Office of the Chief Financial Officer

![](media/image1.png)

*ePayroll Project*

*Formulation Plan*

![](media/image2.png)**July 12, 2003**

# ![](media/image3.wmf) {#section .unnumbered}

![](media/image4.png)

**SIGNATURE PAGE**

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TABLE OF CONTENTS

[1.0 Executive Summary 6](#executive-summary)

[2.0 Project Organization 9](#project-organization)

[2.1 Project Reporting Structure 9](#project-reporting-structure)

[2.2 Roles and Responsibilities 10](#roles-and-responsibilities)

[2.2.1 NASA Headquarters Integrated Financial Management Project Office
10](#nasa-headquarters-integrated-financial-management-project-office)

[2.2.2 e-Payroll Steering Committee 10](#e-payroll-steering-committee)

[2.2.3 e-Payroll Project Office 11](#e-payroll-project-office)

[2.2.4 Integration Project Office 11](#integration-project-office)

[2.2.5 Information Technology Points of Contact
12](#information-technology-points-of-contact)

[2.2.6 Consolidated Payroll Office 12](#consolidated-payroll-office)

[2.2.7 NASA Migration Team 12](#nasa-implementation-team)

[2.2.8 NASA Payroll and HR Sub-Process Teams
13](#nasa-payroll-and-hr-sub-process-teams)

[2.2.9 Center-level Payroll and HR Points of Contact
13](#center-level-payroll-and-hr-points-of-contact)

[2.2.10 Department of Interior/ National Business Center
13](#department-of-interior-national-business-center)

[2.2.11 Office of Personnel Management
14](#office-of-personnel-management)

[3.0 NASA Payroll and Personnel Processes
15](#nasa-payroll-and-personnel-processes)

[3.1 Payroll Process 15](#payroll-process)

[3.2 Personnel Process 16](#personnel-process)

[4.0 NASA and DOI PAYROLL/PERSONNEL SYSTEM CAPABILITIES
18](#nasa-and-doi-payrollpersonnel-system-capabilities)

[4.1 NASA Personnel and Payroll System (NPPS)
18](#nasa-personnel-and-payroll-system-npps)

[4.2 DOI Federal Personnel and Payroll System (FPPS)
18](#doi-federal-personnel-and-payroll-system-fpps)

[5.0 Formulation Strategy 22](#formulation-strategy)

[5.1 Project Team Development 22](#project-team-development)

[5.1.1 NASA Migration Team 22](#nasa-migration-team)

[5.1.2 NASA Payroll and HR Sub-Process Teams
23](#nasa-payroll-and-hr-sub-process-teams-1)

[5.2 Process Assessment 24](#process-assessment)

[5.3 Process Reviews 25](#process-reviews)

[5.4 Interfaces 25](#interfaces)

[5.4.1 Center-level Interfaces 26](#center-level-interfaces)

[5.4.2 Agency-level Internal Interfaces
27](#agency-level-internal-interfaces)

[5.4.3 Agency-level External Interfaces
27](#agency-level-external-interfaces)

[5.5 Reports 28](#reports)

[5.6 Data Conversion Standards and Methodology
29](#data-conversion-standards-and-methodology)

[5.7 Telecommunications 29](#telecommunications)

[6.0 Project Formulation activities 30](#project-formulation-activities)

[6.1 Establish Module Project 30](#establish-module-project)

[6.2 Define Project Scope 30](#define-project-scope)

[6.3 Project Resources 30](#project-resources)

[6.3.1 Migration Team (Civil Servant Personnel)
30](#migration-team-civil-servant-personnel)

[6.3.2 Migration Team (Contractor Personnel)
31](#migration-team-contractor-personnel)

[6.3.3 HR and Payroll Sub-Process Teams
31](#hr-and-payroll-sub-process-teams)

[6.3.4 Integration Project Office 32](#integration-project-office-1)

[6.4 Management Steering Committee 32](#management-steering-committee)

[6.5 Requirements Definition 32](#requirements-definition)

[6.6 Functional Business Drivers 33](#functional-business-drivers)

[6.7 Framework Agreements 34](#framework-agreements)

[6.7.1 Business Case Analysis 34](#business-case-analysis)

[6.7.2 Project Plan 35](#project-plan)

[6.7.3 Integration Project Agreement 35](#integration-project-agreement)

[6.7.4 Risk Management 35](#risk-management)

[6.7.5 Issue Management 35](#issue-management)

[6.7.6 Change Management 36](#change-management)

[6.7.7 Communication 36](#communication)

[6.8 Implementation 37](#implementation)

[6.9 Project Commitment Agreement (PCA)
37](#project-commitment-agreement-pca)

[7.0 e-PAYROLL PROJECT REVIEWS 37](#e-payroll-project-reviews)

[7.1 Management Reviews 38](#management-reviews)

[7.1.1 Initial Project Review 38](#initial-project-review)

[7.1.2 Independent Assessments 38](#independent-assessments)

[7.2 Technical Reviews 38](#technical-reviews)

[APPENDIX A: List of Acronyms 40](#__RefHeading___Toc36604975)

[APPENDIX B: e-payroll project Formulation process
42](#__RefHeading___Toc36604976)

[APPENDIX C: project resource listS 44](#__RefHeading___Toc36604977)

[C-1 e-Payroll Migration Team 45](#c-1-e-payroll-migration-team)

[C-2 Payroll Sub-Process Team 46](#c-2-payroll-sub-process-team)

[C-3 HR Sub-Process Team 47](#c-3-hr-sub-process-team)

[C-4 e-Payroll Technical Team **Error! Bookmark not
defined.**](#__RefHeading___Toc36604981)

# 1.0 Executive Summary {#executive-summary .unnumbered}

Overview

The purpose of this document is to define the project formulation phase
for the National Aeronautics and Space Administration (NASA)
implementation of the Office of Personnel Management's (OPM) e-Payroll
project. This document will detail the organization, approach, and
requirements for the e-Payroll Project Formulation phase.

The primary purpose of the e-Payroll Project Formulation phase is to
conduct a review of the Payroll and Human Resource (HR) processes for
NASA requirements definition and to identify processes that can be
standardized within the e-Payroll effort where impact to process
reengineering is minimal and there is no impact to the planned OPM
implementation timeline for e-Payroll migration.

Background

Payroll was identified as a future Integrated Financial Management
Program (IFMP) module to be implemented as part of the Integrated Human
Capital Management (IHCM) module. Under the President's Management
Agenda, the OPM sponsored e-Payroll initiative accelerated the timeline
for replacement of NASA's payroll functions under IFMP. The initiative
addresses payroll functionality similar to that planned under IFMP with
the goal of migrating all Federal Agencies' existing payroll service to
one of four consolidated Federal payroll service providers. NASA has
agreed to implement e-Payroll rather than establish a new payroll
capability as an extension of the IFMP human resources function.

The e-Payroll initiative is part of the larger e-Government initiative
to streamline and modernize Human Capital systems in order to
effectively support Agency missions. As the overseer of payroll and
managing partner for the e-Payroll initiative, OPM established and led a
working group to analyze Federal civilian payroll service delivery from
a Government-wide perspective in order to identify options for future
investments in the modernization and improvement of payroll systems and
processes. The working group (OPM, Office of Management and Budget
(OMB), and payroll providers) determined that the consolidation of
payroll service delivery could be achieved by reducing the number of
federal agencies providing payroll services and systems operations.
Consolidation of payroll processes was the first step in achieving the
end state, integrated HR/Payroll services. In September 2002, the OPM
announced that it intended to consolidate payroll activities at 22
Federal agencies into the four 'best qualified' organizations:
Department of Defense, Department of Agriculture, Department of the
Interior, and General Services Administration. NASA was paired with the
Department of Interior.

OPM e-Payroll milestones are shown below:

-   May -- July 2002 Service Provider Solicitations

-   August -- September 2002 Service Provider Evaluation and Scoring

-   November 2002 OPM Selection of Top Four Service Providers

-   December 2002 Agency Preliminary Alignments with Providers

-   February 3, 2003 Agency Commitments to Providers

-   February 5, 2003 Alignments Announced

-   February 2003 Government-wide Migrations Begin

-   September 2004 Government-wide Migrations End

In response to the OPM e-Payroll initiative, NASA engaged a working
group of Payroll and HR experts across the Agency to study feasible
alternatives for migrating its payroll service delivery to the
Department of Interior (DOI). The recommendation emerging from the
e-Payroll Study proposed that NASA move forward with migration of its
payroll services to DOI along with the use of the DOI system
capabilities for SF50/52 automated workflow, HR transactional
processing, and the use of current NASA time and attendance systems.
NASA's formal e-Payroll implementation activities will begin in
September 2003.

Since HR functions as well as a few Payroll functions are not
standardized across the Agency, it was determined that the time leading
up to formal implementation (March -- August 2003) would be used to
review HR and Payroll processes and identify areas where standardization
can be achieved. This timeframe has been identified as the e-Payroll
Formulation Phase. The following tasks will be covered during this
phase:

-   Define "to be" business processes

-   Define Level IV functional requirements

-   Identify interfaces and perform high-level requirements analysis

-   Identify reports and perform requirements analysis

-   Establish data conversion requirements

-   Define project technical architecture

-   Define technical requirements

-   Finalize requirement analysis and document gaps

-   Establish Project Plan for the Implementation Phase

-   Establish cost, schedule, and technical success criteria

Department of Interior's National Business Center is the implementer of
e-Payroll. After formulation, NASA and DOI will work jointly with
implementation activities which include the following tasks:

-   System analysis

-   System modification and testing (including interface development)

-   Conversion Design, Programming, and Testing

-   Change Communication

-   Training

-   Client Orientation

-   Parallel Processing

-   Accomplishing Operational Readiness

-   Implementation

-   Transfer of Records

# 2.0 Project Organization {#project-organization .unnumbered}

This section identifies the organizational reporting structure and
responsibility of each organization to accomplish the tasks leading up
to formal implementation of NASA's payroll operations.

## 2.1 Project Reporting Structure  {#project-reporting-structure .unnumbered}

The IFM Program Office at NASA Headquarters (HQ) will provide program
oversight for the e-Payroll initiative with configuration management and
project scope being monitored and approved by the e-Payroll Steering
Committee.

The e-Payroll Project Office located at Marshall Space Flight Center
(MSFC) will provide day-to-day project level management and be
responsible for project coordination between NASA Centers, the
Department of Interior, and NASA HQ. The overall project reporting
structure is shown in Figure 1.

***Figure 1: NASA e-Payroll Project Reporting Structure***

![](media/image5.jpeg){width="6.75in" height="4.618055555555555in"}

## 2.2 Roles and Responsibilities  {#roles-and-responsibilities .unnumbered}

This section provides an overview of the roles and responsibilities of
the organizations and groups identified for the e-Payroll formulation
phase.

### 2.2.1 NASA Headquarters Integrated Financial Management Project Office {#nasa-headquarters-integrated-financial-management-project-office .unnumbered}

The NASA Chief Financial Officer (CFO) established the Integrated
Financial Management Project Office at NASA Headquarters in 1995 to
plan, coordinate, and manage all aspects of the work necessary to
streamline and standardize business processes, and to acquire and
implement an integrated financial management system solution throughout
NASA.

IFM Program Office at NASA HQ is responsible for:

-   Setting program objectives, priorities

-   Approving and allocating project funding

-   Reporting

-   Establishing a framework for conducting program business

-   Assessing project performance (establishing metrics, obtaining
    status feedback, tracking progress)

-   Change Management during formulation and implementation

### 2.2.2 e-Payroll Steering Committee {#e-payroll-steering-committee .unnumbered}

The e-Payroll Steering Committee consists of Office of the NASA Deputy
Chief Financial Officer-Financial Management (Chair), Associate
Administrator Office of Human Resources and Education, the Chief
Information Officer, and IFM Program Director. The Committee will serve
as the principal forum for reviewing functional and implementation
issues, recommending actions to the Project Manager for resolving those
issues, and ensuring that the project's functional drivers are met.

