Office of the Chief Financial Officer

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*e-Payroll*

*Project Plan*

**Version 2.0**

**February 2, 2004**

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> height="6.758333333333334in"}

DOCUMENT HISTORY LOG

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| B       |         | 1/21/04 | Initial Release                       |
| aseline |         |         |                                       |
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| V2.0    | V2.0    | 6/30/04 | Updated Configuration Management      |
|         |         |         | Section to reflect how changes to     |
|         |         |         | NASA related documentation and        |
|         |         |         | processes will be handled.            |
|         |         |         |                                       |
|         |         |         | > Added comment to reference          |
|         |         |         | > Operations Plan in Appendix         |
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TABLE OF CONTENTS

[1 Scope 6](#scope)

[2 Applicable documents 7](#applicable-documents)

[3 Introduction 7](#introduction)

[3.1 Project Identification 7](#project-identification)

[3.2 General History and Summary 7](#general-history-and-summary)

[3.3 e-Payroll Project Overview 10](#e-payroll-project-overview)

[3.4 Approach 11](#approach)

[4 Objectives 12](#objectives)

[4.1 Agency Business Drivers 12](#agency-business-drivers)

[4.2 Functional Drivers 13](#functional-drivers)

[4.3 Performance Indicators 14](#performance-indicators)

[4.4 e-Payroll Success Criteria 15](#e-payroll-success-criteria)

[4.5 e-Payroll Project Management Success Criteria
20](#e-payroll-project-management-success-criteria)

[5 Customer Definition and Advocacy
21](#customer-definition-and-advocacy)

[5.1 Communication 22](#communication)

[6 Project Authority 26](#project-authority)

[7 Management 27](#management)

[7.1 IFM Program Management Organization
27](#ifm-program-management-organization)

[7.2 e-Payroll Project Organization 31](#e-payroll-project-organization)

[7.3 Project Management Support, Monitoring and Status Processes
40](#project-management-support-monitoring-and-status-processes)

[7.4 Management Support Systems/Tools
40](#management-support-systemstools)

[8 Project Requirements 42](#project-requirements)

[8.1 Requirement Levels 42](#requirement-levels)

[8.2 Level I -- Agency Business Drivers
42](#level-i-agency-business-drivers)

[8.3 Level II -- Project Functional Drivers
43](#level-ii-project-functional-drivers)

[8.4 Level III -- High Level Requirements
43](#level-iii-high-level-requirements)

[8.5 Level IV -- Acquisition Requirements
44](#level-iv-acquisition-requirements)

[8.6 Level V -- Implementation Requirements
44](#level-v-implementation-requirements)

[9 Technical Summary 45](#technical-summary)

[9.1 e-Payroll Functional Overview 45](#e-payroll-functional-overview)

[9.2 Facilities 45](#facilities)

[9.3 Mission Results Analysis and Reporting
45](#mission-results-analysis-and-reporting)

[10 Logistics 46](#logistics)

[11 Schedule 46](#schedule)

[11.1 Project Schedules Overview 46](#project-schedules-overview)

[12 Resources 49](#resources)

[12.1 Funding and Institutional Requirements
49](#funding-and-institutional-requirements)

[13 Controls 50](#controls)

[14 Implementation Approach 51](#implementation-approach)

[14.1 Implementation Overview 51](#implementation-overview)

[14.2 e-Payroll Project WBS 53](#e-payroll-project-wbs)

[14.3 Contractor Support 53](#contractor-support)

[14.4 Descope Approach 55](#descope-approach)

[15 Program/Project Dependencies 56](#programproject-dependencies)

[16 Agreements 56](#agreements)

[17 Safety and Mission Success 57](#safety-and-mission-success)

[18 Risk and Issue Management 57](#risk-and-issue-management)

[18.1 Risk 57](#risk)

[18.2 Issues 58](#issues)

[19 Environmental Impact 58](#environmental-impact)

[20 Test and Verification 58](#test-and-verification)

[20.1 Testing Phases 58](#testing-phases)

[20.2 Testing Environments 59](#testing-environments)

[21 Technology Assessment 59](#technology-assessment)

[22 Commercialization 60](#commercialization)

[23 Reviews 60](#reviews)

[23.1 Management Reviews 60](#management-reviews)

[23.2 Independent Assessments 61](#independent-assessments)

[23.3 Technical Reviews 61](#technical-reviews)

[24 Tailoring 61](#tailoring)

[25 Change Log 62](#change-log)

[APPENDIX A: Acronyms 63](#appendix-a-acronyms)

[APPENDIX B: DOI Service Level Agreement
67](#appendix-b-doi-service-level-agreement)

[APPENDIX C: LEVEL III Requirements
76](#appendix-c-level-iii-requirements)

[APPENDIX D: Concept of Operations
82](#appendix-d-concept-of-operations)

# Scope

This is the Project Plan for implementation of e-Payroll, an element of
the Office of Personnel Management (OPM) e-Government initiative
mandated by the President's Management Agenda (PMA). The scope of this
document includes all required sections as directed by NASA Procedures
and Guidelines (NPG)-7120.5B. The purpose of the Project Plan is to
establish an overarching structure for managing the e-Payroll Project,
including general requirements, 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 will transition NASA's payroll service delivery to
the Department of Interior (DOI) utilizing the Federal Personnel and
Payroll System (FPPS), a system operated and maintained by the National
Business Center (NBC), a component of DOI. Implementation will focus on
those functions that allow the replacement of the NASA Personnel and
Payroll System (NPPS) and provide additional functionality of automated
workflow for SF 50/52 processing.

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

-   Migration of NASA's Payroll service delivery to DOI

-   Migration of personnel transactional processing functions from NPPS
    to FPPS

-   Incorporating additional functionality of SF 50/52 automated
    workflow

-   Status Quo T&A and Labor Distribution processing

-   Establishing report capabilities and interfaces to remaining legacy
    systems

-   Conversion of NPPS personnel and payroll historical data to FPPS
    Datamart

-   Additional transactional process automation achieved via the
    standardization of an Agency Award system

During the project formulation phase, standardization of a single Labor
Distribution System or interface was determined to be out of scope for
e-Payroll implementation. Interfaces with existing unique Center Labor
Distribution systems will be developed, rather than standardizing a
single system or interface. This is largely due to schedule constraints
imposed by the OPM timeline for implementation.

In accordance with the Service Level Agreement (SLA) between NASA and
DOI (Appendix B), the e-Payroll Project will use the FPPS in its native
form and not seek to have the system modified. The e-Payroll Migration
Team will work with DOI to configure and test the software to include
any required interfaces and reports. NASA payroll staff, personnel
staff, and end users will be trained in both the software operational
processes and new processes related to NASA unique operations.

# Applicable documents

The following reference is the source documentation used in establishing
the e-Payroll Project Plan:

> NASA Program and Project Management Processes and Requirements, NPG
> 7120.5B, November 21, 2002

# Introduction

## Project Identification

Payroll was identified as a future Integrated Financial Management
Program (IFMP) component to be implemented as part of the Integrated
Human Capital Management (IHCM) module. Under the PMA, the e-Payroll
initiative accelerated the timeline for replacement of NASA's payroll
functions under IFMP. The initiative addresses payroll functionality
similar to that planned for IFMP with the goal of migrating all Federal
agencies' existing payroll service to one of four consolidated Federal
payroll service providers no later than September 2004. NASA has
confirmed its commitment to proceed with the migration of its payroll
operations to a service provider under the e-Payroll initiative rather
than establish a new payroll capability as an extension of the IFMP
Human Resources (HR) function.

The Agency Chief Information Officer is the focal point between NASA and
Office of Management and Budget (OMB) for all e-Government initiatives.
Because of the tight linkage between e-Payroll and other IFM projects,
the IFMP program team will be responsible for program management and
ensuring integration with other Agency business processes and their
enabling systems. The e-Payroll Steering Committee will provide
oversight and direction to the project.

The Marshall Space Flight Center (MSFC) is the lead Center for project
planning and implementation, under the direction of the IFMP
Administrative Systems Implementation Project Manager. Planning will be
conducted with broad participation across NASA and will include the
e-Payroll Steering Committee, HR Steering Committee, NASA's Consolidated
Payroll Office, the IFM Integration Project Office, and the Sustaining
Engineering Support for Agencywide Administrative Systems (SESAAS).

## General History and Summary

The President's Management Agenda, as it relates to electronic
government, designated a number of opportunities for improvement in the
Federal Information Technology (IT) sector. Among the initiatives
identified for improvement, consolidation and standardization of Federal
payroll were recognized due to the disparity of processes and systems
performing essentially the same function, paying employees. The
e-Payroll initiative is a part of the larger e-Government initiative to
streamline and modernize human capital systems in an effort 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 from a
Governmentwide perspective in order to identify options for future
investments in the modernization and improvement of payroll systems and
processes. The working group (OPM, OMB, and payroll providers)
determined that the consolidation of payroll service delivery can 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, OPM announced that it intended to
consolidate payroll activities at 22 Federal agencies into the 4 'best
qualified' organizations; Department of Defense (DOD), Department of
Agriculture (DOA), Department of the Interior, and General Services
Administration (GSA). NASA was paired with the Department of the
Interior.

NASA's payroll legacy system and related systems provide the minimum
functionality necessary to perform the Agency personnel and payroll
functions, but they do not provide NASA employees and managers with the
tools necessary to more effectively and efficiently achieve the Agency
vision, mission and long-term human capital objectives. The current
payroll and HR systems are incapable of supporting NASA's future vision
as outlined by the IFM Program due to the lack of process
standardization, systems compatibility, and integration. The e-Payroll
initiative will not, in and of itself, address all these shortcomings.
However, replacing NASA's current systems with an e-Payroll solution
would provide a framework for future initiatives to improve the accuracy
and timeliness of available information, which would enable the Agency
to make better decisions, facilitate the implementation of full cost
management, and maintain data centrally while creating a foundation for
implementation of the overall IFMP vision.

Current system drawbacks include:

-   As a 1980's mainframe system, NPPS has few users, a difficult
    interface, inaccessible data and narrow functionality;

-   Lack of automation requires time-consuming manual intervention for
    many processes;

-   NPPS does not provide the capability for performing out-of-cycle
    payment transactions;

-   NPPS does not enable consolidation of HR operations such as
    transaction processing and record keeping;

-   Inability to electronically process permanent change of station
    (PCS) data from Travel for purposes of updating taxes, employee
    profiles, W-2s, and Leave and Earnings Statement;

-   Legacy systems track limited payroll and personnel data;

-   NPPS gives managers no way to request services or get data on
    subordinates.

Many of the above items can be addressed by successful implementation of
the e-Payroll initiative.

> NASA has conceptualized a future state for IHCM that represents
> opportunities to reorganize and reenergize key IHCM activities to
> provide effective, efficient, and economical benefits. For the
> purposes of e-Payroll, neither process reengineering nor legacy system
> rework will be in the scope of this activity. However, the e-Payroll
> initiative has the potential to improve service, reduce costs, and
> establish a new framework for IHCM operations. In order to reap the
> comprehensive benefits of the e-Payroll activity, it is essential that
> NASA take advantage of opportunities that move the Agency closer to an
> integrated system that can support its near-term goals and
> Governmentwide initiatives.

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 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
began in October 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 -- September 2003) would be used to
review HR and payroll processes and identify areas where standardization
can be achieved. This timeframe was 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. 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

-   Implementation

-   Accomplishing operational readiness

-   Transfer of records

## e-Payroll Project Overview

NASA's scheduled implementation for e-Payroll is August 2004. MSFC was
selected to formulate the project and to implement an Agency solution
that meets NASA's payroll and human resource processes and requirements.

Currently, NASA's payroll activities are consolidated at MSFC. The NASA
Personnel and Payroll System (NPPS) supports payroll and certain
personnel transactional processes. The project will transition
sufficient payroll and personnel activities to allow NASA to close NPPS.
The Department of Interior also provides additional personnel
functionality. The scope of implementation for personnel functionality
will be limited to HR transactional functions and automated SF50/52
processing, as determined during the project formulation phase.

The Project will coordinate Migration and Process Team activities,
including developing standard Agency-level business process requirements
analysis based on the selected provider capabilities, and gap
assessments. Specific areas of Project responsibility include:

-   Obtaining Center commitment to support the project

-   Ensuring that interface and report requirements are coordinated with
    the Integration Project Office

-   Supporting the e-Payroll Migration Team and the Center Transition
    Team activities during implementation

-   Managing the successful implementation of the e-Payroll module
    across NASA

    -   Communicating project status and issues to all Centers

    -   Supporting the development of implementation plans and schedules
        with all Centers

    -   Providing expertise to support Center implementation activities

    -   Developing training materials and managing training at the IFM
        Competency Center

    -   Supporting the facilitation of Change Management for all Centers

-   Working with operations elements and supporting transition to
    operations

-   Managing Project level risks

-   Reporting of status to IFM Program Director

##  {#section .unnumbered}

## Approach 

> To ensure a successful implementation of the e-Payroll migration, the
> Project has been divided into four phases. Details concerning the
> phases are discussed in the Implementation Approach section of this
> document. Table 3.4 displays a high level depiction of the e-Payroll
> project implementation phases, the tasks within each phase, and the
> responsible parties.
>
> **Figure 3.4 -- e-Payroll Project Implementation**
>
> ![](media/image6.jpeg){width="6.497222222222222in"
> height="3.6902777777777778in"}

# Objectives 

## Agency Business Drivers

Within the 2003 NASA Strategic Plan, IFMP is directly aligned with the
Plan's first Implementing Strategy, which is "IS-1. Achieve management
and institutional excellence comparable to NASA's technical excellence."
Specifically, IFMP is an enabler of the following elements within this
Implementing Strategy: Human Capital, Financial Management, Budget and
Performance Integration, Electronic Government and Institutions and
Asset Management. IFMP also works closely with the Agency Chief
Information Officer (CIO) in supporting the Plan's second Implementing
Strategy, which is "IS-2. Demonstrate NASA leadership in the use of
information technologies."

