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AFCEA Dayton Wright Chapter 18 December 2012 Luncheon. Mr. David Garofoli DEAMS Program Manager. Click to Insert Date. Overview. What is an ERP? What is DEAMS? What is a Key Challenge?. ERP Definition. ERP = Enterprise Resource Planning

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afcea dayton wright chapter 18 december 2012 luncheon
AFCEA Dayton Wright Chapter18 December 2012 Luncheon

Mr. David Garofoli

DEAMS Program Manager

Click to Insert Date

overview
Overview
  • What is an ERP?
  • What is DEAMS?
  • What is a Key Challenge?
erp definition
ERP Definition

ERP = Enterprise Resource Planning

ERP is a process of managing all resources and their use in the entire enterprise in a coordinated manner

An ERP System is an integrated information system that serves all processes within an enterprise -- ERP implies the use of packaged solution rather than a proprietary one by or for one customer

ERP software is business management software that integrates all facets of an operation or domain

improve ally s enterprise
Improve Ally’s Enterprise
  • Re-Engineer Ally’s Leisure “Domain”
    • Save money
    • Save time
    • Improve quality
  • Apply an ERP Approach
    • Manage and organize Ally’s Leisure processes in a coordinated manner
    • Use a commonly available packaged solution
    • Integrate Ally’s Leisure processes into a single integrated solution
solution
Solution

Legacy Leisure Solution

ERP Leisure Solution

DVD Player

Wii

Domain

Transformation

IPad

DVDs

IPod

DS w/ games

Laptop

Books

TV w/ Cable

result
Result
  • Cost Savings
  • Time Savings – Same activities in less time
    • No time lost switching devices
    • No waiting time for shared resources
  • Improved Quality
    • Single Source for all leisure processes
    • Improved Mobility
    • Integrated Use across leisure process
ally s life enterprise improved
Ally’s Life “Enterprise” Improved

600% Increase!

Added Benefit: Jealous Younger Brother

20% Efficiency!

air force enterprise
Air Force “Enterprise”

Financial Management

Warfighting

Acquisition

Human Resources

improve the air force enterprise
Improve The Air Force Enterprise
  • Re-Engineer Financial Management “Domain”
    • Save money
    • Save time
    • Improve quality
  • Apply an ERP Approach
    • Organize and manage AF financial processes in coordinated manner
    • Use a commonly available packaged solution
    • Integrate financial processes into a single integrated solution
deams is an af financial erp
DEAMS is an AF Financial ERP

5 January, 2012 DEAMS Business Case Problem Statement

DEAMS Objectives…

  • Improve the quality and timeliness of financial decision making
  • Produce auditable financial statements, correcting out-of-balance conditions
  • Improve financial business processes to correct long-standing FM material weaknesses
solution1
Solution

Increment 1

Scott AFB Tech Demo

Scott AFB Tech Demo

Increment 2

FOC

Incremental Stand Down as DEAMS Rolls Out

ABSS

ASIFICS

Terminated 30 Sep 2010

DEAMS Component Billing System (DCBS)

Funded through FY2014

CAB

Incremental Stand Down as DEAMS Rolls Out

CPAB/CPAIS

eMTS

Replaced by ATAAPS being implemented AF-Wide by June 2013

GAFS-BL/R*

Incremental Stand Down as DEAMS Rolls Out

GAFS-DTS

Incremental Stand Down as DEAMS Rolls Out

Incremental Stand Down as DEAMS Rolls Out

IAPS

OARS

Subsumed by DEAMS in Inc 2

SDDC Oracle® - Funded through FY2014

TFMS-M*

Legend:

ABSS – Automated Business Services System

ASIFICS – Airlift Service Industrial Fund Integrated Computer System

BARS – Base Accounts Receivable System

CAB – Cargo and Billing System

CPAIS – Civilian Pay Accounting Interface System

CPAB – Civilian Pay Accounting Bridge

DCBS – DEAMS Component Billing System

eMTS – electronic Management Tracking System

*Note: Army will continue to use eMTS

GAFS BL/R – General Accounting and Finance System (Base-Level/Rehost)

*Note: A portion of GAFS-BL will remain to handle classified manual transactions.

