NAVAL LOGISTICS INFORMATION TECHNOLOGY STRATEGIC PLAN

Transcription

1 NAVAL LOGISTICS INFORMATION TECHNOLOGY STRATEGIC PLAN UNCLASSIFIED MAINTENANCE AND SUPPLY FUTURE STATE WORKING GROUP 01 February 2010 SPIRAL 1.0

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5 EXECUTIVE SUMMARY This document presents the Maintenance and Supply Future State Working Group s (MSWG) recommended strategy for Information Technology (IT) investments over the next 8 to 10 years in the areas of naval maintenance and supply. The Fleet Readiness and Logistics IT Executive Committee (EXCOMM) was initiated and chartered by OPNAV N4 on 18 Dec 08. The IT EXCOMM directed the creation of an IT Strategy for Naval Logistics IT that provides improved decision support for IT investments at the Echelon I and II levels, including support for Program Objective Memorandum (POM) - 12/14 decision-making. The MSWG is one of five working groups chartered by the IT EXCOMM to document the Logistics IT strategy 'big picture' that will enable leadership to draw a line of sight from discreet initiatives and investments to the strategic future state. The scope of the Logistics IT Strategic Plan includes all maintenance and supply IT applications/systems resourced in part or fully by OPNAV N4 and their associated business processes and requirements. This document is being updated on an annual basis to support the POM/Program Review (PR) process. This document, Spiral 1.0: Provides maintenance and supply business requirements. Maps existing IT applications to the MSWG requirements. Presents a path to achieve an integrated vision for maintenance and supply logistics IT systems. Identifies future state recommendations that lead to a common maritime, aviation, and expeditionary maintenance solution. Guides IT development and sustainment efforts by aligning investments to the strategic plan. Identifies opportunities for application reductions, business process standardization, data standardization, and hardware reductions. Spiral 1.0 presents the MSWG s long term vision and recommended strategy. This strategy will help define the scope of the Analysis of Alternatives (AoA) to be performed in FY 2010/2011. The MSWG vision is to develop an integrated naval maintenance and supply IT solution set that aligns capability development to mission needs and delivers affordable enhancements through standardization of processes and tools, and cost efficiencies through IT automation. In support of the MSWG vision, the working group has identified overarching goals, objectives, and strategies for the following strategic functions: Maintenance, Supply, Calibration, and Data Warehousing, Analysis and Reporting. These functions are performed at, or in support of, naval industrial facilities ashore, and operational forces deployed and at home. The following strategies have been identified for the MSWG strategic environments: Spiral 1.0 i Unclassified

6 Maintenance Strategy The vision of the maritime, aviation and expeditionary maintenance communities is to enable standardized operational and ashore business processes through a cost effective and mission supportive enterprise solution, for all levels of maintenance. The long-term maintenance strategy is dependent on an AoA to outline an enterprise maintenance solution decision. However, the current strategy will achieve consolidation and standardization within each community as transition occurs towards an enterprise solution. The below three-phased transition strategy will lead the maritime, aviation, and expeditionary operational forces and ashore activities to a single integrated maintenance IT solution. The first phase (Group and Reduce Systems/Applications ( )) consists of mapping applications to systems, grouping those systems into Family of Systems (FoS), reducing the number of applications/systems to support transition to an enterprise solution, and conducting an AoA to help define the scope of the future maintenance IT solution. The second phase (Align with Enterprise Resource Plan ( )) continues to consolidate applications/systems, begins to transition to an enterprise solution in targeted business areas based on the AoA results, and mandates systems to conform to Department of Defense (DoD)/Department of Navy (DoN) Chief Information Officers (CIO) common data standards. The third phase (Transition to Enterprise Solution ( )) will incorporate early adopters and transitions FoS into a single maintenance IT solution, fully integrated/aligned with the supply and financial capabilities provided by Navy Enterprise Resource Planning (Navy ERP). The Navy ERP/SAP Feasibility Study (December 2009) concluded that Navy ERP/SAP was technically feasible, with concerns noted that further analysis and deep dives were required to address and resolve scheduling, scalability, afloat capability, expeditionary capability, and work to test. Additional concerns were also noted that an enterprise solution must provide adequate management and protection of controlled classified and unclassified sensitive data (e.g., Unclassified Naval Nuclear Propulsion Information (U- NNPI), NNPI, privacy-protected data). Calibration Strategy The Calibration strategy is to provide an enterprise solution for all DoN calibration laboratories and cognizant authorities that enables cost effective execution of the business of scheduling, recalling, reporting, and calibrating Test, Measurement and Diagnostic Equipment (TMDE) with full and common functionality Ashore, Afloat and during disconnected operations. This strategy is a two-phased migration to a single information and knowledge management system for all DoN calibration facilities to carry out the business of calibrating TMDE and to centrally manage TMDE. The two phases are: Phase 1 ( ) Continue current operations while reviewing Metrology and Calibration (METCAL) IT requirements and perform gap analysis, conduct an Analysis of Alternatives and identify a single solution. Phase 2 ( ) Implement Test and Measurement Systems (TAMS) Executive Board (EB) solution. Upon completion of Phase 2, the calibration solution will be positioned to integrate with a future enterprise solution. Spiral 1.0 ii Unclassified