Agency and Enterprise Strategic Plans act as a catalyst for assessment
of business processes. To accomplish its mission and support the
crosscutting activity, IFMP has identified five business objectives that
are characterized as Agency Business Drivers (IFMP Level I
Requirements). The Project's success will be judged by how well the
e-Payroll module supports these defined Agency Business Drivers. The
Agency Business Drivers are:

-   **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. The IFM Program 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.

-   **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.

-   **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 processes 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.).

-   **Exchange information with customers and stakeholders.** Implement
    the infrastructure and tools that will support the free flow of
    information internally and externally to increase Agency level
    accountability, achieve integrity of data and information, and
    communicate cost effectiveness of NASA's actions.

-   **Attract and retain a world-class workforce.** IFMP will provide
    tools and operational environments that contribute to NASA's ability
    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; and enhance
    the ability of employees to work in teams across organizations and
    functions.

## Functional Drivers

The identification of functional drivers and specific measures of
success to support the broader Agency Business Drivers provides a
framework for Project commitments. Functional Drivers are Level II
requirements that materially contribute to achievement of the Agency
Business Drivers. The e-Payroll Project has developed a set of
Functional Drivers that will allow evaluation of benefits resulting from
implementation of the IFMP e-Payroll system and processes. These
Functional Drivers will lead to performance measures and success
criteria that are the basis for measuring progress and benefit
realization through implementation of the FPPS system. The e-Payroll
Project Functional Drivers and their relationship to the Agency Business
Drivers are provided in the table below.

> Table 4.2 -- Mapping of Functional Drivers to Agency Business Drivers

+---+--------------+-----------------+----------------------------------+
| * |              | **What it       | **e-Payroll Functional Drivers** |
| * |              | Means**         |                                  |
| B |              |                 |                                  |
| u |              |                 |                                  |
| s |              |                 |                                  |
| i |              |                 |                                  |
| n |              |                 |                                  |
| e |              |                 |                                  |
| s |              |                 |                                  |
| s |              |                 |                                  |
| D |              |                 |                                  |
| r |              |                 |                                  |
| i |              |                 |                                  |
| v |              |                 |                                  |
| e |              |                 |                                  |
| r |              |                 |                                  |
| * |              |                 |                                  |
| * |              |                 |                                  |
+===+==============+=================+==================================+
| 1 | Provide      | Implement       | Provide reports containing       |
|   | timely,      | standard        | timely and accurate              |
|   | consistent   | systems and     | personnel/payroll related        |
|   | and reliable | processes to    | information, which facilitates   |
|   | information  | promote data    | management analysis,             |
|   | for          | consistency,    | decision-making, and reporting.  |
|   | management   | and provide     |                                  |
|   | decisions    | 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.      |                                  |
+---+--------------+-----------------+----------------------------------+
| 2 | Improve      | Implementing    | Improve the ability to determine |
|   | NASA's       | full cost       | the personnel and related costs  |
|   | ac           | accounting,     | of providing specific Agency     |
|   | countability | budgeting, and  | programs, projects, activities,  |
|   | and enable   | management will | and services.                    |
|   | Full Cost    | result in       |                                  |
|   | Management   | increased       |                                  |
|   |              | accountability  |                                  |
|   |              | by providing    |                                  |
|   |              | the means to    |                                  |
|   |              | determine total |                                  |
|   |              | program and     |                                  |
|   |              | project costs   |                                  |
|   |              | and relate      |                                  |
|   |              | costs to value. |                                  |
+---+--------------+-----------------+----------------------------------+
| 3 | Achieve      | NASA must       | Improve efficiency of payroll    |
|   | efficiencies | evaluate and    | operations through consolidation |
|   | and operate  | improve the     | and cross-servicing of processes |
|   | effectively  | efficiency and  | and procedures, self service     |
|   |              | effectiveness   | input and verification of data,  |
|   |              | of business     | automated work flow, faster      |
|   |              | processes to    | processing of transactions, and  |
|   |              | appropriately   | consistent data quality          |
|   |              | support mission |                                  |
|   |              | program         |                                  |
|   |              | requirements.   |                                  |
+---+--------------+-----------------+----------------------------------+
| 4 | Exchange     | Provide the     | Enhance self-servicing of        |
|   | information  | infrastructure  | employee and management related  |
|   | with         | and tools that  | actions throughout NASA          |
|   | customers    | will make data  |                                  |
|   | and          | accessible to a | Provide accurate and timely data |
|   | stakeholders | wider range of  | to NASA\'s stakeholders and      |
|   |              | internal and    | customers                        |
|   |              | external        |                                  |
|   |              | customers.      |                                  |
+---+--------------+-----------------+----------------------------------+
| 5 | Attract and  | NASA needs to   | Provide tools, reports, and      |
|   | retain a     | continue to     | self-servicing capabilities that |
|   | world class  | attract and     | advance NASA's use of computing  |
|   | workforce    | retain highly   | technologies.                    |
|   |              | qualified       |                                  |
|   |              | individuals to  | Provide a capability that        |
|   |              | support the     | facilitates integrated and       |
|   |              | goals and       | timely personnel actions.        |
|   |              | objectives of   |                                  |
|   |              | the Agency      |                                  |
|   |              | Strategic       |                                  |
|   |              | Enterprises and |                                  |
|   |              | the             |                                  |
|   |              | infrastructure  |                                  |
|   |              | of the Agency.  |                                  |
+---+--------------+-----------------+----------------------------------+

## Performance Indicators

The General Performance and Results Act (GPRA) of 1993, 31 U.S.C. 1115
(a) -- (e) and Office of Management and Budget (OMB) Circular A-11
require Agencies to submit annual performance plans that include
performance measures. A complete performance measure will include "a
target level of performance expressed as a tangible, measurable
objective, against which actual achievement can be compared, including a
goal expressed as a quantitative standards, value, or rate."[^1] Such a
"target" is normally identified as some level of change to baseline
data, or through a commitment to a new capability or process.

The e-Payroll Process Teams have identified consensus areas for
standardization to be reviewed and incorporated throughout the
implementation of the e-Payroll Project. The functional process owners
at the Agency and Center levels approved these improvement areas.

Various performance measures will be employed to gauge the e-Payroll
Project's success, both during implementation and during operations
(post-implementation). During the implementation phase, performance
measures are segregated into (a) project measures focusing on cost,
schedule, and risk, and into (b) design measures, which target how well
the acquired solution meets the basic functional needs. After
implementation, (c) operational measures will gauge the improvements
resulting from the new solution.

Design measures are simulated during software testing and are used to
measure the effectiveness of functional driver satisfaction during the
design and implementation phases. With operational measures, data
concerning e-Payroll functionality will be gathered from current systems
to compare existing process performance to the new software performance
during implementation. It is the responsibility of the e-Payroll Project
Office to determine what data is compiled and when this activity will
take place.

## e-Payroll Success Criteria 

Specific success criteria have been developed for each defined
functional driver performance metric. Module success criteria will be
measured at three levels: today's baseline, ideal or goal, and target or
minimum acceptable levels. The performance measures identified in the
table 4.4 will be used to assess the success of the e-Payroll investment
and impact on NASA. The current baseline for each metric will be defined
by the e-Payroll Migration Team, Consolidated Payroll Office (CPO), and
each Center's Human Resource Office.

**Table 4.4a -- Design Performance Measures**

+----------------+----------------------+-----------------------------+
| Business       | > **e-Payroll        | > e-Payroll Design Measures |
| Driver         | > Functional         |                             |
|                | > Drivers**          |                             |
+================+======================+=============================+
| Provide        | 1)  Provide reports  | 1)  Demonstrate reports     |
| timely,        |     containing       |     containing information  |
| consistent,    |     timely and       |     which supports          |
| and reliable   |     accurate         |     management analysis,    |
| information    |                      |     decision making, and    |
| for management |    personnel/payroll |     reporting               |
| decisions      |     related          |                             |
|                |     information,     |                             |
|                |     which            |                             |
|                |     facilitates      |                             |
|                |     management       |                             |
|                |     analysis,        |                             |
|                |     decision-making, |                             |
|                |     and reporting.   |                             |
+----------------+----------------------+-----------------------------+
| Improve        | 2)  Improve the      | 2)  Demonstrate the ability |
| NASA\'s        |     ability to       |     to calculate and feed   |
| accountability |     determine the    |     labor cost by financial |
| and enable     |     personnel and    |     classification          |
| full cost      |     related costs of |     structure to Center     |
| management     |     providing        |     legacy labor systems    |
|                |     specific Agency  |     and ultimately to the   |
|                |     programs,        |     IFMP Core Financial     |
|                |     projects,        |     system.                 |
|                |     activities, and  |                             |
|                |     services.        |                             |
+----------------+----------------------+-----------------------------+
| Achieve        | 3)  Improve          | 3)  Demonstrate a single    |
| efficiencies   |     efficiency of    |     Agency system for the   |
| and operate    |     payroll          |     timely capture and      |
| effectively    |     operations       |     processing of employee  |
|                |     through          |     pay and benefit data.   |
|                |     consolidation    |                             |
|                |     and              | 4)  Demonstrate the ability |
|                |     cross-servicing  |     of the system to        |
|                |     of processes and |     deliver data to Center  |
|                |     procedures, self |     legacy labor systems    |
|                |     service input    |     for additional          |
|                |     and verification |     processing and delivery |
|                |     of data,         |     to the Core Financial   |
|                |     automated work   |     module.                 |
|                |     flow, faster     |                             |
|                |     processing of    |                             |
|                |     transactions,    |                             |
|                |     and consistent   |                             |
|                |     data quality     |                             |
+----------------+----------------------+-----------------------------+
| Exchange       | 4)  Improve          | 5)  Demonstrate a single    |
| information    |     efficiency of    |     Agency system for the   |
| with customers |     payroll          |     timely capture and      |
| and            |     operations       |     processing of employee  |
| stakeholders   |     through          |     pay and benefit data.   |
|                |     consolidation    |                             |
|                |     and              | 6)  Demonstrate the ability |
|                |     cross-servicing  |     of the system to        |
|                |     of processes and |     deliver data to Center  |
|                |     procedures, self |     legacy labor systems    |
|                |     service input    |     for additional          |
|                |     and verification |     processing and delivery |
|                |     of data,         |     to the Core Financial   |
|                |     automated work   |     module.                 |
|                |     flow, faster     |                             |
|                |     processing of    |                             |
|                |     transactions,    |                             |
|                |     and consistent   |                             |
|                |     data quality     |                             |
+----------------+----------------------+-----------------------------+
| Attract and    | 5)  Provide tools,   | 7)  Demonstrate the use of  |
| retain a       |     reports, and     |     automated tools for     |
| world-class    |     self-servicing   |     data capture and        |
| workforce      |     capabilities     |     employee self-service   |
|                |     that advance     |     transactions.           |
|                |     NASA's use of    |                             |
|                |     computing        | 8)  Demonstrate the ability |
|                |     technologies.    |     to generate, process,   |
|                |                      |     and route personnel     |
|                | 6)  Provide a        |     actions in an           |
|                |     capability that  |     integrated manner with  |
|                |     facilitates      |     the subsequent payroll  |
|                |     integrated and   |     process.                |
|                |     timely personnel |                             |
|                |     actions.         |                             |
+----------------+----------------------+-----------------------------+

**Table 4.4b -- Operational Performance Measures**

+----------------+----------------------+-----------------------------+
| Business       | > **e-Payroll        | > e-Payroll Operational     |
| Driver         | > Functional         | > Measures                  |
|                | > Drivers**          |                             |
+================+======================+=============================+
| Provide        | 1)  Provide reports  | 1)  Demonstrate reports     |
| timely,        |     containing       |     containing information  |
| consistent,    |     timely and       |     which supports          |
| and reliable   |     accurate         |     management analysis,    |
| information    |                      |     decision making, and    |
| for management |    personnel/payroll |     reporting               |
| decisions      |     related          |                             |
|                |     information,     |                             |
|                |     which            |                             |
|                |     facilitates      |                             |
|                |     management       |                             |
|                |     analysis,        |                             |
|                |     decision-making, |                             |
|                |     and reporting.   |                             |
+----------------+----------------------+-----------------------------+
| Improve        | 2)  Improve the      | 2)  Demonstrate the ability |
| NASA\'s        |     ability to       |     to calculate and feed   |
| accountability |     determine the    |     labor cost by financial |
| and enable     |     personnel and    |     classification          |
| full cost      |     related costs of |     structure to Center     |
| management     |     providing        |     legacy labor systems    |
|                |     specific Agency  |     and ultimately to the   |
|                |     Programs,        |     IFMP Core Financial     |
|                |     Projects,        |     system.                 |
|                |     activities, and  |                             |
|                |     services.        |                             |
+----------------+----------------------+-----------------------------+
| Achieve        | 3)  Improve          | 3)  Demonstrate a single    |
| efficiencies   |     efficiency of    |     Agency system for the   |
| and operate    |     payroll          |     timely capture and      |
| effectively    |     operations       |     processing of employee  |
|                |     through          |     pay and benefit data.   |
|                |     consolidation    |                             |
|                |     and              | 4)  Demonstrate the ability |
|                |     cross-servicing  |     of the system to        |
|                |     of processes and |     deliver data to Center  |
|                |     procedures,      |     legacy labor systems    |
|                |     self-service     |     for additional          |
|                |     input and        |     processing and delivery |
|                |     verification of  |     to the Core Financial   |
|                |     data, automated  |     module.                 |
|                |     work flow,       |                             |
|                |     faster           |                             |
|                |     processing of    |                             |
|                |     transactions,    |                             |
|                |     and consistent   |                             |
|                |     data quality     |                             |
+----------------+----------------------+-----------------------------+
| Exchange       | 4)  Improve          | 5)  Demonstrate a single    |
| information    |     efficiency of    |     Agency system for the   |
| with customers |     payroll          |     timely capture and      |
| and            |     operations       |     processing of employee  |
| stakeholders   |     through          |     pay and benefit data.   |
|                |     consolidation    |                             |
|                |     and              | 6)  Demonstrate the ability |
|                |     cross-servicing  |     of the system to        |
|                |     of processes and |     deliver data to Center  |
|                |     procedures, self |     legacy labor systems    |
|                |     service input    |     for additional          |
|                |     and verification |     processing and delivery |
|                |     of data,         |     to the Core Financial   |
|                |     automated work   |     module.                 |
|                |     flow, faster     |                             |
|                |     processing of    |                             |
|                |     transactions,    |                             |
|                |     and consistent   |                             |
|                |     data quality     |                             |
+----------------+----------------------+-----------------------------+
| Attract and    | 5)  Provide tools,   | 7)  Demonstrate the use of  |
| retain a       |     reports, and     |     automated tools for     |
| world-class    |     self-servicing   |     data capture and        |
| workforce      |     capabilities     |     employee self-service   |
|                |     that advance     |     transactions.           |
|                |     NASA's use of    |                             |
|                |     computing        | 8)  Demonstrate the ability |
|                |     technologies.    |     to generate, process,   |
|                |                      |     and route personnel     |
|                | 6)  Provide a        |     actions in an           |
|                |     capability that  |     integrated manner with  |
|                |     facilitates      |     the subsequent payroll  |
|                |     integrated and   |     process.                |
|                |     timely personnel |                             |
|                |     actions.         |                             |
+----------------+----------------------+-----------------------------+

## e-Payroll Project Management Success Criteria

Measurement of the successful management of the e-Payroll Project will
focus on cost, schedule, and technical/managerial risk. Table 4.5 below
defines specific metrics to be applied to the management of cost,
schedule, technical, and management.

