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DISA Computing Services Transformation Announcement . 14 March 2003. What Are We Today?. A professionally run data processing organization Tightly coupled with customers – particularly at some sites Service provider and customer collocated

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what are we today
What Are We Today?
  • A professionally run data processing organization
  • Tightly coupled with customers – particularly at some sites
    • Service provider and customer collocated
  • Not as secure, available, efficient as we should be
  • Too much process
    • Too hard to bring in new work
    • Too hard to acquire things
    • Not easily or quickly scalable
must remain relevant

Leads to

Must Remain Relevant

Change – Speed – Velocity

  • We have a lot of organizational friction
    • Too many SLAs
    • Too many bills
    • Too much process
  • Need to be more scalable

Reduced

agility

Transformation is a continuing journey – not an event

assessing the environment
Assessing the Environment
  • Changes driven by
    • The need to retain military control
    • Preservation/enhancement of security/availability
    • Understanding the criticality of the data processed
    • Pursuit of best practices
  • Continuous comparison against commercial entities
    • Business-focused data processing

Sprint MCI WorldCom Bank of America

NASDAQ NYSE

    • Outsourcers

EDS ACS

things to remember
Things to Remember…

This is not about DISA Computing Services

This is not about numbers and cost

This is about combat support processing –

and what is best for this country

This is about stewardship of the taxpayers money

Prudence and good judgment will prevail

initiatives
Initiatives
  • Consolidation of systems management
  • Consolidation of mainframe processing and implementation of assured computing
  • Consolidation of DFAS server processing
  • Management restructuring
  • Elimination of non-core work
transformation features
Transformation Features

Self-financed

in DWCF

  • Mainframe consolidation
    • 5 IBM sites to 3
    • 3 Unisys sites to 2
  • DFAS server consolidation
  • Systems management center (SMC) consolidation
    • 15 sites to 4
    • Enhances scalability
  • Restructured management to centralize business and overhead functions

Early 2003 start

30 months to complete

Through technology and based upon

best commercial practices

transformation results
Transformation Results

Transformation of combat support processing

  • Saves substantial money
    • $416M FY03-06; $143M per year at end state
  • Reduces civilian end strength
    • 1200 billets
  • Streamlines processes and management
  • Enhances a trusted, continuously available environment for information
    • Applies assured computing concepts
    • Retains military control
    • Dramatically improves scalability
      • Accommodate IC data processing
      • Prepare to host net-centric enterprise services

All reflected

in POM

computing services the bottom line
Computing Services The Bottom Line

On-board September 30, 2002: 2,345

Projected by the end of FY 05: 1,173

(may vary as needed for actual implementation)

