier relationships rather than physical logistics networks.
The document describes the IT Acquisition Advisory Council (IT-AAC), a non-partisan think tank focused on sustainable IT acquisition reform. It outlines several root causes of ineffective federal IT acquisition, including misaligned processes and lack of commercial best practices. The IT-AAC proposes resources like the Acquisition Assessment Method and Solution Architecture Innovation Lab to help implement modular, agile acquisition standards based on commercial benchmarks and address longstanding problems.
The Evolution of Digital Control Towers in Supply ChainTredence Inc
Corporations today want to leverage useful applications of the supply chain control tower. Organizations have copious amounts of data across their supply chain and related functions.
Learn more: https://www.tredence.com/solutions/supply-chain-control-tower
Leveraging the cloud for improved performanceCTRM Center
While delivery of applications and services in the cloud has been a part and parcel of business for over a decade, adoption of cloud-delivered CTRM applications (not to be confused with hosted solutions), has taken time to develop. However, the collapse in commodity prices and profitability over the last several years has incentivized firms in the commodities space to rethink their approach to acquiring and managing IT solutions.
With increasing market experience with these products, market activity over the last few years indicates that adoption of cloud CTRM solutions is increasing rapidly as the lower cost of entry, benefits of a pay as you go approach, and realization that the cloud can actually be more secure than on-premises, have all aided its growth.
eRPortal Software Group’s CMMS software manages assets throughout their entire lifecycle. From the initial investment to final disposal and every stage in between, eRPortal streamlines procurement management, inventory control, materials issues, instrument tracking, outbound logistics, and reporting and analysis. Below is a list of the top ten benefits, thats can easily make the case for a CMMS software solution that is right for the organization.
Oman logestic company
MIS
MBA
IT
1. IT Infrastructure and support systems
2. Data and Document Management system
3. Network management and Mobility
4. IT Security, Compliance, and Continuity
5. E Business and E commerce
6. Web and social media strategies
7. Operational planning and control systems
8. Enterprise information system
9. Business Intelligence and business support
10. IT Strategic Planning
11. Business process management and system development
This document describes a case study where an economic modeling tool was developed to help a client better manage the lifecycle costs of their fleet. The tool uses agent-based modeling with individual "agents" to simulate the fleet. Variables like age, usage, and maintenance are tracked for each system. Engineers analyzed failure modes to inform the models. The combined individual and fleet-level modeling allows forecasting total costs over time. This provides benefits like optimizing maintenance schedules, predicting replacement needs, and allowing scenario planning.
This document discusses the need for integrated asset information management across the entire asset lifecycle. It presents ARC's Collaborative Manufacturing Management (CMM) model to illustrate how assets are central to manufacturing supply chains. The CMM model shows the various domains and stages of an asset's lifecycle from design to decommissioning. While various best practice solutions exist for managing information within each domain, an overarching collaborative infrastructure is needed to integrate solutions and allow seamless information sharing across the asset lifecycle. The document recommends using best practice solutions for each domain but developing an integration and collaboration strategy to combine solutions while supporting long-term needs.
Strategic Information Management; A Prerequisite to Information GovernanceSIMC Coaching
The document provides background on SIMC Utilities and discusses developing a strategic information management plan. It outlines current status, including that the RIM function was recently moved to IT, an information governance function was created but not much has been accomplished. There are issues around lack of cooperation between divisions, no formal disposition process, and only partial implementation of an ECM system with user adoption problems. Key areas to address in developing an effective IM program are identified.
Managing Assets for Maximum Performance and ValueEMC
This Ovum paper explains the importance of managing physical assets throughout its lifecycle, describes benefits seen by companies adopting asset lifecycle information management (ALIM), and provides recommendations to achieve optimal results.
DoDi 5000.02 And Resource Informed Army ModernizationWilliam Bajusz
An overview of the relationship between DoD 5000.02 and Resource-Informed Army Modernization. Specifically addresses Reset, Brigade Combat Team Modernization, and Ground Combat Vehicle planning. Emphasizes the importance of product support and technology insertion.
This document discusses best practices for managing asset information. It outlines a multi-stage process for developing an accurate asset database, including asset hierarchy development, physical asset audits, documentation audits, and uploading information to an enterprise asset management system. It also emphasizes the importance of change management and periodic auditing to maintain data integrity over the long term. The document recommends that organizations develop an internal strategy to improve their asset data and monitor best practices in this area.
The document discusses IT best practices for mergers and acquisitions (M&A) in the communications services provider (CSP) industry. It recommends involving IT early in the M&A decision process to better estimate integration costs and timelines. It also suggests assessing cultural fit between merging IT departments. During planning, companies should make an inventory of merging technologies, processes, and people, and document existing IT systems. For execution, the document advises following an M&A roadmap in phases and avoiding incomplete decommissioning of redundant assets.
This document discusses the importance of data protection and business continuity planning given trends like increased virtualization, regulatory mandates around data governance, and greater dependency on IT systems. It notes that while disasters can be catastrophic, most downtime is actually caused by more common issues like equipment failures or human errors. The document then outlines the key components of an effective business continuity plan, with an emphasis on the importance of data recovery. It argues that storage virtualization can help improve data protection by providing integrated services for continuous data protection, replication, and testing in a single management interface. This simplifies configuration, reduces costs, and helps ensure successful recovery.
The need for a transition from a traditional maintenance practices to a dependency around data that uses analytics to alter maintenance practices has the potential to add value while creating new rewards and challenges to the utility world.
This document discusses the importance of logistics information systems (LIS) for managing international trade logistics. It covers key topics like the design, elements, characteristics, and levels of an effective LIS. An LIS provides accurate, timely, and flexible information to support strategic planning, tactical decision making, control of logistics operations, and customer service. It draws data from both external customers and internal departments to enhance logistics competitiveness through information.