Specific areas of responsibility include:

-   Defining the Project scope

-   Resolving functional processes/policy issues

-   Approving Level IV requirements

-   Resolving cross Center issues

-   Ensuring formulation and implementation planning

-   Ensuring formulation and implementation staffing

### 2.2.3 e-Payroll Project Office {#e-payroll-project-office .unnumbered}

The e-Payroll Project Office will be responsible for:

-   Providing day-to-day project level management

-   Providing status reports to program management

-   Providing Steering Committee status reports

-   Project coordination between NASA Centers, the Department of
    Interior, and NASA HQ

-   Planning formulation activities

-   Monitoring activities to ensure the formulation schedule is
    maintained

-   Communication to stakeholders

-   Change management (training, communications)

### 2.2.4 Integration Project Office {#integration-project-office .unnumbered}

The Integration Project Manager is responsible for establishing a viable
technical infrastructure and ensuring the coordination of the various
functional module implementations. Specific responsibilities include:

-   Defining the technical requirements and the NASA technical
    > architecture necessary to implement and operate the DOI system

> • Coordinate the development of interface requirements for
> implementing the DOI system

-   Implementation of the integration architecture necessary to
    > consistently integrate the DOI system with other IFM applications,
    > external systems, other Agency systems, and Center level systems

> • Lead the development and implementation of each interface with the
> DOI system

-   Develop the security requirements and work with DOI in the
    > development of the Security Plan for e-Payroll

> • Work with e-Payroll Project and DOI to establish reporting strategy
> for e-Payroll

-   Work with DOI to establish SLA and operational procedures necessary
    > to sustain the e-Payroll system

-   Transition any NASA maintained components to the IFM Competency
    > Center for long term sustaining support

-   Work with NASA Center IFM IT Points of Contact (ITPOC) to insure
    > Center level technical infrastructure is in place to support
    > e-Payroll deployment

### 2.2.5 Information Technology Points of Contact  {#information-technology-points-of-contact .unnumbered}

The Information Technology Points of Contact (ITPOC) continues
interaction with Integration Project Office concerning Information
Technology (IT) infrastructure elements and associated service providers
required to deploy IFMP applications at a Center. The ITPOC at each
Center will provide technical support to the Center and Project Manager.

### 2.2.6 Consolidated Payroll Office {#consolidated-payroll-office .unnumbered}

The Consolidated Payroll Office (CPO) and its technical support staff
will:

-   Provide functional and technical support for Payroll and HR process
    reviews

-   Coordinate data calls for Payroll and HR interface and report
    activities

-   Coordinate NPPS Demos

-   Provide data files for analysis of NPPS/FPPS database crosswalk
    activities

-   Provide consultation for clarification of files and data elements

-   Support the IPO and DOI's Automated Data Processing (ADP) staff with
    the NASA network and connectivity process

-   Provide support for defining existing NPPS reporting capabilities
    and data structures

-   Assist the IPO in interface definition activities

### 2.2.7 NASA Implementation Team {#nasa-implementation-team .unnumbered}

The NASA Implementation Team will lead e-Payroll migration for NASA with
oversight guidance provided by the e-Payroll Steering Committee. The
team will work directly with DOI throughout the formulation and
implementation process and will be responsible for assisting with:

-   Coordination of e-Payroll formulation activities and tasks

-   Facilitation of e-Payroll workshops

-   Implementation planning and support

-   Conducting NPPS Demos

-   Providing Agency policy and regulatory documentation

-   Ensuring all e-Payroll formulation prerequisites are fulfilled prior
    to formal implementation

-   Monitoring e-Payroll formulation and implementation schedule tasks
    to ensure timeliness

-   Change management (training, communications)

### 2.2.8 NASA Payroll and HR Sub-Process Teams {#nasa-payroll-and-hr-sub-process-teams .unnumbered}

The Payroll and Human Resource Sub-Process Teams will be the key players
for the Payroll and HR Process Reviews during the formulation phase of
e-Payroll and will serve as Center-level points-of-contact for the life
of the project. The sub-process teams will consist of a functional and
technical resource from each Center. The teams will be tasked to
evaluate and document current Payroll and HR processes under the
direction of sub-process team leads. Results of the process reviews will
validate the existing processes and provide functional requirements for
the NPPS to FPPS payroll implementation.

Sub-Process Team Leads will be responsible for:

-   Directing the coordination of e-Payroll formulation workshops

-   Monitoring status of e-Payroll actions

-   Supporting the e-Payroll Migration Team with formulation activities
    and data calls

Sub-process teams will be responsible for:

-   Supporting Agency workshops for process reviews, interface
    inventory, and report requirements

-   Providing Center policy and regulatory documentation as needed

-   Supporting the e-Payroll Migration Team with formulation activities
    and data calls

### 2.2.9 Center-level Payroll and HR Points of Contact {#center-level-payroll-and-hr-points-of-contact .unnumbered}

Center Payroll and HR Points of Contact will mostly likely be the same
individuals that form the sub-process review teams. They will be
responsible for:

-   Providing guidance on Center policies and procedures

-   Assisting with problem resolution

-   Supporting the sub-process teams with resolving Center-level issues

### 2.2.10 Department of Interior/ National Business Center  {#department-of-interior-national-business-center .unnumbered}

The formulation and implementation of e-Payroll will be a joint effort
on the part of DOI's National Business Center (NBC) and NASA. This
section identifies NBC's responsibility during the formulation phase. In
general, NBC will:

-   Develop and manage detailed implementation plans

-   Submit e-Payroll client progress reports to OPM

-   Conduct joint review of DOI's implementation plan for NASA's payroll
    migration

-   Support NASA process review work shops

-   Support NASA formulation activities

-   Perform NPPS data file analysis during formulation phase (for data
    elements crosswalk and building historical file)

### 2.2.11 Office of Personnel Management {#office-of-personnel-management .unnumbered}

The Office of Personnel Management will be responsible for monitoring
the progress of NASA's payroll migration. As the managing partner for
e-Payroll, OPM will:

-   Track the progress of NASA's payroll migration by collecting
    information from DOI on a biweekly basis

-   Facilitate resolution of questions or issues between NASA and DOI

-   Serve as the final decision-maker on e-Payroll related issues
    between DOI and NASA

# 3.0 NASA Payroll and Personnel Processes {#nasa-payroll-and-personnel-processes .unnumbered}

## 3.1 Payroll Process {#payroll-process .unnumbered}

The Consolidated Payroll Office (CPO) now processes payroll information
for the ten NASA Centers and conducts payroll business activities from
Marshall Space Flight Center (MSFC). Agency payroll processing performed
at the CPO uses a single consolidated system, the NASA Personnel and
Payroll System (NPPS), and standardized operating procedures.

Each Center populates NPPS with limited payroll data. The CPO performs
the more technical payroll functions and is responsible for processing
and certification of the final payroll products. The NPPS data for each
Center is independent in that only data that is relevant to that Center
is available. Center-level operating procedures, to some degree, are not
standardized.

The CPO processes the biweekly Payroll within three business days of the
pay period end. On the first business day following each pay period,
NASA Centers are required to submit all employees' time and attendance
information (via flat file) to CPO. CPO processes that information,
produces an Errors and Missing Timecards report, and calculates pay and
leave data. The second business day, errors and missing timecard issues
are resolved and pay products and updates to history are processed. On
the third day of Payroll processing, the CPO ensures Payroll is balanced
and certified, and data is submitted to the Department of Treasury,
Thrift Savings Plan (TSP) Board, and other external agencies. Also, pay
processed data and reports are available to the Centers. Following
Payroll processing each Center receives a download of data used as input
to their labor and/or accounting and time & attendance systems.

The biweekly Payroll process varies at the quarterly cycles, fiscal
year-end cycle, and the calendar year end. The pay year-end process is
the most involved due to reconciliation and processing of W-2s,
generation of wage and tax file to the IRS, and re-initialization of
yearly pay and leave balance.

Figure 2 depicts the Systems and Interfaces that support the Payroll
Function.

**Figure2: Systems and Interfaces That Support the Payroll Function**

![](media/image6.wmf)

## 3.2 Personnel Process {#personnel-process .unnumbered}

NASA's principal automated personnel system is the NPPS. It provides
administrative assistance for employee personnel and payroll processing
and record keeping activities. The system allows users to enter data,
view employee records, process SF50/SF52 personnel actions, and select
and schedule hard-copy reports.

The HR staff at each NASA installation utilizes NPPS independently.
Although, the Personnel NPPS data are centrally located at Marshall
Space Flight Center, the personnel business activities continue to be
functionally supported by personnel at each Center. HR operating
procedures are not standardized across the Agency.

The current system's user community is comprised primarily of personnel
office administrative staff members who are specially trained to use the
system to perform transactional processing and reporting. The system
supports a very limited subset of HR business processes, and does not
provide the comprehensive, automated tools necessary to meet their
current and future HR requirements.

In addition to NPPS, each NASA Center and Headquarters have existing
personnel systems that are custom developed to support each
installation's unique business process requirements. The systems and
interfaces that support the personnel functions are illustrated in
Figure 3.

**Figure 3: Systems and Interfaces That Support the Personnel Function**

![](media/image7.wmf)

On an Agency-wide level, the personnel functions of NPPS require the
system to interface with AdminSTAR, the NASA Employee Benefits Statement
(NEBS), and the Consolidated Agency Personnel Payroll System (CAPPS),
and Travel Manager.

On a biweekly basis CAPPS brings Payroll and HR data from each
installation together in a single database to allow for Agency-wide
reporting. CAPPS is neither flexible nor fast enough in its current
state. CAPPS produces monthly and quarterly reporting of personnel
actions and status and full time equivalents to the Central Personnel
Data File managed by OPM.

External to NASA, NPPS interfaces with OPM and Employee Express (EE)
systems. Employee Express is a system that was developed and is governed
by a consortium of Federal agencies. The system utilizes a biweekly
extract of employee personnel and payroll data which allows employees to
perform a variety of personnel and payroll transactions that are within
their discretion as well as view certain existing data. Currently, use
of the system is optional but there are plans to make it mandatory
across the Agency.

At the Center-specific level, the HR functions of NPPS require the
system to download Personnel and Payroll data to Center-unique systems.
An upload of data by a batch interface to NPPS is performed for Centers'
award data.

# 4.0 NASA and DOI PAYROLL/PERSONNEL SYSTEM CAPABILITIES {#nasa-and-doi-payrollpersonnel-system-capabilities .unnumbered}

## 4.1 NASA Personnel and Payroll System (NPPS) {#nasa-personnel-and-payroll-system-npps .unnumbered}

NPPS executes within an environment provided by the NASA Automated Data
Processing (ADP) Consolidation Center (NACC), located at Marshall. The
system is managed by the CPO and provides payroll and personnel service
for approximately 19,000 NASA employees.

NPPS is basically designed to address six functions: 1) process
personnel and payroll transactions, 2) process T&A data, 3) process the
biweekly Payroll, 4) maintain an employee database for internal and
external reporting, 5) create data files needed by external agencies,
and 6) maintain personnel and payroll history.

NPPS provides administrative assistance for employee personnel and
payroll processing and record keeping activities. The system allows
users to accomplish data entry for required personnel and payroll action
processing, view employee records, process Centers' time and attendance
data, process payrolls, select and schedule vouchers and hardcopy
reports, provide data downloads for labor cost reconciliation and other
Center-specific applications, and create files for transmission to
external entities such as the Treasury, Thrift Savings Plan (TSP) Board,
OPM, and Employee Express. Although the system is fairly automated, it
has limited editing, out-of-cycle pay, and automated retroactive
correction capabilities.

## 4.2 DOI Federal Personnel and Payroll System (FPPS) {#doi-federal-personnel-and-payroll-system-fpps .unnumbered}

FPPS is a fully integrated personnel and payroll system. The system is
managed by the Department of the Interior's National Business Center
(NBC) and provides payroll service to 28 agencies, serving 220,000
employees.