On-board March 10, 2003: 2,229

unisys mainframe processing
Unisys Mainframe Processing
  • SMART Phase I already selected the two Unisys mainframe sites
    • Ogden
    • Oklahoma City
  • San Antonio workload to be gone in FY 2003
  • Consider all Unisys processing as legacy
  • No further Unisys selection necessary
  • Results: Designation of Ogden & Oklahoma City as Unisys mainframe processing sites
os 390 mainframe consolidation
OS/390 Mainframe Consolidation
  • Business case and risk analyses determined that existing five sites should be consolidated to three
  • Rank sites using fair, objective, quantifiable and defendable criteria reflecting best military value
    • Facilities, Availability, Environment and Risk
  • Top three sites will be selected from ranked list
  • Results: Selected Mechanicsburg, St. Louis and Ogden as three OS/390 processing sites
dfas server consolidation
DFAS Server Consolidation
  • DFAS requested consolidation of server workload into two mainframe processing sites
    • DFAS workload scattered over many processing sites – consolidation makes DFAS consistent with other customers
    • DFAS consolidation saves $2.0M per year
    • Consolidation offers potential for rationalization of DFAS processing, fewer points of contact for DFAS HQ & CDAs
    • Consolidation increases DFAS efficiency and effectiveness, and positions them to implement the FMIP
  • Rank sites using fair, objective, quantifiable and defendable criteria reflecting best military value
    • Facilities, Availability, Environment and Risk
  • Top two sites will be selected from ranked list
  • Results: Selected Ogden and Mechanicsburg as DFAS server sites
management restructuring
Management Restructuring
  • Engineering and Architecture
  • Business Management
    • Combines traditional overhead functions
    • Centralizes Resource Management, Business Management, Workforce Management, Logistics
    • Regional offices aligned by customers
    • Establishes senior customer reps at NCR Headquarters
    • Establishes liaison positions at SMCs
management restructuring1
Management Restructuring
  • Programs and Systems Implementation
  • Operations
    • Operational control and technical leadership of the SMCs
    • Processing Elements report to Operations
    • Central staging and configuration management site
  • Lines of business
remote management of processing elements
Remote Management of Processing Elements
  • Objectives:
    • All systems management will be consolidated into four SMCs
  • Strategy:
    • Establish Processing Element sites with minimal staffing for facilities/physical security, touch labor
    • Utilize ESM/automation tools to remotely manage servers, mainframes, communications at Processing Elements
    • Transition application knowledge and customer support to SMC Operational Support Teams (OSTs)
selection approach
Selection Approach
  • Ultimate goal is timely, low risk, successful trans-formation of computing operations and organization
  • Build on proven methodology
  • Selection criteria should be objective, quantifiable, fair, defendable and consistent with previous usage
  • Leverage existing capabilities to minimize implementation risk and maximize savings
  • Consolidate and centralize to gain economies of scale, operating efficiency and reduced cost to DOD
  • Maintain management flexibility by retaining lights-dim sites with optimal staffing
  • Transformation planning must result in a single, integrated plan addressing operational functions, technology issues & reorganization
smc selection 1
SMC Selection (1)
  • Consolidating operational control and system admin functions into System Management Centers is the driving force behind computing Transformation
  • Consolidate SMC functions now performed at 17 sites
    • Each architecture must be supported by at least two sites
    • Solution must meet implementation timeline – too few sites drag out the implementation timeline too long, delaying savings and increasing implementation risk
    • Leverage existing capabilities by selecting sites that havethe largest workloads
    • Select minimum number of sites needed to ensure survivability, maximize probability of operational success and minimize cost
    • Minimum of three sites required to provide the redundancy necessary to guarantee high overall availability
smc selection 2
SMC Selection (2)
  • Leverage existing capabilities by selecting SMC sites using workload criteria:
    • Designate sites remaining that support all 3 architecturesas SMCs
    • Designate largest (most MIPS) OS/390 site as an SMC
    • Designate largest (most total servers managed) Server siteas an SMC
    • Designate largest (most SUPs) Unisys site as an SMC
  • Results: Selected Ogden, Mechanicsburg, Montgomery and Oklahoma City as Systems Management Centers
central staging site
Central Staging Site
  • Central receipt and staging location for new server and comm equipment
  • Objectives
    • Provide single technical and logistics entry point for receipt control
    • Centralize asset management and inventory control
    • Standardize configuration build
  • Management approach
    • Located at Chambersburg to capitalize on Logistics, FSO, Processing Element co-location
    • Core of technical expertise, to be supplemented with contractors based on workload
processing elements
Processing Elements
  • All workload remotely managed from SMCs
  • 24x7 touch labor
    • Comm devices
    • Storage media management
  • Site overhead
    • Facilities management
    • Hardware support
    • Physical security
  • Five government civilians and up to 10 contractors (2 per shift)
  • Plus a few site uniques
transformation selections

Site

OS/390

Unisys

OS/390SMC

UnisysSMC

ServerSMC

DFASSvrs

Denver

Chambersburg

Dayton

Denver

Huntsville

Jacksonville

Mechanicsburg

XXX

XXX

XXX

XXX

Montgomery

XXX

Norfolk

Ogden

XXX

XXX

XXX

XXX

XXX

XXX

Oklahoma City

XXX

XXX

XXX

Rock Island

St. Louis

XXX

San Antonio

San Diego

Warner Robins

Transformation Selections

Selected Sites

management restructuring2
Management Restructuring
  • Centralize/consolidate management and overhead functions
  • Retain non-mainframe, non-SMC sites as lights-dim operations with optimal staffing
  • Results:

SMCs: Montgomery, Oklahoma City, Mechanicsburg, Ogden

Processing Elements: Huntsville, San Diego, Denver, Jacksonville, Warner Robins, Rock Island, St. Louis, Denver, Dayton, Chambersburg, San Antonio, Norfolk and Puget Sound

