Global Combat Support System-Army (GCSS-Army) David Rigby, Program Manager GCSS-Army

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1 I. Program Overview Organization Name/Program Name: Program Leader Name/ Position/Contact information , Phone Program Category Program Background: What is this program all about? (No more than one page). The overarching need for this program History of the program The product that is created by this program Scope of work original & updated Expected deliverables Current status of the program Global Combat Support System-Army (GCSS-Army) David Rigby, Program Manager GCSS-Army Special Project Overarching Need: By Congressional mandate, the Army must be financially auditable by To achieve this, the Army identified the need for an enterprise system that achieves the goals of accountability, asset visibility as well as the replacement of obsolete systems. Program History: Competitively awarded to Northrop Grumman in 2008, the GCSS-Army program was divided into a two Wave development and delivery strategy; Wave 1 (warehouse & finance) and Wave 2 (maintenance, property book, unit supply and mobile defense). In the summer of 2011, the GCSS-Army program passed its Initial Operational Test and Evaluation (IOT&E) at Fort Bliss, Texas. On 13 December 2012, the Department of Defense s Milestone Decision Authority (MDA) signed the Full Deployment Decision (FDD) memorandum, authorizing the GCSS-Army program to begin fielding activities to the entire United States Army. The program is currently in full stride in fielding Wave 1 functionality, while simultaneously finishing the core development of Wave 2 functionality. Most recently, the program completed its First Unit Equipped fielding activities for Wave 2 and is in the early stages of fielding. Program Product: The Army s cost benefit analysis indicated that the best approach for the Global Combat Support System-Army (GCSS-Army) solution, an IT product, was to utilize an Enterprise Resource Planning (ERP) approach, leveraging SAP software which could be easily modified as future technologies become available. Scope of work (original & updated): GCSS-Army, is an integral and mission critical component of future Army Logistics, replacing 16 existing logistics automated systems with one fully-integrated, web-based, enterprise management system that will centralize readiness data, enhance decision-making and situational awareness, and improve the timeliness and accuracy of information provided to other Army and joint command and control systems. Expected Deliverables: GCSS-Army provides 154, AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 1

2 logistics and financial end users including those in the battlefield - some of the most recognized commercial best practices that have been implemented in the private sector over the past decade. Approximately 65,000 single, standalone data repositories will be replaced with a single, webbased system that employs commercial-off- the-shelf (COTS) software. Current Status: The GCSS-Army program is in the final stages of developing Wave 2 functionality to meet the needs of the war-fighter while simultaneously fielding Wave 1 & 2 functionality to all components of the Army worldwide. II. VALUE CREATION = 20 POINTS Note that we have provided a weighting system on this section that indicates importance to the overall A&D enterprise in improving performance. Value: 50% of category score What is the long-term value, competitive positioning, advantage, and return created by this program to your: Customers National interests, war fighter Company Strength, bottom line, and shareholders Scientific/technical value (particularly for R&D programs) 50% of category score Excellence and Uniqueness: What makes this program unique? Why should this program be awarded the Program Excellence Award? Value (Customer): The GCSS-Army solution provides our customer (the soldier) with near-real time, actionable data that will allow commanders to make critical decisions on the battlefield. Prior to the GCSS-Army solution, obtaining accurate information on logistics activities could take units days or even weeks, forcing a budget reconciliation at year end. With the GCSS-Army solution Army Leaders will be able to plan, prepare and execute missions with a level of accuracy (near-real time) not known before as well as reconcile budgets within minutes. The GCSS-Army solution provides a drill down capability that affords commanders the ability to view operation readiness within their organization, providing them with the capability of accurately Task Organizing units to meet mission requirements, which prior to this program has never been possible. Unit commanders will be able to identify, prioritize and track needed resources across all echelons of the Army, whether they are at home station or deployed in the AOR. Value (Company): Valued in excess of $1B, the GCSS- Army program is one of the largest programs within the Northrop Grumman Information Systems (NGIS) sector and is considered one of the best examples of logistics technology within our portfolio. The technology and skills used to create the GCSS-Army solution are invaluable to Northrop Grumman and can be leveraged to support continued solution development and sustainment of the program s solution for the foreseeable future. The success of the program demonstrates that Northrop is one of the few companies that has successfully implemented a government ERP/SAP solution of this size; permitting the 2015 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 2

