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DEFENSE LOGISTICS AGENCY Transformation -- Supporting The Warfighter. Systems Engineering Forum Oct 15, 2004. Ver 1.16. The DLA Enterprise as of Oct 1, 04. FY 02 Sales/Services: $21.5B FY 03 Sales/Services: $25B FY 04 Projection: $28.9B. Scope of Business.

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Systems engineering forum oct 15 2004

DEFENSE LOGISTICS AGENCYTransformation -- Supporting The Warfighter

Systems Engineering Forum

Oct 15, 2004

Ver 1.16


The dla enterprise as of oct 1 04

The DLA Enterprise as of Oct 1, 04

FY 02 Sales/Services: $21.5B

FY 03 Sales/Services: $25B

FY 04 Projection: $28.9B

Scope of Business

  • 45,000 Requisitions/Day

  • 8,200 Contracts/Day

  • #54 Fortune 500 – Above Northrop Grumman

  • #2 in Top 50 Distribution Warehouses

  • 25 Distribution Depots

  • 5.2 Million Items

  • 24.7M Annual Receipts and Issues

  • 1411 Weapon Systems Supported

  • 147.7M Barrels Fuel Sold (FY 03)

  • $12.5B Annual Reutilizations/Disposals

  • Land/Maritime/Missiles: $ 2.7B

  • Aviation: $ 3.3B

  • Troop Support: $10.2B

  • Energy:$ 5.2B

  • Distribution: $ 2.2B

  • Other: $ 1.4B

  • ~95% of services repair parts

  • 100% of services subsistence, fuels, medical, clothing & textile, construction & barrier materiel

People

Foreign Military Sales

  • 21,490 Civilians

  • 524 Active Duty Military

  • 637 Reserve Military

  • Located in 48 States/28 Countries

  • Sales: $719M

  • Shipments: 580K

  • Supporting 124 Nations


Defense logistics agency

Defense Logistics Agency

CORPORATE STAFF

DLA Director

Vice Admiral

Keith W. Lippert

Supply Corps,

United States Navy

Vice Director

Major General

Mary Saunders

United States

Air Force

DIRECTOR

VICE DIRECTOR

SPECIAL STAFF

DLA

SUPPORT

SERVICES

J-1

HUMAN

RESOURCES

J-3

LOGISTICS

OPERATIONS

J-4

CUSTOMER OPERATIONS& READINESS

J-6

INFORMATION OPERATIONS

J-8

FINANCIAL OPERATIONS

J-9

JOINT RESERVE

FORCES

BUSINESS UNITS

DSCC

DSCR

DSCP

DESC

DDC

DRMS

SERVICE ACTIVITIES

DLA-C

DLIS

DAPS

DLA-P

DLA-E

DNSC


Dla s transformation strategy

DLA’s Transformation Strategy

  • 10 Major IT modernization programs … 2 ACAT 1A

  • $1.8+ billion net savings committed for return to the Services

  • Agency’s core business model changing …

    • Support to Services – driven by future requirements

    • Suppliers – manager and integrator

    • Supply Chains – effective, efficient and seamless Partner

  • End-to-end internal business process re-engineering … based on COTS integration

  • Collaborating with Services, Agencies and Combatant Commanders


Why dla needs to modernize its business systems

Why DLA Needs To ModernizeIts Business Systems …

  • Legacy systems do not meet current and future operational needs

    • Does not support Joint Vision 2020, DoD Force-Centric Logistics and DLA Strategic Plan

    • Does not support changing business rules

  • Obsolete code and outdated/inflexible technology

  • No real-time access to logistics data

  • High maintenance costs, increasing unreliability

Legacy environment does not support DLA’s Vision for Warfighter Customer Support


Dla s business systems modernization bsm

DLA’s Business SystemsModernization (BSM)…

  • Major Transformation Effort--Massive Change for our Workforce, Creation of an Enterprise