The NBC offers a range of multi-functional payroll and personnel
processing applications and services in compliance with the Joint
Financial Management Improvement Program (JFMIP) SR-99-5, OPM's Guide to
the Central Personnel Data File (CPDF), and Human Resources & Payroll
Systems Requirements for payroll management activities. The system
allows users to accomplish data entry for personnel and payroll
transactional processing, process time and attendance associated with
project codes within the payroll calculation process, provides labor
cost data file with associated project codes, and creates files for
external entities such as the Treasury, TSP Board, OPM, and Employee
Express. Other FPPS features include:

-   Web-based user interface

-   Paperless transactional processing (i.e., pay and leave changes,
    retroactive adjustments)

-   Automated routing (workflow)

-   Automated retroactive pay and leave processing

-   Automated workflow (i.e., SF 50/52 processing)

-   System triggered actions

-   E-mail messaging

-   Employee self service

-   Web-based Data Mart (user-friendly Oracle database uses modem to
    > query, analyze, chart, report)

    The DOI services are a mix of standard baseline services and
    optional services. Baseline

    services are provided to all clients and are priced based upon the
    number of employees paid.

    Optional services have separate costs. FPPS system baseline services
    include:

```{=html}
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-   Assistance in submission of Time and Attendance (T&A)

```{=html}
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-   T&A processing and adjustments

```{=html}
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-   Pay certification and disbursement

-   Payroll reconciliation

-   Reissued and supplemental checks

-   Maintenance and certification of leave, health, Thrift Savings Plan,
    and retirement records

-   Payment and reconciliation of Federal, state, and local taxes;
    issuance of W-2\'s

-   Unemployment reporting using contract services

-   Processing of court ordered deductions and tax levies

-   Payroll debt collection

-   Pay and leave adjustments and payments

-   Separations processing

-   Customer Support

    Optional services provided by DOI in support of payroll and
    personnel processing are:

```{=html}
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```
-   OPM\'s Employee Express

-   Client specific ad-hoc reporting or other unique requests

-   Training, after initial implementation

-   Client-specific interface development/implementation

-   Client-specific telecommunications

-   Client-specific software modifications

-   Quicktime employee-based T&A system

-   Conversion and maintenance of historical data

-   Licensing of Data Mart retrieval software

#  {#section-1 .unnumbered}

A comparison of NASA and DOI baseline capabilities is shown in Figure 4
below.

*Figure 4: NASA and DOI Baseline System Capabilities*

+-----------------------------------+-------+-------+------------------+
| [**FUNCTIONS**]{.mark}            | **    | **DOI | []{.mark}        |
|                                   | [NASA | (FP   |                  |
| []{.mark}                         | (     | PS)** |                  |
|                                   | NPPS) |       |                  |
|                                   | ]{.ma |       |                  |
|                                   | rk}** |       |                  |
+-----------------------------------+-------+-------+------------------+
| []{.mark}                         |       |       |                  |
+-----------------------------------+-------+-------+------------------+
| **PAYROLL ACCOUNTS MAINTENANCE**  |       |       |                  |
+-----------------------------------+-------+-------+------------------+
| Integrated Time & Attendance      |       | X     | Basic time and   |
| System                            |       |       | attendance       |
|                                   |       |       | collection;      |
|                                   |       |       | timekeeper time  |
|                                   |       |       | entry required   |
+-----------------------------------+-------+-------+------------------+
| Time & Attendance Collection &    | X     | X     | Cost associated  |
| Editing                           |       |       | with project     |
|                                   |       |       | code during pay  |
|                                   |       |       | roll calculation |
|                                   |       |       | in FPPS          |
+-----------------------------------+-------+-------+------------------+
| Labor Distribution                |       |       | FPPS does not    |
|                                   |       |       | provide an       |
|                                   |       |       | integrated Labor |
|                                   |       |       | Distribution     |
|                                   |       |       | system. A labor  |
|                                   |       |       | cost file is     |
|                                   |       |       | produced during  |
|                                   |       |       | payroll          |
|                                   |       |       | calculation for  |
|                                   |       |       | use in           |
|                                   |       |       | performing Labor |
|                                   |       |       | Distribution in  |
|                                   |       |       | clients'         |
|                                   |       |       | existing         |
|                                   |       |       | systems.         |
+-----------------------------------+-------+-------+------------------+
| Leave and Pay Processing          | X     | X     | Leave            |
|                                   |       |       | adjustments      |
|                                   |       |       | automated in     |
|                                   |       |       | FPPS/manual in   |
|                                   |       |       | NPPS             |
+-----------------------------------+-------+-------+------------------+
| Back Pay                          | X     | X     | Automated in     |
|                                   |       |       | FPPS/manual in   |
|                                   |       |       | NPPS             |
+-----------------------------------+-------+-------+------------------+
| Error Correction/Adjustment       | X     | X     | Adjustments to   |
|                                   |       |       | pay automated in |
|                                   |       |       | FPPS/manual in   |
|                                   |       |       | NPPS             |
+-----------------------------------+-------+-------+------------------+
| Off-Cycle Payments                |       | X     |                  |
+-----------------------------------+-------+-------+------------------+
| Employee Self-Service (Employee   | X     | X     |                  |
| Express)                          |       |       |                  |
+-----------------------------------+-------+-------+------------------+
| Audit and Research                | X     | X     |                  |
+-----------------------------------+-------+-------+------------------+
| Extensive Number of Preformatted  |       | X     |                  |
| Payroll Queries (Data Mart)       |       |       |                  |
+-----------------------------------+-------+-------+------------------+
| **DEBT MANAGEMENT**               |       |       |                  |
+-----------------------------------+-------+-------+------------------+
| Salary Overpayments               | X     | X     | Automated in     |
|                                   |       |       | FPPS/manual in   |
|                                   |       |       | NPPS             |
+-----------------------------------+-------+-------+------------------+
| Collection Actions                | X     | X     | Automated in     |
|                                   |       |       | FPPS/manual in   |
|                                   |       |       | NPPS             |
+-----------------------------------+-------+-------+------------------+
| Debt Reporting & Tracking         | X     | X     | Automated in     |
|                                   |       |       | FPPS/manual in   |
|                                   |       |       | NPPS             |
+-----------------------------------+-------+-------+------------------+
| Garnishments & Legal Action       | X     | X     |                  |
+-----------------------------------+-------+-------+------------------+
| **PAYROLL ACCOUNTING**            |       |       |                  |
+-----------------------------------+-------+-------+------------------+
| Treasury/Bank Liaison             | X     | X     |                  |
+-----------------------------------+-------+-------+------------------+
| Lost/Stolen Checks and Bonds      | X     | X     | Accounting for   |
|                                   |       |       | lost and stolen  |
|                                   |       |       | checks will be   |
|                                   |       |       | performed by DOI |
+-----------------------------------+-------+-------+------------------+
| Accounting Reconciliation for     | X     | X     | Payroll          |
| Disbursements                     |       |       | accounting will  |
|                                   |       |       | be performed by  |
|                                   |       |       | DOI              |
+-----------------------------------+-------+-------+------------------+
| **TAXES AND COLLECTIONS**         |       |       |                  |
+-----------------------------------+-------+-------+------------------+
| Federal                           | X     | X     | Tax returns and  |
|                                   |       |       | W-2 processing   |
|                                   |       |       | performed by DOI |
+-----------------------------------+-------+-------+------------------+
| State                             | X     | X     |                  |
+-----------------------------------+-------+-------+------------------+
| City                              | X     | X     |                  |
+-----------------------------------+-------+-------+------------------+
| Local                             | X     | X     |                  |
+-----------------------------------+-------+-------+------------------+
| **EMPLOYEE BENEFITS**             |       |       |                  |
+-----------------------------------+-------+-------+------------------+
| Retirement                        | X     | X     |                  |
+-----------------------------------+-------+-------+------------------+
| Federal Employees Life Insurance  | X     | X     |                  |
| (FEGLI)                           |       |       |                  |
+-----------------------------------+-------+-------+------------------+
| NASA Employee Benefits            | X     |       | NASA unique --   |
| Association                       |       |       | will require     |
|                                   |       |       | modification to  |
|                                   |       |       | FPPS             |
+-----------------------------------+-------+-------+------------------+
| Federal Employees Health Benefits | X     | X     |                  |
| (FEHB)                            |       |       |                  |
+-----------------------------------+-------+-------+------------------+
| Thrift Savings Plan and Thrift    | X     | X     |                  |
| Loans                             |       |       |                  |
+-----------------------------------+-------+-------+------------------+
| **PERSONNEL**                     |       |       |                  |
+-----------------------------------+-------+-------+------------------+
| Transactional Processing          | X     | X     |                  |
+-----------------------------------+-------+-------+------------------+
| Automated SF 50/52 Processing     |       | X     |                  |
+-----------------------------------+-------+-------+------------------+
| Automated Guide to Personnel      |       | X     |                  |
| Processing                        |       |       |                  |
+-----------------------------------+-------+-------+------------------+
| Online Central Personnel Data     |       | X     |                  |
| File Editing                      |       |       |                  |
+-----------------------------------+-------+-------+------------------+
| Automated Retroactive Processing  |       | X     |                  |
+-----------------------------------+-------+-------+------------------+
| System-generated Ticklers for     | X     | X     |                  |
| Future Actions                    |       |       |                  |
+-----------------------------------+-------+-------+------------------+
| Automatic Routing and e-Mail      |       | X     |                  |
| Notification of Personnel Actions |       |       |                  |
+-----------------------------------+-------+-------+------------------+
| > Equal Opportunity Reporting     |       | X     |                  |
| > Standard Reports                |       |       |                  |
|                                   |       |       |                  |
| -   Supervisory Level             |       |       |                  |
|                                   |       |       |                  |
| -   Target Disability             |       |       |                  |
|                                   |       |       |                  |
| -   Separations                   |       |       |                  |
|                                   |       |       |                  |
| -   Class Ceiling                 |       |       |                  |
|                                   |       |       |                  |
| -   Award Payments                |       |       |                  |
|                                   |       |       |                  |
| -   Retirement Eligible           |       |       |                  |
|                                   |       |       |                  |
| -   RIF Results                   |       |       |                  |
|                                   |       |       |                  |
| -   Others                        |       |       |                  |
+-----------------------------------+-------+-------+------------------+
| Automated Employment Verification |       | X     |                  |
+-----------------------------------+-------+-------+------------------+
| Employee Self Service via         | X     | X     |                  |
| Employee Express                  |       |       |                  |
+-----------------------------------+-------+-------+------------------+
| Mass Change Capability            | X     | X     |                  |
+-----------------------------------+-------+-------+------------------+
| Extensive Number of Preformatted  |       | X     |                  |
| Personnel Queries (Data Mart)     |       |       |                  |
|                                   |       |       |                  |
| -   Personnel/Organizational      |       |       |                  |
|     > Rosters                     |       |       |                  |
|                                   |       |       |                  |
| -   Average Grade                 |       |       |                  |
|                                   |       |       |                  |
| -   Employee Transfer Information |       |       |                  |
|                                   |       |       |                  |
| -   Managerial Projections        |       |       |                  |
|                                   |       |       |                  |
| -   Retirement Data               |       |       |                  |
+-----------------------------------+-------+-------+------------------+

#  5.0 Formulation Strategy {#formulation-strategy .unnumbered}

This section describes the project teams required for the formulation
phase and the overall strategy for tasks leading up to e-Payroll
implementation.

## 5.1 Project Team Development {#project-team-development .unnumbered}

Project teams will be developed during the formulation phase. The
preliminary assessment indicates a need for a NASA Migration Team as
well as Payroll and HR Sub-Process Teams.