This document summarizes experiences implementing workload management goals for CICS and IMS transactions as well as DB2 stored procedures. It describes converting two critical CICS systems to WLM transaction management to meet an SLA of 98% of transactions completing within 2 seconds. This improved the response time distribution. IMS regions were later converted to WLM transaction management as well, which provided more consistent response times during resource shortages. Managing DB2 stored procedures with WLM initially caused problems due to dependent and independent enclaves performing the same tasks, which was later addressed.
Localisation workflows: the impact of process well-handledness on automationNicolas Martinez
In the context of an ever growing need for LSP to optimize their offerings to their clients, TMS stands out as a seemingly obvious choice to deliver higher quality content faster and cheaper.
As the trend is to deploy TMS workflows full speed ahead, do those systems cater well to different use-cases as they can be found in traditional localisation processes, involving frequent updates, change of scope at language or file level as localisation is tied in more closely than ever to content authoring?
We started with the assumption that TMS only supported well-handled use-cases with fixed sets of well-defined transitions and limited support to non-well-handled cases with flexible unpredictable transitions. As a corollary, we deemed that perhaps certain use cases are not suitable for automation in TMS.
Thus, the objective set forth with this paper was to evaluate the strengths and limitations of TMS using the concept of workflow well-handledness.
To this avail, we began by looking at the current state of affairs in traditional localisation workflows and found that, although the traditional translation, editing and proofreading cycles and stakeholders follow a defined model, there is a need for added flexibility at each step to optimise turnaround times.
We then positioned TMS in the supply chain, looked closely at localisation business processes and in what ways solutions based on TMS could improve current localisation workflows. It became apparent that TMS is not a monolithic system and workflow engineers need to closely work with project stakeholders and be aware of all process applications to design, implement and ensure relevant reporting.
The practical steps to deploy a workflow in TMS around key process areas and specific goals were detailed, revealing that there should be just enough human tasks to cater for change in requirements and the system must be robust enough to allow time-critical maintenance on running production workflows.
Workflow patterns were introduced allowing us to scrutinise this flow around complementary perspectives, that of control-flow, data, resource and exception handling.
Finally, we put the concept of well-handledless to the test in a case-study of industrial Lionbridge TMS using workflow patterns. The case study confirmed that in control-flow patterns support is rather basic and limited to well-handled use-cases, with a fixed set of well-defined transitions and predictable resources. This is mainly because such systems focus on the end-user to meet SLAs rather than offering powerful underlying workflow.
This document discusses unifying IT asset and configuration management. It outlines the challenges of managing assets throughout their lifecycle and keeping configuration management in sync. By clarifying the differences between asset, configuration and change management processes, as well as the data used, organizations can improve coordination. The document recommends tools from CA that support each process and can be integrated to provide a unified view of assets, configurations and changes. This achieves interoperability and allows the processes to work together effectively.
20120905 C4ISR Strategic Investment Team Workshopdan.p.taylor
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
20120905 C4ISR Strategic Investment Team Workshopdan.p.taylor
The document discusses adopting an agile methodology for software development projects. It outlines the core values and principles of agile, including iterative development, customer collaboration, and responding to change. The document advocates trying an agile approach for at least one project this year, noting permission was granted by the DHS CIO. Challenges of adopting agile like reporting and contracting are acknowledged.
Assignment on logistic and Supply chain Management Anup Roy
The document discusses several key aspects of supply chain management in the service industry:
1. Service industries have little need for physical inputs beyond office supplies and work with a smaller group of suppliers compared to manufacturing. Their primary inputs are labor and capital equipment to allow employees to do their work.
2. Traditional manufacturing supply chain management focuses on logistics of moving physical materials while service industries focus more on information flow and developing relationships with suppliers and customers.
3. The end goal for any company is satisfied customers. Supply chain design in services requires focus on efficient information flow and strong supplier relationships rather than physical logistics networks.
The document describes the IT Acquisition Advisory Council (IT-AAC), a non-partisan think tank focused on sustainable IT acquisition reform. It outlines several root causes of ineffective federal IT acquisition, including misaligned processes and lack of commercial best practices. The IT-AAC proposes resources like the Acquisition Assessment Method and Solution Architecture Innovation Lab to help implement modular, agile acquisition standards based on commercial benchmarks and address longstanding problems.
The Evolution of Digital Control Towers in Supply ChainTredence Inc
Corporations today want to leverage useful applications of the supply chain control tower. Organizations have copious amounts of data across their supply chain and related functions.
Learn more: https://www.tredence.com/solutions/supply-chain-control-tower
Leveraging the cloud for improved performanceCTRM Center
While delivery of applications and services in the cloud has been a part and parcel of business for over a decade, adoption of cloud-delivered CTRM applications (not to be confused with hosted solutions), has taken time to develop. However, the collapse in commodity prices and profitability over the last several years has incentivized firms in the commodities space to rethink their approach to acquiring and managing IT solutions.
With increasing market experience with these products, market activity over the last few years indicates that adoption of cloud CTRM solutions is increasing rapidly as the lower cost of entry, benefits of a pay as you go approach, and realization that the cloud can actually be more secure than on-premises, have all aided its growth.
eRPortal Software Group’s CMMS software manages assets throughout their entire lifecycle. From the initial investment to final disposal and every stage in between, eRPortal streamlines procurement management, inventory control, materials issues, instrument tracking, outbound logistics, and reporting and analysis. Below is a list of the top ten benefits, thats can easily make the case for a CMMS software solution that is right for the organization.