Headquarters: Virtual HQS at multiple locations

management restructuring3
Management Restructuring
  • Transition over the next 30 months
  • DECC and detachment structure will be eliminated
  • All business functions will be integrated and consolidated into a single, virtual management organization – located in several places
  • Transition plan will be developed between each DECC and the new Business Management Office for the migration of specific functions
staffing processing element columbus
StaffingProcessing Element Columbus

Baseline - 9/30/02

Civilian

284

Contractor

36

Current civilian on-board:

269

End-state:

SMC

0

PE

15

HQ

0

Total

15

Civilians

5

Contractor

10

Civilian loss from current:

264

slide26

NOC Denver Restructuring

NOC On-Board Strength as of 30 Sep 2002 93

Disestablish NOC (except DMS) -83 Establish Network Services NIC 26 Establish DISN Help Desk 14 TOTAL IMPACT -43

Projected Strength (30 Sep 2005) 50

slide27

State-by-State Restructuring

TOTAL TOTAL SITE START STAFF NET CHANGE END STAFF

Alabama CSHQ Montgomery 37 -1 36 SMC Montgomery 59 62 121 CSPE Huntsville 44 -39 5

California CSPE San Diego 53 -48 5

Colorado CSHQ Denver 54 31 85 CSPE Denver 47 -42 5

Florida CSHQ Pensacola 6 10 16 CSPE Jacksonville 62 -57 5

slide28

State-by-State Restructuring

TOTAL TOTAL SITE START STAFF NET CHANGE END STAFF

Georgia CSPE Warner Robins 62 -57 5

Illinois CSPE Rock Island 49 -44 5

Missouri CSHQ St. Louis 0 3 3 CSPE St. Louis 207 -183 24

Ohio CSHQ Dayton 11 -11 0 CSPE Columbus 284 -279 5 CSPE Dayton 71 -62 9 NOC Columbus* 93 -43 50

* A total of 93 personnel are assigned to NOC Denver; however, 34 are resourced from Computing Services. The remaining 59 are resourced by the Telecommunications portion of the Defense Working Capital Fund.

slide29

State-by-State Restructuring

TOTAL TOTAL SITE START STAFF NET CHANGE END STAFF

Oklahoma CSHQ Oklahoma City 0 9 9 SMC Oklahoma City 227 -92 135

Pennsylvania CSHQ Chambersburg 72 22 94 CSHQ Mechanicsburg 60 -13 47 SMC Mechanicburg 258 -94 164 CSPE Chambersburg 72 -67 5

Texas CSPE San Antonio 116 -110 6

Utah CSHQ Ogden 0 0 10 SMD Ogden 296 -118 178

slide30

State-by-State Restructuring

TOTAL TOTAL SITE START STAFF NET CHANGE END STAFF

Virginia CSHQ Fall Church 76 77 153 CSPE Norfolk 29 -24 5

Washington CSPE Puget Sound 9 -7 2

OCONUS 43 -7 36

slide32

Planned Transformation Actions

MIGRATION INITIATIVE FROM TO COMPLETE

SMC Consolidation Remote Network Mgmt Denver Ok City May 03 Remote Server Mgmt Denver Ok City Jul 03

Management Restructuring Jul 03

Non-Core/Legacy Apr 04

slide33

Human Resources Timeline

Announce CSD Transformation 14 Mar 03

Open DISA Referral Program 14 Mar 03

Conduct Town Hall Meetings Apr - May 03

Conduct DFAS RIF Briefings Apr - May 03

Review of OPFs by Employees 31 Mar – 4 Apr 03

Update Resumes (Employees) 7 Apr – 15 Apr 03

Open VSIP/VERA Window 14 Apr – 2 May 03

Conduct Mock RIF 2 Jun – 6 Jun 03

Issue Mock RIF Notices 9 Jun – 13 Jun 03

Review Need to Open Add’l V/V Window 23 Jun – 31 Dec 03

Issue Final RIF Notices/Mandatory PPP Registration 9 Feb – 13 Feb 04

Affect RIF 8 Jun – 11 Jun 04

slide34

Human Resources Support

  • DOD Priority Placement Program
  • DISA Referral Program
  • Relocation Bonuses
  • Retention Allowances
  • Spouse Placement
  • Permanent Change of Station
  • Voluntary Early Retirement Authorization (VERA)
  • Voluntary Separation Incentive Pay (VSIP)
  • Expanded VSIP Phase II
  • Reduction In Force (RIF)