  • Incorporating Best Practices via Commercial-Off-The-Shelf (COTS) Based Tools

  • BSM Replaces 30-year old Materiel Management Systems … and our processes were embedded in those systems

  • The Core of DLA’s Enterprise Architecture

  • Using best business systems engineering practices

Managed as ACAT 1A program


Bsm program summary

BSM Program Summary

  • Expected Benefits:

  • Improved demand forecasting accuracy

  • Better stock positioning

  • Improved financial accountability

  • Achieve auditable financial statements

  • Retire 15 legacy systems

  • Reduce risk of catastrophic failure

  • Economic Analysis Summary:

  • Investment $ 506.7 M

  • Return$ 772.1 M

  • Return on Investment 1.52

  • Payback FY 09

  • July 03 Economic Analysis. EA is being updated for Full-Rate Production Deployment Review

  • Program Timeline:

  • Analysis of AlternativesJan 99

  • Scripted Demonstration of COTSAug 99

  • Mission Need validated/approved by JROC/Milestone 0 Nov 99

  • Approval to begin “Concept Development” by ASD(NII)/Milestone 1/2 Aug 00

  • Blueprint/Design/Build/Test Jan01-Jun02

  • Approval to being “Concept Demonstration” by ASD(NII)/Milestone CJul 02

  • Initial Operating CapabilityFY 05

  • Full Operating CapabilityFY 06

  • Program Attributes:

  • Major Acquisition Program

  • Within Program Objective and Threshold

  • Core of DLA Transformation strategy

  • Reengineered business process and best practices

  • Enterprise Resource Planning (ERP)/COTS

  • Commercial Data Center


Business systems modernization bsm

Business Systems Modernization (BSM)

TRR

SRR

IBR

ITR

PDR

Design

CDR

ORR

OTRR

Business Systems Engineering Approach

  • Documented in SEP/TEMP

Requirements

  • Responsibility of the Program SE Lead

  • Process Validation by the SE Chief

  • In Coordination with the SE Technical Authority

Technical Blue Print Review

Independent

Build

OA

IOT&E

RICE Object Validation

Test

  • Design Deliverables

  • Functional Designs

  • Scenarios & Scripts

  • Data Migration/Conversion Approach

  • Training Execution Plan

  • Training Gap Analysis

  • Competency Profiles

  • BSM Roles & Responsibilities

  • Build Deliverables

  • Technical Specifications

  • Source Code

  • Training Material

  • Unit Test Plan & Results

  • System/Product Test Plan

  • Conversion/Mock Conversion Test Plan

  • Performance/Stress Test Plan

  • Regression Test Plan

  • Configuration Rationale

  • Assembly Test Plans

  • Test Deliverables

  • Functionality Test Cases/Test Scripts/Data Sheets

  • Integrated Test Cases/Test Scripts/Data Sheets

  • System/Product Test Execution Plan/Log

  • Security Test (Application) Plan & Results

  • User Acceptance Test Plan & Results

  • System Product Test Results

  • Conversion/Mock Conversion Test Results

  • Performance/Stress Test Results

  • Regression Test Results

  • SIR Report with Completion Status

Independent Validation and Verification (IV&V)


J 6 organizational relationships

J-6 Organizational Relationships

Enterprise Architecture

Chief

Information

Officer

Chief Architect

Program Management

Business Systems Engineering

Enterprise Solutions

Program Executive Officer

Portfolio

Management

Enterprise Portfolio Manager


Dla portfolio management process

DLA Portfolio Management Process


Enterprise architecture process for change

Strategic Planning(Cyclical-Annual)

Mission Analysis(Event Driven)

Portfolio Management(POM Driven)

Systems Acquisition (Phased Milestone-Driven)

Enterprise Architecture Process for change

J-1 / J-3 / J4/ J-6 / J-8/ J9/ DSS

Functional Proponents

Portfolio Manager

TEB

Process Owners

Functional Proponents

PEO and MDAs

PMs

Gaps/Overlaps

InvestmentPhasing

Operational Models

FunctionalRqm’ts

Architecture compliance

System and Infrastructure Models

Enterprise Models

Architecture

Information

Repository

Architecture Baselines

TEB

Process Information

Repository

PortfolioInformation

Repository

Transition Plan

( Master Schedule)