3 company to compete across the DoD horizon on like programs. Northrop Grumman is committed to delivering the superb customer satisfaction on this critical program. We meet monthly with the Army G4 s office, ensuring that they have direct access to the highest levels of our executive team. Northrop Grumman has clearly identified GCSS- Army as a paramount program and in 2014 awarded the program with its President s Excellence award. The award is Northrop Grumman s highest honor, recognizing employees for extraordinary performance and contributions in the areas of operational excellence, customer excellence, program excellence and innovation for affordability excellence. Value (Scientific/Technical): GCSS-Army is a comprehensive logistics/financial IT solution, vastly different in scope and complexity from other Services logistical management systems. The program is critical to the operation of the Army s future financial accounting system, the General Financial Enterprise Business System (GFEBS) as well as the future of Army Logistics. GCSS- Army provides soldiers at all levels the ability to use trustworthy data when conducting decision-making activities. GCSS-Army is the only technology within the Department of Defense that will allow units to Task Organize equipment, logistics, and budget in near-real time; eliminating many assumptions when conducting operational planning functions. Excellence & Uniqueness: The GCSS-Army program is one of a kind solution and over the years has easily made many soldiers and leaders believers in the power of an ERP/ SAP capability. Within the Department of Defense, there is no other logistic & financial solution that possesses the power and transparency of information similar to GCSS-Army. The history of the program shows that GCSS-Army has executed every Go-Live on time, exceeded expectations for an IT solution at its Independent Operational Test and Evaluation (IOT&E) event, and has achieved high marks at every milestone decision activity as well as numerous accolades across several Army agencies. In 2014, the GCSS-Army program was awarded the coveted Project Management Excellence Award by the Information Technology Executive Council. GCSS-Army was selected from many applicants across the U.S. government. The selection criterion for this award was based on mission outcome, cost savings/avoidance, risk 2015 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 3

4 management, innovative approach, customer experience and quality. The GCSS-Army program is at the top of the priority list for the DA G4 s and is proudly touted as A Game Changer for the future of Army Logistics. III. ORGANIZATIONAL PROCESSES/BEST PRACTICES: (HOW DO YOU DO THINGS) = 30 POINTS Note that we have provided a weighting system on this section that indicates importance in the evaluation process. For each question, respond with the best practices and unique processes used by your program. Strategic Operations 30% of the score On an on-going basis how do you track and improve the value of this program to your customers, corporation, organization, and employees? Specifically, what processes, tools and practices have allowed the value of your program to increase? Team Leadership 30% of category score Teaming What unique processes and practices have you put in place to maximize team collaboration and efficiency? Supply Chain With the broader distribution of design, development and production responsibility across the supply chain what unique tools, processes and practices have you put into place to ensure integration of the total supply chain (up/down/across)? People Development Among the most important roles of a leader is the Track & Improve (customer/organization/employees): The GCSS-Army team leverages the AGILE product development methodology which affords the entire team the opportunity to collaborate on software design and functionality daily. On a weekly basis the GCSS-Army team meets and executes a Change Control Board meeting; allowing timely changes or improvements to the GCSS-Army solution. Lastly, on a bi-weekly basis the program conducts a program update meeting which affords agencies across the Army and DoD the opportunity to discuss the current program status, concerns and long term objectives. Track & Improve (Corporation): On a weekly basis the GCSS-Army program team provides a program update through its chain-of-command to include the sector vice president and general manager of the division; providing the vice president situational awareness as well as the ability to leverage other resources within the corporation to assist in resolving any possible program concerns. Teaming: During the early stages of the program, Northrop Grumman made the conscience decision to make the working environment of the GCSS-Army program a badge-less society, fostering a true team mentality for the success of the program and promoting collaborative planning and problem solving. Throughout the work environment, Northrop Grumman, the Program Management Team (Acquisition Members) and Combat Developer (CASCOM) work side-by-side to ensure customer buy-in on the solution. This collaborative environment facilitates the flow of accurate and timely information as well as creates flexibility in activity scheduling, all in an effort to enhance the decision-making process. This approach, plus solid project execution, has resulted in high customer satisfaction at Army Staff level, and few surprises when the occasional problems emerge. Supply Chain: Unlike many other programs across the DoD spectrum, the GCSS-Army solution is the tactical level portion of the Army s Logistics strategy. GCSS AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 4