7 Data Warehousing, Analysis and Reporting Strategy Data Warehousing, Analysis and Reporting vision is to provide a single data repository for all maintenance, allowing cross-community analysis and metrics for logistics and engineering endeavors. However, an enterprise solution strategy still needs to be developed. The communitybased interim strategies are: Maritime Pursue an interim solution that supports implementing the same business processes regardless of activity (e.g., Naval Shipyard, Trident Repair Facility (TRF), or Regional Maintenance Center (RMC)). Aviation Transition from current legacy data warehousing reporting systems to Decision Knowledge Programming for Logistics Analysis and Technical Evaluation (DECKPLATE), which will deliver increased levels of business intelligence sophistication, integration, and interoperability and will contribute to critical, near real-time information on equipment status and availability. Expeditionary Forces Continue use of existing systems until an enterprise solution is developed. The Expeditionary Forces differ from other naval entities in that they do not track data by Unit Identification Code (UIC) but rather by Table of Allowance (TOA), United States Number, or force element. Supply Strategy The Supply vision is to strengthen the relationship between the ashore and operational forces supply community s supply chain by leveraging an enterprise solution. This vision is further defined below: Ashore Establish Navy ERP as the single supply solution for supply chain management to ensure business processes and support activities are unified, standardized, streamlined as well as integrated with Operational Forces single supply baseline. Operational Forces Establish a single supply baseline used by operational forces and supporting units, aligned with Navy ERP, to provide global functionality for all commodities, warfare communities and platforms to reduce workload. The interim and long term strategies for ashore and operational forces are: Ashore - Interim ( ) Establish an Enterprise Support environment by leveraging Navy ERP Release 1.1 for wholesale / retail material management and to begin eliminating legacy ashore systems. - Long Term ( ) Establish Navy ERP as the single supply solution for supply chain management and ensure business processes and support activities are unified, standardized, streamlined as well as integrated with operational forces single supply baseline. Operational Forces - Interim ( ) Leverage current resources to identify and act on opportunities that move supply functions for operational forces toward their long term strategy. This includes migrations, requirement statements, gap analysis, AoA and feasibility studies. - Long Term ( ) Develop and deploy a single supply baseline that accommodates all warfare communities, consolidates multiple commodity management, and allows for reduced workload. Spiral 1.0 iii Unclassified

8 MSWG Path Forward in Spiral 2.0 The MSWG recommends moving forward on the following activities in CY 2010: Leverage MSWG business requirements for the development of formal acquisition requirements. Define the scope and boundaries of AoA. Coordinate subject matter experts participation in the AoA. Review AoA results. Establish an IT roadmap that leads to a common maintenance and supply solution for maritime, aviation and expeditionary communities. Coordinate cross-community business process mapping to support the definition of common business processes. Track the status of major IT projects and ensure the alignment of these projects to the Logistics IT Strategic Plan. Spiral 1.0 iv Unclassified

9 Table of Contents Executive Summary... i List of Figures... vi List of Tables... vi Background... 1 Scope... 2 MSWG Mission... 4 MSWG Vision... 4 Strategic Goals and Objectives... 5 Capabilities and Characteristics of Enterprise Solution MSWG IT Strategy Introduction Maintenance Vision...23 Transition Strategy ( )...26 Future State ( )...40 Calibration Vision Transition Strategy ( )...42 Future State ( )...43 Data Warehousing, Analysis, and Reporting Vision Transition Strategy ( )...44 Future State ( )...46 Supply Vision...47 Ashore Capabilities / Requirements...48 Interim Strategy ( )...49 Long Term Strategy ( )...51 Operational Forces...54 Capabilities / Requirements...54 Interim Strategy ( )...58 Long Term Strategy ( )...60 Appendix A - Acronyms... A-1 Appendix B - IT Strategic Alignment... B-1 Appendix C - Naval Maintenance and Supply Requirements Baseline... C-1 Appendix D - Naval Maintenance and Supply Application Mapping... D-1 Appendix E - Master List of Naval Maintenance and Supply Systems...E-1 Appendix F - Shared Infrastructure...F-1 Appendix G - Military Sealift Command... G-1 Appendix H - Distance Support Customer Relationship Management... H-1 Spiral 1.0 v Unclassified

10 List of Figures Figure 1: Integrated Maintenance and Supply Vision...4 Figure 2: MSWG IT Strategy Introduction...21 Figure 3: Maintenance Consolidation/Transition IT Roadmap...27 Figure 4: Supply Future Vision...47 Figure 5: Interim and Long Term IT Strategy for Customer Support Systems Graphic...53 Figure 6: Interim and Long Term IT Strategy for Operational Systems Graphic...62 Figure 7: Naval Maintenance & Supply Requirements Baseline... C-1 List of Tables Table 1: Maintenance System Consolidation/Transition IT Roadmap...26 Table 2: Interim and Long Term IT Strategy for Customer Support Systems...52 Table 3: Interim and Long Term IT Strategy for Operational Systems...61 Table 4: Logistics IT Strategic Plan Alignment... B-1 Points of Contact Name Department Address Aimee Scanlon Chief, Naval Operations (CNO) Department of the Navy N402 Office of the Chief of Naval Operations Maureen Ransom CAPT Tim Greene United States Fleet Forces (USFF), N437 United States Fleet Forces (USFF), N412 Washington, DC United States Fleet Forces Command 1562 Mitscher Ave, Ste 250 Norfolk, VA United States Fleet Forces Command 1562 Mitscher Ave, Ste 250 Norfolk, VA Spiral 1.0 vi Unclassified