Alignment with dod architectures

Plan Materiel Provisioning

Plan Materiel

Plan Acquistion Strategy

Plan Fielding and Allocation

Provisioning

ELIMINATE/DEMOTE

Source

Make

Deliver

Sustain

Logistics Chain

OV2.1

Program Structuring,

ENABLE LOGISTICS

Planning & Scheduling

Validate and

Install

Verify

Modification

Modification Kit

Kit

This is outside of Logistics and is in the role of Acquisition

Program Structuring,

Integrate

PLAN LOGISTICS

Packaging

Delivery

Project Execution

Planning & Scheduling

Plan TLCSM

Asset

Conduct Test &

EXECUTE LOGISTICS

Evaluation

Contract

Contract

Award

Administration

Scrap (TLCSM)

Sales (TLCSM)

Gains & Losses (TLCSM)

Surplus (TLCSM)

Planning

Collect

Analyze

Monitor

Monitor

Monitor

Monitor

Asset Visibility

Historical Maintenance

Data From

Intransit

Asset

Maintenance

Cost

Data

CBM+

Visibility

Location

History

Publications

Bills of Materials

Alignment with DOD Architectures

BEA Activity Overview

Manage Operations

Perform Strategic Planning & Budgeting

Perform General / Cost Accounting

Process Collection/ Acct Rec & Manage Cash

Financial Management & Reporting

Human ResourceManagement

Manage Procurement / Payable / Acq / Disbursing

PerformLogistics

DoD Enterprise

View

Establish

Perform

BEA

Design/Maintain Code

Identify Financial

Analyze Customer/

Perform

Enable

Strategic

Organizational

Compliance Report

Structure/Chart of Accounts/

Vendor Information/

Procurement

Logistics

Requirements

Credit

Requirements

Management

and Acquisition

Accounting Methodology

Map/Post/

Establish Future

Identify

Perform Billing/

Manage

Manage

Plan

Accumulate

Year Defense Plan/

Management

Establish

Benefits

Payables

Logistics

Report Requirements

Program and Budget

Information

Receivables

Conduct

Manage

Manage

Allocate and

Prepare

Closing and

Disburse

Execute

Receivable/

Payroll and

Information

Funds

Logistics

Control Funding

Review

Debt

Product

Travel Pay

Execute

Perform Accounting

Disseminate

Manage

Current Year

Manage

Information

Purchase Card

Analysis and Review

Cash

Business Plan

Product

Program

Improve Strategic

Liquidate

Planning and

Receivable/

Budgeting Processes

Debt

DoD Domain Views

BEA-Log

DLA Supply Chain View

BSM

Order Fulfillment

Procurement

Finance


Sponsorship leadership reporting process

Sponsorship/Leadership Reporting Process

MDA

Overarching IPT

(OIPT)

DLA Oversight

  • Program Milestones

  • Exit Criteria Reviews

  • For Each Phase

  • System Readiness

  • Preliminary Design

  • Critical Design

  • Test Readiness

  • Operational Readiness

Director

CIO

CAE

Integrating IPT (IIPT)

PEO

TEB

Corp.

Board

CIO

Partners

PM

Working IPTs

(WIPTs)

Acquisition

Information

Assurance

Earned

Value/Resource

Monitoring

Technical

PMO

Testing

  • Program Integration

  • Monthly Corporate Board

  • Bi-Monthly TEB

  • Enterprise Architecture Reviews

  • IPT Reporting

  • Weekly WIPT Meetings

  • Bi-Weekly WIPT Leadership Reviews

SI

Program

IPTs

  • Program Oversight

  • Weekly Solution Integration Status

  • Weekly Change Control Board

  • Monthly Program Manager Assessment

  • Quarterly Program Implementation Group

  • Quarterly Defense Acquisition Executive Summary Report

  • Program Reporting

  • OMB Circular A-11 (Budget cycle)