Additional measures will include support to the Centers during Agency
Roll Out and change management (metrics to be defined in the e-Payroll
Project Change Management Plan).

> Table 4.5 -- Project Management Success Metrics

+---+-----------+-------------+-------------+-------------------------+
| * |           |             |             |                         |
| * |           |             |             |                         |
| P |           |             |             |                         |
| r |           |             |             |                         |
| o |           |             |             |                         |
| j |           |             |             |                         |
| e |           |             |             |                         |
| c |           |             |             |                         |
| t |           |             |             |                         |
| C |           |             |             |                         |
| r |           |             |             |                         |
| i |           |             |             |                         |
| t |           |             |             |                         |
| e |           |             |             |                         |
| r |           |             |             |                         |
| i |           |             |             |                         |
| a |           |             |             |                         |
| * |           |             |             |                         |
| * |           |             |             |                         |
+---+-----------+-------------+-------------+-------------------------+
|   | **Cost**  | *           | **          | **Management**          |
|   |           | *Schedule** | Technical** |                         |
+---+-----------+-------------+-------------+-------------------------+
| * | Cost at   | Current     | All Level 3 | All required management |
| * | c         | phase or    | r           | processes (issue, risk, |
| G | ompletion | project     | equirements | reporting) are in place |
| * | will have | completion  | will be met | and working             |
| * | consumed  | will be     | and         | effectively,            |
|   | \<75% of  | completed   | performance |                         |
|   | reserves  | no later    | metrics     | **and**                 |
|   |           | than 5%     | a           |                         |
|   |           | beyond plan | ccomplished | Project is staffed with |
|   |           | date        |             | at least 80% of planned |
|   |           |             |             | staff with no vacancies |
|   |           |             |             | in key project          |
|   |           |             |             | positions,              |
|   |           |             |             |                         |
|   |           |             |             | **and**                 |
|   |           |             |             |                         |
|   |           |             |             | Project Steering        |
|   |           |             |             | Committee is actively   |
|   |           |             |             | engaged and at least    |
|   |           |             |             | 80% of members are      |
|   |           |             |             | actively participating  |
|   |           |             |             | in meetings             |
+---+-----------+-------------+-------------+-------------------------+
| * | Cost at   | Current     | One or more | All required management |
| * | c         | phase or    | Level 3     | processes are not in    |
| Y | ompletion | project     | r           | place or processes in   |
| * | will have | completion  | equirements | place are ineffective;  |
| * | consumed  | will be     | will only   | however, project has    |
|   | \>75% of  | completed   | be          | developed plans to      |
|   | reserves  | by less     | partially   | implement or improve    |
|   |           | than 15%    | met or      | processes within the    |
|   |           | beyond plan | significant | next reporting period,  |
|   |           | date        | performance |                         |
|   |           |             | metrics not | **or**                  |
|   |           |             | achieved    |                         |
|   |           |             |             | Project is staffed with |
|   |           |             |             | more than 60%, but less |
|   |           |             |             | than 80% of planned     |
|   |           |             |             | staff with no vacancies |
|   |           |             |             | in key project          |
|   |           |             |             | positions for a 30- day |
|   |           |             |             | period, **or**          |
|   |           |             |             |                         |
|   |           |             |             | Project Steering        |
|   |           |             |             | Committee meets         |
|   |           |             |             | infrequently, or        |
|   |           |             |             | members are not engaged |
|   |           |             |             | with more than 60% but  |
|   |           |             |             | less than 80% of        |
|   |           |             |             | members actively        |
|   |           |             |             | participating in        |
|   |           |             |             | meetings                |
+---+-----------+-------------+-------------+-------------------------+
| * | C         | Pilot phase | Material    | Required management     |
| * | ompletion | completion  | failure to  | processes are missing   |
| R | of        | will be     | meet one or | or are ineffective and  |
| * | Project   | more than   | more        | there are no plans to   |
| * | will      | 15% beyond  | re          | make improvements,      |
|   | require   | plan date   | quirements. | **or**                  |
|   | more      |             | A business  |                         |
|   | funding   |             | driver will | Project is staffed with |
|   | than      |             | not be      | less than 60% of        |
|   | a         |             | satisfied   | planned staff or one or |
|   | uthorized |             |             | more key project        |
|   | in PCC    |             |             | positions is vacant for |
|   |           |             |             | a 30-day period or      |
|   |           |             |             | longer,                 |
|   |           |             |             |                         |
|   |           |             |             | **or**                  |
|   |           |             |             |                         |
|   |           |             |             | Project Steering        |
|   |           |             |             | Committee has not met   |
|   |           |             |             | in the last quarter or  |
|   |           |             |             | members are not         |
|   |           |             |             | engaged, with fewer     |
|   |           |             |             | than 60% of members     |
|   |           |             |             | actively participating  |
|   |           |             |             | in meetings             |
+---+-----------+-------------+-------------+-------------------------+

# Customer Definition and Advocacy

For the e-Payroll Project, the direct NASA customers are the HR/Payroll
functional process owners, the NASA CFO, and the Consolidated Payroll
Office (CPO). These individuals are responsible for any Payroll and HR
processes that will be reengineered or automated under this Project. As
such, these customers will play a strong role in defining Project
requirements and priorities, as well as evaluating the success of the
Project. Their organizations and staff will be impacted by the new
processes and procedures and/or derive direct work related benefits from
the new system. At the Center level, the primary customers are
employees. NASA IFMP stakeholders in the e-Payroll Project include
Program and Project Managers, Senior Executives, OPM, OMB, and Congress.
They are the ultimate beneficiaries of improvements in the systems and
process efficiency and effectiveness.

IFMP is an agent of change for the Agency's business systems but is not
the determiner of those changes. That responsibility resides with the
functional process owners and acceptance of the changes resides with the
stakeholders. The IFMP:

-   Does not own the functional business processes being changed

-   Does not have direct control over institutional funds or staff
    needed to affect the changes

-   Does not have the authority to dictate migration to Agency level
    processes and systems

-   Does not dictate NASA information technology policy and standards

-   Does not control policy or funding

Therefore, to be successful, the e-Payroll Project governance must build
a coalition of advocacy among and across many levels of NASA. The
customers and stakeholders must have a desire for change and the
willingness to fund and support it.

The e-Payroll Project is subject to multi-tiered governance structure
through which it achieves advocacy and support:

-   **e-Payroll Project Steering Committee.** The e-Payroll Steering
    Committee is the primary governing body of the e-Payroll Project.
    The governing role of the Steering Committee is to ensure that the
    functional area objectives (functional drivers) are met and that
    cross-Center commitments to Project implementation are achieved. The
    e-Payroll Project Steering Committee is chaired by the Deputy Chief
    Financial Officer and includes the Program Executive Officer for
    Integrated Financial Management (PEOIFM), Associate Deputy
    Administrator for Institutions and Asset Management, Chief
    Information Officer, Assistant Administrator for Human Resources,
    and Director of the IFM Program as members.

```{=html}
<!-- -->
```
-   **IFMP Steering Council.** The IFMP Steering Council is chaired by
    the Program Executive Office for Integrated Financial Management and
    includes the CFO, CIO, Assistant Administrator for Human Resources
    and Education, Assistant Administrator for Management Systems and
    Facilities, Assistant Administrator for Procurement, Institutional
    Program Officers, and Deputy Center Directors from Centers that have
    Lead Center responsibilities for the Project. The governing role of
    the IFMP Steering Council under e-Payroll implementation is to
    advise, endorse, and act as advocates for the changes that will be
    required by e-Payroll implementation.

## Communication

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. The purpose of this
section is to:

-   Describe the communication approach for the e-Payroll Project.

-   Describe the objectives, target audience, messages, and other
    > communication activities in order to mitigate unnecessary
    > resistance and obtain support and commitment from management,
    > staff, and other internal and external customers and stakeholders.

### Communication Approach

> Diagram 5.1.1 depicts the high-level activities in the communication
> approach for e-Payroll implementation. Details on the e-Payroll
> communication strategy can be found in the Communication Plan.
>
> **Diagram 5.1.1 Change Management Approach**
>
> ![](media/image7.wmf){width="6.5in" height="4.664583333333334in"}

### Communication Objective

The communication objectives of the e-Payroll Project are to build
partnerships and sponsorship with internal and external customers and
stakeholders by:

-   Ensuring that customers and stakeholders are aware of decisions made
    > during Project implementation

-   Addressing and resolving issues and concerns related to the design
    > and implementation activities of the Project

-   Helping workforce understand "what's in it for them"

-   Providing timely Project information to promote a better informed,
    > more involved, and more committed workforce

-   Apprising customers and stakeholders involved in the Project
    > initiative of the expectations for their level of support, roles,
    > and responsibilities

-   Provide timely status and issue information to the IFMP office

-   Provide effective internal communication among all Project team
    > members

### Target Audiences

The following audiences have been identified as critical to the
successful implementation of the e-Payroll Project:

-   E-Payroll Steering Committee

-   IFMP Office

-   Integrated Project Office (IPO)

-   IFMP Steering Council

-   Consolidated Payroll Office

-   Center Leadership

    -   Center Director and staff

    -   Center CFOs, Center Deputy Chief Financial Officers (DCFO), HR
        > Directors, Center Functional Managers

-   Employees

### Communication Messages

Messages developed by the e-Payroll Project will include the following
concepts:

-   Project status information

-   Tactical information concerning implementation of the new system and
    > processes

-   Achievement of performance measures

-   Benefits to employees and management

### Communication Methodology

The e-Payroll Project will utilize a wide range of communication media.
Mechanisms to support the communication requirements are provided in
table 5.1.5.

> Table 5.1.5 -- Communication Hierarchy

  ----------------- ------------------------- ----------------- -----------------
  **Target          **Objectives/Messages**   **Vehicle**       **Timing**
  Audience**                                                    

  e-Payroll Project Project status,           Telecons, Face to Monthly at a
  Steering          information exchange,     Face Meetings     minimum
  Committee         decision making                             

  IFMP Office       Project status,           Weekly Program    Weekly/Monthly
                    information exchange      Status Telecons,  
                                              Monthly Project   
                                              Reviews           

  IPO               Project dependencies      Weekly Project    Weekly
                                              Status Meetings   

  IFMP Steering     Project status,           Briefings         As Required
  Council           information exchange                        

  Consolidated      Project status,           Face to Face      As Required
  Payroll Office    information exchange      Meetings          

  Center Directors  Project objectives, key   Face to Face      As Required
  (Financial and    milestones, high level    Meetings          
  HR)               status, information                         
                    exchange                                    

  Center Functional Project-related news,     Face to Face      Ongoing
  Managers          need-to-know information, Meetings, Monthly 
                    functional drivers,       Program ViTS,     
                    performance metrics, etc. e-Payroll Project 
                                              Web site          

  Enterprise and    Project impacts to        Electronic, Face  Ongoing
  Program/Project   resource management       to Face,          
  Resource Managers (process changes,         Brochures, etc.   
                    training information,                       
                    implementation timelines,                   
                    etc.)                                       

  Employees         Project impacts to        Electronic, Face  Ongoing
                    personnel (process        to Face,          
                    changes, training         Brochures, etc.   
                    information,                                
                    implementation timelines,                   
                    etc.)                                       
  ----------------- ------------------------- ----------------- -----------------

# Project Authority

The CFO Act of 1990 directs each Agency CFO to develop and maintain an
integrated Agency accounting and financial management system. NASA's CFO
has primary responsibility and authority for the execution of the IFMP.
The CFO is responsible for ensuring that the Program meets externally
mandated requirements while satisfying internal customer needs in a cost
effective manner. The NASA Administrator is the approval authority for
the IFMP. The IFMP Director, reporting to the Agency CFO, heads the IFMP
office at NASA Headquarters and is responsible for the IFMP management.
The Director is accountable to both the Agency CFO and the IFMP Steering
Council.

OMB is the authoritative arm for all e-Government initiatives under the
President's Management Agenda for strategic management of Human Capital.
NASA's Agency CIO is the focal point between OMB for e-Payroll. Because
of the tight linkage between e-Payroll and other IFM projects, the IFMP
Program team will be responsible for Program management and ensuring
integration with other Agency business processes and their enabling
systems. The e-Payroll Steering Committee will direct the Project.

> The e-Payroll Steering Committee is the principal forum for ensuring
> that the Project meets OMB's mandate for migration to the e-Payroll
> solution under the President's Management Agenda for the Strategic
> Management of Human Capital Initiative. The governing role of the
> e-Payroll Steering Committee is to ensure that the functional area
> objectives (functional drivers) are met and that cross-Center
> commitments to Project implementation are achieved.