11 BACKGROUND DoN logistics has lacked an overall cohesive IT strategy. Historically, DoN logistics IT applications have been developed to address the needs of an individual command or user base (e.g., Maritime, Aviation, Expeditionary Forces). In many cases, applications have been created based on old paper processes without performing business process improvements or data optimization. Funding of applications comes from a variety of sources, including through the OPNAV N4 POM/PR process, as well as directly from the end users. The result is a mixture of systems focused on a subset of the naval logistics community or an individual command/user group. This situation is exacerbated by the inability of formal programs of record to deliver products on time and within budget. By the time these enterprise solutions are delivered, they are often using outof-date technology or are reduced in scope because of cost overruns, funding constraints, and customer dissatisfaction. The result is a perpetuation of interim solutions built on the expectation that an enterprise solution will eventually replace the current aging IT infrastructure. Some of the challenges facing the current IT environment include: A proliferation of applications providing similar, if not redundant, capabilities. Non-standardized business processes, data, and policies limiting interoperability and the ability to develop common IT solutions. Aging software and hardware infrastructure that is expensive to maintain. Continued perpetuation of point solutions developed to address the needs of an individual command without consideration of the enterprise. To address these deficiencies, OPNAV chartered the Fleet Readiness and Logistics IT EXCOMM in December The purpose of the IT EXCOMM is to establish an executive level decision making forum to approve a set of DoN Logistics IT initiatives with clear linkages between OPNAV N4 investments, supported business processes, and IT solutions which will ensure maximum interoperability at a minimal cost. The IT EXCOMM chartered the MSWG to collect, document, and analyze requirements across the maintenance and supply communities; map existing IT systems to the requirements; and develop a recommended IT strategy to meet current and future requirements. Spiral 1.0 documents these efforts to date. Spiral Unclassified

12 SCOPE The scope of this plan includes all maintenance and supply IT applications/systems resourced in part or fully by OPNAV N4 and their associated business processes and requirements. The scope excludes the evaluation of Marine Corps ground forces logistics systems, transportation and distribution requirements previously excluded from the Spiral 1.0 scope, OPNAV N8 sponsored aircraft platform unique functionality, and DoD/DoN mandated systems. These systems will be included in the future state strategy when applicable. The IT EXCOMM agreed to support Military Sealift Command (MSC) efforts to continue executing their internal IT strategy, and thus is being addressed separately in Appendix G. The purpose of the MSC section is to keep the MSWG and IT EXCOMM informed of MSC Logistics IT program progress. This section will be maintained by MSC and USFF. The MSWG recognizes the importance of Distance Support (DS) Customer Relationship Management (CRM) in an enterprise solution. Spiral 1.0 does not include specifics of DS CRM; however, the DS program office inputs are included as Appendix H to keep the MSWG and IT EXCOMM informed of DS Logistics IT program progress. DS CRM will be incorporated in future spirals of this document. This document is being developed to support a spiral development approach and will be updated on an annual basis to support the POM/PR process. This document, Spiral 1.0, includes: Naval Maintenance and Supply Requirements Baseline. Appendix C captures an initial set of requirements for maintenance and supply business processes performed across aviation, maritime, and expeditionary communities. Naval Maintenance and Supply Application Mapping. Appendix D provides an initial mapping of applications to the Maintenance and Supply Requirements Baseline and the As-Is application view. Master List of Naval Maintenance and Supply Systems. Appendix E provides the Master List of Systems, including amplifying descriptive information for each, as identified by OPNAV N4 memo 4000 Ser N40/9U of 10 Nov 09. The memo stated that all IT system submissions received will be specifically evaluated to ensure alignment and compliance with the Logistics IT EXCOMM strategy documents produced by the IT EXCOMM Working Groups. In Enclosure (2) of the OPNAV N4 memo, 202 systems are identified as within the scope of the MSWG and are included as a separate attachment to this document. Initially, the MSWG utilized DoN Application and Database Management System (DADMS) to assist in defining the family of systems that currently enables the DoN s maintenance and supply business functions. While, as of 31 August 2009, DADMS contained 626 entries associated with the 22 Logistics IT Portfolios, only a subset of these entries truly represent the DoN s maintenance and supply business systems. Spiral Unclassified