  • Clinger Cohen Act Certification

  • Federal Information Security Management Act (FISMA)

  • Domain Reporting

    • Business Enterprise Architecture

    • FFMIA Comptroller Certification

    • Logistics Program Review

Change

Management

Solution

Sustainment

Knowledge

Transfer

Solution

Integration

Risk & Issue

Management

Contracts &

Acquisition

Site

Transition


Systems engineering forum oct 15 2004

Delivering Transformation through Disciplined Business Systems

Program Management Practices

DLA Policy and Guidance

PM’s Monthly Assessment-Sample-


Dla business systems engineering governance

DLA Business Systems Engineering Governance

DLA Chief Information Officer J-6

Chief Technology Officer

CAE Acquisition Oversight

  • IT Solutions Document

  • Enterprise Architecture

  • LCM for Emerging Systems

    -One Book

  • AIS Program Management

    -One Book

  • IT Acquisitions-One Book

  • CMMI

PEO

MDA

MDA

Program Oversight

ACAT IA Programs

ACAT III Programs

  • Overarching IPT (OIPT)

  • Integrating IPT (IIPT)

  • PEO Review Board

  • Program Alignment, Engineering Authority

  • PEO Review Board

  • Program Alignment, Integration and Engineering Oversight

SEP

TEMP

CMMI

Reviews

“System Integrator Best Practices”

DLIS - Data Integrity

Data Quality

Technical Reviews

Technical Reviews

Design ---------- Build ---------- Test

System Solution Integrator


Software acquisition business systems engineering process improvement approach

Software Acquisition/Business Systems Engineering Process Improvement Approach

Functional Requirements Analysis and Allocation

Capability Analysis

Business Systems

Engineering Characteristics

Enclosure 10

Software Acquisition (SA) Process Improvements

Section 804

Business Systems Engineering Process

  • Acquisition Planning

  • Requirements Mgmt

  • Configuration Mgmt

  • Risk Mgmt

  • Project Mgmt

  • Test and Evaluation

  • Integrated Teams

  • Solicitation and Source Selection

  • SE Partnerships

  • SEP

  • Policy/ Procedures

  • Technical Authority

  • Best Practices

  • Lessons Learned

  • Education/ Training

  • Tools

  • Contract Incentives

  • SE Partnerships

Needed Capabilities

Build

Requirements Loop

Test

Test Loop

Design Loop

Verification

Design

Business Systems Capabilities


Dla business systems engineering governance1

DLA Business Systems Engineering Governance

DLA Chief Information Officer J-6

Chief Technology Officer

  • IT Solutions Document

  • IT Acquisition – One Book

  • Enterprise Architecture

  • LCM for Contemporary Systems– One Book

Director, Enterprise Solutions

System Oversight

Contemporary Systems

Configuration Control Board (CCB)

Project

Management

Plan

Testing

Process

Management

CM/TM

Tools

SPI

CMMI

IEEE/EIA 12207.1

DLIS - Data Integrity

Technical Reviews

Data Quality

Technical Reviews

Design ---------- Build ---------- Test

DLA Sustainment Organization (J-6)


Dla s sustainment workforce

DLA’s Sustainment Workforce

DLA’s Business Systems Engineering Workforce

‘How do we close the Gap’

  • Ensure transition plan in place

    • Reduce legacy demand

    • Ensure quality hand-off from BSM program office

    • Set realistic expectations with the business

    • Use contractor support for legacy and move organic to BSM

  • Ensure people are ‘Job Ready’