The Agency Program Management Council (PMC) will serve as the Governing
PMC (GPMC) for the IFM Program. The PMC assesses Program planning and
implementation at the Agency level, provides oversight, and ensures
accountability. The MSFC PMC will serve as the GPMC for the e-Payroll
Project. The MSFC PMC will assess e-Payroll Project planning and
implementation.

# Management 

The e-payroll project implementation will be accomplished under the IFMP
project structure and management. The IFM program office will provide
program oversight for implementation with configuration management and
project scope being monitored and approved by the e-Payroll Steering
Committee.

## IFM Program Management Organization

Diagram 7.1 illustrates the IFMP Management Organization structure.

> **Figure 7.1 -- IFMP Management Organization**

![](media/image8.wmf){width="7.375in" height="4.095833333333333in"}

### IFMP Steering Council

The IFMP Steering Council is established as the principal forum for
ensuring that the Program meets NASA's business objectives (Agency
Business Drivers). The Council, comprised of the CFO, CIO, Functional
AAs, IPO Deputy Center Directors, and chaired by the Associate Deputy
Administrator, will act as a forum for reviewing Program structure and
integration issues and for key decision-making. The Council will
recommend actions to the IFMP Director. Specific areas of responsibility
include:

-   Approving Program strategy

-   Approving module sequencing and priority proposed by the Program
    > Director

-   Resolving cross project functional conflicts

-   Approving Program scope change

-   Ensuring functional integration issues

-   Providing budget agreements

-   Resolving Process Team issues

-   Resolving Project execution issues

-   Resolving programmatic and resource issues

-   Resolving Change Management issues

-   Establishing and assessing business drivers

### IFM Program Executive Officer (PEO) 

The IFM PEO, located at NASA Headquarters and reporting to the NASA
Administrator, has responsibility for "everything IFM," including Center
implementation and Information Technology (IT) infrastructure. The most
important role of the PEO is ensuring that the IFMP is fully integrated
and aligned with major NASA initiatives and priorities. The PEO also
works on behalf of the IFMP to remove obstacles to the successful
implementation of new IFMP processes and systems at NASA Headquarters
and the Centers. The PEO also has the responsibility of emphasizing the
Program's importance to NASA senior management.

### IFM Program Director 

The IFMP Director, located at NASA Headquarters and reporting to the IFM
PEO, has lead responsibility for IFMP management. The IFMP office has
the responsibility to implement the IFMP according to its approved
Program Plan, the approved IFMP Project Commitment Agreement, and the
individually approved IFMP Project Plans. Specific responsibilities
related to the e-Payroll Project include:

-   Setting objectives and requirements

-   Setting scope, priorities and control module sequencing and timing

-   Establishing framework for conducting Program business within the
    > Program Management Plan

-   Managing Program budget

-   Managing Program Level risks

-   Reporting (PMC, Process Owners, OMB, Congress, Government Agency
    > (GA), Inspector General (IG)

-   Establishing the Change Management framework

    -   Communications

    -   Transition Activities

    -   Training

-   Assessing Program performance

-   Remaining accountable to customers for Program performance

### IFMP Administrative Systems Implementation Manager 

Relative to the e-Payroll Project, the IFMP Administrative Systems
Implementation Manager is responsible for:

-   Project oversight

-   Establishing project priorities

-   Approving and allocating project funding

-   Reporting

-   Assessing project performance

### IPO Manager 

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

-   Support to Agency Functional Owners

    -   Facilitating issue resolution across functional lines

    -   Establishing lifecycle requirements management and associated
        > systems and procedures

    -   Establishing Competency Center for supporting and sustaining the
        > implemented systems

-   Support to Program Office

    -   Establishing and maintaining the overall IFMP architecture
        > comprised of business, applications, and technical components

    -   Defining technical and integration requirements

    -   Providing configuration management infrastructure and support

    -   Acquiring and managing the integration contractor

    -   Providing support and input to Program Level Analyses

    -   Managing Project level risks

    -   Reporting status to IFMP Director

-   Support to e-Payroll Project

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

    -   Coordinating the development of interface requirements for
        > implementing the DOI system

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

    -   Leading the development and implementation of each interface
        > with the DOI system

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

    -   Working with the e-Payroll Project and DOI to establish
        > reporting strategy for Payroll

    -   Working with DOI to establish a Service Level Agreement (SLA)
        > and operational procedures necessary to sustain the FPPS

    -   Transitioning 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

    -   Coordinating IV &V and independent assessments

## e-Payroll Project Organization

Although the e-Payroll initiative addresses the migration of NASA's
*payroll* service delivery to a service provider, there is tight
integration with Human Resource (HR) functions needed to produce payroll
products. Hence, HR transactional processing will be an integral part of
e-Payroll implementation. Because of the degree of integration of
payroll and HR data with financial information currently contained
within the IFMP module, the e-Payroll Project is organized around the
concept of Integrated Product Teams (IPT's). An IPT is responsible for
delivering a specific product or major work breakdown structure (WBS)
element. Each IPT is comprised of both NASA members and personnel from
supporting contractors. Day-to-day leadership of the IPTs is a shared
responsibility between NASA and the implementer, Department of Interior.

Within the IPT concept, the e-Payroll Project Office will provide
day-to-day project level management and communicate project
implementation status and issues to the e-Payroll Steering Committee. In
addition, the e-Payroll Project Office will be responsible for project
coordination among the e-Payroll Migration Team, Data Conversion Team,
NASA Payroll and HR Process Teams, Change Management Team, Business
Management Support, Integrated Project Office (IPO), Consolidated
Payroll Office (CPO), Sustaining Engineering Support for Agencywide
Administrative Systems (SESAAS), and Department of Interior.

The e-Payroll Project endorses a true partnering arrangement between
NASA and the service provider; however, ultimate accountability rests
with the NASA managers/leads. The e-Payroll Project will rely heavily on
the service provider for strategy, methodology, solution
recommendations, best practices, benchmarking, and lessons learned data
as well as tangible products. However, the Project must own decisions
and recommendations regarding NASA's business processes and software
solutions.

> The overall project organization structure is show in Figure 7.2.
>
> **Figure 7.2 -- e-Payroll Organization**
>
> ![](media/image9.jpeg){width="6.498611111111111in"
> height="3.859027777777778in"}

### e-Payroll Project Steering Committee 

The e-Payroll Project Steering Committee was established to support the
e-Payroll project by serving as a decision making body. The governing
role of the e-Payroll Steering Committee is to ensure that the
functional area objectives (functional drivers) are met and that
cross-Center commitments to Project implementation are achieved. The
Steering Committee has the responsibility to plan for and ensure success
of the e-Payroll Agencywide implementation. Specific areas of
responsibility include:

-   Examine and approve the e-Payroll project strategy, e-Payroll
    > service provider selection, migration schedule, scope, scope
    > change, (increases or deletions) and project team issues. The
    > Committee ensures functional integration with other IFMP
    > components and the Agency Enterprise Architecture. The Committee
    > will recommend actions to the e-Payroll Project Manager.

-   Ensure adequate business infrastructure support and resource
    > availability as an inherent requirement for achieving mission
    > success. The Committee ensures that the project is making progress
    > in accomplishing the business drivers established under the IFM
    > Program.

-   Resolve issues that deal with change management, project execution,
    > business objectives, and programmatic and resource issues.

-   Endorse and act as an advocate for the changes that will be required
    > by the implementation of new business processes and systems.

-   Ensure the viability of the project, approve the lead Center for the
    > project, and be responsible for deployment Agencywide.

### Business Management Support 

The e-Payroll Project Business Manager Support is responsible for:

-   Project budget process management

-   Provide advice, counsel, guidance, and decisions, as needed, to the
    > Project Manager concerning budgetary matters

-   Provide business management support to Center representatives

### e-Payroll Project Manager 

The Project Manager is responsible for planning, managing, and
implementing the e-Payroll Project with oversight guidance provided by
the IFMP Administrative Systems Implementation Manager. The Project
Manager will be semiautonomous, having the authority to tactically
manage the implementation of e-Payroll within the policies and
guidelines established by the IFMP office and Agency policies and
procedures. The Project Manager will coordinate Migration Team
activities, including developing standard Agency-level business
processes, updating requirements based on the software capabilities, and
gap analysis. Specific Project Manager responsibilities include:

-   Obtaining Center commitment to support project activities

-   Working with IPO to establish reporting requirements

-   Coordinating the activities of the Migration Team

-   Implementing approved, NASA-specific ancillary solutions for
    > functionality gaps in the proposed Government off-the-Shelf (GOTS)
    > Package

-   Supporting Center-level transition to the e-Payroll solution

-   Leading the Agency transition

    -   Coordinating plans with the Centers' implementation team

    -   Coordinating the development of Agency-level training materials
        > and training activities

    -   Supporting the facilitation of Change Management at all Centers

-   Working with operations elements and supporting transition to
    > operations

-   Managing project level risks

-   Reporting status to IFMP Director and Administrative Systems
    > Implementation Manager

-   Project management processes and documentation (schedule management,
    > issue tracking, and configuration management)

-   Quality Assurance

-   Risk Management

### Migration Team

The Migration Team will lead Agency-level implementation activities for
NASA under the guidance of the Project Manager. The team will work
directly with DOI throughout the formulation and implementation process.
The team is responsible for the overall functional solution and
implementation support for the e-Payroll Project. Team members are
primarily Agency-level business process experts, change management
experts, and administrative support.

Given the process-driven nature of this implementation effort, the work
products of the Migration Team are the critical inputs to the work of
the Integrated Project Office. The Integrated Project Office provides
direct support to the Migration Team. At specified times in the
implementation lifecycle, members of these teams will merge to
accomplish certain implementation tasks (e.g., functional interface
design, training material development, and testing). Overall
responsibilities of the Migration Team include the following:

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

-   Risk management

-   Implementation planning and support

-   Data conversion, reporting, and interface functional specifications

-   Change management (training, communications)

-   Application configuration

-   Procedure manuals

-   Training materials

-   Support to Centers during Rollout

#### Migration Team Membership 

> The Migration Team is composed of the following membership:

-   Consolidated Payroll Office/SESAAS representation

-   Payroll and HR Process Team Leads

-   Agency Change Management Lead

-   Project Administrative Support

-   Test Team Lead

-   Data Conversion Team Lead

-   Center Transition Team Lead

#### Migration Team Member Responsibilities

> Specific duties of the Migration Team members are shown below.

#### Consolidated Payroll Office/SESAAS

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

-   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 and design activities

#### Payroll and HR Process Team Leads

Payroll and HR Process team leads provide process team lead support for
requirement and gap analyses during the formulation phase and support
for implementation activities during the implementation phase.

Process Team Leads will be responsible for:

-   Directing the coordination of e-Payroll formulation workshops

-   Supporting the e-Payroll implementation planning

-   Support the e-Payroll Project Manager in resolving issues and
    actions

#### Agency Change Management Team Lead 

The Change Management Team is responsible for coordinating e-Payroll
change management, training, and communication activities. The
Center-level Change Management Lead falls under the oversight of the
Center Transition Team. The Agency Change Management Lead works closely
with Center Change Management Leads in the following areas of
responsibility:

-   Piloting Program-level change management framework, approaches,
    > tools and techniques for the e-Payroll Project

-   Sharing Project information across Centers and to IFMP

-   Involving the other Centers' representatives in Project activities

-   Ensuring that management and workforce are prepared to use the
    > e-Payroll solution effectively

-   Promoting sponsorship for the e-Payroll Project throughout the
    > Centers

-   Ongoing commitment building with key Center stakeholders

-   Executing actions to minimize organizational barriers to change

-   Providing feedback and metrics to project representatives

-   Engaging and seeking knowledge transfer between the e-Payroll
    > Project Office and the NASA Centers

#### Project Administrative Support 

> The Project Management administrative support will be responsible for:

-   Task monitoring

-   Project documentation

-   Schedule management

-   Issue tracking

-   Change request control

#### Test Team Lead 

The Test Team develops the overall testing strategy for the e-Payroll
Project. The Test Lead works closely with the Process Teams in
completion of the following responsibilities:

-   Risk management

-   Verification that all requirements are met

-   Planning, execution, and tracking of pre-parallel testing activities

-   Coordinating parallel testing

-   Point-of-contact for testing issues

#### Data Conversion Team Lead 

The Data Conversion Team Lead will lead the effort to convert data from
NPPS to DOI's FPPS. The responsibilities will include:

-   Oversight of the conversion of NASA's Payroll and Personnel data to
    the FPPS data mart

-   Support to the definition of data conversion requirements

-   Risk Management

-   Serving as point-of-contact for issues resolution involving NPPS
    data

#### Center Transition Team Lead

> The Center Transition Team Lead will be responsible for:

-   Coordinating Agency-level activities assigned to Centers

-   Conducting Center-level status meetings

-   Communicating Center-level status and issues to the Migration Team

### Data Conversion Team 

> The Data Conversion Team will be composed of Agency-level experts
> knowledgeable of NPPS data elements. The team will be responsible for
> supporting DOI with the NPPS to FPPS data mapping, NPPS historical
> data conversion to the FPPS data mart, and reports and table
> validation. Additionally, this team will work closely with the IPO in
> mapping NPPS to FPPS data elements that will be used by Centers for
> developing their unique interfaces.
>
> Team member responsibilities include:

-   Providing data files for analysis of NPPS/FPPS database crosswalk
    and conversion activities

-   Providing consultation for clarification of files and data elements

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

-   Assisting the IPO in interface definition, design, and report
    activities

### Payroll and Human Resource Process Teams

The Payroll and Human Resource Process Teams are 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 process teams will consist of a functional and technical
resource from each Center. The teams will be tasked with evaluating and
documenting current Payroll and HR processes under the direction of
Process Team Leads and will support the Migration Team throughout
implementation. Results of the process reviews will validate the
existing processes and provide functional requirements for the NPPS to
FPPS payroll implementation.