Oman logestic company
MIS
MBA
IT
1. IT Infrastructure and support systems
2. Data and Document Management system
3. Network management and Mobility
4. IT Security, Compliance, and Continuity
5. E Business and E commerce
6. Web and social media strategies
7. Operational planning and control systems
8. Enterprise information system
9. Business Intelligence and business support
10. IT Strategic Planning
11. Business process management and system development
This document describes a case study where an economic modeling tool was developed to help a client better manage the lifecycle costs of their fleet. The tool uses agent-based modeling with individual "agents" to simulate the fleet. Variables like age, usage, and maintenance are tracked for each system. Engineers analyzed failure modes to inform the models. The combined individual and fleet-level modeling allows forecasting total costs over time. This provides benefits like optimizing maintenance schedules, predicting replacement needs, and allowing scenario planning.
This document discusses the need for integrated asset information management across the entire asset lifecycle. It presents ARC's Collaborative Manufacturing Management (CMM) model to illustrate how assets are central to manufacturing supply chains. The CMM model shows the various domains and stages of an asset's lifecycle from design to decommissioning. While various best practice solutions exist for managing information within each domain, an overarching collaborative infrastructure is needed to integrate solutions and allow seamless information sharing across the asset lifecycle. The document recommends using best practice solutions for each domain but developing an integration and collaboration strategy to combine solutions while supporting long-term needs.
Strategic Information Management; A Prerequisite to Information GovernanceSIMC Coaching
The document provides background on SIMC Utilities and discusses developing a strategic information management plan. It outlines current status, including that the RIM function was recently moved to IT, an information governance function was created but not much has been accomplished. There are issues around lack of cooperation between divisions, no formal disposition process, and only partial implementation of an ECM system with user adoption problems. Key areas to address in developing an effective IM program are identified.
Managing Assets for Maximum Performance and ValueEMC
This Ovum paper explains the importance of managing physical assets throughout its lifecycle, describes benefits seen by companies adopting asset lifecycle information management (ALIM), and provides recommendations to achieve optimal results.
DoDi 5000.02 And Resource Informed Army ModernizationWilliam Bajusz
An overview of the relationship between DoD 5000.02 and Resource-Informed Army Modernization. Specifically addresses Reset, Brigade Combat Team Modernization, and Ground Combat Vehicle planning. Emphasizes the importance of product support and technology insertion.
This document discusses best practices for managing asset information. It outlines a multi-stage process for developing an accurate asset database, including asset hierarchy development, physical asset audits, documentation audits, and uploading information to an enterprise asset management system. It also emphasizes the importance of change management and periodic auditing to maintain data integrity over the long term. The document recommends that organizations develop an internal strategy to improve their asset data and monitor best practices in this area.
The document discusses IT best practices for mergers and acquisitions (M&A) in the communications services provider (CSP) industry. It recommends involving IT early in the M&A decision process to better estimate integration costs and timelines. It also suggests assessing cultural fit between merging IT departments. During planning, companies should make an inventory of merging technologies, processes, and people, and document existing IT systems. For execution, the document advises following an M&A roadmap in phases and avoiding incomplete decommissioning of redundant assets.
This document discusses the importance of data protection and business continuity planning given trends like increased virtualization, regulatory mandates around data governance, and greater dependency on IT systems. It notes that while disasters can be catastrophic, most downtime is actually caused by more common issues like equipment failures or human errors. The document then outlines the key components of an effective business continuity plan, with an emphasis on the importance of data recovery. It argues that storage virtualization can help improve data protection by providing integrated services for continuous data protection, replication, and testing in a single management interface. This simplifies configuration, reduces costs, and helps ensure successful recovery.
The need for a transition from a traditional maintenance practices to a dependency around data that uses analytics to alter maintenance practices has the potential to add value while creating new rewards and challenges to the utility world.
This document discusses the importance of logistics information systems (LIS) for managing international trade logistics. It covers key topics like the design, elements, characteristics, and levels of an effective LIS. An LIS provides accurate, timely, and flexible information to support strategic planning, tactical decision making, control of logistics operations, and customer service. It draws data from both external customers and internal departments to enhance logistics competitiveness through information.
This document summarizes experiences implementing workload management goals for CICS and IMS transactions as well as DB2 stored procedures. It describes converting two critical CICS systems to WLM transaction management to meet an SLA of 98% of transactions completing within 2 seconds. This improved the response time distribution. IMS regions were later converted to WLM transaction management as well, which provided more consistent response times during resource shortages. Managing DB2 stored procedures with WLM initially caused problems due to dependent and independent enclaves performing the same tasks, which was later addressed.
Localisation workflows: the impact of process well-handledness on automationNicolas Martinez
In the context of an ever growing need for LSP to optimize their offerings to their clients, TMS stands out as a seemingly obvious choice to deliver higher quality content faster and cheaper.
As the trend is to deploy TMS workflows full speed ahead, do those systems cater well to different use-cases as they can be found in traditional localisation processes, involving frequent updates, change of scope at language or file level as localisation is tied in more closely than ever to content authoring?
We started with the assumption that TMS only supported well-handled use-cases with fixed sets of well-defined transitions and limited support to non-well-handled cases with flexible unpredictable transitions. As a corollary, we deemed that perhaps certain use cases are not suitable for automation in TMS.
Thus, the objective set forth with this paper was to evaluate the strengths and limitations of TMS using the concept of workflow well-handledness.
To this avail, we began by looking at the current state of affairs in traditional localisation workflows and found that, although the traditional translation, editing and proofreading cycles and stakeholders follow a defined model, there is a need for added flexibility at each step to optimise turnaround times.
We then positioned TMS in the supply chain, looked closely at localisation business processes and in what ways solutions based on TMS could improve current localisation workflows. It became apparent that TMS is not a monolithic system and workflow engineers need to closely work with project stakeholders and be aware of all process applications to design, implement and ensure relevant reporting.
The practical steps to deploy a workflow in TMS around key process areas and specific goals were detailed, revealing that there should be just enough human tasks to cater for change in requirements and the system must be robust enough to allow time-critical maintenance on running production workflows.