### 5.1.1 NASA Migration Team {#nasa-migration-team .unnumbered}

The NASA Migration Team will consist of Agency-level Payroll and HR
staff, and technical, reporting, and integration experts from the IPO at
MSFC. This team will work directly with DOI throughout the
implementation process to support the conversion of NASA's payroll
operations from NPPS to FPPS. The NASA Migration Team will be composed
of the following skill mix:

+----------------------------------+-----------------------------------+
| -   Project Manager              | -   Business Process Specialists  |
+----------------------------------+-----------------------------------+
| -   Payroll Coordinator          | -   Training Coordinator          |
+----------------------------------+-----------------------------------+
| -   HR Coordinator               | -   IT/Telecommunications         |
|                                  |     Specialists                   |
+----------------------------------+-----------------------------------+
| -   Payroll Specialists          | -   Change Management Lead        |
+----------------------------------+-----------------------------------+
| -   HR Specialists               | -   Process Review Support        |
+----------------------------------+-----------------------------------+
| -   Accountant/Finance           | -   Administrative Support        |
|     Specialist                   |                                   |
+----------------------------------+-----------------------------------+
| -   Applications and Data        | -   IPO Technical Support         |
|     Experts                      |                                   |
+----------------------------------+-----------------------------------+

**Project Manager** - provide day-to-day project level management and be
responsible for project coordination between NASA Centers, the
Department of Interior, and NASA HQ.  

**Payroll and HR Coordinators** -- provides Agency-level sub-process
team lead support for process reviews during the formulation phase and
implementation support for e-Payroll implementation activities.

**Payroll Specialists** -- Payroll experts knowledgeable of:

1.  Agency Payroll Business processes and workflow

2.  Payroll rules, regulations, policies, union agreements

3.  Current reporting requirements within the Agency

**HR Specialists** - HR experts knowledgeable of:

1.  Agency HR Business processes and SF52/50 workflow

2.  Personnel rules, regulations, policies, union agreements 

3.  Current reporting requirements within HR and other interfaces to
    internal offices

**Accountant/Finance Specialist** -- individual knowledgeable of
accounting for payroll from an Agency perspective. Since DOI will be
responsible for NASA's Payroll accounting after implementation, this
individual must have an expert knowledge of the requirements for
transitioning this function to DOI and the impact to NASA's accounting
process. This individual will work with DOI to ensure that NASA's
accounting requirements for payroll are fulfilled.

**Application and Data Expert** -- individual with expert knowledge of
the NPPS its metadata.  This person must also be familiar with NASA's
current data warehouse and needed interfaces.

**Business Process Specialist** -- individual knowledgeable of NASA's
business process flow for mapping NASA users to the FPPS application
user security and route paths.

**Training Coordinator** -- individual who serves as a point of contact
for scheduling training for NASA personnel.  This individual works
directly with NBC for scheduling training rooms, setting up class
rosters, coordinating travel for NASA participants, ensuring
connectivity and necessary equipment is available, and ensure all
logistics are in place.

**IT/Telecommunication Specialist** - responsible for working with NBC
ADP staff to ensure connectivity for all users of FPPS.  This individual
must be knowledgeable of the NASA network, how many users will have
access, and be able to determine the best means to connect to NBC using
NASA network. This individual would also work with NBC to transmit data
that will be migrated to NBC for data conversion beginning in the
e-Payroll formulation phase. This transmission will occur every two
weeks through implementation.

**Change Management Lead** -- responsible for e-Payroll communication
and change management activities.

**Process Review Support** -- responsible for coordinating and
facilitating process reviews for e-Payroll formulation.

**Administrative Support** -- provides project administrative support
for the life of the project.

**IPO Technical Support** -- provides technical architectural support
for the life of the project.

### NASA Payroll and HR Sub-Process Teams

A Payroll and HR sub-process team lead will be designated to manage
process review activities.

NASA Centers will be asked to identify technical and functional
representative with in-depth knowledge of their Center-level Payroll and
HR operations to participate on sub-process teams. There will be one
technical and one functional person from each Center to support the
sub-process teams.

The purpose of the sub-process teams is two-fold; 1) to review the
existing Payroll and HR processes and determine areas where the
processes can be standardized, and 2) finalize the assessment of
functional requirements for the FPPS system.

## 5.2 Process Assessment  {#process-assessment .unnumbered}

The e-Payroll transition to DOI will begin with the NASA formulation
phase. The Payroll and HR community have conducted previous reviews of
the FPPS Payroll and HR processes. The primary purpose of e-Payroll
formulation is to conduct a review of NASA's Payroll and HR processes
and to identify processes that can possibly be standardized within the
e-Payroll effort where impact to process reengineering is minimal and
there is no impact to the implementation schedule. The process reviews
will be accomplished by conducting a series of workshops and
teleconferences, mostly with DOI, during March -- August 2003.

Payroll processes are largely standardized and should require minimal
process re-engineering to accommodate DOI's FPPS. HR processes at NASA's
ten Centers are not standardized. Standardization for HR processes will
be evaluated under the NASA Shared Services Center (NSSC) initiative.
Since several members on the HR NSSC team will potentially be members of
the e-Payroll Sub-Process teams, HR Standardization has been identified
as an area that can be worked in concert with the NSSC initiative to
alleviate redundancy of effort during e-Payroll formulation.

The following tasks will be performed by the sub-process teams during
the e-Payroll formulation phase:

-   Review NASA and DOI/FPPS Business Processes

-   Identify, document, and disposition gaps between FPPS and NPPS
    processes

-   Inventory Interfaces

-   Identify Report Requirements

-   Evaluate Data Conversion

Primary tasks in the Formulation Phase will be accomplished with four
workshops. The first two workshops will be held separately for Payroll
and HR. The third and fourth workshops will be a joint sessions. Dates
and duration of these workshops can be found in the e-Payroll Project
Formulation Schedule. A brief description of each Workshop is shown
below:

-   Workshop 1 -- HR Process understanding and requirements gathering
    (NASA only)

-   Workshop 2 -- PR Process understanding and requirements gathering
    (NASA only)

-   Workshop 3 -- Process validation, standardization identification,
    historical data conversion (NASA/DOI)

-   Workshop 4 -- Process confirmation/interface/report requirements
    (NASA/DOI)

HR and Payroll workshops will be held at Headquarters, Washington, D.C.
and MSFC, Huntsville, Alabama, respectively. Teleconferences and data
calls will be utilized for workshop follow-up activities.

At the end of the formulation phase in August 2003, NASA and DOI will
finalize and document requirements and gap analyses based on results of
the Payroll and HR process review efforts. This documentation will be
used to assess the functional and technical gaps between NASA and DOI
systems. It is important that any necessary modifications to FPPS are
documented and started early to keep the implementation on schedule.

## 5.3 Process Reviews {#process-reviews .unnumbered}

The purpose of the Payroll and HR process reviews is to gain an
understanding of NASA Centers' daily business operations in order to 1)
determine NASA requirements for the DOI payroll implementation, 2)
eliminate process redundancies, and 3) standardize processes where
possible. As mentioned in Section 5.2 above, four workshops are defined
to accomplish these objectives.

> Workshops 1 and 2 will involve NASA participants only for process
> understanding. Workshop 3 is designed to communicate NASA's business
> process flow to DOI and gain and gain the understanding needed for
> making decisions on historical data conversion. Workshop 4 confirms
> business processes and data conversion requirements, assesses
> interface and report requirements, and establishes a
> telecommunications proposal.

Process reviews will include a two-step approach for requirement
analysis; NASA reviews FPPS documentation and studies its functionality,
while the NBC studies the NASA's current policies, regulations, system
documentation, and procedures to establish a common ground for
discussion. After process requirement analysis is complete,
standardization points will be identified and documented.

NASA business policies and regulations will be provided to DOI prior to
Workshop 3. Interface and report data will be collected and evaluated by
the CPO and IPO to prepare for Workshop 4.

## 5.4 Interfaces {#interfaces .unnumbered}

A complete review of Payroll and HR interfaces and data requirements
will be conducted during Workshop 4. The CPO and IPO technical team will
coordinate the effort to collect the information necessary to conduct
this review.

NPPS performs data exchanges/interfaces with Center-level systems,
Agency-level internal systems, and external entities. Figure 5 provides
an overview of the NPPS interfaces.

***Figure 5: Overview of NPPS Interfaces***

![](media/image8.wmf)

### 5.4.1 Center-level Interfaces  {#center-level-interfaces .unnumbered}

After Payroll is processed, NPPS data downloads are provided to each
Center in support of their installation-specific business process
requirements. Personnel data is provided to numerous Center-level
personnel interfaces. The Centers also use the data in their Labor or
Accounting systems and other Center unique systems. The WebTADS T&A
system receives a standardized download of data elements (employee
attributes) from NPPS four times each pay period. A complete description
of these data elements is found in the NPPS Agency Interface Definition
Agreement for WebTADS.

In addition to downloads, there are two Center-level systems that
provide data (uploads) to NPPS. They are the Center T&A systems for
biweekly T&A data and the Center award systems for employee awards. All
the data provided to NPPS via the interfaces is loaded by the use of
interface files and a batch processes. There are no direct updates to
NPPS through the interfaces.

### 5.4.2 Agency-level Internal Interfaces  {#agency-level-internal-interfaces .unnumbered}

Several Agency-wide systems use employee data that is downloaded from
NPPS. NPPS also receives data from two of these systems, the Identity
Management System (IDMS) and the Technology Transfer System (TechTracS).
The data elements are documented in the NPPS Interface Definition
Agreement documents. Figure 6 describes NASA's Agency-level internal
interfaces.

> ***Figure 6: Agency-level Internal Interfaces***

  ---------------------- ------------------------------------------------
  **SYSTEM**             **DESCRIPTION**

  Travel Manager         A unilateral interface to the Travel Manager
                         System for employee verification and employee
                         financial institution name and account number.

  AdminStar Training     A unilateral interface to AdminStar for employee
  System                 verification data.

  Identity Management    This interface will be implemented in Spring
  System                 2003. It will be a bilateral interface. The
                         purpose is to pass employee verification data to
                         IDMS and pass the Uniform Universal Person
                         Identification Code (UUPIC) to NPPS. DOI will
                         need to establish the UUPIC data element in
                         FPPS.

  Technology Transfer    This interface supports the Inventions and
  System                 Contributions Board (ICB) awards that are given
                         to current and former NASA employees through the
                         Technology Transfer Office. The system up-loads
                         award actions to NPPS personnel suspense.

  CAPPS                  Consolidated Agency Personnel/Payroll System

  NEBS                   NASA Employee Benefits Statement

  WIMS                   Workforce Information Management System

  HEIDI (Assistant Pro)  The software used to manage NASA's drug and
                         alcohol testing program.
  ---------------------- ------------------------------------------------

###  {#section-2 .unnumbered}

### 5.4.3 Agency-level External Interfaces  {#agency-level-external-interfaces .unnumbered}

External interfaces are data files that are transmitted to entities
outside of NASA. The interfaces shown below are one-way (from NASA to
outside entities) with the exception of Employee Express and John
Hancock Long Term Health Care - where there is a two-way data exchange
from and to these two entities. The unilateral and bilateral exchange of
data with external entities is the same for DOI's FPPS. Figure 7
describes the Agency-level external interfaces.