Payroll and HR 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 implementation planning

### Test Team 

The Test Team will be composed of Agency-level and Center-level experts
knowledgeable of NPPS and FPPS data elements. The team will be trained
by DOI on the functionality of FPPS. The team will be responsible for
working with the Test Team Lead during parallel testing. The team works
closely with the Test Team Lead in the following areas:

-   Planning and execution of parallel testing activities

    -   NASA Test Plan development

    -   Development of Test Plan scripts

    -   Validation of Test Plan Results

-   Coordinating any \"work around\" solutions for testers

-   Point-of-contact for testing issues at respective center

-   Inform the Test Team Lead of potential testing problems that arise

### Center Transition Team

The Center Transition Team will consist of Center-level project managers
or coordinators. NASA will deploy the FPPS using the "big bang"
approach. Under the oversight of the e-Payroll Project Manager, specific
responsibilities include:

-   Supporting Center-level implementation planning

-   Site readiness assessments

-   Union negotiations

-   Post implementation support during stabilization periods

### Department of Interior 

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

-   Conduct requirements and gap analyses to ensure NASA requirements
    > are met by FPPS

-   Coordinate with NASA, NBC, and OPM on issue resolution not resolved
    via the submission of a change request

-   Design, program, and test data conversion

-   Facilitate/coordinate parallel testing

-   Submit e-Payroll client monthly progress reports to OPM

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

-   Provide client orientation database

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

### Office of Personnel Management

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 monthly 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

## Project Management Support, Monitoring and Status Processes

The e-Payroll Project employs a rigorous weekly monitoring and status
process beginning with the individual IPT members and concluding with a
project-level status review. The outcome of each monitoring activity
feeds into management of risks, issues, cost and schedule. Figure 7.3 is
a graphical depiction of this weekly review cycle.

> **Figure: 7.3 -- Project Management Monitoring and Status**

## Management Support Systems/Tools

The e-Payroll Project uses a number of management support systems. These
support systems are identified below:

-   **Schedule.** Various schedules (developed with Microsoft Project)
    > are used to evaluate progress towards meeting Project objectives.
    > Both Program Evaluation Review Technique (PERT) and milestones
    > schedules are developed.

-   **Project Budget and Cost Tracking**

> The project budget and cost will be tracked using cumulative cost and
> will be compared to the allocated budget on a monthly basis. e-Payroll
> budget and cost information will be used for management of project
> funding and OPM reporting.

-   **Risk/Issues Management.** A standard Risk Management strategy will
    > be used to support the consistent identification, classification,
    > tracking, and management of Project-level risks. Action items and
    > issues tracking is based on prioritized lists stored in Excel.
    > These tracking tools will continue to be utilized to initiate,
    > track, and status Project-level issues and action items. Issue
    > resolution will be addressed through telecons with DOI or the
    > formal process described in the e-Payroll CCB charter as
    > appropriate.

-   **Requirements, Test Plan and Defect Tracking:** Test Director will
    > be utilized to document and track all functional and technical
    > requirements. Through this tool, test plans will be generated and
    > scheduled to verify the validity of the requirement as it relates
    > to the e-Payroll FPPS implementation. Defects will be logged based
    > on these test plans and as needed during the system integration
    > and parallel testing. Defects related to the operation of the FPPS
    > online will be logged and distributed to DOI/NBC in their required
    > problem report format.

-   **Configuration Management.** The implementer, DOI, will be
    > responsible for the configuration management of FPPS.
    > Configuration management of e-Payroll will apply to documentation
    > as well as changes to FPPS software. The process for determining
    > when change requests should be passed to DOI is described in the
    > e-Payroll Configuration Control Board (CCB) Charter. All NASA
    > e-Payroll Project team documentation will continue to reside
    > within the IFMP key project document repository server and will
    > require CCB approval before updating baseline information.

-   **Change Request Management.** The implementer, DOI, and NASA will
    > be jointly responsible for change control with the overall goal of
    > ensuring that changes are identified, defined, evaluated, tracked
    > through completion, and communicated to all affected parties.
    > During the implementation of FPPS,

> **NASA will:**

-   Utilize DOI's electronic form (Impact Assessment) to define gaps and
    > request changes to FPPS as follows:

    -   Type of Gap (Regulatory/ Business Practice)

    -   Provide a Description of Difference (between NPPS and FPPS)

    -   What functionalities are needed

    -   What information/data is used

    -   Why the change is needed

    -   When the change is needed

    -   Provide details associated with this information (e.g., tables,
        edits, etc.)

    -   What is impacted if the gap is not resolved?

-   Document the disposition of change requests.

-   Escalate change resolution to the OPM Project Manager, as
    > appropriate, if resolution is not satisfactory

> **DOI will:**

-   Analyze the extent of changes required

-   Classify the change request impact as follows:

    -   **Green:** Minimal overall impact on project cost or quality but
        > does not affect project schedule

    -   **Yellow:** Some impact on project cost or quality, and/or
        > negatively affects the project's critical path by 5 days or
        > less