5 identification and development of talent. What unique processes, tools and practices have you put into place to ensure people are developed and given the opportunity to risk, fail, recover and fully contribute. What metrics have you put into place to ensure this effort is effective? Operations 40% of category score Cycle Time Please describe what your program has done to reduce and continue to improve the cycle time required for the phase of life cycle in which you currently are executing (design/develop, produce, sustain). Include in your Army interfaces with numerous exterior Trading Partners (e.g., LMP, AESIP, GFEBS, etc.) to complete the Army s vision of a financially accountable enterprise solution. People Development: Northrop Grumman s employee development planning is a collaborative process between the employee and their manager. Inside Northrop Grumman s Talent+ system, employees have the ability manage and track their own Development Experiences within their Development Plan. Managers discuss career development with the employee and assist as needed. While the focus of the employee s Development Plan is On-the-job Experiences, exposure to other areas of the company and education is also captured in the Talent+ Development Plan. Semi-annual reviews are conducted with each employee to provide guidance on how the individual is performing. As a continuing effort to demonstrate its commitment to professional development, Northrop Grumman has sent members of the GCSS-Army team to continued educational activities (e.g., SAP Saphire Conference, C+ Security Class, etc.). In response to a recent education survey, Northrop Grumman partnered with Virginia State University to provide SAP TERP 10 certification courses within their GCSS-Army facility. This effort was highly attended and afforded all program employees the opportunity to obtain additional SAP education while reducing the travel and cost burden. Over 90% of the individuals that participated in these TERP 10 courses passed the SAP Certification; historical average is less than 65% pass rate. Since the completion of this course, the program has once again gained enough interest to stand-up another TERP 10 certification course. For those employees focused on increasing their knowledge in very specific areas, the robust web based learning system, Learning Exchange (LX), offers a self-paced, distance learning on a multitude of topics. Cycle Time: Northrop Grumman uses a Lean Agile development process to extend SAP s ASAP Methodology for the development of GCSS-Army. Our Lean Agile processes provides for a rapid software development and release cycle to address both new functionality and changes to existing functionality; while reducing rework and lowering the total cost of the program. Our Government customer provides direction and guidance to the Agile teams through the prioritization of the Product Backlog. The product backlog consists of 2015 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 5

6 description the tools, processes and practices used as well as the metrics. Efficiencies Affordability and breaking the cost curve are among the most important challenges facing all program managers. Describe the areas you have targeted to improve your costs and how you resolved these challenges for each target. Describe how your program has developed or implemented new and unique tools, processes and practices to reduce cycle time for your program s specific stage of the lifecycle (design/develop, produce, sustain). Planning, Monitoring, and Controlling What are the most significant change elements your program dealt with in the past 36 months, and what unique best practices and processes did you implement to make these changes. (Examples of change: intellectual property, shortages of critical supplies/raw materials.) scope descriptions and stories illustrating desired functionality. Our team makes further use of our customer s expertise by engaging our customer subject matter experts (SMEs) in the further refinement and decomposition of the product backlog during a preparation and analysis phase. During development, our customer is engaged to define and refine the objective capabilities through prototype demonstrations and functionality reviews. After passing each review gate, the software progresses to the next quality stage including integration and regression testing. During the Test phases, 100% of all functionality must pass HP Quality Center (QC) testing prior to being Released into the production environment. To date, the GCSS-Army program has met 100% of its Release dates with just 8% of its functional scope remaining. Efficiencies: By leveraging the Lean Agile Methodology, throughout the development lifecycle, efficiencies and time and cost reduction of the over-all program is realized. Using Lean Agile, the program has adopted a 2-week time-boxed Sprint period (except for Sprint 0 which involves various design discussions). Several Sprints are usually required to prototype the entire capability allocated to a Workstream. After the Analysis Gate and Workstream detailed planning session, the Agile Team determines the priority of the Sprint backlog/stories and starts the Sprint, prototyping their highest priority stories. The 2-week rhythm for Sprints entails the planning for each Sprint period where the Workstream stories and backlog are re-evaluated and possibly re-prioritized. Sprint activities revolve around a daily cycle of accomplishments, planned activities, and impediments to progress throughout the Sprint period. The Agile Coach addresses identified problems with the Team or seeks outside support to remove the impediment by engaging other stakeholders including the Product Owner (typically a Government representative). This potential scope issue is captured within the Capability Traceability Matrix. If the issue is categorized as blocking and cannot be quickly resolved, the appropriate change control boards will be enacted to address the issue and maintain traceability. The daily Scrum status meeting provides excellent visibility. Depending on the Workstream complexity, several Sprints are typically required to complete prototyping all Stories during the initial Prototype and Build Phase. Upon acceptance by the 2015 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 6