Workflow patterns were introduced allowing us to scrutinise this flow around complementary perspectives, that of control-flow, data, resource and exception handling.
Finally, we put the concept of well-handledless to the test in a case-study of industrial Lionbridge TMS using workflow patterns. The case study confirmed that in control-flow patterns support is rather basic and limited to well-handled use-cases, with a fixed set of well-defined transitions and predictable resources. This is mainly because such systems focus on the end-user to meet SLAs rather than offering powerful underlying workflow.
This document discusses unifying IT asset and configuration management. It outlines the challenges of managing assets throughout their lifecycle and keeping configuration management in sync. By clarifying the differences between asset, configuration and change management processes, as well as the data used, organizations can improve coordination. The document recommends tools from CA that support each process and can be integrated to provide a unified view of assets, configurations and changes. This achieves interoperability and allows the processes to work together effectively.
20120905 C4ISR Strategic Investment Team Workshopdan.p.taylor
The document discusses the benefits of exercise for mental health. Regular physical activity can help reduce anxiety and depression and improve mood and cognitive functioning. Exercise causes chemical changes in the brain that may help protect against mental illness and improve symptoms.
20120905 C4ISR Strategic Investment Team Workshopdan.p.taylor
The document discusses adopting an agile methodology for software development projects. It outlines the core values and principles of agile, including iterative development, customer collaboration, and responding to change. The document advocates trying an agile approach for at least one project this year, noting permission was granted by the DHS CIO. Challenges of adopting agile like reporting and contracting are acknowledged.
The document discusses the Aviation Logistics Management Information System (ALMIS) which supports US Coast Guard aircraft repair and supply operations. It summarizes that ALMIS integrated two legacy applications into a single system with four subsystems after a $12.3 million project. The system is supported by a close relationship between government and contractor teams who prioritized clear communication, training, and testing to successfully implement the new software solution across 26 Air Stations.
20120319 CG-LIMS Dev Team Kickoff Meetingdan.p.taylor
The document provides background information for a development kickoff meeting for the Coast Guard Logistics Information Management System (CG-LIMS) project. It discusses the need to modernize Coast Guard logistics systems to better support operations and meet financial compliance standards. The Coast Guard manages over half of the Department of Homeland Security's assets and properties, but relies on outdated legacy systems. The CG-LIMS project aims to implement a commercial off-the-shelf logistics system to provide total asset visibility, configuration management, and other capabilities across all Coast Guard asset types in a consistent way. The presentation outlines requirements, alternatives considered, and plans for an incremental development approach given budget constraints.
Connect mx to supply, logistics to financial, and deployed mech to system to lower inventory cost, increase worker efficiency, and decrease new asset acquisition cost. The Coast Guard aims to reduce burden on the field through a configuration management, bi-level maintenance, total asset visibility, and product line management approach using an ESB to configure COTS technology to meet enterprise requirements. Challenges include affordability through descoping, acquisition governance, and financial interfaces integration.
TrustArc Webinar - 2024 Global Privacy SurveyTrustArc
How does your privacy program stack up against your peers? What challenges are privacy teams tackling and prioritizing in 2024?
In the fifth annual Global Privacy Benchmarks Survey, we asked over 1,800 global privacy professionals and business executives to share their perspectives on the current state of privacy inside and outside of their organizations. This year’s report focused on emerging areas of importance for privacy and compliance professionals, including considerations and implications of Artificial Intelligence (AI) technologies, building brand trust, and different approaches for achieving higher privacy competence scores.
See how organizational priorities and strategic approaches to data security and privacy are evolving around the globe.
This webinar will review:
- The top 10 privacy insights from the fifth annual Global Privacy Benchmarks Survey
- The top challenges for privacy leaders, practitioners, and organizations in 2024
- Key themes to consider in developing and maintaining your privacy program
Full-RAG: A modern architecture for hyper-personalizationZilliz
Mike Del Balso, CEO & Co-Founder at Tecton, presents "Full RAG," a novel approach to AI recommendation systems, aiming to push beyond the limitations of traditional models through a deep integration of contextual insights and real-time data, leveraging the Retrieval-Augmented Generation architecture. This talk will outline Full RAG's potential to significantly enhance personalization, address engineering challenges such as data management and model training, and introduce data enrichment with reranking as a key solution. Attendees will gain crucial insights into the importance of hyperpersonalization in AI, the capabilities of Full RAG for advanced personalization, and strategies for managing complex data integrations for deploying cutting-edge AI solutions.
Sudheer Mechineni, Head of Application Frameworks, Standard Chartered Bank
Discover how Standard Chartered Bank harnessed the power of Neo4j to transform complex data access challenges into a dynamic, scalable graph database solution. This keynote will cover their journey from initial adoption to deploying a fully automated, enterprise-grade causal cluster, highlighting key strategies for modelling organisational changes and ensuring robust disaster recovery. Learn how these innovations have not only enhanced Standard Chartered Bank’s data infrastructure but also positioned them as pioneers in the banking sector’s adoption of graph technology.
AI 101: An Introduction to the Basics and Impact of Artificial IntelligenceIndexBug
Imagine a world where machines not only perform tasks but also learn, adapt, and make decisions. This is the promise of Artificial Intelligence (AI), a technology that's not just enhancing our lives but revolutionizing entire industries.
GraphSummit Singapore | The Future of Agility: Supercharging Digital Transfor...Neo4j
Leonard Jayamohan, Partner & Generative AI Lead, Deloitte
This keynote will reveal how Deloitte leverages Neo4j’s graph power for groundbreaking digital twin solutions, achieving a staggering 100x performance boost. Discover the essential role knowledge graphs play in successful generative AI implementations. Plus, get an exclusive look at an innovative Neo4j + Generative AI solution Deloitte is developing in-house.