    -   **Red:** Substantial impact on DOI project cost or quality,
        > and/or negatively affects the project's critical path by more
        > than 5 days.

```{=html}
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-   Determine if the change can be accommodated

-   Determine the impact of not implementing the change

-   Determine if the change can be deferred to a future release

-   Determine any operational constraints that would prevent
    > implementation of the change

-   Recommend whether the request should be accepted, rejected, or
    > deferred.

-   Inform NASA of disposition of change request

> After implementation the change request process will follow the
> guidelines identified in the e-Payroll CCB.

-   **Documentation and Control:** During e-Payroll implementation, a
    > document repository will be used to maintain and control key
    > e-Payroll Project documentation. Backups are maintained to ensure
    > recovery from any major data server failure.

-   **Knowledge Sharing System(KSS):** Knowledge Sharing System will be
    > used to document lessons learned during e-Payroll implementation.

# Project Requirements

## Requirement Levels

There are five levels of requirements within the IFMP hierarchy. Each
lower level is derived from and consistent with the higher-level
requirements in the hierarchy:

> Level I -- Agency Business Drivers
>
> Level II -- Project Functional Drivers
>
> Level III -- High Level Requirements
>
> Level IV -- Acquisition Requirements
>
> Level V -- Implementation Requirements

## Level I -- Agency Business Drivers

An examination of the commonality of the business process and
infrastructure needs identified in the Agency and Enterprise Strategic
Plans resulted in five Agency Business Drivers approved by the IFMP
Steering Council. Success of e-Payroll will be judged by how well the
project contributes to the defined Agency Business Drivers. The Agency
Business Drivers are:

-   Provide timely, consistent and reliable information for management
    > decisions

-   Improve NASA's accountability and enable full cost management

-   Achieve efficiencies and operate effectively

-   Exchange information with customers and stakeholders

-   Attract and retain a world-class workforce

## Level II -- Project Functional Drivers

Project Functional Drivers are functional area achievements that would
demonstrate a measurable improvement in the Agency Business Drivers.
During Project formulation, the e-Payroll Migration Team identified and
mapped Functional Drivers to Agency Business Drivers and, further,
identified the success measures by which to judge the achievement of
each Functional Driver. The e-Payroll Project Steering Committee
approved the Functional Drivers and Metrics. Section 4.2 defines the
Functional Drivers and associated success measures.

Minimum success criteria and performance metrics will be baselined at
the outset of the Project and measured during implementation and after
deployment to determine the relative level of Project success in meeting
the Functional Drivers.

## Level III -- High Level Requirements

The e-Payroll Process Team developed a set of Level III requirements,
which are documented in the e-Payroll Scope Document. The Scope Document
is used by the IFMP to communicate high-level requirements and
responsibility of the Lead Center for the formulation of the e-Payroll
Project. These requirements are used by the:

-   Project Manager and Migration Team to brief and receive approval of
    > the proposed process and system changes by the Functional Owners

-   Project Manager and Migration Team to evaluate FPPS and develop a
    > functional gap analysis

-   IPO Manager to identify integration issues

The requirements at this level are not fixed until after the "period of
understanding," when the initial software gap analysis is completed.
Software gaps may be addressed by:

-   Alternative Configuration Approaches -- Implementing configuration
    alternatives within the DOI software that provide flexibility to
    establish configuration parameters to meet the NASA requirement.

-   Policy or Process Change -- A NASA policy or process change that is
    made in order to adapt to the business process supported by the DOI
    software.

-   Bolt-on -- A third party software product that can be "plugged in"
    to fill the gap.

-   Extension -- An extension to the baseline software that is typically
    developed using tools provided by the software provider. Extensions
    do not involve modification to the baseline software code.

-   Modification -- A modification to the baseline software (NOTE: One
    of the Program\'s First Principles is to use COTS software in its
    native form and not seek to have the COTS modified. Such actions
    require approval by the IFMP Steering Council. For the purposes of
    the e-Payroll Project, the DOI software will be treated as COTS
    software).

## Level IV -- Acquisition Requirements

The e-Payroll Migration Team, Payroll and HR Process Teams, and the IPO
developed the functional, technical and integration requirements for the
e-Payroll Project. The functional requirements include a textual list of
the requirements and a business process model view of the e-Payroll
requirements. The Level IV e-Payroll Project Requirements were approved
by the e-Payroll Project Steering Committee and are under configuration
control in accordance with the IFMP Configuration Management Plan. The
e-Payroll Project Steering Committee serves as the Configuration Control
Board (CCB) for these requirements. A complete set of these requirements
can be found in the e-Payroll Scope Project Scope document at web site
**[http://epayroll.nasa.gov](http://epayroll.nasa.gov/).**

## Level V -- Implementation Requirements

After the Project Formulation Phase, the Migration Team, DOI, and the
IPO will work to configure and test the software to insure it is
acceptable for implementation. During the process, it is likely that
additional functionality gaps will be discovered and resolved. As a
result, the baseline Level IV requirements will be updated.

In addition, in order to test the software, a more detailed statement of
a requirement or process may be required in order to insure the
successful completion of a test. These changes will result in a more
refined, testable set of requirements. These Level V requirements are
known as Implementation Requirements, and will serve as the basis for
the testing that will occur during the e-Payroll implementation. The
e-Payroll Project Manager will approve the Implementation Requirements
and any changes to the baseline.

# Technical Summary

## e-Payroll Functional Overview

The e-Payroll functional architecture consists of two main subprocesses
that contribute to the ability of FPPS to record, classify, and report
all types of employee payroll/personnel actions.

These subprocesses are:

-   Payroll: Entity that records employee gross to net pay including
    benefits, deductions, and leave.

-   HR/Personnel: Captures transactions required by payroll for
    processing employee benefits, deductions, and leave.

## Facilities

The e-Payroll Project will be located in the IFMP Competency Center, an
offsite facility.

## Mission Results Analysis and Reporting

As each major Project lifecycle phase is concluded, the e-Payroll
Project will reassess its performance against the Project requirements,
performance metrics, functional driver, Agency business drivers, and the
business case to confirm viability of the Project. Interim reports and
analyses will be provided to the IFMP Director on a monthly basis.

# Logistics

The e-Payroll Project will utilize current logistics processes and
systems in place at MSFC to support Project Management activities and
requirements. The e-Payroll Project will receive support from the IFMP
IPO for technical environment operations and maintenance during the
Project's implementation activities. Subsequent to Agencywide
deployment, the IPO will continue to provide operations and sustaining
support for the e-Payroll solution.

# Schedule

## Project Schedules Overview

The IFMP Schedule Management Framework provides details on the overall
schedule management process for the e-Payroll Project. Target dates for
activities and milestones relative to the e-Payroll Project's critical
activities are established, tracked and controlled. Significant to this
process is the establishment of control points (key milestones) at the
Program, Project, and Center levels. Each level will maintain a separate
schedule to support the control points that enable measurement of DOI
and NASA e-Payroll Project accomplishment. The schedule management
process includes the following elements:

-   Development

-   Base lining

-   Analysis and Maintenance

-   Reporting

-   Management Commitment and Effectiveness Measures

The amount of detail in the e-Payroll Project schedule management is a
function of the phases of the Project's lifecycle. The e-Payroll Project
will be managed through four distinct phases after Project
Management/Project Set Up; Formulation Phase, Design Phase,
Implementation Phase, and Go Live/Support Phase. The phases are defined
in the e-Payroll schedule, which is maintained in Microsoft Project, and
follows the clearly defined WBS provided by IFMP.

As each major lifecycle phase is nearing completion, the schedules and
baselines for the subsequent phases will be definitive and/or reassessed
using the information and knowledge gained during the previous phase.
The schedule below provides a high level look of the e-Payroll Project.
This schedule will be updated at the conclusion of the Formulation
Phase.

**Figure 11.1 - High Level e-Payroll Implementation**

![](media/image10.wmf){width="8.753472222222221in"
height="6.115972222222222in"}

> **Figure 11.2 - Key e-Payroll Project Dates**

  ----------------------------------- -----------------------------------
  **Milestone**                       **Date**

  Steering Committee Established      December 20, 2002

  Signed DOI/NASA Letter of Intent    March 7, 2003

  Payroll and HR "As Is" Processes    May 13 -- 16, 2003
  Defined                             

  Interface and Report Discovery      May 30 -- September 12, 2003

  Payroll and HR "To Be" Processes    June 30, 2003
  Defined                             

  Payroll and HR Preliminary Gap      August 14, 2003
  Assessment                          

  Technical Requirements Established  September 12, 2003

  Core FPPS Data Crosswalk Completed  September 18, 2003

  Payroll and HR Final Gap Analysis   September 25, 2003

  **Payroll and HR Gaps Identified**  **October 9, 2003**

  **DOI Provides CR Impact            **November 30, 2003**
  Assessment**                        

  **NASA/DOI Web FPPS SSL Load        **December 15, 2003 -- January 31,
  Testing**                           2004**

  **Project Formulation Phase Ends**  **February 2004**

                                      ** **

  Implementation Begins               **March 2004**

  Tester Training                     **January 2004 -- March 2004**

  DOI Test Environment Available for  **March 19, 2004**
  Preliminary End-to-End Testing      

  Center Training                     **March 2004 -- May 2004**

  **NASA Client Orientation Database  **May 28, 2004**
  Available With NASA Data and CRs**  

  **Parallel Testing**                **May 30, 2004 -- July 11, 2004**

  **Go Live**                         **August 8, 2004**
  ----------------------------------- -----------------------------------

#  Resources

## Funding and Institutional Requirements

MSFC provides travel funds, facilities, and personnel for ongoing
operations of the e-Payroll Project. An overview of the e-Payroll
Project activity costs and resource estimates are provided below.

The costs in Table 12.1 show the implementation as well as the Operation
and Sustaining Support (O &SS) costs for e-Payroll. In FY03, the project
costs include project formulation (includes activities of Process Review
teams) and the initial implementation design (primary activities include
Requirements Analysis and Gap Analysis). In FY04, the project costs
include various implementation activities, including: interface
development, data mart planning and setup, data conversion, training,
and cutover planning. FY05 and beyond are for Operations and Sustaining
Support.

Table 12.1---Budget Summary (in thousands)

  ------------ ------------- ------------ ---------- ---------- ----------
               FY03          FY04         FY05       FY06       FY07

  Program      \$802,707     \$7,872K                           

  Enterprise   \$735,471     \$15,778K                          

  O&SS                       \$569K       \$4,269K   \$4,452K   \$4,377K

  Total        \$1,538,178   \$24,219K    \$4,269K   \$4,452K   \$4,377K
  ------------ ------------- ------------ ---------- ---------- ----------

**Table 12.1a: Migration Team - Civil Servant Resource Commitments**

+-------------------------+---------+----------+-------+--------+-----+
| **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 Process Team Lead    | 1       | 50%      | LoP   | 1040   | 1   |
|                         |         |          |       |        | 040 |
+-------------------------+---------+----------+-------+--------+-----+
| HR Process Team Lead    | 1       | 50%      | LoP   | 1040   | 1   |
|                         |         |          |       |        | 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   | 1       | 50%      | 6     | 520    | 520 |
|                         |         |          | M     |        |     |
|                         |         |          | onths |        |     |
+-------------------------+---------+----------+-------+--------+-----+
| Test Team Lead          | 1       | 50%      | 6     | 1040   | 1   |
|                         |         |          | M     |        | 040 |
|                         |         |          | onths |        |     |
+-------------------------+---------+----------+-------+--------+-----+
| Change                  | 1       | 50%      | LoP   | 1040   | 1   |
| Management/Training     |         |          |       |        | 040 |
| Lead                    |         |          |       |        |     |
+-------------------------+---------+----------+-------+--------+-----+
| Center Transition Lead  | 1       | 50%      | LoP   | 1040   | 1   |
|                         |         |          |       |        | 040 |
+-------------------------+---------+----------+-------+--------+-----+

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

Table 12.1b: Migration Team Contractor Resource Commitments

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

  Training Coordinator    1           100%             4 Months       693        693

  Change Management       1           100%             6 Months       1040       1040
  Support                                                                        

  Process Review Support  2           50%              6 Months       520        1040

  Applications and Data   1           100%             6 Months       1040       1040
  Expert                                                                         

  Administrative Support  1           100%             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 -- August 2004.**

**Table 12.1c: Payroll Process Team Resource Commitment**

  ------------------------ ---------- ---------------- -------------- ---------- ---------
  **Payroll Process Team** **\# Per   **Commitment**   **Duration**   **Hours    **Total
                           Center**                                   Per Team   Hours**
                                                                      Member**   

  Functional               2          25%              LoP            1040       1040

  Technical                2          25%              LoP            1040       1040
  ------------------------ ---------- ---------------- -------------- ---------- ---------

> **The Life of Project (LoP) is March2003 -- August 2004**

**Table 12.1d: HR Process Team Commitment**

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

  Functional               2          25%              Lop            1040       1040

  Technical                2          25%              Lop            1040       1040
  ------------------------ ---------- ---------------- -------------- ---------- ---------

> **The Life of Project (LoP) is March2003 -- August 2004**

# Controls

IFMP has established multiple levels of Program control over schedule,
project deliverables, and budget. Prior to approval by the IFMP Director
and e-Payroll Steering Committee, the e-Payroll Project commits to a
Project schedule containing milestones and control points. The e-Payroll
Project status is reported to the IFMP Director monthly. The e-Payroll
Steering Committee must approve any reported changes to the base lined
schedule or e-Payroll Project Scope. The e-Payroll Project will also
have a project-planning schedule for implementation management
addressing those activities leading up to the milestones and control
points, agreed to by the IFMP Director. This schedule is not controlled
at the Program level and may change at the discretion of the

e-Payroll Project Manager and the IFMP Administrative Systems
Implementation Manager as long as the agreed to milestones and control
points remain unaffected.

The e-Payroll Project budget reserves are managed by the e-Payroll
Project Manager with review, but not approval, by the IFMP
Administrative Systems Implementation Manager. The

e-Payroll Project Manager will establish and allocate reserves
consistent with risk and schedule requirements.

IFMP has developed a complete set of management frameworks that
establish standard policy, guidance, and processes for managing IFMP
consistent with the principles of NPG 7120.5B. These frameworks assure
sufficient and comprehensive communication, coordination, oversight and
control of all Project phases, as well as multiple phased initiatives.
Roles and responsibilities for each level of Project management, as well
as standard processes and techniques, are identified. These frameworks
will serve as the basis for developing detailed management plans in
support of the e-Payroll Project.

# Implementation Approach

## Implementation Overview

The implementation approach for the e-Payroll Project is defined by four
major lifecycle phases, which include the Project Management/Project
Setup Phase, Formulation Phase, Realization Phase, and Final Preparation
/Go Live Phase. Each of these phases is detailed below.

### Project Management/Project Set Up Phase

During the Project Management/Project Setup Phase of the e-Payroll
Project, an e-Payroll Steering Committee and the Migration Team were
established. The Migration Team, with support from the IPO, established
functional and technical requirements for the e-Payroll Project that
were approved by the e-Payroll Project Steering Committee. Functional
drivers and associated performance measures were also defined, which
contribute to the achievement of the Agency business drivers. A Business
Case Analysis (BCA) was also developed for the e-Payroll Project.

The major deliverables during this phase are performance commitments,
cost, scope, and schedule baselines.

### Formulation Phase

The goal of this phase is to develop a standard, Agencywide integrated
solution based on re-engineered business processes that operate within
the capabilities of the provider's software.

The key tasks in this phase include:

-   Define "As Is" payroll and HR process

-   Define "To Be" payroll and HR processes

-   Conduct gap analysis

-   Identify interfaces and reporting capabilities

-   Develop change management, training, and migration strategy

-   Role definitions and implementation plan

-   Prepare to transition to the Realization Phase

The output of the Formulation Phase will be a gap definition between the
FPPS and NPPS software. Gap definition will also include interfaces to
Agency legacy systems, standard Agency reporting solutions, Agency
training and change management strategy, Agency high-level data
conversion strategy, and technical architecture. The results of the
Formulation Phase will then be used to revalidate the project scope and
to initiate the Realization Phase.

### Realization Phase

The Realization Phase activity serves as the arena for all
implementation efforts including data conversion plan, integration
testing, and training. The Agency-configured solution and re-engineered
processes developed by the Migration Team during the Formulation Phase
are the foundation for the activities performed during this phase. It
will include development of interfaces with supporting
Agency/Center-level legacy systems, data conversion plans, and training
development and implementation. This phase will include integration and
verification of all elements necessary to make the software work in a
real world environment. During this phase, all elements of Change
Management will be developed and implemented in order to provide a
baseline.

### Final Preparation/Go Live Phase

The Final Preparation/Go Live Phase will include the conversion of
legacy data to the provider system, parallel testing, user training, and
final cutover procedures. During this phase, the Operation Readiness
Review (ORR) will be conducted introducing the final clearance to
migrate to the DOI FPPS for all Centers.

## e-Payroll Project WBS

The e-Payroll Project developed a WBS consistent with the IFMP Schedule
Management Framework document. This WBS depicts the e-Payroll Project
specific activities associated with the formulation, planning,
management, design, and implementation of the e-Payroll solution across
NASA. A breakdown of the e-Payroll Project WBS is provided below:

> **Figure 14.2 -- Project WBS Breakdown**

![](media/image11.jpeg){width="2.8020833333333335in"
height="1.8229166666666667in"}

## Contractor Support

### e-Payroll Implementer 

The DOI/NBC will support the broad range of activities required to
successfully implement the FPPS at NASA. These activities will include
solution analysis, design and development (including configuration),
interface design and development, report design and development, data
conversion, testing support, training, and production cutover support.
Each of these activities will be completed at the 10 NASA Centers
simultaneously in order to accommodate a "big bang" implementation
strategy. DOI/NBC will work closely with the Project Manager and Change
Management Lead as they execute change management tasks for the
e-Payroll Project.

### Sustaining Engineering Support for Agencywide Administrative Systems (SESAAS)

Applications sustaining engineering is provided in support of the
following NASA GOTS Agencywide Human Resources, Property, and
Procurement Administrative Systems:

