NASA’s Strategic Roadmap Leading to Enhancements in Agency Business Systems

1. NASA’s Strategic RoadmapLeading to Enhancementsin Agency Business Systems R. Neil Rodgers NASA Enterprise Applications Competency Center (NEACC)

2. Prime Directive, circa 2000 ...reengineer NASA’s business processes in the context of industry “best practices” and implement enabling technology to provide necessary management information to support the Agency’s Mission. • Standard business processes • Consistent, reliable, and timely information • Agencywide visibility of information • Cross functional integration • Platform for evolving business process improvements • Enabler for shared business services

3. Infrastructure Life Cycle Maintenance Supplier The ERP Vision INTEGRATED FINANCIAL MANAGEMENT • Consistent and timely financial, procurement and Program data • Integrated budget planning and execution • Full Cost management HUMAN RESOURCES • Competencies and skills managed to meet strategic needs • Workforce deployment integral to Program/Project needs Programs & Projects • Accurate, timely, consistent information • Optimize assets across Centers • Full utilization of employee capability • Seamlessly manage multi-Center programs DFRC GRC JSC SSC MSFC KSC Collaborative Partnerships LARC GSFC HQ ARC INTEGRATED ASSET MANAGEMENT / PROJECT SYSTEMS • Zero inventories with shortened supply chain • Close coordination of material plans with project plans • Shorter project timelines PROCUREMENT • Consolidated procurement for cost reduction • Increased competition through E-Commerce Supply Chain Management

4. Program Sunset 2009 The Plan of Attack Formulation Resume Mgmt Implement Implement Erasmus Position Mgmt Formulation Implementation Travel Mgr Formulation Implementation Blueprinting Core Finance Formulation Implementation Rollout ePayroll Formulate Implement NBS Mods Budget Formulation Rel .5B Formulation & Blueprint Rel 1 HQ Recruitment One-Stop Phase 2 Phase 1 Agency Labor Distribution Formulate Impl Formulate Impl Project Mgmt Information Improvement Completed Formulate Implement SAP Version Update Planned Contract Management Formulation Implementation Financial / Budgeting Vendor Selection eTravel Formulation Implement Information Delivery Contract / Procurement Form Integrated Asset Management (PP&E) Implement Planning Asset Management Aircraft Management Planning Phase 1 Phase 2 Human Capital (mid-FY09) Planning Formulation Human Capital Information Environment Phased Implementation thru FY09) FY2000 FY2001 FY2002 FY2003 FY2004 FY2005 FY2006 FY2007 FY2008

5. What We Did Well • Established clear governance structure with strong executive sponsorship • Single instance strategy • Integrated right mix of NASA subject matter expertise and consultants • Focused on rigorous project management • Established central integration team and enterprise application integration strategy • Planned and implemented business intelligence strategy along with transactional system deployment • Planned for long term sustaining support early in the project

6. Project Management Approaches— Then and Now

7. Original Software Implementation Process Gather Requirements Build Test & Deploy Go-Live Blueprint / Design Test Formulation Realization • Customer • Business Analyst • Business Analyst • Software experts • Partial Development Team Testers • Business Analyst • Software experts • Developers • Configurers • Security Customer • Focus is on sequential (non-overlapping) phases • ‘Teams’ divided up into areas of expertise to accommodate phases • Each ‘team’ hands its work off to the others • Limited interaction with customer • “Don’t talk to the customer now. They might change a requirement”

8. Agile Process:Iterative Feedback Improves Application Delivery Monthly Sprint Reviews Users, Stakeholders participate 2 3 Team delivers product in stages, with plenty of feedback along the way Oops! THAT’s not really what we’d envisioned. Let’s revector Team gets feedback Wish List Sprint 3 - 10 Sprint 2 Sprint 1 Product Iteration 1 Getting closer. At least it has 4 sides! Team gets feedback Product Iteration 2 1 Product Owner manages and prioritizes the wish list. Also verifies that deliverables are as expected 4 Team gets feedback By the final sprint, the full system is implemented as envisioned