GAFS-DTS – GAFS Defense Travel System

IAPS – Integrated Accounts Payable System

OARS – Obligation Adjustment Reporting System

SDDC – Surface Deployment and Distribution Command

TFMS-M – Transportation Financial Management System

*Note: “M” stands for Military Traffic Management Command replaced by SDDC in 2004

improved quality operational benefits
Improved Quality – Operational Benefits

Quality and Timely Decision Making

• Improves data reliability, timeliness & accuracy

• Strengthens data integrity

• Upgrades data availability and fidelity

• Enables centralized data management

• Facilitates cost culture Service-wide

• Provides commanders total cost information alternatives

Achieves Audit Readiness

• Complies with relevant laws, regulations & policies

• Permits agile response to statutory, regulatory & policy changes

• Enables clean audit opinions

• Attains unqualified assurances on internal controls

• Assists resolution of existing material weaknesses

• Supports analysis of financial events

• Utilizes SFIS common business language

• Supports integration of end-to-end business processes

Strengthens Financial Management

• Improves visibility of budgetary transactions

• Ensures fiscal stewardship

• Enhances budget processes & controls

• Minimizes potential for ADA violations

• Links fund execution to President's Budget

• Provides robust detail for cost accounting, estimating & reporting

• Generates USTRANSCOM & Air Force financial statements

• Aids consistent AF financial reporting

• Implements single-entry transaction based general ledger

19

air force enterprise1
Air Force “Enterprise”

More efficient financial management

Financial Management

Warfighting

Human Resources

Acquisition

a key challenge for deams
A Key Challenge for DEAMS
  • Address emerging Acquisition Policies and DoD ERP lessons learned
    • Shorter-term, lower-cost, and easier-to-manage solutions
    • Achieve greater functionality sooner
    • Align projects to DEAMS’ capacity to manage change
    • Reduce risk and cost
    • Reduce project complexity
    • Implement Better Buying Power Concepts
    • Enable strategy and contract exit options
  • Government Led Four Contractor Strategy
    • Government: System Integrator
    • K0: Engineering Integration Services
    • K1: Requirements and Design Services
    • K2: System Development Services
    • K3: Operations and Sustainment Services
  • In hindsight, a critical reason for the program’s failure appears to be the decision to allow <the contractor> a role in setting the requirements as the “lead system integrator.” That approach, which proved disastrous in acquisition programs at other agencies, has since been discarded. The Air Force decided to terminate… because it wanted to take back the integrator’s role, Shofner and Johnson said.
    • Air Force Times Nov 16, 2012
government led erp
Government Led ERP

Original AF ERP Model

AF-Led ERP Implementation

  • Strong Govt Control
    • Methodologies
    • Processes
    • Environments
    • Documentation
    • Tools
  • Multiple KTRs
  • CPIF and FFP Contracts
  • LPTA Selection Criteria
  • Expected Outcomes
    • Reduced dependency on one contractor with easier transition to other contractors (e.g., off-ramps)
    • Govt ownership of methodology and templates
    • Improved incentives for cost, schedule, and performance
  • Single SI Control
    • Methodologies
    • Processes
    • Environments
    • Documentation
    • Tools
  • FFP Contract
  • Numerous Issues
    • High dependency on the SI
    • Few effective incentives
    • Difficult technology transition to new developer
    • No off-ramps
    • Proprietary methodology and documentation templates
  • Risk Driven Transformation of Acquisition/Contracting Strategy
  • Smaller Increments of Capability
  • Stabilize DEAMS Functionality
  • Establish Metrics
  • Strengthen Risk Program
  • Drive Robust Data Rights
  • Forceful Requirements Mgmt
  • Ensure Robust Documentation
  • Establish Govt Development Env

22

deams roadmap
DEAMS Roadmap

Operations Support

Operations Sustainment Svc (OSS)

Sustainment

New Operations & Sustainment Services

SS OSS

FD

IRB Decision Reviews

New Engineering Integration Services

Engineering Integration Svc (EIS)

Release Decisions

Auth to Proceed with Release

Auth to Roll Out Release

MS Decisions

LFD

ATP

MS C

CR

MS B

FDD

MS B

MS B

MS C

ATP

LFD

FDD

MS C

DEAMS

INC 1

CR

CR

FD

DEAMS

INC 2

OA

Mature Solution

RO

Development

Release 1

Build

DT/OT

CO GL

RO

Release 1

Deployment

Declarations

Development

ATP

ATP

RO

ATP

ATP

RO

RO

RO

ATP

ATP

RO

ATP

RO

RO

ATP

RO

Release 2

RO

Design

Build

DT/OT

CO GL

Release 2

ATP – Authority to Proceed

COGL – Cutover/Go Live

CR – Closeout Review

DT /OT – Developmental/Operational Test

FD – Full Deployment Decision

IOT&E – Initial Operational Test & Eval

LFD – Limited Fielding Decision

MS – Milestone (B, C)