***Figure 7: Agency-level External Interfaces***

+-----------------------------+------------------------+------+-------+
| **INTERFACES**              | **DESCRIPTION**        | **   | **DOI |
|                             |                        | NASA | (FP   |
|                             |                        | (NPP | PS)** |
|                             |                        | S)** |       |
+-----------------------------+------------------------+------+-------+
| Department of Treasury      | Electronic funds       | X    | X     |
| (EFT)                       | transfer (EFT)         |      |       |
|                             | disbursements          |      |       |
+-----------------------------+------------------------+------+-------+
| Department of Treasury      | Hard copy check        | X    | X     |
|                             | disbursements          |      |       |
| (Non-EFT)                   |                        |      |       |
+-----------------------------+------------------------+------+-------+
| National Finance Center     | Thrift Savings Plan    | X    | X     |
|                             | (TSP) contributions    |      |       |
|                             | and loans              |      |       |
+-----------------------------+------------------------+------+-------+
| OPM (Retirement/Insurance)  | Retirement and         | X    | X     |
|                             | insurance disbursement |      |       |
+-----------------------------+------------------------+------+-------+
| CPDF                        | Central Personnel Data | X    | X     |
|                             | File (managed by OPM)  |      |       |
+-----------------------------+------------------------+------+-------+
| OPM (Employee Express)      | Employee               | X    | X     |
|                             | self-servicing system  |      |       |
+-----------------------------+------------------------+------+-------+
| OPM Electronic Health       | Automated group health |      | X     |
| Benefits                    | changes                |      |       |
+-----------------------------+------------------------+------+-------+
| Unemployment Compensation   | Unemployment Taxes     | N/A  | X     |
+-----------------------------+------------------------+------+-------+
| Equal Employment            |                        | X    | X     |
| Opportunity Report System   |                        |      |       |
+-----------------------------+------------------------+------+-------+
| John Hancock Insurance Co.  | Employee long term     | X    | X     |
| (Long Term Health Care)     | health care deductions |      |       |
+-----------------------------+------------------------+------+-------+
| CLER Health Benefit         | Employee health        | X    | X     |
| Enrollment Reconciliation   | insurance              |      |       |
|                             | reconciliation         |      |       |
+-----------------------------+------------------------+------+-------+
| TALX and Co.-- Employee     | Employee verification  | X    | X     |
| Verification                | -- effective 02/2003   |      |       |
|                             | for NASA               |      |       |
+-----------------------------+------------------------+------+-------+
| Federal Reserve (Bonds)     | Savings bond file      | X    | X     |
+-----------------------------+------------------------+------+-------+
| Directory of New Hires and  | Social Security        | X    | X     |
| Quarterly Wage Data (SSA)   | Administration (SSA)   |      |       |
|                             | file for child support |      |       |
|                             | enforcement            |      |       |
+-----------------------------+------------------------+------+-------+
| Directory of New Hires and  | State of California    | X    | X     |
| Quarterly Wage Data         |                        |      |       |
+-----------------------------+------------------------+------+-------+
| SSA/IRS                     | W-2 file               | X    | X     |
+-----------------------------+------------------------+------+-------+
| NASA Employee's Benefits    | NASA --unique employee | X    |       |
| Association (NEBA)          | insurance deductions   |      |       |
|                             | (Great West/ Anthem    |      |       |
|                             | Insurance)             |      |       |
+-----------------------------+------------------------+------+-------+

##  {#section-3 .unnumbered}

## 5.5 Reports {#reports .unnumbered}

Payroll and HR report requirements will be completed during Workshop 4
of e-Payroll formulation. The CPO and IPO technical team will coordinate
the effort to collect the information necessary to conduct this
assessment.

## As part of the Formulation phase requirements definition process, DOI FPPS reporting capabilities will be evaluated by the sub-process teams against current and desired NPPS/CAPPS reports. This will include analysis of real-time reports against the FPPS transactional system as well as the FPPS Datamart. An assessment of how the DOI/FPPS reporting capabilities will influence the IFMP Information Delivery Strategy will be completed so that overall Project scope can be defined in total.  {#as-part-of-the-formulation-phase-requirements-definition-process-doi-fpps-reporting-capabilities-will-be-evaluated-by-the-sub-process-teams-against-current-and-desired-nppscapps-reports.-this-will-include-analysis-of-real-time-reports-against-the-fpps-transactional-system-as-well-as-the-fpps-datamart.-an-assessment-of-how-the-doifpps-reporting-capabilities-will-influence-the-ifmp-information-delivery-strategy-will-be-completed-so-that-overall-project-scope-can-be-defined-in-total. .unnumbered}

## 5.6 Data Conversion Standards and Methodology  {#data-conversion-standards-and-methodology .unnumbered}

The migration of NASA's payroll data to DOI's FPPS software will require
standard policies and strategies for converting data from NPPS. These
standards will be used to develop overall requirements and technical
approaches to data conversion.

To maximize the efficiency of the e-Payroll implementation, NASA\'s
policy will be to convert the minimum level of data required to:

-   Comply with Federal and/or NASA regulations governing data retention

-   Support NASA's requirements, particularly concerning the handling
    and retention of payroll and human resource data

-   Facilitate eventual decommission of NPPS

Preliminary assumptions from the e-Payroll study address the conversion
of all NPPS historical data to the DOI's FPPS Datamart. 'Correction'
capability to converted historical data has been defined as a regulatory
requirement for HR operations.

Historical data conversion requirements will be fully evaluated during
the formulation phase. Data conversion activities will be a joint effort
between the CPO, IPO, and DOI for defining Center unique applications
requirements, technical architecture, and reporting requirements.

It is crucial for Centers to clean up, reconcile, and close out data,
wherever possible, prior to the conversion of data from NPPS to FPPS.

## 5.7 Telecommunications {#telecommunications .unnumbered}

> During the formulation phase, DOI's NBC and NASA will coordinate to
> identify telecommunication requirements and assess the approach for
> network connectivity and file transfer capabilities. The IPO, MFSC's
> Office of the Chief Information Officer, and the Sustaining
> Engineering Support for Agencywide Administrative Systems (SESAAS)
> will work jointly with DOI to determine a telecommunications strategy
> that meets NASA's requirements for accessing both the NBC data Center
> and Disaster Recovery Hot Site.

# 6.0 Project Formulation activities {#project-formulation-activities .unnumbered}

## 6.1 Establish Module Project {#establish-module-project .unnumbered}

The payroll initiative was originally slated to be a segment of the
Integrated Human Capital Management (IHCM) module of NASA's IFM Program.
Driven by the President's Management Agenda for the e-Payroll
initiative, the payroll segment of the IHCM module was separated and is
now the e-Payroll module. The scope of this module has been assessed and
is an approved IFMP module.

## 6.2 Define Project Scope {#define-project-scope .unnumbered}

The primary purpose of the e-Payroll Project Formulation phase is to
conduct a review of the Payroll HR processes and to identify processes
that can be standardized within the e-Payroll effort where impact to
process reengineering is minimal and there is no impact to the planned
implementation schedule for e-Payroll migration. The process reviews
will be accomplished by conducting a series of workshops and
teleconferences, mostly with the DOI for NASA requirement analysis.

The scope of the e-Payroll Project will be limited to:

-   Migration of NASA's Payroll service delivery to DOI

-   Migration of HR transactional processing from NPPS to FPPS

-   Incorporating additional functionality of SF 50/52 automated
    workflow

-   Status Quo T&A processing

-   *Potentially* additional HR standardization as proposed by Process
    Review/Migration Teams and approved by e-Payroll Executive Steering
    Committee where the impact to business process reengineering is
    minimal and there is no impact to the planned e-Payroll
    implementation schedule

-   Establishing report capabilities and interfaces to remaining legacy
    systems

During formulation, a decision will be made concerning the advisability
of utilizing a standard Labor Distribution system, or developing
interfaces with the existing unique Center systems.

## 6.3 Project Resources  {#project-resources .unnumbered}

### 6.3.1 Migration Team (Civil Servant Personnel)  {#migration-team-civil-servant-personnel .unnumbered}

The NASA Migration Team, composed predominately of Agency-level civil
servant and contractor personnel, will work directly with DOI to migrate
NASA's payroll operations. A detailed listing of migration team members
is shown in Appendix C-1. The level of commitment for civil servants on
the Migration Team is shown in Figure 8.

***Figure 8: Migration Team Civil Servant Commitment***

+-------------------------+---------+----------+-------+--------+-----+
| **Migration Team Civil  | **\# of | **Comm   | **    | *      | *   |
| Servant**               | Team    | itment** | Durat | *Hours | *To |
|                         | Me      |          | ion** | per    | tal |
| **Skill Mix**           | mbers** |          |       | Team   | H   |
|                         |         |          |       | Me     | our |
|                         |         |          |       | mber** | s** |
+-------------------------+---------+----------+-------+--------+-----+
| Project Manager         | 1       | 100%     | LoP   | 2080   | 2   |
|                         |         |          |       |        | 080 |
+-------------------------+---------+----------+-------+--------+-----+
| PR Sub-Process Team     | 1       | 50%      | LoP   | 1040   | 1   |
| Lead                    |         |          |       |        | 040 |
+-------------------------+---------+----------+-------+--------+-----+
| HR Sub-Process Team     | 1       | 50%      | LoP   | 1040   | 1   |
| Lead                    |         |          |       |        | 040 |
+-------------------------+---------+----------+-------+--------+-----+
| PR Specialists          | 1       | 50%      | LoP   | 1040   | 1   |
|                         |         |          |       |        | 040 |
+-------------------------+---------+----------+-------+--------+-----+
| PR Specialists          | 2       | 100%     | 9     | 1560   | 3   |
|                         |         |          | M     |        | 120 |
|                         |         |          | onths |        |     |
+-------------------------+---------+----------+-------+--------+-----+
| HR Specialists          | 1       | 50%      | LoP   | 1040   | 1   |
|                         |         |          |       |        | 040 |
+-------------------------+---------+----------+-------+--------+-----+
| HR Specialists          | 2       | 100%     | 9     | 1560   | 3   |
|                         |         |          | M     |        | 120 |
|                         |         |          | onths |        |     |
+-------------------------+---------+----------+-------+--------+-----+
| Accountant/Finance      | 1       | 100%     | 4     | 693    | 693 |
| Specialist              |         |          | M     |        |     |
|                         |         |          | onths |        |     |
+-------------------------+---------+----------+-------+--------+-----+
| Applications and Data   | 1       | 100%     | 6     | 1040   | 1   |
| Expert                  |         |          | M     |        | 040 |
|                         |         |          | onths |        |     |
+-------------------------+---------+----------+-------+--------+-----+
| Business Process        | 2       | 50%      | 6     | 520    | 1   |
| Specialists             |         |          | M     |        | 040 |
|                         |         |          | onths |        |     |
+-------------------------+---------+----------+-------+--------+-----+
| IT/Telecommunications   | 2       | 100%     | 6     | 1040   | 2   |
|                         |         |          | M     |        | 080 |
|                         |         |          | onths |        |     |
+-------------------------+---------+----------+-------+--------+-----+

**The Life of Project (LoP) is March 2003 -- September 2004.**

### 6.3.2 Migration Team (Contractor Personnel) {#migration-team-contractor-personnel .unnumbered}

Contractor support for the Migration Team will consist of personnel form
Booz Allen Hamilton (BAH), Distributive Information Systems (DIS), and
Computer Sciences Corporation (CSC). The level of commitment for
contractor support is shown in Figure 9.

***Figure 9: Migration Team Contractor Level of Commitment***

  ----------------------- ------------ ---------------- -------------- ---------- ---------
  **Migration Team        **\# of Team **Commitment**   **Duration**   **Hours    **Total
  Contractor Skill Mix**  Memberss**                                   per Team   Hours**
                                                                       Member**   

  Training Coordinator    1            100%             4 Months       693        693

  Change Management Lead  1            100%             6 Months       1040       1040

  Process Review Support  2            50%              6 Months       520        1040

  Applications and Data   1            100%             6 Months       1040       1040
  Expert                                                                          

  Administrative Support  1            50%              LoP            1040       1040

  IPO Technical Support   2            100%             LoP            2080       4160

  IPO Technical Support   1            50%              Lop            1040       1040
  ----------------------- ------------ ---------------- -------------- ---------- ---------

**The Life of Project (LoP) is March2003 -- September 2004.**

### 6.3.3 HR and Payroll Sub-Process Teams {#hr-and-payroll-sub-process-teams .unnumbered}

The HR and Payroll Sub-Process Teams will consist of a functional and
technical resource from each Center. These team members will be the
primary support for HR and Payroll Process Reviews during the
formulation phase of e-Payroll (March -- August 2003) and will serve as
Center-level points-of-contact for the life of the project. The teams
will be tasked to evaluate and document current Payroll and HR
processes. Results of the process reviews will validate existing
processes and provide functional requirements for the NPPS to FPPS
implementation. The HR and Payroll Sub-Process Teams will work directly
with the HR and Payroll Team Leads identified in Figure 8 above. A
detailed listing of sub-process team members is shown in Appendices C-2
and C-3. Figures 10 and 11 illustrate the level of commitment for these
teams.