Cosa hanno in comune un mattoncino Lego e la backdoor XZ?Speck&Tech
ABSTRACT: A prima vista, un mattoncino Lego e la backdoor XZ potrebbero avere in comune il fatto di essere entrambi blocchi di costruzione, o dipendenze di progetti creativi e software. La realtà è che un mattoncino Lego e il caso della backdoor XZ hanno molto di più di tutto ciò in comune.
Partecipate alla presentazione per immergervi in una storia di interoperabilità, standard e formati aperti, per poi discutere del ruolo importante che i contributori hanno in una comunità open source sostenibile.
BIO: Sostenitrice del software libero e dei formati standard e aperti. È stata un membro attivo dei progetti Fedora e openSUSE e ha co-fondato l'Associazione LibreItalia dove è stata coinvolta in diversi eventi, migrazioni e formazione relativi a LibreOffice. In precedenza ha lavorato a migrazioni e corsi di formazione su LibreOffice per diverse amministrazioni pubbliche e privati. Da gennaio 2020 lavora in SUSE come Software Release Engineer per Uyuni e SUSE Manager e quando non segue la sua passione per i computer e per Geeko coltiva la sua curiosità per l'astronomia (da cui deriva il suo nickname deneb_alpha).
GraphRAG for Life Science to increase LLM accuracyTomaz Bratanic
GraphRAG for life science domain, where you retriever information from biomedical knowledge graphs using LLMs to increase the accuracy and performance of generated answers
Climate Impact of Software Testing at Nordic Testing DaysKari Kakkonen
My slides at Nordic Testing Days 6.6.2024
Climate impact / sustainability of software testing discussed on the talk. ICT and testing must carry their part of global responsibility to help with the climat warming. We can minimize the carbon footprint but we can also have a carbon handprint, a positive impact on the climate. Quality characteristics can be added with sustainability, and then measured continuously. Test environments can be used less, and in smaller scale and on demand. Test techniques can be used in optimizing or minimizing number of tests. Test automation can be used to speed up testing.
Dr. Sean Tan, Head of Data Science, Changi Airport Group
Discover how Changi Airport Group (CAG) leverages graph technologies and generative AI to revolutionize their search capabilities. This session delves into the unique search needs of CAG’s diverse passengers and customers, showcasing how graph data structures enhance the accuracy and relevance of AI-generated search results, mitigating the risk of “hallucinations” and improving the overall customer journey.
In his public lecture, Christian Timmerer provides insights into the fascinating history of video streaming, starting from its humble beginnings before YouTube to the groundbreaking technologies that now dominate platforms like Netflix and ORF ON. Timmerer also presents provocative contributions of his own that have significantly influenced the industry. He concludes by looking at future challenges and invites the audience to join in a discussion.
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HCL Notes und Domino Lizenzkostenreduzierung in der Welt von DLAUpanagenda
Webinar Recording: https://www.panagenda.com/webinars/hcl-notes-und-domino-lizenzkostenreduzierung-in-der-welt-von-dlau/
DLAU und die Lizenzen nach dem CCB- und CCX-Modell sind für viele in der HCL-Community seit letztem Jahr ein heißes Thema. Als Notes- oder Domino-Kunde haben Sie vielleicht mit unerwartet hohen Benutzerzahlen und Lizenzgebühren zu kämpfen. Sie fragen sich vielleicht, wie diese neue Art der Lizenzierung funktioniert und welchen Nutzen sie Ihnen bringt. Vor allem wollen Sie sicherlich Ihr Budget einhalten und Kosten sparen, wo immer möglich. Das verstehen wir und wir möchten Ihnen dabei helfen!
Wir erklären Ihnen, wie Sie häufige Konfigurationsprobleme lösen können, die dazu führen können, dass mehr Benutzer gezählt werden als nötig, und wie Sie überflüssige oder ungenutzte Konten identifizieren und entfernen können, um Geld zu sparen. Es gibt auch einige Ansätze, die zu unnötigen Ausgaben führen können, z. B. wenn ein Personendokument anstelle eines Mail-Ins für geteilte Mailboxen verwendet wird. Wir zeigen Ihnen solche Fälle und deren Lösungen. Und natürlich erklären wir Ihnen das neue Lizenzmodell.
Nehmen Sie an diesem Webinar teil, bei dem HCL-Ambassador Marc Thomas und Gastredner Franz Walder Ihnen diese neue Welt näherbringen. Es vermittelt Ihnen die Tools und das Know-how, um den Überblick zu bewahren. Sie werden in der Lage sein, Ihre Kosten durch eine optimierte Domino-Konfiguration zu reduzieren und auch in Zukunft gering zu halten.
Diese Themen werden behandelt
- Reduzierung der Lizenzkosten durch Auffinden und Beheben von Fehlkonfigurationen und überflüssigen Konten
- Wie funktionieren CCB- und CCX-Lizenzen wirklich?
- Verstehen des DLAU-Tools und wie man es am besten nutzt
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- Praxisbeispiele und Best Practices zum sofortigen Umsetzen
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In this work, we equipped AFL, a popular fuzzer, with DIAR and examined two critical Linux libraries -- Libxml's xmllint, a tool for parsing xml documents, and Binutil's readelf, an essential debugging and security analysis command-line tool used to display detailed information about ELF (Executable and Linkable Format). Our preliminary results show that AFL+DIAR does not only discover new paths more quickly but also achieves higher coverage overall. This work thus showcases how starting with lean and optimized seeds can lead to faster, more comprehensive fuzzing campaigns -- and DIAR helps you find such seeds.
- These are slides of the talk given at IEEE International Conference on Software Testing Verification and Validation Workshop, ICSTW 2022.