    • Requires Supervisor focus and accountability to affect workforce change

    • Measure and hold employees accountable

    • Drive skill development with continued focus on training and job assignments

    • Establish meaningful IDPs

Steady State Projected Demand = 177 employees

Steady State Target Budget Staffing = 119

Employees

10/2003

12/2003

R1.1

03/2004

R1.2

5/2004

R1.3

8/2004

R2.0

9/2006

FOC

* Based on extrapolation of Employee estimates of skill progress

As of: July 2004


Wynne systems engineering plan direction and dla response

Apply robust Systems Engineering (SE) approach to balance total system performance and total ownership costs within FOS/ SOS context

Develop a SEP for MDA approval for each Milestone Review and integrated with the Acquisition Strategy

Describe program’s overall technical approach in SEP

Technical Approach

Technical Reviews

DLA’s IT business systems programs are implemented using COTS solution integration best practices consistent with systems engineering best practices

In DLA, business SE is applied to both Emerging and Contemporary IT Business Systems

DLA is updating and developing One Book Topics to address business SE and SEP requirements

DLA is revising the MS Exit Criteria to include business SE for ACAT III Programs

Oversight is accomplished through the Alignment, Integration, and Engineering Organization

Wynne Systems Engineering PlanDirection and DLA Response

Wynne Direction: All Programs

DLA Response

Moving to a COTS Business Systems Engineering Focus as an Enterprise


Systems engineering forum oct 15 2004

DLA Collaboration Efforts

EI Toolkit

  • DUSD(L&MR) Program Implementation Group

  • Defense Acquisition System (5000) Streamlining with AT&L

  • Logistics Cross-Domain Integration

    • Data Integration

    • Data Interoperability

    • Logistics COE Data Strategy consistent with Net-Centric Enterprise Services

  • Business Enterprise Architecture

  • Defense Acquisition University (CEBS)

  • Streamline, Leverage and Collaborate

  • Awareness, Change Readiness, Training and Education

  • Enhance Portfolio Management

  • Active Engagement/Effect Process Change

FOCUS

Tailored COTS business systems engineering approach

across Logistics Domain


Cots lifecycle overview

COTS Lifecycle Overview


Business systems engineering concerns

Business Systems Engineering Concerns

  • Coordination of multiple organizations for ACAT IA programs (SE/Test, BEA, IA, etc.)

  • Evolving Net-Centric context

  • Agency resources stretched where some PMOs consist of only 2-3 personnel. Must rely on industry for business SE processes

  • Program impact when applied to post-Milestone B ACAT IA programs

  • Tailoring for COTS integration business systems implementation


Conclusion dla implementation approach

ConclusionDLA Implementation Approach

  • Implement business SE within each program, using BSM practices as the Model

  • Provide oversight through PEO Program Alignment, Integration, and Engineering Office

  • Business SE a part of Milestone Reviews and CMMI reviews

  • Leverage Industry COTS business systems engineering practices

  • Updating Policies in the DLA One Book

Delivering Transformation through disciplined business systems

engineering, portfolio management, and program management practices


Backup slides

Backup Slides


Systems engineering forum oct 15 2004

Enclosure 10, DODI 5000.2

Requirement

DRAFT

Business Systems Engineering Compliance Structure

Enterprise Solutions

PEO Office

J-64

J-62

SE Technical Authority

PEO

Alignment, Integration, and Engineering

J-621

SE Chief

PROGRAM

PROGRAM

PROGRAM

Technical Review Board

Technical Review Board

Technical Review Board

SEP

TEMP

SEP

TEMP

SEP

TEMP

SE Lead

SE Lead

SE Lead


Technical reviews approach

Concept Refinement

Technical Reviews Approach

MS A

Technical Review Boards

Requirements

ITR – Initial Technical Review

SRR – System Requirements Review

MS B

Technical Development

Design

PDR – Preliminary Design Review

CDR – Critical Design Review

MS C

System Development & Demonstration

Build

IBR – Integrated Baseline Review

TRR – Test Readiness Review

Test

ORR – Operational Readiness Review

OTRR – Operational Test Readiness Review

IOC

Production & Deployment

IBR – Integrated Baseline Review

PCA – Physical Configuration Audit

FOC

Operations & Support

In-Service Review


It acquisition program responsibilities

IT Acquisition ProgramResponsibilities

CAE Responsibilities

  • Jointly sets IT systems acquisition policy and procedures through the One Book Process