13 The portfolios and their owners are listed as follows: Aviation Managed Portfolios: Aviation Platform IT, Aviation Support Equipment IT, Aviation Up-line Analysis and Reporting IT, Fleet Readiness Center IT. Maritime Managed Portfolios: Shipyard IT, Ship Warfare Center IT, Configuration Management, Fleet Family of Systems, Ship Platform IT, Submarine IT, Logistics Gateways Fleet to Shore Communications IT. ERP Managed Portfolios: Navy ERP, Supply Enterprise Resource Planning (ERP), Other ERP. Supply Managed Portfolios: Supply Materiel Requirements Planning, Supply Order Processing, Supply Inventory Management, Supply Asset Visibility, Transportation & Distribution. Military Sealift Command (MSC) IT Portfolio. Calibration IT Portfolio. Seabee Logistics Management Portfolio (A nomenclature request has been submitted to OPNAV N4 to change Seabee to Expeditionary). OPNAV identified 202 DoN maintenance and supply business systems, however, the system data is still being collected and analyzed by OPNAV, and therefore, MSWG applications cannot be mapped to the system data at this time. In response to the OPNAV N4 Memo dated 1 July 2009, the MSWG is evaluating Navy ERP/SAP as the primary target solution for performing maintenance and supply activities in the future. The Navy ERP/SAP Feasibility Study (December 2009) concluded that Navy ERP/SAP was technically feasible, with concerns noted that further analysis and deep dives were required to address and resolve scheduling, scalability, afloat capability, expeditionary capability, and work to test. Additional concerns were also noted that an enterprise solution must provide adequate management and protection of controlled classified and unclassified sensitive data (e.g., U-NNPI, NNPI, privacy-protected data). The MSWG requested an AoA to evaluate alternative options for comparison to Navy ERP to be conducted in FY Specific actions, boundaries, and master schedule for the AoA are under review at this time. The results of the AoA will be released following the completion of Spiral 1.0 which may make the overall strategy diverge from the long term recommendations identified in this document. Depending on the timetable for deploying an enterprise solution, the community based consolidation strategy identified in this document will be executed in part or in full as an interim step toward an enterprise solution. Navy ERP and the consolidation strategy will be evaluated based on functional capabilities, technical feasibility, cost, schedule, and risk. Spiral Unclassified

14 MSWG MISSION Deliver secure, interoperable, and integrated IT capabilities for the DoN to support the full spectrum of maintenance and supply war-fighting support missions. MSWG VISION An integrated Naval Maintenance and Supply IT strategy that aligns capability development to mission needs and delivers affordable enhancements through standardization of processes and tools, and cost efficiencies through IT automation. The overarching MSWG vision is described in Figure 1 below. Figure 1: Integrated Maintenance and Supply Vision Spiral Unclassified

15 STRATEGIC GOALS AND OBJECTIVES 1. ESTABLISH A DISCIPLINED INVESTMENT MANAGEMENT PROCESS FOR INTEGRATED MAINTENANCE AND SUPPLY SYSTEMS Enhance value to the customer and minimize resource requirements by increasing efficiency, expanding the use of enterprise solutions, eliminating redundant functionality, and measuring the performance of IT investments over time. 2. SUPPORT THE STANDARDIZATION OF BUSINESS PROCESSES AND ASSOCIATED IT TOOLS Provide an integrated maintenance and supply IT solution that supports business process standardization and improvements while accounting for the diverse safety and operational requirements of the DoN. 3. ALIGN IT INVESTMENTS TO SUPPORT MISSION ACCOMPLISHMENT Ensure IT investments support mission accomplishment and align to the Logistics and Readiness IT EXCOMM approved business requirements baseline. 4. FOSTER AGILE, ACCURATE, AND SECURE DATA ENVIRONMENT Make data available to users when and where it is needed, while maintaining data accuracy, integrity, and security, through the use of trusted data sources and services. Spiral Unclassified

16 GOAL 1 ESTABLISH A DISCIPLINED INVESTMENT MANAGEMENT PROCESS FOR MAINTENANCE AND SUPPLY SYSTEMS DESCRIPTION Enhance value to the customer and minimize resource requirements by increasing efficiency, expanding the use of enterprise solutions, eliminating redundant functionality, and measuring the performance of IT investments over time. OBJECTIVES 1.1 Expand the use of cost effective enterprise solutions. Reduce or control IT costs, and avoid redundant and overlapping systems through the development of modular Open Architecture (OA) based solutions. 1.2 Reduce the number of Logistics IT assets (e.g., systems, applications, and servers). Identify redundant systems and develop exit strategies, to reduce the overall IT footprint, when cost effective. 1.3 Align IT execution year development to the Logistics IT Strategic Plan. Establish enterprise governance and portfolio management framework, which aligns execution year development, with the Logistics IT Strategic Goals. 1.4 Achieve cost savings through IT automation. Work with business process owners to identify process intensive activities, which can be streamlined through IT automation, with the objective of eliminating unnecessary process steps and optimizing work flow, in order to achieve measurable cost savings. 1.5 Track the status of major IT projects focused on IT consolidation, new functionality, and/or business process improvements. Assess ability of projects to deliver capabilities on time and within budget. Report status to the Fleet Readiness & Logistics Governance IT EXCOMM. Minimize software development performed outside of POR while allowing for innovation and rapid capability development. 1.6 Pool resources to provide increased capabilities to the warfighter at a reduced cost. Provide new capabilities, to the warfighter and business users, by coordinating with the broader stakeholder community to align resources with projects that deliver capabilities for use across the Naval Logistics, and life cycle supportability enterprise. KEY PERFORMANCE INDICATORS Will be identified in future spirals. Spiral Unclassified