1. UNITED STATES COAST GUARD
CG‐LIMS Implementation
Strategy
A White Paper
Jim Sylvester
3/30/2010 7:36 AM
SYLVESTER. Digitally signed by SYLVESTER.JAMES.
MJ.1045298317
DN: c=US, o=U.S. Government, ou=DoD,
JAMES. ou=PKI, ou=USCG, cn=SYLVESTER.JAMES.
MJ.1045298317
MJ.1045298317 Reason: I am the author of this document
Date: 2010.03.30 07:37:36 -04'00'
This paper is intended assist in building a vision of how CG‐LIMS capability will be brought into
productive use across all asset type communities from several legacy logistics data systems while taking
in to consideration the business process transformation currently underway for logistics in general.
2. CG‐LIMS Implementation Strategy
Logistics Business Process Transformation
Since the LMTO 1 concluded in 2005 that IT consolidation is only possible if an organization
transforms to use a common business process, the basic strategy of legacy system transition was
established. Logistics transformation as implemented by the LTPIO 2 fulfilled the strategy of
business process transformation before IT acquisition.
One of the several business processes supporting Coast Guard logistics at the time was identified
as an internal best practice based on product line concepts, disciplined configuration
management, bi-level maintenance, and well aligned with established industry standards. The
chosen process was that of the CG Aviation logistics community.
The transformation plan established by LTPIO was based on matching the IT tool to the business
process. The IT tool in use for aviation support was ALMIS 3 . A transformation infrastructure
consisting of playbooks, process guides, training curriculum, training staff, interim policies, and
transformation schedules was developed and implemented by LTPIO. The transformation
process includes RCM 4 backfit analysis for legacy assets to be properly enrolled into ALMIS.
The LTPIO established a transformation capability that “could” be leveraged in the CG-LIMS
implementation strategy, which is a multi-pronged approach to final IT consolidation. This is
not to say that logistics transformation capabilities that exist today “should” be leveraged in the
CG-LIMS implementation strategy. The future of funding of logistics transformation has never
been a sure thing, and if incorporated into the CG-LIMS implementation strategy, may well
represent an unnecessary risk and complexity. It should be clear, however, that the original
outcome objective of the logistics transformation was IT consolidation. CG-LIMS represents
that strategic objective.
The logistics transformation is preparing the organization at the process level to use a single IT
tool (CG-LIMS) with requirements based on those processes. This means that as the
transformation continues, progressively more people and asset types will be prepositioned to use
a tool like CG-LIMS.
1
Logistics Management Transformation Office (LMTO) – chartered in 2004 to develop a plan to consolidate
logistics systems to a common IT system for all logistics. This group concluded in a 2005 business case
documenting two critical points. The first point was that the IT tool stove pipes derive from diverse business
processes. The second point was that the business case for consolidating IT systems is not in the system costs, it is
in the efficiency and effectiveness of a common business process.
2
Logistics Transformation Program Integration Office (LTPIO) – chartered in 2005 to implement the strategic
conclusion of LMTO’s business case.
3
Aviation Logistics Management Information System (ALMIS) – subsequently renamed to “Asset” Logistics
Management Information System to accommodate the non-aviation assets which were to be enrolled under logistics
transformation. Comprised of EAL(mission/ops), ACMS, AMMIS, A-TIMS/TMAPS and Decision Support Systems
(DSS).
4
Reliability Centered Maintenance (RCM) – a systems engineering process for determining configuration items and
maintenance appropriate to sustaining operational and support objectives for availability, reliability and
maintainability. The “backfit” process is often required for undocumented legacy assets or, for changes in mission
or operational plans which alter the support requirements of an asset. See U.S. Navy Sea Systems Command RCM
Handbook (S9081-AB-GIB-010).
Page 2 of 8
3. CG‐LIMS Implementation Strategy
CG-LIMS Acquisition Planning
The Clinger-Cohen Act recommended IT projects to deliver new capability in small usable
increments. Supporting that objective, part of the segmented acquisition strategy for CG-LIMS
includes a first segment targeting complete functionality of one of the modules (ACMS) in
ALMIS, allowing that module to be shut down once the first segment of CG-LIMS has been
delivered and fully implemented for all ACMS enrolled assets. Similarly, the second segment
which is supply chain and inventory management will allow AMMIS to be turned off after full
implementation. Full implementation of the third segment for Technical Data Management will
allow A-TIMS and any remaining technical document management tools to be turned off. This
particular part of the strategy also enables the sunset of one entire legacy logistics system
(ALMIS). All of the segment implementations, and the ability to shut down a legacy module,
will depend heavily on interim integration with internal and external legacy systems; logistics
and financial. Financial integration is a bit of a moving target depending on the progress of the
DHS TASC effort. Therefore, interim financial integration may be required to CG financial
systems; whereas FOC integration will likely be to a DHS Enterprise financial system.
Segments of CG-LIMS capability include:
1) Configuration & Maintenance Management (allows turn off of ACMS)
2) Supply Chain Management (allows turn off of AMMIS)
3) Technical Data Management (allows turn off of A-TIMS, may retain TMAPS)
4) Financial Integration (enables successful CFO Audit)
5) All other integration (enables DoD and OGA interoperability)
Logistics Transformation
The logistics transformation process is delivering units and/or assets in one of three tier states
after transformation:
• Tier 1: Fully enrolled in all components of ALMIS(EAL, ACMS, AMMIS, A-
TIMS/TMAPS). Either backfit RCM will have been completed, or reliable technical data
will have been already available.
• Tier 2: Enrolled in EAL and ACMS; not enrolled in AMMIS, or A-TIMS/TMAPS. Tier
2 does include process plans to get from Tier 2 to Tier 1 enrollment. This includes the
same backfit RCM analysis which Tier 1 enrollment requires.