  • Provides acquisition program oversight and support to the PEO

  • Reviews and concurs with ACAT IA Acquisition Program Baselines

  • Delegates MDA to PEO for ACAT III Programs

  • Delegates MDA to CIO for Special Interest Programs

  • Assigns PEO responsibilities through the One Book Process

  • Approves service acquisitions to include IT

  • Provides CAE comments to DAES Reports

  • Participates as a member of the TEB

  • Identifies PM reporting directly to the CAE

  • Jointly Identifies Special Interest IT Programs

Director DLA

TEB

CIO

CAE

PEO Responsibilities

PEO

  • Acts as the MDA for ACAT III programs

  • Chairs the PEO Review Board

  • Provides Program Assessment and Status Reporting

  • Implements LCM Policy and Procedures

  • Provides Comments to the DAES Reports

  • Oversees PM Training and Certification

  • Provides oversight to Program Funding

  • Provides oversight for systems integration

  • Provides guidance and direction to the PMs

  • Informs CIO/CAE of program critical issues

  • Implements the IT systems acquisition policy and procedures

  • Reports directly to the CIO

  • Reviews and/or approves appropriate LCM program products

CIO Responsibilities

  • Jointly sets IT systems acquisition policy and procedures through the One Book Process

  • Provides IT investment and programmatic oversight and support to the PEO

  • Reviews and concurs with IT ACAT IA Acquisition Program Baselines

  • Provides IT capabilities through IT program implementation and performance through the PEO

  • ReviewsIT program EA/BCAs for quality and ROI

  • Certifies CCA Compliance

  • Selects and Assigns PMs for IT ACAT IA and ACAT III Programs

  • Oversees IT PM training and certification

  • Participates as a member of the TEB

  • Jointly identifies IT special interest programs


R2 0 pass 2 status

R2.0 Pass 2 Status

DT&E Status

DT&E Earned Value

  • As of 6/11/04, Pass 2 is 99% complete with 4 remaining functional test cases

  • The 4 functional Pass 2 test cases are as follows:

    • OF: BW reports – ECD of 6/18/04

    • FI: APVM – ECD of 6/18/04

    • PL: DFU Hierarchy – ECD 6/18/04

    • PR: Awards in DPACS – ECD of 6/15/04

  • Regression Testing is underway without being impacted by these 4 test cases


R2 1 1 suffix code redesign schedule

R2.1.1 Suffix Code Redesign Schedule

May 04

Jun 04

Jul 04

Aug 04

Sep 04

Oct 04

Nov 04

Dec 04

Kick off

CDR

Design

  • Detailed Functional Design documentation for suffix code re-design, and partial cancellations

  • Technical Design documentation

  • Internal and External Communications

TRR

Build

  • Build RICE objects as outlined in Technical Designs

  • Unit testing

  • Interface assembly testing with DAASC

  • Develop test cases

  • Finalize cutover schedule

  • Design and develop and relevant training materials

  • Internal and External Communications

Test

Design start 10 May

Design end16 Jul

CDR19 Jul

Build start19 Jul

Build end1 Oct

TRR4 Oct

Test start4 Oct

Test end26 Nov

ORR29 Nov

Go Live1 Dec

  • System test

  • Regression Test

  • Training

  • Internal and External Communications

ORR

Cutover


Current bsm timeline

Current BSM Timeline

1

1

1

1

1

2

2

2

2

2

3

3

3

3

3

4

4

4

4

4

FY 2001

FY 2002

FY 2003

FY 2004

FY 2005

FY 2006

Activity

1

2

3

4

MILESTONE C

FRPDR

FOC

IIPT

OIPT

BSM MajorMilestones

System Demo (R 1.0)

System Demo (R 1.1) BDU/DISMS

System (R 2.2)

