NASAs Strategic Roadmap

Leading to Enhancements
in Agency Business Systems

R. Neil Rodgers
NASA Enterprise Applications
Competency Center (NEACC)

Prime Directive, circa 2000

...reengineer
...reengineer NASAs
NASAs business
business processes
processes in
in the
the context
context of
of industry
industry best
best practices
practices
and
and implement
implement enabling
enabling technology
technology to
to provide
provide necessary
necessary management
management information
information
to
to support
support the
the Agencys
Agencys Mission.
Mission.

Standard business processes

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

The ERP Vision

INTEGRATED
FINANCIAL
MANAGEMENT
Consistent and timely
financial, procurement
and Program data
Integrated budget
planning and
execution
Full Cost management

Collaborative
Partnerships

Programs
& Projects

Infrastructure

DFRC

HUMAN RESOURCES
Competencies and skills
managed to meet
strategic needs
Workforce deployment
integral to
Program/Project needs

GRC

JSC

SSC
Accurate, timely, consistent
information
Optimize assets across Centers
Full utilization of employee
KSC
MSFC
capability
Seamlessly manage multiCenter programs
LARC
GSFC
HQ
ARC

INTEGRATED ASSET
MANAGEMENT / PROJECT
SYSTEMS
Zero inventories with
shortened supply chain
Close coordination of
material plans with
project plans
Shorter project timelines

PROCUREMENT
Supplier

Consolidated procurement
for cost reduction
Increased competition
through E-Commerce

Supply Chain Management

Life Cycle
Maintenance

The Plan of Attack

Resume Formulation
Mgmt

Implement
Erasmus

Position
Mgmt

Formulation

Implementation

Travel Mgr Formulation

Core
Finance

Implement

Blueprinting

Formulation

Implementation

Implementation

Rollout
ePayroll

Budget Formulation

Formulation & Blueprint

Formulate

Implement

NBS
Mods

Rel
.5B

Rel 1 HQ

Recruitment One-Stop Phase 1

Phase 2

Agency Labor Distribution Formulate

Impl

Formulate

Impl

Project Mgmt Information Improvement

Completed

SAP Version Update

Planned

Contract Management

Financial / Budgeting

Contract / Procurement

FormulateImplement

Formulation
Vendor
Selection

Information Delivery

Program
Sunset
2009

Implementation

eTravel

Integrated Asset Management (PP&E)

Asset Management

Formulation

Implement

Planning Form

Aircraft Management

Planning

Phase 1

Human Capital Information Environment

Planning

Formulation

Human Capital

Implement

Phase 2
(mid-FY09)
Phased Implementation
thru FY09)

FY2000

FY2001

FY2002

FY2003

FY2004

FY2005

FY2006

FY2007

FY2008

What We Did Well

Established clear governance structure with strong

executive sponsorship
Single instance strategy
Integrated right mix of NASA subject matter expertise
and consultants
Focused on rigorous project management
Established central integration team and enterprise
application integration strategy
Planned and implemented business intelligence
strategy along with transactional system deployment
Planned for long term sustaining support early in the
project

Project Management Approaches

Then and Now

Original Software Implementation

Process
Gather Requirements

Formulation

Blueprint /
Design

Customer

Business Analyst

Business
Analyst

Software experts
Partial
Development
Team

Build

Test & Deploy

Test

Realization
Business

Developers

Analyst
Software
experts

Configurers
Security

Testers

Go-Live
Customer

Focus is on sequential (non-overlapping) phases

Teams divided up into areas of expertise to accommodate phases
Each team hands its work off to the others
Limited interaction with customer
Dont talk to the customer now. They might change a requirement

Agile Process:
Iterative Feedback Improves Application Delivery
Monthly Sprint Reviews

Team delivers product in

stages, with plenty of
feedback along the way

Sprint 1

Sprint 2

1
Product Owner manages
and prioritizes the wish list.
Also verifies that deliverables
are as expected

Sprint 3 - 10

Team gets
feedback

Users, Stakeholders
participate

Oops! THATs not

really what wed
envisioned. Lets
revector
Product
Iteration 1

Team gets
feedback

Getting closer.
At least it has 4
sides!