17 GOAL 2 SUPPORT THE STANDARDIZATION OF BUSINESS PROCESSES AND ASSOCIATED IT TOOLS DESCRIPTION Provide an integrated maintenance and supply IT solution that supports business process standardization and improvements, while accounting for the diverse safety and operational requirements of the DoN. OBJECTIVES 2.1 Establish an IT Roadmap that leads toward a common maintenance solution for expeditionary, maritime and aviation communities. The DoN currently provides separate maintenance management solutions for aviation and maritime. Many capabilities are common between these solutions. Moving forward, the Logistics community will leverage commonality and demonstrate measurable steps toward the development of a single maintenance solution. A full requirements statement and business case analysis is required for any solution other than Navy ERP. 2.2 Seek and exploit opportunities for standard processes and common tool solutions. Once the maintenance and supply requirements baseline is established, current applications will be mapped to the requirements. This mapping will identify areas of potential redundancy. Working with the business process owners, the MSWG will identify areas requiring standardization. 2.3 Provide an integrated maintenance and supply IT solution. In today s environment, the interoperability between maintenance and supply systems is critical to maintaining operational readiness and asset visibility. Warfighers demand signals are met by getting the right support to the right place at the right time. 2.4 Provide seamless integration between operational forces and logistics support units. The DoN continues to reduce the overall manning requirements aboard ships and other operational forces by moving workload ashore. In addition, the need for timely and accurate data increases, as technology matures, and the DoN deploys both larger forces and smaller, mission-tailored forces or detachments to respond, at a moment s notice, to crises and contingencies throughout the world. 2.5 Reduce workload in Operational Forces. Minimize warfighter human interface/data entry activities. 2.6 Identify IT solutions built to support platform and site specific business processes and IT tools. Evaluate and report the impact of incorporating platform/site specific requirements into an enterprise maintenance solution. Identify associated policies, and if selected as a future state solution, provide full business case analysis for platform/site specific solutions. Spiral Unclassified

18 2.7 Identify and promote best practices. Examine and report on industry and DoD best practices that can be applied to the Naval Logistics IT Enterprise. Determine applicability and cost benefits of extending initiatives, across the enterprise KEY PERFORMANCE INDICATORS Will be identified in future spirals. Spiral Unclassified

19 GOAL 3 ALIGN IT INVESTMENTS TO SUPPORT MISSION ACCOMPLISHMENT DESCRIPTION Ensure IT investments support mission accomplishments alignment to the Logistics and Readiness IT EXCOMM approved business requirements baseline. OBJECTIVES 3.1 Ensure IT Solutions meet mission and business requirements, identified in the Maintenance & Supply Requirements Baseline. All new software development efforts should map to the Maintenance & Supply Requirements Baseline to ensure redundant capabilities are not being delivered. If new capabilities are being delivered, the baseline should be updated to reflect the addition. The requirements baseline must be managed over time to ensure accuracy. 3.2 Provide agile solutions that are responsive and available when and where needed to support diverse Naval Logistics operations. This includes operations performed by operational forces and ashore activities. Initiate changes in current and future DoN information systems, to address the unique Expeditionary requirements necessitated by geographically dispersed operating units and equipment/facilities, with reduced manning and minimal infrastructure support. 3.3 Rapidly develop and deploy capabilities. Software releases often require several years to develop and deploy because of changing requirements, immature software processes, lengthy external release approval processes, system interdependencies, and acquisition requirements. Barriers must be removed and governance established to allow applications to more rapidly deliver capabilities to the fleet, while ensuring programs are accountable for delivering software on time. 3.4 Deliver easy to use software solutions. Current legacy systems suffer from cumbersome work flows and interfaces. Future Logistics IT systems must be easy to use and navigate for the practitioner. KEY PERFORMANCE INDICATORS Will be identified in future spirals. Spiral Unclassified

20 GOAL 4 FOSTER AGILE, ACCURATE, AND SECURE DATA ENVIRONMENT DESCRIPTION Make data available to users when and where it is needed, while maintaining data accuracy, integrity, and security, through the use of trusted data sources and services. OBJECTIVES 4.1 Ensure interoperability among systems and comply with DoD and DoN CIO Data Management and Interoperability policy requirements. Systems must interoperate with Navy ERP, Global command and control System Marine Corps (GCCS-MC0, Defense readiness Reporting System Navy (DRRS-N) and other approved enterprise solutions. Expand the use of OAs and data services in order to support Net Centric Operations. 4.2 Ensure information is secure. Maintain full compliance with National, DoD, and DoN information assurance policies and security. Logistics capabilities must provide adequate management and protection of controlled classified and unclassified sensitive data (e.g., U-NNPI, NNPI, privacy-protected data). Additionally, high side capabilities must be able to pull in unclassified information as needed to provide for a Consolidated Integrated Operating Picture. 4.3 Identify and promote authoritative data sources. Manage data as a strategic asset, in order to identify and promote the use of Authoritative Data Sources (ADS) in support of the OPNAV Functional Data Manager database identification effort. Accurately identifying and publishing ADS will enable data to be entered once and used many times. 4.4 Provide data to users when and where needed. System users must be able to easily access, use, and update information, specific to their job, regardless of which network or local equipment the user is provided. The Naval Logistics workforce is a heterogeneous mixture of US Citizens and foreign nationals, military personnel, civilian government personnel, and contractors which interact with and have a responsibility toward the public. All of these data providers and user groups must be supported simultaneously. 4.5 Maximize availability of critical business systems. The Naval Logistics workforce operates around the world in many different time zones. The access to and use of information, services, systems, and data must be provided continuously and support avoidance of unscheduled outages. Scheduled outages must be limited and controlled. Spiral Unclassified