9. Real Property Management (RPM) ProjectRequirements Traceability Example Theme 1.0: Track and Manage Real Property Assets Epic 1.1: Create and Maintain Real Property Records for Land and Facilities Epic 1.3: Report and Analyze Real Property System Data User Story 1.1.4 As a Real Property Accountable Officer (RPAO), I want the ability to change, revise and update property information User Story 1.1.9 As an HQ Admin user, I have the ability to add new property for any center User Story 1.3.10 As a Real Property Management (RPM) user, I want to access RPM data and historical real property data via a flexible reporting tool such as BW User Story 1.3.5 As a Headquarters User, I want the ability to track and report deferred maintenance cost • Conditions of Satisfaction • Verify that an RPAO can change a new real property asset • Verify that an RPAO can revise attributes on a real property asset • Verify that an RPAO can update a real property asset • Conditions of Satisfaction • Verify that an HQ Admin user can create new property for any center • Verify than an HQ Admin user can change new property for any center • Conditions of Satisfaction • Verify that the RPAO can execute a current RPM report in the report selection screen • Verify that the RPAO can view RPM data from the Real Property card on a BW report • Verify that the RPAO can execute a heritage RPM report in the report selection screen • Verify that the RPAO can view historical RPM data on a BW report • Conditions of Satisfaction • Verify that an HQ user can view deferred maintenance costs on the Real Property Card • Verify that an HQ user can upload deferred maintenance costs to the RPM system from the agency external source (e.g., excel spreadsheet) • Verify that an HQ user can run an ad hoc report for deferred maintenance costs Project Themes, Epics, and User Stories will be formally managed in the HP Quality Center requirements module, and Conditions of Satisfaction will be mapped to Test Plans.

10. ORR TBD* 11.1 Go Live ~ 10/1/2010 RPM Project Schedule FY09 FY10 FY11 Aug Sep Oct Nov Dec Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Formulation Solution Design & Development (Scrum Approach) Sprint 11 (Release Sprint) Sprint -1 Sprint 0 Sprint 1 Sprint 2 Sprint 3 Sprint 4 Sprint 5 Sprint 6 Sprint 7 Sprint 8 Sprint 9 Sprint 10 R 8/2 9/14 10/8 11/10 12/11 1/6 2/2 3/2 3/30 4/23 5/25 6/22 7/20 Onsite Center SME Support EAPR 10/8 Mock Data Conversion Mock 1 Mock 2 Mock 3 Mock 4 Mock 5 Mock 6 Mock 7 Mock 8 Mock 9 NAR Assessment 10/15 Re-Key Testing Stabilization PDR 10/20 SIT 1 SIT 2 Cutover 9/25 – 9/30 CDR 4/15 PCR ~ 12/1 8/3 8/31 9/8 9/24 KDP-C 10/22 TRR-2 9/7 TRR-1 8/2 Center ORRs TBD* KDP-E 9/23 Sprint Reviews = RPM Lifecycle Reviews = Readiness Reviews = Communications & Change Mgmt *TBD dates based on NEACC 11.1 Release Planning Page 9

11. Business Intelligence (BI)

12. Enterprise Business Intelligence Circa 2003

13. Today

14. Enterprise Application Integration

15. Pathfinder (2003)

16. NEACC Enterprise Services - Today

17. Usage and Statistics Enterprise Service Bus (ESB) Web Stack Services Applications: 40 Reusable Bundles: 185 Framework Services: 25 Metrics Avg Daily Requests: > 80k Peak Daily Requests: > 120k Services • Web Services: 65 • ESB Services: 102 • Integrated Systems: > 80 Metrics • Avg Daily Clients: > 20k • Avg Daily ESB Txns: > 40k • Peak Daily ESB Txns: > 300k

18. The Path Forward

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

20. Roadmap Development Considerations Priority Driver Benefit Functional Area Initiative Timeframe Implementation Lead; Partner; Stakeholder Impacted Areas Level Of Effort

21. Questions