***Figure 10: HR Sub-Process Team Level of Commitment***

  ------------------------ ---------- ---------------- -------------- ---------- ---------
  **Formulation HR         **\# Per   **Commitment**   **Duration**   **Hours    **Total
  Sub-Process Team**       Center**                                   Per Team   Hours**
                                                                      Member**   

  Functional               1          25%              6 Months       260        260

  Technical                1          25%              6 Months       260        260
  ------------------------ ---------- ---------------- -------------- ---------- ---------

***Figure 11: Payroll Sub-Process Team Level of Commitment***

  ------------------------ ---------- ---------------- -------------- ---------- ---------
  **Formulation HR         **\# Per   **Commitment**   **Duration**   **Hours    **Total
  Sub-Process Team**       Center**                                   Per Team   Hours**
                                                                      Member**   

  Functional               1          25%              6 Months       260        260

  Technical                1          25%              6 Months       260        260
  ------------------------ ---------- ---------------- -------------- ---------- ---------

### Integration Project Office

The Integration Project Office is responsible for establishing a viable
technical infrastructure and ensuring the coordination of the various
functional module implementations. Specific responsibilities include
those identified in Section 2.2.4 of this document.

## 6.4 Management Steering Committee  {#management-steering-committee .unnumbered}

The HR Steering Committee serves as the principal forum for ensuring
that the Project's functional drivers are achieved. The Project Steering
Committee will review functional and implementation issues and recommend
actions to the Project Manager for resolving those issues.

## Requirements Definition  {#requirements-definition .unnumbered}

The primary purpose of e-Payroll Formulation is to conduct a
requirements analysis of the Payroll and HR processes and identify
processes that can possibly be standardized within the e-Payroll effort.

The steps for defining NASA's Payroll and HR requirements are outlined
below:

-   Conduct process reviews

-   Identify potential requirement gaps

-   Develop potential business process changes or workarounds

-   Review potential gap resolutions with e-Payroll Sub-Process Teams

-   Present preliminary gaps to e-Payroll Steering Committee

-   Prepare scenarios for recommended resolutions and DOI demos

-   Obtain process owner review/approval of resolutions

-   Issue requirements package to DOI

-   Obtain DOI response and determine final resolution

## 6.6 Functional Business Drivers  {#functional-business-drivers .unnumbered}

The overarching goal of the Integrated Financial Management Program is
to improve the financial, physical, and human resources management
processes throughout the Agency. IFMP will reengineer NASA\'s business
infrastructure in the context of industry \"best practices\" and
implement enabling technology to provide necessary management
information to support the Agency\'s strategic plan implementation.

IFMP is aligned with the Manage Strategically crosscutting process
defined in the NASA Strategic Plan to provide critical information
management capabilities to internal customers and communication among
both internal and external customers. As such, IFMP supports NASA values
and elements common among of the five strategic Enterprises. To
accomplish its goal and support the crosscutting activity, IFMP has
identified the following objectives that are characterized as Agency
Business Drivers:

-   **Provide timely, consistent, and reliable information for
    management decisions** -- Implement standard systems and processes,
    data integration, and a single point of data entry which will
    eliminate reconciliation and provide every management level with
    consistent data for financial and program decision making. IFMP will
    also provide analysis and reporting tools to get the right
    information to the right people at the right level so that they can
    make timely, informed decisions.

```{=html}
<!-- -->
```
-   **Improve NASA\'s accountability and enable full cost management** -
    Implement full cost accounting resulting in increased accountability
    by providing the means to understand cost drivers, determine total
    program costs, and relate costs to value. This will allow the Agency
    to manage programs using full cost management techniques and enhance
    the ability to manage institutional capabilities.

```{=html}
<!-- -->
```
-   **Achieve efficiencies and operate effectively** -- NASA must
    evaluate and improve the efficiency and effectiveness of business
    processes to appropriately support mission program requirements.
    Budgets and staffing levels have already been reduced in many
    administrative areas. New tools are required to ensure that
    processes operate effectively (the results are what the process
    intended and they facilitate accomplishing NASA values such as
    enhancing safety), are conducted efficiently (reduce resources to
    implement the processes), and result in overall savings to the
    Agency (the products managed or acquired by the process are better
    or cost less).

```{=html}
<!-- -->
```
-   **Exchange information with customers and stakeholders** --
    Implement the infrastructure and tools that will provide information
    internally and externally to increase Agency-level accountability,
    achieve integrity of data and information, and communicate cost
    effectiveness of NASA\'s actions.

```{=html}
<!-- -->
```
-   **Attract and retain a world-class workforce** - Continue to attract
    and retain highly qualified individuals to support the goals and
    objectives of the strategic Enterprises and the infrastructure of
    the Agency. To accomplish this, IFMP will:

-   Provide tools to enable NASA to compete with commercial markets for
    a highly motivated workforce representing a broad range of skill
    levels.

-   Provide tools to our employees that minimize frustration and
    maximize their ability to perform value-added functions

-   Enhance the ability of employees to work in teams across
    organizations and functions

The assessment completed during the formulation phase will provide the
necessary information to measure the functional business driver success
criteria.

## 6.7 Framework Agreements {#framework-agreements .unnumbered}

The following framework agreements will be developed during the
e-Payroll Formulation Phase.

### 6.7.1 Business Case Analysis {#business-case-analysis .unnumbered}

In response to the OPM e-Payroll Consolidation initiative, NASA engaged
a working group to study options for migrating its payroll service
delivery to the Department of Interior, one of the four Federal payroll
service providers selected by OPM under competitive sourcing. The
working group consisted of representatives from the Payroll and Human
Resources (HR) community (Consolidated Payroll Office, Headquarters
Policy Office, Information Technology (IT) Managers, HR and Payroll
Managers, Training, Employee Self-Service).

Information supporting the e-Payroll Study was collected using several
methods including the following:

-   A review of NASA's Integrated Human Capital Business Case (October
    25, 2002)

-   A workshop conducted with Payroll, HR, Policy experts, and IT
    representatives

-   A review of NASA and DOI payroll service offerings

-   A review of NASA and DOI Agency-level external interfaces

-   A review of NASA Agency-level internal interfaces

-   A review of NASA's Center-level legacy systems

-   Formal workshop discussions with representatives from the Department
    of Interior, and its component, National Business Center (NBC)

The working group studied three feasible alternatives for transitioning
NASA's payroll service to the Department of Interior based on the
following options:

-   Implement just DOI Payroll functionality

-   Implement full DOI Payroll and HR functionality

-   Implement a hybrid of DOI Payroll and HR functions that optimize
    NASA's ability to shut down legacy systems

> The e-Payroll Study was completed March 21, 2003. Based on the
> evaluation of the information mentioned above, the study team
> recommended the migration of NASA's payroll service delivery, HR
> transactional processing, and use of the automated workflow for SF
> 50/52 functionality in the FPPS. The OPM schedule for completion of
> Agencies' payroll migration is September 2004.

### 6.7.2 Project Plan  {#project-plan .unnumbered}

The purpose of this plan is to establish an overarching structure for
managing the e-Payroll Project, including general requirements and
performance goals, organization and management structure; participants
and their roles and responsibilities; resources, schedules, and
controls, risk management; quality management; implementation approach,
and customer definition and advocacy. The e-Payroll Project Plan will
cover the period of formal implementation activities, September 2003 --
2004. The Plan will be developed using the guideline established within
the NASA NPG 7120.5A

### 6.7.3 Integration Project Agreement {#integration-project-agreement .unnumbered}

This document serves as a contract between the e-Payroll Project and the
Integration Project Office. This agreement details the scope of the
Integration Project's responsibilities for supporting the e-Payroll
Project, as well as the Module Project's responsibilities for
communicating and working with the Integration Project. Once these
activities are established and approved, this document will represent
the final and conclusive list of Project and Integration Team
responsibilities.

### 6.7.4 Risk Management {#risk-management .unnumbered}

This document is the Risk Management Plan for the e-Payroll project*.*
The purpose of the Risk Management Plan is to establish the strategy for
managing risks for the e-Payroll Project. Roles and responsibilities for
each level of Project risk management as well as standard processes and
techniques for identifying, analyzing, planning, tracking, and
controlling risks are documented. This plan also addresses the top risks
currently identified by the e-Payroll project. Risk mitigation
strategies and steps have been developed, and emerging NASA risk
management techniques have been addressed where applicable. The Risk
Management Plan will be developed within the overall guidelines of the
IFM Program Risk Management Framework and NPG 7120.5.

### 6.7.5 Issue Management {#issue-management .unnumbered}

Effective issue management is a critical component of successful system
implementation projects. A clear issue resolution process is required.
The issue management process will be documented and an issue management
tracking system implemented during the e-Payroll Project Formulation
phase.

On a macro level, project team members will have the responsibility to
identify issues within the e-Payroll implementation. Issues will be
categorized, assigned, a suspense date assigned and entered into the
issue management tracking system. Weekly issue management meetings will
be conducted to review and status individual issues.

### 6.7.6 Change Management {#change-management .unnumbered}

The objective of the Change Management function is to coordinate
e-Payroll management, training, and communication issues. The Change
Management team will be tasked to share project information across all
NASA centers and execute actions to minimize organizational barriers to
change.

### 6.7.7 Communication {#communication .unnumbered}

Project communication management includes all the processes required to
ensure timely and appropriate generation, collection, dissemination,
storage, and ultimate disposition of project information. It provides
the critical link among all customers, stakeholders, ideas, and
information necessary for the project\'s success.

Effective communication is critical to the success of the e-Payroll
Project, it is vital to building awareness, understanding, buy-in and
commitment for this change initiative. Communication increases
acceptance of change and enhances uptake of the outcome. To successfully
manage change, those impacted by what is changing must understand the
vision driving NASA, the purpose for the IFM Program and the personal
and organizational benefits that will accrue from implementing the
e-Payroll Project.

Managing change initiatives effectively requires communication
throughout the entire change process. It means providing the right
information to the right people at the right times through the right
channels to achieve specific goals. The e-Payroll Project Communication
Strategy helps to manage expectations and provides consistent messages
among project team members, NASA employees and other impacted
stakeholders of the Project.

To facilitate implementation of e-Payroll, communication should address
the following:

-   Awareness of the e-Payroll Project

-   e-Payroll Project stakeholder expectations

-   Motivational information, which includes the benefits of the
    e-Payroll Project

-   Information about how change will impact individual employees and/or
    departments

-   Content which provides knowledge to Agency, Project and Receiving
    Center employees, as well as other key stakeholders, about specific
    e-Payroll Project topics.

-   e-Payroll Project updates, which include: status; progress; upcoming
    meetings or events; and other overall e-Payroll Project-related
    information

## 6.8 Implementation {#implementation .unnumbered}

After formulation and at the start of formal implementation, NASA and
DOI will work together to perform the following implementation tasks:

-   System Analysis

-   Technical Requirements Definition

-   Functional Requirements Validation

-   System Modification and Testing

-   Conversion Design, Programming, and Testing

-   Change Communication

-   Training

-   Client Orientation

-   Parallel Processing

-   Accomplishing Operational Readiness

-   Implementation

-   Transfer of Records

## 6.9 Project Commitment Agreement (PCA) {#project-commitment-agreement-pca .unnumbered}

The Project Commitment Agreement is a document at the program level that
provides details on the following:

-   Program Objectives

-   Program Overview

-   Program Authority

-   Technical Performance Commitments

-   Cost and Schedule Commitments

-   Acquisition Strategy

-   High Risk Areas

> The e-Payroll project module will provide an addendum to the program
> PCA addressing the key areas mentioned above, excluding the
> acquisition strategy.

# 7.0 e-PAYROLL PROJECT REVIEWS {#e-payroll-project-reviews .unnumbered}

Various reviews will be conducted over the life of the Project as
follows.

## 7.1 Management Reviews  {#management-reviews .unnumbered}

Management reviews will be scheduled periodically. The type and
frequency of the reviews will be established according to the project
needs and requirements. Reviews will be scheduled to keep Agency,
Center, program and project management informed of the current status of
existing or potential problem areas. Special reviews by any level of
management will be scheduled when the need arises.