Product
Iteration 2
Team gets
feedback

4
By the final sprint, the
full system is
implemented as
envisioned

4/26/2010

Real Property Management (RPM) Project

Requirements Traceability Example
Theme 1.0: Track and Manage Real Property Assets
Epic 1.1: Create and Maintain Real
Property Records for Land and Facilities

Epic 1.3: Report and Analyze Real

Property System Data

User Story 1.1.4

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

User Story 1.1.9

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

User Story 1.3.10

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

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

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

Conditions of Satisfaction
Verify that the RPAO can
execute a current RPM report in
the report selection screen
Verify that the RPAO can view
RPM data from the Real
Property card on a BW report
Verify that the RPAO can
execute a heritage RPM report
in the report selection screen
Verify that the RPAO can view
historical RPM data on a BW
report

User Story 1.3.5

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

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

Project Themes, Epics, and User Stories will be formally managed in the HP Quality Center requirements module, and
Conditions of Satisfaction will be mapped to Test Plans.
4/26/2010

RPM Project Schedule

FY09
Aug

FY10

Sep

Oct

Nov

Formulation
Sprint -1

Dec

Jan

Feb

Mar

FY11

Apr

May

Jun

Jul

Aug

Oct

Nov

Solution Design & Development (Scrum Approach)

Sprint 11
(Release
Sprint)

Sprint 0 Sprint 1 Sprint 2 Sprint 3 Sprint 4 Sprint 5 Sprint 6 Sprint 7 Sprint 8 Sprint 9 Sprint 10 R

9/14

Sep

10/8

11/10

12/11

1/6

2/2

3/2

3/3
0

4/2
3

Onsite Center SME Support

EAPR

7/2 8/2
0

6/2
2

Mock Data Conversion

10/8

NAR
Assessment

5/2
5

Mock 1 Mock 2

Mock 3

Mock 4

Mock 5

Mock 6 Mock 7

10/15

Mock 8 Mock 9

Testing

Re-Key

PDR
10/20

SIT 1

CDR

8/3

4/15

KDP-C

Stabilization

SIT 2

8/31 9/8

9/2
4

Cutover
9/25 9/30

PCR
~ 12/1

TRR- 11.1 Go
2
Live
9/7
8/2
Cente ORR KDP-E ~
10/1/2010
TBD*
r
9/23
ORRs
TRR1

10/22

Sprint Reviews =
RPM Lifecycle Reviews =
Readiness Reviews =

TBD*

Communications & Change Mgmt

*TBD dates based on NEACC 11.1 Release
Planning
Page 10

Business Intelligence (BI)

Enterprise Business Intelligence

Circa 2003

12

4/26/2010

Today

13

4/26/2010

Enterprise Application Integration

Pathfinder (2003)

4/26/2010

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NEACC Enterprise Services - Today

4/26/2010

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Usage and Statistics

Enterprise Service Bus (ESB)

Web Stack

Services

Services
Applications: 40
Reusable Bundles: 185
Framework Services: 25

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

Avg Daily Clients: > 20k

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

Metrics
Avg Daily Requests: > 80k
Peak Daily Requests: > 120k

4/26/2010

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The Path Forward

Business Systems Strategic

Roadmap Objective/Expectation
Establish a 3-5 year vision as well as a 1 year plan by the
beginning of each Fiscal Year
Quarterly progress updates to discuss formal
commitments made to each community
Promote cross functional understanding of the business
priorities in order to develop an integrated roadmap
Utilize roadmap to
drive budget requests
demand management approach
application consolidation
19

Roadmap Development
Considerations

Priority

Driver

Benefit

Initiative

Functional Area

Timeframe
Level Of
Effort

Impacted
Areas

Implementation
Lead; Partner;
Stakeholder

20

Questions

4/26/2010

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