OA – Operational Assessment

PIRR – Post-Implementn Readiness Rev

RDS – Requirements & Design Services

RO – Roll-Out (Field the Release)

SS – Source Selection

Development

FD

PIRR

PIRR

PIRR

FD

SS RDS

SS Dev

1

DT/OT

Train

Convert Build

Design

COGL

Release 3

RDS

Developer 1

RO

COGL

Design

Build

DT/OT

Release 4

RDS

Developer 1

SS TBD

Design

COGL

IOT&E

Roll-Out

Build

RO

DT/OT

Release 5

RDS

Developer TBD

Build

DT/OT

COGL

Roll-Out

PIR

Design

Release 6

RDS

Developer TBD

Build

Roll-Out

Design

DT/OT

CO GL

IOT&E

Roll-Out

Design

Build

DT/OT

CO GL

PIR

deams pmo ops tempo
DEAMS PMO Ops Tempo

Today

Feb 12

New Role for PMO

MS-B

Manage Accenture Contract

Develop/Deliver Rel 1&2

Gov’t Organize/Perform as Systems Integrator

Award/Manage Engr Integration Svcs (Ktr 0)

Award/Manage Reqt’s & Design Svcs (Ktr 1)

Execution of Accenture Contract

Award/Manage Development Svcs (Ktr 2)

Award/Manage Ops & Supt Svcs (Ktr 3)

Develop/Deliver Rel 3&4

Develop/Deliver Rel 5

Develop/Deliver Rel 6

Increment 1 Acquisition Strategy & Oversight

Tech Demo/Inc 1 Acquisition Work Stream

Increment 2 Acquisition Strategy & Oversight

2 concurrent workstreams

6 to 8 concurrent workstreams

mitigating government system integrator challenge
Mitigating Government System Integrator Challenge

Government Led ERP

AF Will Perform Like a System Integrator

Combined PMO/FMO Organization Approach

Establishment of Enterprise System Integration Team

Use of Oracle Unified Methodology (OUM)

Use of Information Technology Lifecycle Management Library (ITLML)

Robust Processes (e.g.Baseline Management)

deams combined pmo fmo organization approach
DEAMS Combined PMO/FMO Organization Approach

PM

DPM

FM (AF)

DFM (DFAS)

DFM (USTC)

Pre-Decisional

Acquisition Strategy

& Oversight Mgmt

Test

Ops & Support

Deployment

Compliance

Data

Business Process Team

ERP Solution Integration Team

Increment 1

Execution

Competition

& Contractor Mgmt

Increment 1

Conversion Planning

Requirements Development/Definition (SCD/SRD)

Help Desk

Functional Architecture

Release 1/ Release 2

Ktr 0

ERP Strategy

Functional Test

Change Mgmt

FIP/FIAR

Increment 2

Reports

Data Conversion Programs

Cross/ERPs

Technical Architecture

Release 3/ Release 4

Ktr 1

Requirements & Design Services (RDS)

Training

Audits

Test Mgt

Oversight Mgmt

Data Cleansing

GA

Data Architecture

Release 5

Ktr 2

Development

(Build & Test)

Ops Mgmt

Infrastructure (Desktop Conf.)

Metrics

Process Management

Release 6

Ktr 3

Operations & Support

OTC

SATAF

Assertions/Reqts

Interfaces

Contractor Mgmt

PPE

Strategic Comm.

Projects

Bus. Mgmt

P2P

MATRIX SUPPORT

Engineering

Business Operations

Finance

Contracts

B2R/PA

FMO Relocation to Wright-Patterson AFB Completed Sep 2012

Pre-Decisional

erp systems integration team
ERP Systems Integration Team

PM

DPM

FM (AF)

DFM (DFAS)

DFM (USTC)

Acquisition Strategy

& Oversight Mgmt

Test

Ops & Support

Deployment

Compliance

Data

Business Process Team

ERP Solution Integration Team

Increment 1

Execution

Competition

& Contractor Mgmt

Increment 1

Conversion Planning

Requirements Development/Definition (SCD/SRD)

Help Desk

Functional Architecture

Release 1/ Release 2

Ktr 0

ERP Strategy

Functional Test

Change Mgmt

FIP/FIAR

  • “ESI Team”
  • New Function for the Government
  • Architects, ERP Experts and Oracle SMEs
  • Focus on Architecture and Integration
  • Leads Functional-Technical-Data-Infrastructure Integration
  • Staffed by Engineering Integration Services contractor (K0)
  • Augmented with PMO, FMO and FFRDC resources

Increment 2

Reports

Data Conversion Programs

Cross/ERPs

Technical Architecture

Release 3/ Release 4

Ktr 1

Requirements & Design Services (RDS)

Training

Audits

Test Mgt

Oversight Mgmt

Data Cleansing

GA

Data Architecture

Release 5

Ktr 2

Development

(Build & Test)

Ops Mgmt

Infrastructure (Desktop Conf.)