• Tier 3: This level of transformation treats the unit/asset minimally with the strategic
expectation that the unit/asset disposition is imminent or that the value/benefit of full
enrollment of the unit/asset into ALMIS or CG-LIMS is not worth the cost over the
projected remaining service life. Most numerous among these assets are non-standard
boats.
I should make clear that the strategic plan for transformation of all assets is not, by any means,
complete at the writing of this paper. Even the definition of what “all assets” actually means, is
unclear. Included here is the best knowledge and vision currently available. There are a myriad
of asset and inventory types that are currently either not supported by an IT system or at best
exist in a spreadsheet (sometimes several) with poor (or no) data integrity rules, application level
controls, or internal process controls implemented.
Page 3 of 8
4. CG‐LIMS Implementation Strategy
I fully expect that as the bulk of major asset types complete transformation and find their way
into CG-LIMS that the ability to focus on the remainder of the smaller, often neglected, asset and
inventory types will become easier. The availability of reliable technical data for enrollment into
either ALMIS or CG-LIMS will be the second largest challenge. The absolute largest challenge
for these business areas will be the process transformation itself, which will enable them to use
the common enterprise IT tool.
That said, the Operational Requirements Document (ORD) for CG-LIMS will state as well as
possible “what” is expected of the acquisition program, and by “when”. The complexities of
future transformation enrollment status, technical data quality, data sources and specific lists of
assets and inventory, as discussed herein, are not likely to appear in the detail of the ORD. The
ORD requires that “all” CG assets be supported by CG-LIMS by FOC. The sequencing of
enrollments, data migration from legacy logistics systems, deployment and training, will be the
challenge of the acquisition program. Some of those challenges are addressed in the following
paragraphs.
A common business process is critical to the successful implementation and acceptance of CG-
LIMS. If the basic processes of mission support are not transformed to a common process model
across the enterprise, the ability to use CG-LIMS as a common IT toolset will be undermined,
and, the enterprise will run the risk of regressing to a world of stovepipe processes and systems.
This risk cannot be overemphasized.
Surface Forces - Cutters
The Logistics Transformation is managing patrol boats essentially the same as small boats. The
newer patrol boats are receiving RCM backfit analysis if recent technical data is not available
and are being enrolled into ALMIS Tier 1.
The best estimate from the Logistics Transformation group for remaining surface forces asset
classes and unit types is as follows:
225 & 175 Tier 1 Sep 2010
DOG Tier 1 Nov 2010
110' WPB Tier 2 Nov 2010
HEC Tier 2 Nov 2010
WMEC Tier 2 Feb 2011
EAGLE Tier 1 Feb 2011
The Tier 2 plan for legacy HEC’s and MEC’s raises the question regarding deployment and data
sources for migration. ACMS enrollment will mean that configuration and knowledge of
maintenance procedures will be available. However, the MPC’s, while in a standard format, will
potentially be stored outside of the ALMIS environment. That shouldn’t be a major issue, since
ALMIS MPC’s are generated today using an XML editing tool and stored in a web accessible
repository for field access. Transformation could use the same methodology for HEC’s and
MEC’s. Supply data (e.g. AMMIS) would not be enrolled for HEC’s/MEC’s. That kind of data
Page 4 of 8
5. CG‐LIMS Implementation Strategy
would exist to some degree in CMPlus, however the supply data may not match the transformed
MPC’s, unless Transformation specifically addresses this with CMPlus. Should CMPlus be
inherently part of the Tier 2 strategy for HEC’s/MEC’s, the deployment (loss of network
connectivity) challenge would be handled for legacy HEC’s/MEC’s. However, this would also
create another data source for supply data migration into CG-LIMS, using either CMPlus or
FLS(NESSS).
Notably, this discussion has not addressed NSC’s, FRC’s or OPC’s. Additional information will
be needed from the Transformation group WRT the planned tier treatment and timing of
transformation of these asset classes, in order to determine a path for these assets being
migrated/enrolled into CG-LIMS. Anything above Tier 2 treatment which uses CMPlus, will
face the challenge of lengthy deployments and periodic loss of network connectivity.
The reader should understand that transformation schedule reflected above is not the same as the
CG-LIMS implementation timeline reflected in the CG-LIMS ORD (section 1.3-Timeframe). 5
Limited or zero network connectivity is explicitly addressed in the CG-LIMS ORD.
C4ISR
C4ISR assets are largely embedded components in other asset platforms and will thus be treated
according to the strategy for that platform type. However, there are some stand alone C4ISR
systems which will need to be treated as an asset class. The transformation currently has plans
for one of these systems. The intent is to transform DGPS using a Tier 1 approach in Apr 2010.
For DGPS this means that data migration will be from ALMIS components to CG-LIMS.
Shore Facilities
A distinct challenge for logistics transformation is the shore facilities community. This asset
community has traditionally had no enterprise O-level maintenance program (except at Facility
Engineering units). Therefore, much of the basic RCM technical data necessary to achieve
enrollment of facility assets, simply doesn’t exist for most of the facility assets. While some
facilities do have high risk profiles for life safety and/or economics (driving considerations in a
failure modes, effects, and criticality analysis (FMECA), performed as part of an RCM process),
most do not. Therefore, though the sheer magnitude of assets requiring backfit RCM analysis
may seem daunting (greater than 20,000 including buildings and structures), the level of effort
associated with most of the individual assets may be minimal (though not trivial, by any means).
The overall lack of a an O-level program for shore facilities means that there is not currently any
business intelligence linkage between a supply chain, maintenance work performed on the asset,
the asset configuration hierarchy, and any D-Level work which is identified, prioritized and
performed on the asset. The need to build such a program means that the facilities community is
likely to remain untransformed for the longest of all asset communities. Notably, NASA has
recently accomplished a similar effort in their facilities world, triggered by catastrophic damage
to one of their satellites prior to launch by facilities and equipment which were not properly
5
CG-LIMS Operational Requirements Document (ORD)
Page 5 of 8
6. CG‐LIMS Implementation Strategy
maintained. 6 Recent research indicates that the industry of asset management as well as the
market of asset management IT tools is moving in the direction of managing all asset types with
the same IT tool (air, marine, vehicles, rail, special support equipment, facilities, etc).