-   NASA Personnel/Payroll System

-   Acquisition Management System

-   NASA Equipment Management System

-   NEMS Central Database

-   NASA Property Disposal Management System

-   NASA Supply Management System

DOI/NBC will work with the SESAAS group to understand e-Payroll
requirements with the appropriate set of applications listed above.

### Administrative Business Systems Support 

Sustaining engineering support for MSFC-specific legacy administrative
business systems is also provided via the MSFC Unified NASA Information
Technology Services (UNITES) contract, for which SAIC is the prime
contractor. These applications support the business operations of three
primary organizations at MSFC: Customer and Employee Relations
Directorate, Office of the Chief Financial Officer (CFO), and the
Procurement Office. The UNITES project organization will play a key
support role for transitioning from NASA Payroll/Personnel System to the
DOI Federal Personnel /Payroll System GOTS software. Specific support to
be provided to the Project will include mapping and extraction of data
to be converted to the new system, development of interfaces to
remaining legacy systems as required, support during acceptance testing,
and development of report requirements.

### e-Payroll Project Management Support (Booz-Allen & Hamilton)

In support of the e-Payroll Project, this contract supplies project
management assistance in the following areas:

-   Planning

-   Administrative

-   Project Schedule

-   Risk Management

-   Special Studies and Analyses

-   Quality Assurance

-   Budget

### IFM Independent Validation and Verification (IV&V) Support (NASA)

The purpose of this effort is to provide the IFMP with an independent
assessment of the module projects (in this case e-Payroll) requirements.
These tasks will be performed by the NASA IV&V in conjunction with its
contractor, currently, Averstar, Inc. The IFM Program will manage this
activity on behalf of the IFMP. The IV&V will analyze software
requirements for accuracy, clarity, completeness, consistency,
flexibility, and testability. They will review requirements for
completeness and applicability and will produce a Requirements
Traceability Report.

### IFM Program-level Change Management Support (IBM)

The IFMP-level Change Management effort exists to:

-   Ensure successful implementation of IFMP modules by providing common
    > change tools, techniques, and corporate consulting to all IFMP
    > projects, including the e-Payroll Project and the Centers.

-   Build understanding of and commitment to changes associated with the
    > implementations through continuous communication.

-   Coordinate with and monitor progress of Centers, and analyze
    > effectiveness of change management concepts and tools.

## Descope Approach

An initial baseline for requirements and gaps is established as the
result of the software during the Project Setup and Formulation phases.
During the Formulation Phase, DOI/NBC works under the management of the
e-Payroll Project Manager and the direction of the Migration Team to
establish the application functionality and configure the system to best
meet the Project's requirements.

DOI/NBC, the e-Payroll Migration Team, and the IPO work together to
address and eliminate system gaps through agreed upon configuration
decisions, i.e., alternative configuration approaches, process
redesigns, reengineering of business rules and processes, and/or
software modifications. Changes to the requirement baseline
documentation are managed through the Project's defined configuration
management process. The e-Payroll Project Steering Committee approves
all configuration outcomes that impact the requirements baseline. The
e-Payroll Project Steering Committee will approve changes to the
e-Payroll Project Scope. Proposed changes to the e-Payroll Project Scope
will be assessed in terms of impact to satisfaction of the e-Payroll
functional drivers and performance measures, as well as in terms of
impact to cost and schedule.

Any decisions to modify the FPPS software must be accompanied by a
strong business case and approved by the e-Payroll Steering Committee.
The business case presents the business justification for the change,
the cost to implement, the cost not to implement, an FPPS modification
maintenance strategy, and the overall impact to the e-Payroll Project
schedule.

In the event, the e-Payroll Project should require descoping, the
strategy to be employed would vary depending upon which phase of the
e-Payroll Project lifecycle was in process at the time. Requirements
would be assessed based upon their relative degree of contribution to
the achievement of the e-Payroll functional drivers or to the
fulfillment of regulatory or legal requirements. During the Realization
Phase and the Final Preparation Phase, priorities for interface
development and data conversion volumes would be assessed for descope
opportunities.

# Program/Project Dependencies

The IFMP and the e-Payroll Project are dependent upon a number of
Agency-level organizations for the provision of Agencywide services and
standards. The IPO will establish Memorandums of Understanding (MOU's)
with these organizations as appropriate.

Following is a list of the organizations and a brief description of the
relation between them and IFMP/e-Payroll Project:

-   **NACC.** The NACC provides consolidation services and operations
    > for various NASA Centers' ADP workloads. The NACC will provide
    > data center operations services for the e-Payroll Project. These
    > operation services will be consistent with the overall set of
    > operation services defined within the IFMP Operations Framework.

-   **NASA Integrated Services Network (NISN).** NISN will provide the
    > internal Centerwide area network systems support and services for
    > the e-Payroll Project.

-   **SESAAS.** SESAAS is responsible for the sustaining engineering
    > support of the legacy Agencywide business applications. The
    > e-Payroll Project will require integration with the SESAAS
    > maintained applications.

-   **Outsourcing Desktop Initiative for NASA (ODIN).** ODIN is
    > responsible for desktop services across the Agency. The ODIN
    > contractor at each Center will be involved in the traditional
    > desktop, local area network, and user interface operational
    > support of the e-Payroll Project.

# Agreements

The IFMP IPO will establish a Program-level MOU for managing program and
e-Payroll Project interaction with other NASA entities in accordance
with the IFMP Operations Framework. The MOU will detail the roles and
responsibilities of each entity in the IFMP.

The e-Payroll Project is dependent upon the IFMP IPO for coordination of
required system interfaces, delivery and operation of the development
environments needed, performance testing of the e-Payroll solution, the
transition of the e-Payroll application into operation, and providing
sustaining engineering support. A Memorandum of Agreement (MOA) has been
established with the IPO, detailing the specific roles and
responsibilities to be performed in support of the e-Payroll Project.

Each NASA Center is responsible for supporting the implementation of the
e-Payroll solution at their respective Center. The e-Payroll Project is
dependent upon each NASA Center to effectively plan, manage, and execute
this implementation. A critical, high-risk area of the responsibility
for the Centers is the successful management of the transition to the
new business processes deployed as part of the e-Payroll solution.
Project Plans will be developed by each NASA Center prior to beginning
each Center's deployment activity.

# Safety and Mission Success

Safety for the e-Payroll Project personnel, visitors, and facilities is
a primary concern at NASA. The e-Payroll Project does not precipitate
any safety issues or concerns over and above normal facility attributes.
e-Payroll Project personnel are briefed and trained on the regulations
and requirements at their respective facilities. Employees are provided
training and drill, and are assigned specific responsibilities in case
of fire or for any other disaster that might occur.

# Risk and Issue Management

## Risk

The e-Payroll Project will actively manage technical and programmatic
risk to maximize the probability of delivering the planned technology
within cost and on schedule. The project will follow the IFMP Risk
Management Framework, which establishes the policy and guidance for
controlling risks on the Program. This framework was developed based on
NPG 7120.5A and served as the basis for developing a detailed Risk
Management Plan for the e-Payroll Project.

The purpose of the e-Payroll Risk Management Plan is to establish the
strategy for managing risk for the Project. At the core of this approach
is the assignment of risk management responsibilities to the appropriate
management level, where there is direct professional involvement and
concern over the impact of risks and where identification, mitigation,
and reporting activities become an integral component of the e-Payroll
Project management planning, budgeting, and execution. The Risk
Management Plan includes the roles and responsibilities for each level
of Project management as well as standard processes and techniques.

> ![](media/image12.wmf)**Figure 18.0 -- Continuous Risk Management
> Model\***

## Issues

Issues Management is the process of identifying, prioritizing, tracking,
and resolving issues in a timely manner to prevent a critical impediment
to the effective progress of a Project. The IFMP ePayroll Project will
adhere to the IFM Program Issue Management Framework. e-Payroll will
maintain in a database the issue name, priority, action, issue owner,
due date and update status information of the Project's issues.

An issue is a problem, question, or challenge that arises and needs to
be addressed in some manner to avoid negative impact to the Project. An
issue differs from an action in that an issue describes a condition
while an action is a directive or statement of intent. An issue differs
from a risk in that an issue describes a condition that exits or
unquestionably will exit while a risk is characterized by a level of
uncertainty. Action items are assigned to issues in order to come to a
resolution. Additionally, actions can exist independently from issues.

The Project Manager is responsible for developing and managing an issue
resolution process for the Project so any issues can be resolved
quickly. The Project Manager also escalates to the Program Office any
issues, which meets the Program Office's criteria for critical issues as
defined in the IFM Program Issue Management Framework. The Project
Manager assigns both issues and actions to a responsible party to ensure
they are appropriately addressed and closed. The Project Manager will
facilitate a weekly/biweekly review of currently open issues and issues
that were closed since the last review.

# Environmental Impact

The e-Payroll Project utilizes existing NASA facilities and therefore
does not require an Environmental Assessment and Environmental Impact
Statement.

# Test and Verification

Testing is a particularly critical activity during the implementation of
an Agencywide GOTS software solution. The e-Payroll Project will utilize
as a guideline the basic testing methodology defined by the IFMP in the
Program Testing Framework document. The framework will be adapted to the
test strategy developed by the e-Payroll Project team in conjunction
with the Service provider's methodology.

## Testing Phases

The primary test components consist of the following testing phases:

-   **Solution Testing**. This component of testing, traditionally known
    > as System Test, will validate the configuration of the e-Payroll
    > solution to meet the business processes developed by the Migration
    > Team. Business scenarios will be developed and used as the basis
    > for conducting Solution Testing. Results will be documented and
    > adjustments made to the configuration as necessary.

-   **Application Component Test.** Traditionally referred to as Unit or
    > Assembly Test, this testing will validate any code that must be
    > developed during the implementation process, including coding
    > developed for interfaces, data conversion, extensions, and
    > reports.

-   **Application Product Test.** Traditionally referred to as
    > Integration Test, this test will be conducted against converted
    > data. The objective of Application Product Testing is to make the
    > system appear as close as possible to day one of production
    > operations and to simulate actual business processing.

-   **Business Capability Release/Parallel Test.** This component of
    > testing is traditionally known as User Acceptance Test. As part of
    > e-Payroll, a series of parallel tests will be conducted, running
    > both NPPS and FPPS simultaneously, through normal pay period
    > processing. During this testing activity, system users or their
    > designated representatives will confirm that the release
    > components have been build or configured to support business
    > operations. At the conclusion of this test phase, the system is
    > ready to be released to the production environment.

-   **Technical Testing.** The IPO will conduct all technical testing in
    > support of the e-Payroll implementation. This testing will include
    > system performance and scalability testing as well as architecture
    > component testing.

## Testing Environments

The specific test environments required for e-Payroll will be specified
by the service provider.

# Technology Assessment

Over the past several years, information technology for IFMP
applications has matured considerably.

-   Proven COTS software applications are available for most IFMP
    > requirements

-   Client server is now the norm

-   E-commerce is the current technology thrust

-   Data warehousing and integrating alternatives exist for integration

-   Enterprise Application Integration (EAI) tools are the future
    > capabilities enabling integration

-   Joint Financial Management Improvement Program (JFMIP) certified
    > software products now include major software vendors such as
    > Oracle and SAP.

The DOI FPPS software package is a proven product in production with
over 200,000 employees being processed every pay period. There will be
adaptations required to the Agency-level information technology
architecture that will be managed by the IPO. There are a number of
technologies that will be used to improve the user interface with the
system or facilitate streamlined electronic processes and integration
with legacy and other IFMP systems. However, in the event that these
technologies do not come to perform as required, existing technologies
will be used.

During the implementation of e-Payroll, several key technology thrusts
will be evaluated for implementation. These include:

-   World Wide Web technology to reduce software distribution costs and
    simplified user interface

-   Latest digital signature technologies

-   EAI tools

# Commercialization

As the e-Payroll Project is not producing new science or technology,
there are no obvious opportunities for commercialization. However, any
success NASA has in selecting and implementing GOTS Payroll and HR
system modules could become benchmark standards for success. In
addition, other Government agencies may capitalize on NASA's lessons
learned.

# Reviews

Various reviews will be conducted over the life of the e-Payroll
Project. The details of these reviews will be addressed in the
Independent Assessment Process and Points of Application Framework and
the IFMP External Reporting Requirements.

## Management Reviews

Management reviews will be scheduled periodically to assess the adequacy
of planning and the effectiveness of implementation. Progress will be
measured against project scope, schedule, resources, risk, and
requirement achievement. The type and frequency of the reviews will be
established according to the Program and 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 and to obtain expert advice before problems are
encountered. Special reviews by any level of management will be
scheduled when the need arises. Management reviews will include:

-   Monthly Status Reviews (MSR)

-   First Independent Annual Review (IAR) prior to Agency Design

-   IARs

-   Independent Assessment at major Project milestones

-   Internal Controls Review

-   Operational Readiness Review

### First Independent Annual Review

The IFMP underwent a successful Non-Advocate Review (NAR) during
formulation. The

e-Payroll Project will undergo a modified IAR during the period of
understanding, which marries pertinent parts of the NAR to the IAR to
address the e-Payroll Project pending approval. The first IAR will make
a recommendation regarding readiness of the Project to proceed with the
Implementation Phase/Formulation Phase. The First IAR will be conducted
under the auspices of the Agency Chief Engineer's Independent Program
Assessment Office (IPAO) or by the Lead Center's System Management
Office (SMO) at the discretion of the IPAO. IARs will be conducted over
the life of the e-Payroll Project.

## Independent Assessments

The IFMP 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 IV&V facility and an independent assessment contractor. These
assessments will be coordinated by the IFMP IPO.

## Technical Reviews

Various technical reviews will be conducted for the e-Payroll Project as
required. The purpose of these reviews is to ensure that the e-Payroll
Project is achieving desired technical performance on schedule and
within budget. The timing of these reviews will be based on the
e-Payroll Project lifecycle. In projects 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 the methodology becomes known, specific
technical reviews will be defined and scheduled for the e-Payroll
Project. At a minimum, the following reviews will be conducted:
Requirements Review, Test Readiness Reviews and Operational Readiness
Reviews.

# Tailoring

The requirements of the NASA Policy Directive (NPD) 7120.4B and the NPG
7120.5B apply to the IFMP and the e-Payroll Project, as tailored by this
document and the IFMP Program Management Plan, February 7, 2002.

Under the IFMP Program Commitment Agreement (PCA), the e-Payroll Project
has the authority to initiate major acquisitions during the Formulation
Phase/Project Set-Up Phase. The e-Payroll Project will develop an
addendum to attach to the PCA, which outlines its specific technical
performance, schedule, and resource commitments.

IFMP is managed under the direction and leadership of the IFMP Director
under the governance of the IFM Steering Council. The e-Payroll Project
is managed by the e-Payroll Project Manager under the governance of the
IFMP Director, the IFMP Administrative Systems Implementation Manager,
and the e-Payroll Project Steering Committee.

# Change Log

Changes to the e-Payroll Project Plan will be documented in the Document
History Log on Page 3 of this document. A History Log is used to provide
an audit trail of all approved changes made to this document after
baseline approval. Changes will be reviewed, approved, and incorporated
into the document using established configuration management procedures.

# APPENDIX A: Acronyms {#appendix-a-acronyms .unnumbered}

+------------------+---------------------------------------------------+
| AA               | Assistant Administrators                          |
+------------------+---------------------------------------------------+
| ADP              | Automated Data Processing                         |
+------------------+---------------------------------------------------+
| ALC              | Agency Location Code                              |
+------------------+---------------------------------------------------+
| BCA              | Business Case Analysis                            |
+------------------+---------------------------------------------------+
| CCB              | Configuration Control Board                       |
+------------------+---------------------------------------------------+
| CFO              | Chief Finance Office                              |
+------------------+---------------------------------------------------+
| CIO              | Chief Information Officer                         |
+------------------+---------------------------------------------------+
| COTS             | Commercial Off-The-Shelf                          |
+------------------+---------------------------------------------------+
| CPO              | Consolidated Payroll Office                       |
+------------------+---------------------------------------------------+
| CPDF             | Central Personnel Data File                       |
+------------------+---------------------------------------------------+
| CSC              | Computer Science Corporation                      |
+------------------+---------------------------------------------------+
| DOI              | Department of the Interior                        |
+------------------+---------------------------------------------------+
| EAI              | Enterprise Application Integration                |
+------------------+---------------------------------------------------+
| FPPS             | Federal Personnel and Payroll System              |
+------------------+---------------------------------------------------+
| FTE              | Full Time Equivalent                              |
+------------------+---------------------------------------------------+
| GA               | Government Agency                                 |
+------------------+---------------------------------------------------+
| GOTS             | Government Off-The-Shelf                          |
+------------------+---------------------------------------------------+
| GPMC             | Governing Program Management Council              |
+------------------+---------------------------------------------------+
| GPRA             | Government Performance and Results Act            |
+------------------+---------------------------------------------------+
| GSA              | General Services Administration                   |
+------------------+---------------------------------------------------+
| HR               | Human Resources                                   |
+------------------+---------------------------------------------------+
| IAR              | Independent Annual Review                         |
+------------------+---------------------------------------------------+
| IFMP             | Integrated Financial Management Program           |
+------------------+---------------------------------------------------+
| IA               | Interagency Agreement                             |
+------------------+---------------------------------------------------+