Management reviews will include:

-   Project Monthly Status Reviews to the Program

-   e-Payroll Steering Committee Reviews (as often as necessary but at
    least once a month)

-   Systems Management Office (SMO) Review

-   Independent Assessment at major project milestones

-   Systems Compliance Reviews

-   Requirements Reviews

### 7.1.1 Initial Project Review {#initial-project-review .unnumbered}

As requested by the Independent Program Assessment Office (IPAO) and the
IFM Program Office, MSFC's System Management Office (SMO) will conduct a
review of the Project. The SMO will make a recommendation to both the
MSFC PMC and IFM Program Office regarding the readiness of the Project
to proceed with the implementation phase. An additional review may be
required during the implementation phase.

### 7.1.2 Independent Assessments {#independent-assessments .unnumbered}

The IFMP Program will employ professional independent assessment
services at various milestones throughout the life of the e-Payroll
Project. The objectives of this approach include the ability to identify
issues early in the process and the ability to reduce risks, costs, and
schedule slippage.

Independent assessment responsibilities are divided between the NASA
Fairmont Independent Verification and Validation (IV&V) facility and an
Independent Assessment Contractor. The IV&V will focus on the assessment
of the establishment, management, and volatility of requirements.

## 7.2 Technical Reviews  {#technical-reviews .unnumbered}

Various technical reviews will be conducted as required. The purpose of
these reviews is to ensure that the Project is achieving the desired
technical performance on schedule and within budget. The timing of these
reviews will be based on the Project lifecycle. In programs of this
nature, detailed lifecycle phases are driven based upon the specific
implementation methodology defined by the software package(s) and
implementation partner(s) being utilized. As this methodology becomes
known, specific technical reviews will be defined and scheduled for the
Project. At a minimum, the following reviews will be conducted:
Requirements Review, Test Readiness Review, and Operational Readiness
Reviews.

[]{#__RefHeading___Toc36604975 .anchor}APPENDIX A: List of Acronyms

+-------------+--------------------------------------------------------+
| **List of   |                                                        |
| Acronyms**  |                                                        |
+=============+========================================================+
| ADP         | Automated Data Processing                              |
+-------------+--------------------------------------------------------+
| BAH         | Booz Allen Hamilton                                    |
+-------------+--------------------------------------------------------+
| CAPPS       | Consolidated Agency Personnel Payroll System           |
+-------------+--------------------------------------------------------+
| CFO         | Chief Financial Officer                                |
+-------------+--------------------------------------------------------+
| CSC         | Computer Sciences Corporation                          |
+-------------+--------------------------------------------------------+
| DIS         | Distributive Information Systems                       |
+-------------+--------------------------------------------------------+
| DOI         | Department of Interior                                 |
+-------------+--------------------------------------------------------+
| EE          | Employee Express                                       |
+-------------+--------------------------------------------------------+
| HCM         | Human Capital Management                               |
+-------------+--------------------------------------------------------+
| HQ          | Headquarters                                           |
+-------------+--------------------------------------------------------+
| IDMS        | Identity Management System                             |
+-------------+--------------------------------------------------------+
| IFMP        | Integrated Financial Management Program                |
+-------------+--------------------------------------------------------+
| IHCM        | Integrated Human Capital Management                    |
+-------------+--------------------------------------------------------+
| IPO         | Integration Project Office                             |
+-------------+--------------------------------------------------------+
| IT          | Information Technology                                 |
+-------------+--------------------------------------------------------+
| ITPOC       | Information Technology Point of Contact                |
+-------------+--------------------------------------------------------+
| MPIS        | MSFC Personnel Information System                      |
+-------------+--------------------------------------------------------+
| MSFC        | Marshall Space Flight Center                           |
+-------------+--------------------------------------------------------+
| NASA        | National Aeronautics and Space Administration          |
+-------------+--------------------------------------------------------+
| NBC         | National Business Center                               |
+-------------+--------------------------------------------------------+
| NEBS        | NASA Employee Benefits Statement                       |
+-------------+--------------------------------------------------------+
| NPPS        | NASA Personnel and Payroll System                      |
+-------------+--------------------------------------------------------+
| NSSC        | NASA Shared Services Center                            |
+-------------+--------------------------------------------------------+
| OMB         | Office of Budget and Management                        |
+-------------+--------------------------------------------------------+
| OPM         | Office of Personnel Management                         |
+-------------+--------------------------------------------------------+
| PAS         | Personnel Awards System                                |
+-------------+--------------------------------------------------------+
| PATS        | Personnel Action Tracking System                       |
+-------------+--------------------------------------------------------+
| PMA         | President's Management Agenda                          |
+-------------+--------------------------------------------------------+
| SESAAS      | > Sustaining Engineering Support for Agencywide        |
|             | > Administrative Systems                               |
+-------------+--------------------------------------------------------+
| SLA         | Service Level Agreement                                |
+-------------+--------------------------------------------------------+
| STARS       | Space Transportation Accounting and Resource System    |
+-------------+--------------------------------------------------------+
| T&A         | Time and Attendance                                    |
+-------------+--------------------------------------------------------+
| TIDBITS     | TID Personnel Tracking System                          |
+-------------+--------------------------------------------------------+
| TSP         | Thrift Savings Plan                                    |
+-------------+--------------------------------------------------------+
| WebTADS     | Web-Based Time and Attendance Distribution System      |
+-------------+--------------------------------------------------------+

[]{#__RefHeading___Toc36604976 .anchor}APPENDIX B: e-payroll project
Formulation process

[]{#__RefHeading___Toc36604977 .anchor}APPENDIX C: project resource
listS

## C-1 e-Payroll Migration Team  {#c-1-e-payroll-migration-team .unnumbered}

+------------------+----------------+-------+--------+----------------+
| **Name**         | **Title**      | **Cen | **P    | **Email**      |
|                  |                | ter** | hone** |                |
+------------------+----------------+-------+--------+----------------+
| Ona Elliott      | Project        | MSFC  | \      | <ona.b.ell     |
|                  | Manager        |       | (256\) | iott@nasa.gov> |
|                  |                |       | 54     |                |
|                  |                |       | 4-7342 |                |
+------------------+----------------+-------+--------+----------------+
| Pat Simpkins     | HR Sub-Process | HQ    | \      | <patrick.simp  |
|                  | Team Lead      |       | (202\) | kins@nasa.gov> |
|                  |                |       | 35     |                |
|                  |                |       | 8-4320 |                |
+------------------+----------------+-------+--------+----------------+
| Mike Clemons     | Payroll        | MSFC  | \      | <michael.c.cle |
|                  | Sub-Process    |       | (256\) | mons@nasa.gov> |
|                  | Team Lead      |       | 54     |                |
|                  |                |       | 4-7345 |                |
+------------------+----------------+-------+--------+----------------+
| Karen Johnson    | Business       | MSFC  | \      | <karen.c.joh   |
|                  | Process        |       | (256\) | nson@nasa.gov> |
|                  | Specialist     |       | 54     |                |
|                  |                |       | 4-7300 |                |
+------------------+----------------+-------+--------+----------------+
| Lou Nosenzo      | Business       | MSFC  | \      | <lou.nos       |
|                  | Process        |       | (256\) | enzo@nasa.gov> |
|                  | Specialist     |       | 54     |                |
|                  |                |       | 4-7401 |                |
+------------------+----------------+-------+--------+----------------+
| Rosemary Gregory | Project        | HQ    | \      | <Rosemary.Gre  |
|                  | Support        |       | (256\) | gory@nasa.gov> |
|                  |                |       | 35     |                |
|                  |                |       | 8-1339 |                |
+------------------+----------------+-------+--------+----------------+
| Ron Bowman       | Project        | HQ    | \      | <rbo           |
|                  | Support        |       | (202\) | wman@nasa.gov> |
|                  |                |       | 35     |                |
|                  |                |       | 8-2490 |                |
+------------------+----------------+-------+--------+----------------+
| Terrie Robinson  | Project        | HQ    | \      | <Terri.robi    |
|                  | Support        |       | (202\) | nson@nasa.gov> |
|                  |                |       | 35     |                |
|                  |                |       | 8-1203 |                |
+------------------+----------------+-------+--------+----------------+
| Bill Vaughn      | Project        | MSFC  | \      | <bill.va       |
|                  | Support        |       | (256\) | ughn@nasa.gov> |
|                  |                |       | 54     |                |
|                  |                |       | 4-7273 |                |
+------------------+----------------+-------+--------+----------------+
| Julia Lee        | Payroll        | MSFC  | \      | <julia.a       |
|                  | Specialist     |       | (256\) | .lee@nasa.gov> |
|                  |                |       | 54     |                |
|                  |                |       | 4-1491 |                |
+------------------+----------------+-------+--------+----------------+
| Debbie Gonzalez  | Payroll        | MSFC  | \      | <              |
|                  | Specialist     |       | (256\) | deborah.c.gonz |
|                  |                |       | 54     | alez@nasa.gov> |
|                  |                |       | 4-5525 |                |
+------------------+----------------+-------+--------+----------------+
| Tarrie Hood      | Payroll        | MSFC  | \      | <tarrie.a.     |
|                  | Specialist     |       | (256\) | hood@nasa.gov> |
|                  |                |       | 54     |                |
|                  |                |       | 4-1475 |                |
+------------------+----------------+-------+--------+----------------+
| Carolyn Plank    | HR Specialist  | MSFC  | \      | <carolyn.c.p   |
|                  |                |       | (256\) | lank@nasa.gov> |
|                  |                |       | 54     |                |
|                  |                |       | 4-6200 |                |
+------------------+----------------+-------+--------+----------------+
| Dianne Stokes    | HR Specialist  | JSC   | \      | <Dianne.w.st   |
|                  |                |       | (281\) | okes@nasa.gov> |
|                  |                |       | 48     |                |
|                  |                |       | 3-9971 |                |
+------------------+----------------+-------+--------+----------------+
| Lou Nosenzo      | HR Specialist  | MSFC  | \      | <lou.nos       |
|                  |                |       | (256\) | enzo@nasa.gov> |
|                  |                |       | 54     |                |
|                  |                |       | 4-7401 |                |
+------------------+----------------+-------+--------+----------------+
| Shashi Varshney  | Acco           | MSFC  | \      | <shashi.p.vars |
|                  | untant/Finance |       | (256\) | hney@nasa.gov> |
|                  | Specialist     |       | 54     |                |
|                  |                |       | 4-1542 |                |
+------------------+----------------+-------+--------+----------------+
| Karen Johnson    | Application    | MSFC  | \      | <karen.c.joh   |
|                  | and Data       |       | (256\) | nson@nasa.gov> |
|                  | Expert         |       | 54     |                |
|                  |                |       | 4-7300 |                |
+------------------+----------------+-------+--------+----------------+
| Sheila Fogle     | IT/Tele        | MSFC  | \      | <sheila.f      |
|                  | communications |       | (256\) | ogle@nasa.gov> |
|                  |                |       | 54     |                |
|                  |                |       | 4-5638 |                |
+------------------+----------------+-------+--------+----------------+
| Marisa Wofford   | IT/Tele        | MSFC  | \      | <marisa.s.wof  |
|                  | communications |       | (256\) | ford@nasa.gov> |
|                  |                |       | 54     |                |
|                  |                |       | 4-7482 |                |
+------------------+----------------+-------+--------+----------------+
| Teresa Wenger    | Application    | MSFC  | \      | <              |
|                  | and Data       | (DIS) | (256\) | teresa.wenger@ |
|                  | Expert         |       | 54     | msfc.nasa.gov> |
|                  |                |       | 4-3794 |                |
+------------------+----------------+-------+--------+----------------+
| Datta/St         | HR Process     | H     | \      |                |
| .Michele/Johnson | Review         | Q/BAH | (703\) |                |
|                  |                |       | 90     |                |
|                  | Training       |       | 2-5554 |                |
|                  | Coordinator    |       |        |                |
+------------------+----------------+-------+--------+----------------+
| Patrick Jordan   | Payroll        | MSF   | \      | [Patri         |
|                  | Process Review | C/BAH | (256\) | ck.Jordan@msfc |
|                  |                |       | 54     | .nasa.gov](mai |
|                  | Change         |       | 4-2916 | lto:Patrick.Jo |
|                  | Management     |       |        | rdan@nasa.gov) |
|                  |                |       |        |                |
|                  | Administrative |       |        |                |
|                  | Support        |       |        |                |
+------------------+----------------+-------+--------+----------------+
| Neil Rodgers     | IPO Technical  | MSFC  | \      | <Neil.Rod      |
|                  | Support        |       | (256\) | gers@nasa.gov> |
|                  |                |       | 54     |                |
|                  |                |       | 4-5628 |                |
+------------------+----------------+-------+--------+----------------+
| Anita Webster    | IPO Technical  | MSFC  | \      | <Anita.G.Web   |
|                  | Support        |       | (256\) | ster@nasa.gov> |
|                  |                |       | 54     |                |
|                  |                |       | 4-1469 |                |
+------------------+----------------+-------+--------+----------------+
| TBD              | IPO Technical  | MSFC  |        |                |
|                  | Support        | (CSC) |        |                |
+------------------+----------------+-------+--------+----------------+
| TBD              | IPO Technical  | MSFC  |        |                |
|                  | Support        | (CSC) |        |                |
+------------------+----------------+-------+--------+----------------+
| TBD              | IPO Technical  | MSFC  |        |                |
|                  | Support        | (CSC) |        |                |
+------------------+----------------+-------+--------+----------------+
|                  |                |       |        |                |
+------------------+----------------+-------+--------+----------------+