Design/Build/Test

Design/Build/Test

Design/Build/Test

System Demo (R 1.2/R 1.0 DPACS RETROFIT)

P3I

System (R 2.1)

Design/Build/Test

Design/Build/Test

System Demo (R 2.0)

Design/Build/Test

Business Process Setting

BPR

Revised BPR

IOC

R 1.0

R 1.1

DESIGN

BUILD

TEST

DESIGN

BUILD

TEST

Sys Configuration ID-Baselines

R 1.2/R 1.0 DPACS RETROFIT

R 2.1

DESIGN

BUILD

TEST

DESIGN

BUILD

TEST

R 2.0

R 2.2

DESIGN

BUILD

TEST

TEST

DESIGN

BUILD

R 1.1 ROLLOUTS

R 2.1 – R 2.2 ROLLOUTS

Sys Deployment

Sustainment

LIFE CYCLE SUPPORT

R 1.0 Reviews/Test Cycle

R 1.1 Reviews

CDR

ORR

TRR

SRR

R 2.1 Reviews

DT/OA

OA

DT

OA

CDR

TRR

ORR

R 1.1 Test Cycle

IPR

DT/OA

R 2.1 Test Cycle

Audits/Tests/Verification

TRR

TRR

R 1.2/DPACs Reviews

CDR

ORR

SRR

R 2.2 Reviews

OA

DT

R 1.2/DPACs Test Cycle

CDR

ORR

TRR

Critical Design Review

SRR

DT/OA

FOTE

R 2.0 Reviews

SRR

CDR

TRR

ORR

R 2.2 Test Cycle

DT

IOT&E

R 2.0 Test Cycle

As of: August 2004


Bsm master schedule

BSM Master Schedule

Oct 03

Apr 05

Jul 05

Oct 05

Jan 06

Apr 06

Sep 06

Apr 03

Jul 03

Jan 04

Apr 04

Jul 04

Oct 04

Jan 05

BSM Release 2

Manu 7.1 Upgrade

ORR

Go Live

CDR

TRR

PDR

Evaluation Compl.

Comptroller Approval

R2 FFMIA Certification

Development

Delivery

Training

Org Analysis/Job Redesign

Org Structure/Job Build

Org Alignment

Implementation

Agency Staffing Model

Rollout Staffing Models

Mock Conversions/Cutover

Data Conversion

EMALL Version 5.6

Requirements

Design

Build

Test

PPS

Full Rate Deployment Decision

Business Warehouse

IOT&E

BW 1.1 Go Live

BW 1.2

BW 2.0

BW 2.1

BW 2.2

CDR

TRR

Go Live

Release 2.1.1 (Suffix/Status Code)

CDR

TRR

Go Live

Release 2.1.2 (Collaboration)

Release 1.1 (BDU/DISMS)

CDR

TRR

ORR

Go Live

Release 2.1.3 (Stratification)

Production Support Period

ORR

FDR/PDR

CDR/TRR

SRR

CDR

TRR

ORR

Go Live

Go Live

BSM Release 2.2

Preliminary Design

Test

OA/Job Redesign

OA Implementation

Rollouts

Org Align

Final PO Signoff

KT&T

Dev

Development

Delivery

Delivery

Training

2

3

4

5

Rollouts DSCC

1

2

3

4

5

Data Conversion

Rollouts DSCP

Monthly Sustainment Releases

Rollouts

2

3

4

5

ISPS Patch Brown-Out

Rollouts DSCR

PPS

1.0 Retrofit Go Live

Procurement Solution (DPACS)

1.1 DO & Post Post Go Live

ORR

1.1 CP Go Live

2.0 Go Live

2.1 Go Live

2.2 Go Live

Release 1.2 (C&T)

SRR

CDR

TRR

ORR

PPS

SAP eProcurement

eP 1 Software Delivery

eP Release 2 Software Delivery

eP Release 1 Software Acceptance

eP Release 2 Software Acceptance


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