Metrics

Process Management

Release 6

Ktr 3

Operations & Support

OTC

SATAF

Assertions/Reqts

Interfaces

Contractor Mgmt

PPE

Strategic Comm.

Projects

Bus. Mgmt

P2P

MATRIX SUPPORT

Engineering

Business Operations

Finance

Contracts

B2R/PA

Pre-Decisional

oracle unified methodology oum
Oracle Unified Methodology (OUM)

Inception

Elaboration

Construction

Transition

Configure

“Fit”

Document Requirements

Perform Fit – Gap Analysis

Integrate

Test

“Gaps”

Yes

BPR to Leverage COTS Capabilities

BP Change

?

Analyze & Design Components

Construct & Test Components

No

Custom (RICEW) Development

Established and Accepted Methodology Standardizes Development Processes

deams oum tailored wbs
DEAMS OUM-Tailored WBS

DEAMS Program WBS Structure

WBS WBS REPORTING ELEMENTS

Element

Code 1 2 3 4 5 6

1.0 X Defense Enterprise Accounting & Management System (DEAMS)

1.1 X DEAMS Prime Mission Product Increment 1

1.1.1 X Custom Application Software

1.1.2 X Enterprise Service Element

1.1.3 X Enterprise Information System ( EIS) Increment 1, Releases 3-6

1.1.3.1 X Business Area HW

1.1.3.2 X Business Area SW

1.1.3.2.1 X Inception – (Requirements Analysis)

1.1.3.2.1.1 X Gather Business Requirements - Inception

1.1.3.2.1.2 X Gather Solution Requirements

1.1.3.2.1.3 X Perform Software Upgrade Impact Analysis

1.1.3.2.1.4 X Consolidate Solution Requirements

1.1.3.2.1.5 X Create Conceptual Prototype - Inception

1.1.3.2.1.6 X Gather Supporting Requirements

1.1.3.2.1.7 X Specify Key Structure Definition

1.1.3.2.1.8 X Conduct Alignment Workshops

DCARC Approved WBS -- Foundation for IMS

Critical to Managing Multiple Stakeholders

robust process management
Robust Process Management

PM

DPM

FM (AF)

DFM (DFAS)

DFM (USTC)

Acquisition Strategy

& Oversight Mgmt

Test

Ops & Support

Deployment

Compliance

Data

Business Process Team

ERP Solution Integration Team

Increment 1

Execution

Competition

& Contractor Mgmt

  • Process Management Team
  • Increased Emphasis and Discipline
  • Government will Lead Baseline Change Management Process
  • “SI-Like” Process Ownership and Oversight
  • Robust Processes Key To Managing and Integrating Multiple Contractors
  • Leveage ITLML

Increment 1

Conversion Planning

Requirements Development/Definition (SCD/SRD)

Help Desk

Functional Architecture

Release 1/ Release 2

Ktr 0

ERP Strategy

Functional Test

Change Mgmt

FIP/FIAR

Increment 2

Reports

Data Conversion Programs

Cross/ERPs

Technical Architecture

Release 3/ Release 4

Ktr 1

Requirements & Design Services (RDS)

Training

Audits

Test Mgt

Oversight Mgmt

Data Cleansing

GA

Data Architecture

Release 5

Ktr 2

Development

(Build & Test)

Ops Mgmt

Infrastructure (Desktop Conf.)

Metrics

Process Management

Release 6

Ktr 3

Operations & Support

OTC

SATAF

Assertions/Reqts

Interfaces

Contractor Mgmt

PPE

Strategic Comm.

Projects

Bus. Mgmt

P2P

MATRIX SUPPORT

Engineering

Business Operations

Finance

Contracts

B2R/PA

Pre-Decisional

itlml process areas tools
ITLML Process Areas & Tools
  • Purpose of ITLML: to establish and provide standard processes and tools to enable efficient IT project and portfolio management
  • Recommended Solutions:

Standardizing Key Process Areas by FY12