21 4.6 Accuracy and integrity of data must be preserved at all times. Operational decisions are made based on logistics data calculations. These decisions may impact material readiness, personal safety, and financial allocations. Consequently, data accuracy and integrity are paramount. Also, data integrity must be maintained following disconnected operations by ensuring data is properly synchronized. KEY PERFORMANCE INDICATORS Will be identified in future spirals. Spiral Unclassified

22 CAPABILITIES AND CHARACTERISTICS OF ENTERPRISE SOLUTION During this spiral, the MSWG identified critical capabilities and characteristics of a comprehensive enterprise solution and have been grouped into Technical, Business and Programmatic categories, with definitions provided. These capabilities and characteristics are mapped to the MSWG Strategic Goals and Objectives (SG&O), and are referenced using the following format: SG&O X.x, where X is the strategic goal and x is the objective. A complete listing of baseline requirements is included in Appendix E. Technical A technical requirement pertains to the technical aspects that a system must fulfill, such as performance-related issues, reliability issues, and availability issues, and are often called Quality of Service requirements or service-level requirements. Technical requirements are documented in the same manner as business rules, including a description, an example, a source, and references to related technical requirements. T-1. T-2. T-3. Navy ERP Compliant: System/solution is an enterprise solution, bolt-on, or interfaces with Navy ERP in such a way that financial and supply data is seamlessly passed between systems to ensure enterprise traceability and visibility is maintained. (SG&O 1.2) Expected Benefits: Provides interoperability with Navy ERP. Improves visibility of maintenance, supply and financial data. Centrally Hosted Ashore: Consolidation of several system data centers into one centrally hosted site. (SG&O 1.1) Expected Benefits: Reduces hardware. Reduces potential data center requirements. Reduces potential system/system interfaces. Provides standardization of tool/process. Provides the ability to deploy software more rapidly. Reduces the number of application versions in production. Web-Based Thin Client: Access application from web-browser without requiring the execution of a client application on the user s local machine. (SG&O 3.4) Expected Benefits: Reduces software deployment costs. Provides data accessibility when and where needed (i.e., from any authorized internet location when appropriate). Spiral Unclassified

23 T-4. T-5. T-6. T-7. Near Real-time Integration: Ability to perform transactions in real-time within internal functional modules and with external applications (when connected) as opposed to interfacing and batch processing. (SG&O 4.4) Expected Benefits: Improves data accuracy and reporting capabilities. Improves data integration between maintenance, supply and financial systems. Provides same data availability to all users at all times. Provides up-to-date information available to decision makers. Reduced Data Entry: Provide IT applications, to support efficient operations, which require less transactions and touch-time by end users and administrators than today. (SG&O 3.4) Expected Benefit: Improves efficiency and reduced amount of time required to enter data. Minimized Data Repositories: Database design must be optimized for scalability, reliability, availability, performance and maintainability while minimizing the number of database(s) within the solution. The solution must be capable of synchronizing databases across the enterprise and/or provide the data as a service. (SG&O 2.3) Expected Benefits: Improves data integrity and integration. Reduces interface requirements. Reduces overall cost to maintain systems for DoN (maintaining a single system versus many). Common Data Standards and Formats (EDI/DLMS/ UCORE): Utilizes the following data standards: Electronic Data Interchange (EDI), Defense Logistics Management System (DLMS) business rules, and Universal Core (UCORE). (SG&O 2.2) Expected Benefits: Improves interoperability between systems. Reduces cost of maintaining software interfaces. Applies same standard to all DoD. Allows data exchange with platform providers and material suppliers that utilize industry data standards. Spiral Unclassified

24 T-8. T-9. Single Sign-on: Users will have a single sign-on for all the systems and a common set of access privileges and user roles, across all systems. User roles identified in the system will control the level of access of any given user. (SG&O 3.4) Expected Benefits: Provides less complexity for user. Provides ease of use. Automatic Software Updates: Ability to push software updates automatically over the network or install software updates at a centrally hosted site, as opposed to deploying software updates to user sites via Compact Disc (CD) and/or install teams. (SG&O 1.4) Expected Benefits: Provides software changes deployed more rapidly. Reduces number of application versions in production. Provides uniform deployment across the enterprise. T-10. Supports Transition to CANES and NGEN Networks: System is part of Consolidated Computing Environment (CCE) Early Adopters; Precursor to Consolidated Afloat Networks and Enterprise Services (CANES). When available, integrate with and operate on CANES network infrastructure afloat and Next Generation Navy/Marine corps Intranet (NMCI) (NGEN) network infrastructure ashore. (SG&O 2.2) Expected Benefits: Supports migration to CANES. Establishes inoperability with IT-21 currently and CANES afloat in the future; and NMCI currently and NGEN ashore in the future. T-11. Portable Solution: Solution should be able to be transported to forward deployed areas with field units. This requires the solution to operate on portable hardware such as small laptop computers. (SG&O 3.2) Expected Benefits: Provides support to expeditionary forces. Provides support to all forward deployed forces. T-12. Wireless: Wireless connectivity allows for the transfer of maintenance and supply information over a distance, without the need of electrical conductors or wires. Wireless operations permits communications to operational areas that are impossible or impractical to achieve using hard wired communications. (SG&O 3.2) Expected Benefits: Provides potential solution for deployed operations. Provides availability on as needed basis. Spiral Unclassified