Ironically, the IT tool (SAM) currently employed by the CG facilities community is the only
COTS based tool of its type currently used by the CG, and is considered to be one of a handful of
best of breed products in the asset management market. It is the expectation that the facilities
community will continue to use SAM until transformed processes can begin to fill in the current
gaps of data. Currently the data quality in SAM would not justify using it as a direct source of
data migration into CG-LIMS without substantial analysis and ETL 7 effort. The completion of
“some” amount of backfit RCM analysis and the implementation of an enterprise O-level
maintenance program which is tied to D-level maintenance will be prerequisite to any migration
or enrollment process for shore facility assets, whether into ALMIS components, or directly into
CG-LIMS.
Strategically this means the following assumptions are generally true for CG-LIMS
implementation relative to shore facility assets:
• “Facility” asset data will be migrated from SAM after that community has been
transformed
• Enrollments directly in to CG-LIMS will likely occur as the result of backfit RCM efforts
where the asset either did not have data in an existing legacy logistics system, or, where
the asset had no reliable RCM data on record. This would represent the sustained
production capability of CG-LIMS at FOC, for any new or “discovered” asset.
• The SILC community has stated explicitly that backfit RCM analysis will not be
expected from the CG-LIMS acquisition program, and this will be the assumption of the
PMO.
Of course, as CG-LIMS approaches FOC, assets and organizations which have not yet been
transformed, can be transformed and enrolled (if appropriate) using the same infrastructure and
processes set up by LTPIO to begin to use CG-LIMS directly, without ever using legacy ALMIS
logistics components first. This would only be a government “option”, and not necessarily an
objective of the ORD or the Acquisition Program for CG-LIMS.
6
Lesson Learned from HESSI incident, #1764, 27-Jul-2006.
This lesson-learned led to production of their RCM Guide for Facilities and Collateral Equipment.
7
Extraction, Transformation and Loading (ETL).
Page 6 of 8
7. CG‐LIMS Implementation Strategy
Legacy Logistics Systems Disposition
Major legacy logistics systems which will eventually be sunset as transformation and CG-LIMS
implementation proceeds to completion include:
• ALMIS (non-mission operations modules, custom software, EAL and possibly DSS
remains)
• FLS including VLS, NESSS, NE-TIMS, CMPlus and ARMS (all custom)
• SAM (IBM Maximo 6x based, COTS software)
It is expected that other legacy logistics systems which are in marginal use will also be sunset as
those assets/inventory are either enrolled by transformation, or, migrated by the CG-LIMS
acquisition program.
CG-LIMS Deployment & Implementation Strategy
• Multi-dimensional, beginning with first segment functionality (Configuration &
Maintenance Mgt) and one air asset product line (probably HC-144A)
• Migrate all assets enrolled from ACMS to CG-LIMS first segment as subsequent segment
development continues
• With delivery of second segment (supply chain), migrate all data from AMMIS to CG-
LIMS for assets currently enrolled in CG-LIMS
• With delivery of third segment (Tech Data), migrate all data from A-TIMS/TMAPS to
CG-LIMS for assets currently enrolled in CG-LIMS
• After delivery of second segment (Supply Chain), untransformed assets will either be
transformed and enrolled, or migrated into CG-LIMS directly from a legacy system.
• The fourth segment of CG-LIMS will bring complete financial integration (something
ALMIS does not have today). That may entail integration with the current CG Financials
baseline, or with the product of the DHS TASC effort. The standards targeted are the
same FSIO and FMMIA requirements in either case.
• The fifth segment of CG-LIMS will bring external integration to DoD, DHS, OGA’s and
private industry.
• All segments will include retrospective and forward leaning interface requirements for
both internal and external interfaces.
Page 7 of 8
8. CG‐LIMS Implementation Strategy
Improvements over ALMIS capabilities
• Deterministic links between configuration, maintenance, technical data and supply
information.
• Integration to CG Core Financial Systems.
• Asynchronous operation in zero or limited bandwidth environments with store and
synchronize capability when network connectivity and adequate bandwidth are restored.
• Automated component aging.
• Warranty management.
• IUID support and compliance including support for AIT (barcode scanners, etc).
• Full configuration management capabilities including functional configuration
traceability and audit capabilities.
• Automated real time configuration auditing tied to maintenance records.
• Complete inventory management capability (not just Type 2 & 4).
• Ability to predict asset operational and maintenance status.
• Prognostic health and machinery monitoring interface capabilities.
• Service Oriented Architecture (SOA) capable of accessing external services for non-CG-
LIMS functionality (such as HR and Finance), and, the ability to register CG-LIMS
services as available to users both in and outside the CG.
CG-LIMS ORD FOC Objectives
• Consolidated capability to support all CG assets/inventory with common set of IT tools
under a common Mission Support business model
• Asynchronous capability to support limited or zero network connectivity operational
environments
• Financial integration which will support the CFO in a successful audit
• The ability to shutdown all major and minor legacy logistics systems
Jim Sylvester is Chief of the Logistics Systems Division at Coast Guard Headquarters and is the Sponsor’s
Representative for CG-LIMS. He was a member of the LMTO, and LTPIO which planned and implemented
Logistics Transformation including documentation of the Mission Support business model, and was an original
member of the Mission Support Planning and Integration Team (MSPAIT) during the early days of developing
the organization construct for Mission Support, and ultimately, CG Modernization.
Page 8 of 8