7 Project Owner and approval by the Release Manager, the prototyped stories are built in the Development Landscape in one or two additional Sprints. Planning: The GCSS-Army program uses a governmentapproved Program Management Plan including an IMS mapped to the WBS. Furthermore, no work can be started until a notice to proceed is received from the Government Contracting Officer authorizing budget, scope and period of performance. Monitoring: The GCSS-Army program manages preliminary design reviews, updates to incorporate design elements, and critical design reviews using Integrated Product Teams (IPT) as well as weekly joint Change Control Boards (CCB). As an additional means to monitor program activities, the GCSS-Army program developed a Systems Engineering Management Plan (SEMP) which identifies all government policies, processes, and technology constraints. Specifically addressed is the merging of traditional Systems Engineering and Integration (SE&I) activities with the SAP ASAP Implementation Roadmap as necessitated by the tactical requirements in the GCSS-Army Capability Development Document (CDD). The blending of these technical processes provide the framework and technical and management guidance to deliver GCSS-Army, meeting the diverse needs of Army users across each component (Active, Reserve, and National Guard). Standardized SE&I functions provides a program/ organization the ability to focus on identification of technology gaps and issues to facilitate forward-looking work for earlier insertion into the GCSS-Army solution; reducing overall program costs associated with labor and procurement. Lastly, as a program internal communication/monitoring activity and on a two week rhythmic cycle, technical team leads provide regular status updates and when needed quantitative metrics to the Government leadership. Controlling: On a monthly basis the Northrop Grumman provides the government an Earned Value Contract Data Requirement Lists (CDRLs) which identifies opportunities and challenges in the program. The CDRLs range for Cost Performance Report (CPR), Contractor Funds Status Report (CFSR) and the Integrated Master Schedule (IMS) as well as the Quantitative Software Management (QSM) Metric and Management Schedule Budget (MSB) Reports. All these products are provided to the government allowing them maximum visibility to program AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 7

8 IV. ADAPTING TO INNOVATION AND COMPLEXITY: (HOW DO YOU DEAL WITH YOUR PROGRAM S UNIQUE COMPLEXITIES) = 20 POINTS Identify the Program s Market Uncertainty level How new is your product to your market and users, based on the definitions below. Then describe how you deal and address this specific uncertainty: - Derivative an improvement of an existing product/system. - Platform a new generation in an existing product line. - New to the Market a product or system adopted from another market - New to the World - breakthrough product, never seen before Identify the Program s Technological Uncertainty using the definitions below. Then describe how you deal and address this uncertainty: - Low-tech: application of mature, well-established technology - Medium Technology: existing technology modified to meet new design requirements - High-Technology: recently developed new technology - Super High Technology: nonexisting technology that needs to be developed during the program. Identify the level of your System Complexity using Level of Market Uncertainty Level (choose one) Derivative Platform _X_ New to Market New to the World Describe how your program deals with this uncertainty to maximize value for all stakeholders. The GCSS-Army solution is a totally new method of how soldiers and leaders across the spectrum of the Army will perform Logistics, Maintenance, Property Book and Finance functions as well as deploy to meet mission requirements. A key to the program s success is how it developed its Organization Change Management strategy which leveraged Army Executive Leaders to deliver key and timely messages, influencing the individual soldier s acceptance of the solution. Another key factor is identifying a badge-less society teaming approach between the GCSS-Army Program Office, the Combat Developer, and Northrop Grumman to meticulously integrate SAP best practices using the ASAP methodology with CMMI level 5 and AS 9100/ISO 9001 standards and procedures throughout the entire life-cycle; thereby minimizing the common behaviors associated with distrust and doubt. Technological Uncertainty Level (choose one) Low Technology _X_ Medium Technology High Technology Super High Technology Describe the processes and practices put into place to manage this level of uncertainty and assure efficient, successful execution. The best method for identifying uncertainty and to reestablish continued execution is through communicating to the program team by using a variety of avenues. The GCSS-Army program has established a sponsorship address which allows messages to be funneled through the program operations office for dissemination to the program entire team. Weekly internal team meetings are held; providing the latest update on key concerns. As an integrated activity, cross-function meetings occur three times weekly; allowing all parties to remain focused on development and sustainment priorities of work. Additionally, the Senior Leadership of the program meets every Friday to discuss high level concerns and possible solutions; addressing uncertainly in all aspects of Scope, Performance and Cost. Lastly, the program conducts quarterly All Hands meetings which afford the program Leadership to provide overarching program update, personal recognition as well as conduct a Q & A session. System Complexity (choose one) 2015 AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 8