25 T-13. Continuous Process Improvement: Enable continuous process improvement of customer business processes by deploying agile IT solutions that can rapidly change and adapt to support customers. (SG&O 2.2, 2.7) Expected Benefit: Improves business processes to increase asset availability and minimize cost. T-14. DoD Mandated Net Centricity Requirements: Ensure all data is deliverable over the DoD/DoN family of integrated networks (i.e., the Global Information Grid (GIG)) from the instant of data creation. This information must be discoverable, in context with related information by the user community, and users must be able to subscribe to the information services pertinent to their duties, roles, and organizations. Must also provide net centric enterprise services related to user management, security, discovery, mediation, storage, and applications. (SG&O 4.1) Expected Benefits: Delivers IT costs that are reduced or controlled to keep maintenance and supply operational overhead to a minimum. Avoids redundant and overlapping applications and systems. T-15. Skill and Qualification Access: User access to the system will be provided through convenient, role based access maintained in the system. The role based information will be associated with the individual user and the command assignment. This includes information concerning configuration items, work/repair efforts, ordering parts for equipment and equipment readiness. Access will be limited to the minimum information required to accomplish assigned duties. (SG&O 3.4, 4.2) Expected Benefits: Protects validity of the information. Ensures the correct level of skill and qualification access. Improves system security. T-16. Continuity of Operations: Systems have acceptable levels of proven backup and fail-over in accordance with IT Contingency Plans, which directly support Command-level Business Continuity Plans. Fail-over needs to support contingency for natural disaster. Centrally hosted site needs a back up site that is located in a different geographical location. (SG&O 4.2) Expected Benefits: Protects commands by providing back-up/fail-over operations. Ensures data available for operational missions. Spiral Unclassified

26 T-17. Service Oriented Architecture: Solutions shall utilize Service Oriented Architecture (SOA) to the maximum extent, in order to decouple business rules and software services from the underlying technical architecture. (SG&O 2.2) Expected Benefits: Provides for a more agile system development/enhancements Provides lower maintenance and sustainment costs. Business A business specification (or sometimes functional specifications) is a formal document used to describe in detail, for software developers, a product s intended capabilities, appearance, and interactions with users. The functional specification is both a guideline and continuing reference point as the developers write the programming code. B - 1. Multi UIC / Multi ORG: This is the ability for multiple activities to operate out of a single instance of the software. The software must be able to segregate each activity s information from other activities, and limit access to the activity s information to only authorized users. The system can perform standard maintenance and supply support functions globally (Enterprise, Class Squadron (CLASSRON), Strike Group, UIC, Organization Code (ORG), etc.) without having to enter in and out of each unit's database; and also includes the ability to sort or group individual units and perform functions across that group at once. (SG&O 3.2) Expected Benefits: Acts as distance support enabler. Improves data visibility. Reduces potential hardware. Provides roll-up by specific groupings. B - 2. Mobile Computing Capability: The system shall use common Mobile Computing Capability (MCC). MCC is a common operating system for handheld devices to manage all commodities/resources. (SG&O 2.5) Expected Benefit: Eliminates multiple legacy software applications. B - 3. Classified/Unclassified Sensitive Data and Technology Control: Provide adequate management and protection of controlled classified and unclassified sensitive data and technology (e.g., U-NNPI, NNPI, privacyprotected) based on appropriate user roles and physical locations. (SG&O 4.2) Expected Benefits: Handles and protects classified/unclassified sensitive data and technology. Supports all data in same application. Spiral Unclassified

27 B - 4. Configuration Management: Maintains configuration of end items, weapon systems and components as the system of record or links to configuration systems of record. (SG&O 1.4) Expected Benefits: Maintains functional requirement. Uses up to date logistics information. Equipment. Materials. Technical Documents. B - 5. Maintenance History: Maintains, within the application, a record of platform maintenance history performed. (SG&O 4.4) Expected Benefits: Tracks maintenance events on all platforms and specific parts installed. Tracks individuals that performed maintenance. B - 6. Supports Depot Level Projects: Provide capability of supporting a wide range of depot level maintenance projects, ranging from large ship availabilities and aircraft overhauls, to small component and system-level projects, and provide capability to conduct what-if modeling. (SG&O 3.1) Expected Benefits: Allows system use in Naval Shipyards for major overhauls of ships and equipment. Provides ability to determine impact on schedule and funding scenarios. B - 7. Foreign National Access: Configured and authorized to allow for Foreign National access to maintenance and supply systems. This includes the appropriate security for foreign nationals, and the ability to pay and report labor expenditures to the host government. (SG&O 4.2) Expected Benefit: Allows workforce at overseas facilities to perform their assigned jobs without compromising sensitive information. B - 8. Moving Work Ashore: Enable work traditionally performed by operating units to be performed ashore. (SG&O 4.4) Expected Benefits: Increases productivity Allows for flexible architecture. Spiral Unclassified