## C-2 Payroll Sub-Process Team {#c-2-payroll-sub-process-team .unnumbered}

+------------+----------------+-----+---------+----------------------+
| **Name**   | **Title**      | *   | **      | **Email**            |
|            |                | *Ce | Phone** |                      |
|            |                | nte |         |                      |
|            |                | r** |         |                      |
+------------+----------------+-----+---------+----------------------+
| Eleanor    | Functional     | ARC | 650-6   | eleanor.m            |
| Monteleone |                |     | 04-5293 | onteleone-1@nasa.gov |
+------------+----------------+-----+---------+----------------------+
| Bill       | Technical      | ARC | 650-6   | <willia              |
| Likens     |                | ARC | 04-3210 | m.c.likens@nasa.gov> |
|            | > Technical    |     |         | <janet               |
| Janet      |                |     | 650-6   | .h.jarmann@nasa.gov> |
| Jarmann    |                |     | 04-5607 |                      |
+------------+----------------+-----+---------+----------------------+
| Jim Walker | Functional     | D   | 661-2   | jim.                 |
|            |                | FRC | 76-3605 | walker@dfrc.nasa.gov |
+------------+----------------+-----+---------+----------------------+
| Lydia      | Functional     | D   | 661-2   | lydi                 |
| Dorfman    |                | FRC | 76-3306 | a.d.dorfman@nasa.gov |
+------------+----------------+-----+---------+----------------------+
| Linda      | Functional     | GRC | 216-4   | linda.               |
| Henninger  |                |     | 33-2563 | m.henninger@nasa.gov |
+------------+----------------+-----+---------+----------------------+
| John       | Technical      | GRC | 216-9   | <john.m.st           |
| Stricker   |                |     | 77-1256 | ricker@grc.nasa.gov> |
+------------+----------------+-----+---------+----------------------+
| Joyce      | Functional     | G   | 301-2   | <joy                 |
| Green      |                | SFC | 86-5938 | ce.v.green@nasa.gov> |
+------------+----------------+-----+---------+----------------------+
| Sheila Fry | Technical      | G   | 301-2   | <sh                  |
|            |                | SFC | 86-0555 | eila.d.fry@nasa.gov> |
+------------+----------------+-----+---------+----------------------+
| Bernadette | Functional     | HQ  | 202-3   | <brenadett           |
| Keane      |                |     | 58-1051 | e.keane@hq.nasa.gov> |
+------------+----------------+-----+---------+----------------------+
| Pam        | Technical      | HQ  | 202-3   | <pamela              |
| Fetters    |                |     | 58-0867 | .k.fetters@nasa.gov> |
+------------+----------------+-----+---------+----------------------+
| Gwen Obert | Functional     | JSC | 281-4   | <gwendol             |
|            |                |     | 83-5805 | yn.s.obert@nasa.gov> |
+------------+----------------+-----+---------+----------------------+
| Stan Lim   | Technical      | JSC | 281-3   | <slim@sa             |
|            |                |     | 36-3810 | icmail.jsc.nasa.gov> |
| Kevin      | Technical      | JSC |         |                      |
| Candee     |                |     | 281-4   | <kevi                |
|            |                |     | 83-5113 | n.l.candee@nasa.gov> |
+------------+----------------+-----+---------+----------------------+
| Sheree     | Functional     | KSC | 321-8   | <sheree              |
| Gillard    |                |     | 67-3894 | .g.gillard@nasa.gov> |
|            | Functional     | KSC |         |                      |
| Ed         |                |     | 321-8   | <edward.m            |
| Gawronski  | Point of       | KSC | 67-2721 | .gawronski@nasa.gov> |
|            | Contact        |     |         |                      |
| Kathy      |                |     | 321-8   | <kath                |
| Bryant     |                |     | 67-2752 | y.t.bryant@nasa.gov> |
+------------+----------------+-----+---------+----------------------+
| Ron Allen  | Technical      | KSC | 321-8   | <ronald.a            |
|            |                |     | 67-7325 | llen-1@ksc.nasa.gov> |
+------------+----------------+-----+---------+----------------------+
| Avis Smith | Functional     | L   | 757-8   | <av                  |
|            |                | aRC | 64-2084 | is.d.smith@nasa.gov> |
+------------+----------------+-----+---------+----------------------+
| Gerri      | Functional     | L   | 757-8   | <g.r.ed              |
| Edmonds    |                | aRC | 64-2084 | monds@larc.nasa.gov> |
+------------+----------------+-----+---------+----------------------+
| Mary       | Functional     | SSC | 228-6   | <mary                |
| Kennedy    |                |     | 88-1625 | .v.kennedy@nasa.gov> |
+------------+----------------+-----+---------+----------------------+
| Rachel     | Technical      | SSC | 228-6   | <rachel.             |
| Raines     |                |     | 88-7275 | raines@ssc.nasa.gov> |
+------------+----------------+-----+---------+----------------------+
| Julia Lee  | Functional     | M   | 256-5   | <j                   |
|            |                | SFC | 44-1491 | ulia.a.lee@nasa.gov> |
+------------+----------------+-----+---------+----------------------+
| Debbie     | Functional     | M   | 256-5   | <deborah.            |
| Gonzalez   |                | SFC | 44-5525 | c.gonzalez@nasa.gov> |
+------------+----------------+-----+---------+----------------------+

## C-3 HR Sub-Process Team {#c-3-hr-sub-process-team .unnumbered}

  ------------- ---------------------- ------------ -------------- ----------------------------------
  **Name**      **Title**              **Center**   **Phone**      **Email**

  Janet Jarmann Technical              ARC          650-604-5607   Janet.H.Jarmann@nasa.gov

  Beverly       Functional             ARC          650-604-4224   Beverly.Norris-1@nasa.gov
  Norris                                                           

  Susan Kalb    Functional             ARC          650-604-5624   Susan.A.Kalb@nasa.gov

  Sandee Evans  Functional             DFRC         661-276-2099   Sandra.evans@dfrc.nasa.gov

  Paulette      Functional             DFRC         661-276-3312   Paulette.Johnson@dfrc.nasa.gov
  Johnson                                                          

  William       Technical/Functional   GRC          216-433-2500   William.C.Macdonald@nasa.gov
  McDonald                                                         

  Diane Bittner Functional             GSFC         301-614-6938   <Diane.b.Bittner@nasa.gov>

  Keith Lowe    Functional             GSFC         301-286-6623   Keith.P.Lowe@nasa.gov

  Tonyia        Functional             GSFC         301-286-2001   <Latonyia.n.Richardson@nasa.gov>
  Richardson                                                       

  Linda Ledman  Technical              GSFC         301-286-6111   Linda.S.ledman@nasa.gov

  Dianne Stokes Functional/Technical   JSC          281-483-9971   <Dianne.W.Stokes@nasa.gov>

  Mike Hill     Functional             KSC          321-867-2408   Michael.S.Hill@nasa.gov

  Julie Hallum  Technical              KSC          321-867-3382   Julia.K.Hallum@nasa.gov

  Maret         Functional/Technical   KSC          321-867-2130   Marietta.Tennison-1@nasa.gov
  Tennison                                                         

  Peggy Phelps  Functional             LaRC         757-864-9770   <Peggy.A.Phelps@nasa.gov>

  Lois Alliss   Technical              LaRC         757-864-2509   Lois.G.Aliss@nasa.gov

  Anita Harrell Functional/Technical   SSC          228-688-7399   Anita.F.Harrell@nasa.gov

  Linda Pultz   Functional             HQ           202-358-1568   <Linda.L.Pultz@nasa.gov>

  Julie Porter  Technical              HQ           202-358-1546   <lporter@nasa.gov>

  Terri         Functional             Agency       202-358-1203   <Terri.Robinson@nasa.gov>
  Robinson                                                         

  Craig Conlin  Technical              Agency       202-358-1180   <Craig.conlin@nasa.gov>

  Carolyn Plank Functional             MSFC         256-544-6200   <Carolyn.C.Plank@nasa.gov>

  Lou Nosenzo   Technical              MSFC         256-544-7401   <Louis.V.Nosenza@nasa.gov>

  Debbie Allen  Functional             MSFC         256-544-7536   <Debbie.Allen@msfc.nasa.gov>
  ------------- ---------------------- ------------ -------------- ----------------------------------

## C-4 e-Payroll Technical Team {#c-4-e-payroll-technical-team .unnumbered}

  ------------ -------------------- ------------ ----------- ----------------------------
  **Name**     **Title**            **Center**   **Phone**   **Email**

  Jonathan     IPO                  MSFC         \(256\)     jonathan.q.pettus@nasa.gov
  Pettus       Manager/Competency                544-9271    
               Center Manager                                

  Neil Rodgers IPO Deputy           MSFC         \(256\)     neil.n.rodgers@nasa.gov
                                                 544-5628    

  Randy        IPO Technical        MSFC         \(256\)     randy.p.sparkman@nasa.gov
  Sparkman     Architecture                      544-2997    

  Anita        IPO Interface        MSFC         \(256\)     anita.g.webster@nasa.gov
  Webster      Development                       544-1496    

  Erin         IPO Reporting        MSFC         \(256\)     erin.k.birchmeier@nasa.gov
  Birchmeier                                     961-9799    

  Bill Likens  ITPOC                ARC          \(650\)     william.c.likens@nasa.gov
                                                 604-3210    

  John         ITPOC                DFRC         \(661\)     john.h.irizarry@nasa.gov
  Irizarry                                       276-3179    

  Don Sosoka   ITPOC                GRC          \(216\)     <don.sosoka@grc.nasa.gov>
                                                 433-5207    

  Dwaine       ITPOC                GSFC         \(301\)     dwaine.a.kronser@nasa.gov
  Kronser                                        286-7460    

  Jeanette     ITPOC                HQ           \(202\)     jeanette.scissum@nasa.gov
  Scissum                                        358-1351    

  Ted Dyson    ITPOC                JSC          \(281\)     thornton.e.dyson@nasa.gov
                                                 483-1990    

  Bryan        ITPOC                KSC          \(321\)     bryan.bookhart-1@nasa.gov
  Bookhart                                       867-8366    

  John         ITPOC                LaRC         \(757\)     john.m.kusterer@nasa.gov
  Kusterer                                       864-9372    

  David Howell ITPOC                MSFC         \(256\)     david.b.howell@nasa.gov
                                                 544-6030    

  Rachel       ITPOC                SSC          \(228\)     rachel.raines@ssc.nasa.gov
  Raines                                         688-7275    

                                                             

                                                             

                                                             
  ------------ -------------------- ------------ ----------- ----------------------------