9 the definitions below. Then explain how you are dealing with this level of complexity: - An Assembly performing a single function. - A Sub-system fitting within a larger system. - A System a collection of subsystems performing multiple functions. - An Array a System of Systems ; a widely dispersed collection of systems serving a common mission. Identify the Pace and Urgency of your team s effort using the definitions below. Then describe how you deal with the program s pace requirements: - Regular timing no specific time pressures. Fast/Competitive time to market is important for competitiveness. - Time Critical there is an absolute and criticalto-success deadline. - Blitz there is a crisis element driving the need for immediate response Assembly Sub-System _X_ System Array of Systems Describe how your program deals with this level of complexity to ensure efficient, timely execution of the program. Focus on the how. Since the GCSS-Army program is classified as a system, Northrop Grumman has the responsibility for developing the IT solution to meet the needs of the Army for today as well as the foreseeable future. In doing so, being cognizant of system sizing; the Army.mil environment as well as the ability to support the warfighter when deployed to the AOR. Our badge-less work environment allows for streamlined communication channels and decision-making; reducing time and cost generally associated with large ERP programs. Another key to the success of the program is our Trading Partner approach which ties in the outlying DoD programs that GCSS-Army must interface with in order to be successful. Lastly, the program empowers its managers to make timely decision and when needed they are encouraged to use the program manager s open door policy to seek clarification and/or guidance. Pace and Urgency (choose one) Regular Timing _X_ Fast/Competitive Time Critical Blitz Understanding the Army s need for a robust ERP logistics and financial solution, Northrop Grumman continues its Army leadership engagement activities; providing situational awareness at the Executive decision-making level. Over the history of the program, GCSS-Army team has meticulously backwards planned, monitored and executed all activities successfully, meeting each Go-Live event, surpassing expectation on IOT&E and receiving a very favorable Milestone C decision. At the program leadership level, the success of these activities is largely due to the willingness to work as one team for a single solution. As the program continues to remain focused on development of Wave 2 functionality and sustaining the GCSS-Army solution, team members at all levels participate in weekly meetings; keeping the entire program focused on priorities of work. V. METRICS (HOW DO YOU MEASURE PROGRAM S PERFORMANCE) = 30 POINTS Note 1: We are not looking for $ results, but the relative percentage achieved. In particular indicate what specific metrics and data you are using that drive the program beyond standard measures of schedule, budget, and performance, and which have contributed to your program s focus and its success.) Note 2: We have provided a weighting system on this section that indicates importance to the overall A&D enterprise in improving performance. Those with lower weighting are not unimportant; however, they have become given practices that all teams should be using AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 9

10 40% of category score Customer/Performance - How do you measure the impact of your program on your customer and your customer s satisfaction? Include a description of unique/new metrics, as well as numerical evidence (normally a percentage or rate). Focus on the unique metrics developed to provide an efficient way to effectively communicate this information to your customers and within your organization beyond your program team. 20% of category score Team - How do you measure and assess the impact of your program on your team development and employee satisfaction? 40% of category score Unique Metrics - Describe unique metrics you are using to measure your program s progress and how you focus it for outstanding and future success. Northrop Grumman has an Internal Program Review System (IPRS) which reports a variety of program metrics; these metrics closely mirror or exceed the program s month deliverables to the government. The following information is an average of the data collected from JUNE 2014 MAY The GCSS-Army program maintained a satisfactory customer rating over the past 12 months due to customer feedback indicating a high level of satisfaction with Northrop Grumman performance. On schedule performance, the GCSS- Army program received a 99% rate due to an approved schedule baseline; summary and detailed schedules, showing internal and external dependencies and critical path; disciplined schedule-management methods; and actual vs. planned completions showing greater than or equal to 92%. On cost, the program receive 100% rating due to its existence of an approved financial baseline; detailed budgets keyed to the WBS & baseline schedule; disciplined cost-management methods; and cost variance within 5% of plan. We employ several key elements in understanding the programs impact on employees and teams. First, Northrop conducts an internal Northrop Grumman employee engagement survey which cuts across the entire company enterprise. Second, impromptu leadership discussions with team members are held monthly. Third, employee exit discussions are critical and may uncover a variety of things that Senior Managers are unaware of. Fourth, the program created a Recognize your fellow employee activity which allows team members to recognize their peers. Lastly, the program conducts surveys on a variety of activities in an effort to stimulate a family environment. The above aid managers in understanding what their employees value as well as how the program affects their life. The number one metric for the GCSS-Army program is customer satisfaction and acceptance. The soldier must embrace the GCSS-Army program in order for it to be successful. To date, the program has completed 75% in fielding its Wave 1 functionality (Warehouse & Finance) while receiving 100% on customer satisfaction with 93% of the soldiers rating the training as outstanding coupled with 88% of soldiers stating they are 100% prepared to conduct their job directly following training. To further the success of the GCSS-Army Instructor Facilitated Training (IFT), Northrop Grumman conducts 30 days over-the-shoulder mentoring; ensuring that each soldier is 100% prepared to perform their individual work AVIATION WEEK PROGRAM EXCELLENCE INITIATIVE 10