28 B - 9. Foreign Currency: The system must have the ability to pay contracts and purchase material on the local market using the host country currency. This necessitates the system having the ability to convert funding authority to local currency and will involve both the Budget Exchange Rate which is provided by the Department of Treasury each fiscal year and the Current Exchange Rate based on the exchange rate at the time of the procurement. (SG&O 3.1) Expected Benefit: Allows the accounting system to track resources used based on the host country currencies. B Disconnected Operations: Ability to operate in a disconnected mode of operations for indefinite periods of time, and automated synchronization with master database upon reconnection. This includes a no communications environment, which can result from a command decision to shut down all communications, or a situation which requires the ability to perform maintenance and off-line supply functions in an environment with no, or only intermittent connectivity. (SG&O 4.4) Expected Benefits: Allows for flexibility to support mission requirements and operating environment. Supports expeditionary and deployed operations. Allows for continued operations in situations where the environment does not allow for connectivity to a central server. B AIT Enabled: The DoD seeks to integrate Automatic Identification Technology (AIT) into logistics business processes to facilitate the collection of initial source data, reduce processing times, improve accuracy, and enhance asset visibility. Required to have AIT standards control in order to prevent organizations from buying unauthorized devices and allow for rapid AIT enhanced devices to be deployed throughout the enterprise. AIT devices will be applied by organizations to support their business processes as well as the AIT requirements of all users in the DoD logistics chain. Technology enablers can include: Bar Codes, Magnetic Stripes, Integrated Circuit Cards, Optimal Memory Cards, and Radio Frequency Identification (RFID) Tags. (SG&O 2.2) Expected Benefits: Improves visibility. Improves accountability. Improves response time. Reduces manpower. Spiral Unclassified

29 B Global System Availability: The ability to support a workforce that operates around the world in every time zone. The access to and use of information, services, systems, and data must be provided continuously and unscheduled/scheduled outages must be limited and controlled. Interfaces to external systems, any batch processing, and date and time stamps must account for local time. Allows for multiple work schedules within the same organization for the same individual. (SG&O 3.2) Expected Benefits: Maximizes system access. Supports global system availability. Standardizes system time stamp. Accommodates multiple work force schedules. B Document and Data Common Services: Provide common services and integrated solutions for document and data sharing/storage with revision control. (SG&O 2.3, 4.1) Expected Benefits: Improves messaging, collaboration, workflow, status tracking, reporting and metrics calculations, and display. Avoids the need for separate systems for these common functions. Saves labor by avoiding redundant creation of data. Ensures commonality in maintenance approaches. B Readiness Reporting: Provide timely, accurate, and comprehensive maintenance and supply readiness reporting to external systems, as required. (SG&O 2.3) Expected Benefits: Improves tie-in to readiness reporting. Improves ability to capture data for metrics. B IUID Compliant: The DoD has established a Serial Item Management policy to pursue the identification of selected items (i.e., parts, components, and end-items), to mark items in the population with a Unique Item Identifier (UII) number, and to enable the generation, collection, and analysis of maintenance data for each specific item. This policy has been implemented through DoD s Item Unique Identification (IUID) Program. (SG&O 2.2) Expected Benefits: Improves maintenance and logistics support of serialized items. Improves maintenance history. Improves parts tracking. Spiral Unclassified

30 B Contracted Maintenance Management: Provides ability to plan, track, and manage work execution of contracted maintenance for ship/aircraft/vehicle, repair and overhaul contracts management and work progress on Multi-Ship Multi-Option private industry contracts, Performance Based Logistics contracts, and of other maintenance, supply, and repair services. (SG&O 3.1) Expected Benefits: Tracks work progress to completion. Tracks Government Furnished Material consumption to work accomplished. Tracks burn-rate to work accomplished. Programmatic: In the context of this Strategy Plan, programmatic refers to the fundamental responsibilities to balance cost, schedule, and performance to ensure high quality, affordable, supportable, and ensure that effective systems are delivered. P - 1. Capability Maturity Model Integration: Information system developer shall be assessed at level 3 (or higher) on the Capability Maturity Model Integration (CMMI) scale. (SG&O 2.7) Expected Benefits: Improves visibility. Improves accountability. Improves response time. Reduces manpower. P - 2. Acquisition Policy: Ensure adherence to Acquisition policies contained in DoDINST (SG&O 2.7) Expected Benefit: Allows for POR accountability and OPNAV funding stream directly to the program. Spiral Unclassified

31 MSWG IT STRATEGY INTRODUCTION Figure 2 illustrates the overarching MSWG IT strategy to achieve an enterprise maintenance and supply solution. Due to the complexity of the maintenance and supply IT landscape, the MSWG has developed four supporting strategies around the following strategic functions: Maintenance, Supply, Calibration, and Data Warehousing. Each supporting strategy cross references the strategic function with the operational communities they support (i.e., maritime, aviation, and expeditionary). In addition, the maintenance and supply strategies have been further divided between Operational Forces (afloat and expeditionary) and Ashore environments. Figure 2: MSWG IT Strategy Introduction Spiral Unclassified