| IG               | Inspector General                                 |
+------------------+---------------------------------------------------+
| IHCM             | Integrated Human Capital Management               |
+------------------+---------------------------------------------------+
| IPAO             | Independent Program Assessment Office             |
+------------------+---------------------------------------------------+
| IPO              | Integration Project Office                        |
+------------------+---------------------------------------------------+
| IPT              | Integrated Product Team                           |
+------------------+---------------------------------------------------+
| IT               | Information Technology                            |
+------------------+---------------------------------------------------+
| ITPOC            | Information Technology Points of Contact          |
+------------------+---------------------------------------------------+
| IV&V             | Independent Verification and Validation           |
+------------------+---------------------------------------------------+
| JFMIP            | Joint Financial Management Improvement Program    |
+------------------+---------------------------------------------------+
| MOA              | Memorandum of Agreement                           |
+------------------+---------------------------------------------------+
| MOU              | Memorandum of Understanding                       |
+------------------+---------------------------------------------------+
| MSFC             | Marshall Space Flight Center                      |
+------------------+---------------------------------------------------+
| MSR              | Monthly Status Report                             |
+------------------+---------------------------------------------------+
| NACC             | NASA ADP Consolidation Center                     |
+------------------+---------------------------------------------------+
| NAR              | Non-Advocate Review                               |
+------------------+---------------------------------------------------+
| NASA             | National Aeronautics & Space Administration       |
+------------------+---------------------------------------------------+
| NBC              | National Business Center                          |
+------------------+---------------------------------------------------+
| NEBA             | NASA Employee's Benefit Administration            |
+------------------+---------------------------------------------------+
| NISN             | NASA Integrated Services Network                  |
+------------------+---------------------------------------------------+
| NPD              | NASA Policy Directive                             |
+------------------+---------------------------------------------------+
| NPG              | NASA Policy Guidelines                            |
+------------------+---------------------------------------------------+
| NPPS             | NASA Personnel and Payroll System                 |
+------------------+---------------------------------------------------+
| ODIN             | Outsourcing Desktop Initiative for NASA           |
+------------------+---------------------------------------------------+
| OMB              | Office of Management and Budget                   |
+------------------+---------------------------------------------------+
| OPM              | > Office of Personnel Management                  |
+------------------+---------------------------------------------------+
| O&SS             | Operations and Sustaining Support                 |
+------------------+---------------------------------------------------+
| PCA              | Program Commitment Agreement                      |
+------------------+---------------------------------------------------+
| PCS              | Permanent Change of Station                       |
+------------------+---------------------------------------------------+
| PEO              | Program Executive Officer                         |
+------------------+---------------------------------------------------+
| PEOIFM           | Program Executive Officer for Integrated          |
|                  | Financial Management                              |
+------------------+---------------------------------------------------+
| PERT             | Program Evaluation Review Technique               |
+------------------+---------------------------------------------------+
| PMA              | President's Management Agenda                     |
+------------------+---------------------------------------------------+
| PMC              | Program Management Council                        |
+------------------+---------------------------------------------------+
| SESAAS           | Sustaining Engineering Support for Agencywide     |
|                  | Administrative Systems                            |
+------------------+---------------------------------------------------+
| SLA              | Service Level Agreement                           |
+------------------+---------------------------------------------------+
| SMO              | System Management Office                          |
+------------------+---------------------------------------------------+
| SPOC             | Security Points of Contact                        |
+------------------+---------------------------------------------------+
| WBS              | Work Breakdown Structure                          |
+------------------+---------------------------------------------------+

# APPENDIX B: DOI Service Level Agreement {#appendix-b-doi-service-level-agreement .unnumbered}

#####  {#section-1 .unnumbered}

**[Service Level Agreement]{.underline}**

**BETWEEN**

NATIONAL BUSINESS CENTER, PRODUCTS AND SERVICES

**DEPARTMENT OF THE INTERIOR**

**AND**

**NATIONAL AERONAUTICS AND SPACE ADMINISTRATION**

I. STATEMENT OF LEGAL AUTHORITY

> *The statement of legal authority describes the existing legal codes
> and laws that allow agencies to provide the services.*
>
> **The Department of the Interior's National Business Center, Products
> and Services (NBC) agrees to provide service and/or product support as
> outlined below to the National Aeronautics and Space Administration
> (NASA), pursuant to the Economy Act as amended (31 U.S.C. 1535) and
> authority 43 U.S.C. § 1467 and 1468, which established the Department
> of the Interior Working Capital Fund.**

II\. PURPOSE

> *This section describes reason(s) for executing this Service Level
> Agreement.*
>
> **The purpose of this Service Level Agreement (SLA) is to identify the
> base level and optional services provided by the NBC with regard to
> the processing of payroll and personnel actions and their companion
> activities for the NASA. This SLA establishes mutually agreed upon
> service levels, monitoring methods, and organizational
> responsibilities, where appropriate.**

III\. PERIOD OF PERFORMANCE

> *This section outlines the time period and the terms under which this
> Agreement will be active.*
>
> **The agreement is effective upon signature. The agreement will remain
> in effect until amended, replaced, or terminated by signed, mutual
> agreement of both organizations.**

IV\. LIST OF SERVICES

> *This section provides a broad outline of the services addressed by
> this agreement*.

**The NBC offers an array of reliable, 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. These
include:**

-   **Personnel Processing**

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```
-   **Time and Attendance**

-   **Leave Processing**

-   **Pay Processing**

-   **DataMart**

-   **Labor Cost and Distribution**

-   **Reporting, Reconciliation, and Records Retention**

-   **Customer Support**

    **The services are a mix of standard base level services and
    optional services.**

    **Base level services are provided to all clients and are priced
    based upon the number of employees paid. The optional services have
    separate costs. Agency-unique workload volumes or special
    requirements drive the majority of the separate costs. This document
    cites the major examples within the categories of service. The NBC
    intends the document to be used in conjunction with the annual
    Interagency Agreement (IA) to explain services being provided to the
    NASA. These specific services include personnel processing; time and
    attendance editing and processing; pay processing: DataMart; labor
    cost reporting; reporting, reconciliation and records retention; and
    customer support.**

    **A. Base level Services**

> **For the purposes of this document, base level services provided by
> the NBC will be categorized below as two separate functions. The
> functions will identify base level services provided by the Federal
> Personnel/Payroll System (FPPS) and base level services provided by
> the Payroll Operations Division.**
>
> **1. FPPS system base level services include:**

-   **Supporting the System such that it accommodates regulatory
    requirements, meets Federal reporting requirements, and provides for
    payroll and personnel processing in accordance with procedures
    described in the system documentation.**

-   **Functional and technical support regarding proper use of the
    System to designated NASA staff and/or contractors.**

-   **Payroll and personnel reports as described in the system
    documentation. Reports will generally be provided for on-line
    viewing and client printing. NASA can request that data files be
    made available for their access and subsequent downloading.**

-   **The NASA will provide for the input and/or collection of all input
    data and will provide for receipt of the data in machine-readable
    form at the NBC computer facility according to the daily processing
    schedule, which is separately documented.**

-   **Payroll processing will be on Tuesday evening following the end of
    the pay period. In the event that processing is delayed, it will be
    rescheduled as soon as possible in order to meet NASA's official
    payday of the second Tuesday following the end of the pay period.
    Electronic fund payments will be scheduled for the first Friday
    following the end of the pay period, but in the event of
    contingencies or end-of-year taxable income situations are not
    required to be deposited until the NASA's official payday.**

**2. Payroll Operations base level services include:**

-   **Assistance in submission of T&A's**

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```
-   **T&A processing and adjustments**

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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**

-   **Completion of reports for bonds and OWCP**

-   **Unemployment reporting using contract services**

-   **Garnishments processing**

-   **Payroll debt collection**

-   **Pay and leave adjustments and payments**

-   **Separations Processing**

-   **Customer Support**

    **B. Optional Services**

    **Optional services provided by the NBC in support of personnel and
    payroll processing and reporting are:**

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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 DataMart retrieval software**

V. RESPONSIBILITIES:

> *This section contains detailed responsibilities for the provision of
> services under this SLA.*

**NASA Responsibilities:**

-   **Conversion/Implementation: NASA responsibilities during
    conversion/implementation are documented in detail in the NASA FPPS
    Implementation Plan.**

-   **Interface Development: NASA is responsible for establishing
    interfaces or data transfer mechanisms necessary to support its
    business processes.**

-   **Operations:**

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-   **Provide remote (peripheral) hardware and communications**

-   **Designate a representative(s) to participate in user groups
    meetings**

-   **Designate principal contacts in the finance, human resources, and
    information technology areas.**

-   **Designate a single security coordinator whose roles and
    responsibilities are documented in NBC Form NBCPS-01.**

-   **Designate application security points of contact (SPOC) whose
    roles and responsibilities are documented in NBC Form NBCPS-02.**

-   **Provide for the transmission of input data to the NBC computer
    facility according to the Personnel/Payroll System Biweekly
    Processing Schedule. Both parties must agree to any changes to this
    schedule.**

> **NBC Responsibilities:**

-   **Conversion/Implantation: NBC responsibilities during
    conversion/implementation are documented in detail in the NASA FPPS
    Implementation Plan**

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```
-   **The NBC will protect the NASA's data in accordance with the NBC's
    and the NASA's security requirements, as well as other laws,
    regulations and guidelines. The NBC will only disclose the NASA's
    data to authorized personnel.**

-   **Payroll and personnel processing will be accomplished following
    the end of the pay period in sufficient time to meet the NASA's
    established payday. In the event processing is delayed, it will be
    rescheduled as soon as possible in order to meet NASA's official
    payday and the appropriate NASA personnel will be notified.**

-   **Provide a back-up facility for NBC systems and data for use in the
    event of a catastrophe rendering NBC's computers inoperable for an
    unacceptable period.**

-   **Maintain a Disaster Recovery and Continuity of Operation Plan**

-   **Provide a Letter of Assurance for Disaster Recovery and Continuity
    of Operation**

VI\. PERFORMANCE MEASUREMENT

> *This section outlines the basic level of performance for which the
> provider will assume responsibility. It outlines the measures that
> will be used and describes the metrics that will be used to track
> performance.*

**Measurement of the NBC activities is critical to improving services
and is the basis for cost recovery for services provided. The NBC and
the NASA have identified activities critical to meeting NASA's business
requirements and have agreed upon how these activities will be
measured.**

###### **A. MEasures and MEtrics** {#a.-measures-and-metrics .unnumbered}

> **The NASA and the NBC have agreed to specific measures and metrics
> for personnel processing, payroll operations and technology
> management. These measures and metrics will be applied during the
> normal course of business.**

+------------------------------------+---------------------------------+
| **Measurement**                    | **Metrics**                     |
+====================================+=================================+
| ***[Disbursements]{.underline}***  | -   99.9% timely payroll        |
|                                    |     disbursements               |
| -   Disbursements are made on or   |                                 |
|     before the scheduled process   | -   99.9% accuracy based on     |
|     date                           |     information provided        |
+------------------------------------+---------------------------------+
| ***[Reports]{.underline}***        | -   99% timely                  |
|                                    |     reports/interfaces          |
| -   External reports/interfaces    |                                 |
|     completed by scheduled due     | -   99% accuracy based on       |
|     dates                          |     information provided        |
+------------------------------------+---------------------------------+
| ***[Hours of                       | -   99% available               |
| Operation]{.underline}***          |                                 |
|                                    | -   99% available               |
| -   Payroll staff available to     |                                 |
|     NASA Monday through Friday,    |                                 |
|     6:00am -- 4:00pm Mountain Time |                                 |
|     (MT); excluding Federal        |                                 |
|     holidays.                      |                                 |
|                                    |                                 |
| -   Employee and end-user help     |                                 |
|     desks available to the NASA    |                                 |
|     Monday through Friday, 6:00am  |                                 |
|     -- 5:30pm MT; excluding        |                                 |
|     Federal holidays. Interactive  |                                 |
|     Voice Response for common      |                                 |
|     employee issues available      |                                 |
|     24x7.                          |                                 |
+------------------------------------+---------------------------------+
| ***[Help Desks:]{.underline}***    | -   95% returned within 2 hours |
|                                    |     or less                     |
| -   Employee calls returned within |                                 |
|     2 hours.                       | -   95% issues resolved within  |
|                                    |     24 hours or less            |
| -   Employee issues resolved       |                                 |
|     within 24 hours                | -   90% returned within 4 hours |
|                                    |     or less                     |
| -   End-user calls returned within |                                 |
|     4 hours.                       | -   90% issues resolved within  |
|                                    |     48 hours or less            |
| -   End-user issues resolved       |                                 |
|     within 48 hours.               |                                 |
+------------------------------------+---------------------------------+
| ***[System                         | -   95% available               |
| Availability]{.underline}***       |                                 |
|                                    |                                 |
| -   Production system available to |                                 |
|     the NASA Monday through        |                                 |
|     Friday, 5:00am -- 6:00pm MT,   |                                 |
|     Saturday 5:00am -- 4:00pm MT;  |                                 |
|     excluding Federal holidays,    |                                 |
|     and during payroll processing  |                                 |
|     or other regularly scheduled   |                                 |
|     outages. Additional hours      |                                 |
|     available upon request for     |                                 |
|     special circumstances.         |                                 |
+------------------------------------+---------------------------------+
| ***[System                         | -   95% available               |
| Performance]{.underline}***        |                                 |
|                                    |                                 |
| -   Internal system response time  |                                 |
|     within established parameters. |                                 |
+------------------------------------+---------------------------------+
| ***[System                         | -   98% access granted within   |
| Operations]{.underline}***         |     72 hours or less            |
|                                    |                                 |
| -   End-user access granted within |                                 |
|     72 hours of request.           |                                 |
+------------------------------------+---------------------------------+

VII. **SECURITY**

> *This section outlines security responsibilities of the respective
> organizations.*

**Security roles, responsibilities, and procedures, and system
interconnectivity requirements related to services included within this
SLA will be documented in a separate agreement between NASA and NBC**.

VIII. **CONVERSION/IMPLEMENTATION**

> *This section outlines the agreement concerning conversion and
> implementation of customer data.*
>
> **Conversion and implementation of the NASA to the NBC's system and
> transfer of its personnel processing and payroll operations to the NBC
> will be effective August 8, 2004 unless an alternate date is
> subsequently mutually agreed upon. This effort includes the technical
> and administrative services necessary to support the conversion and
> implementation effort and incorporation of any mutually agreed upon
> NASA unique requirements. It also includes integration of NASA
> information into the NBC's personnel processing and payroll operations
> procedures. A detailed conversion/implementation plan will be jointly
> developed indicating the responsibilities of each party.**

**IX. STAFFING**

> *This section outlines the staffing considerations between the
> parties.*

**No transfer of FTE (full time equivalent) ceiling is required as a
result of this SLA.**

**X. FUNDING**

*This section outlines the funding process.*

##  {#section-2 .unnumbered}

**Costs of the above described services are to be recovered by the NBC
from all users on an equitable basis. Customer budgets are established
by distributing total NBC costs to all clients on the basis of number of
W-2s or on the basis of actual cost. Funding will be approved yearly by
both parties on an Interagency Agreement (IA). The NBC will notify the
customer of their annual budget within the customer's budget cycle.
Billing will be done quarterly in advance using the client's Agency
Location Code (ALC) via the Department of Treasury's Inter-Governmental
Payment and Collection system (IPAC). Any optional services provided to
the customer will be billed on an actual cost basis.**

**XI. TERMINATION CLAUSE**

> *This section outlines the circumstances under which this agreement
> may be terminated.*
>
> **Both NASA and the NBC reserve the right to terminate this agreement
> at any time, upon written notice to the other party and OPM, at least
> twelve (12) months in advance of the termination date. In the event of
> termination by either party, the NBC agrees to support and cooperate
> as necessary to ensure smooth transition to the successor system.**

XII\. DISPUTE RESOLUTION

*This section outlines the manner in which disputes will be identified
and resolved.*

> **Issues unable to be resolved informally between the NBC and NASA
> will be handled as follows: Either party may submit a formal request
> to the other party and that party will formally respond. In both cases
> the formal request/response will be elevated internally to the
> appropriate management level. In the event those officials cannot
> resolve the dispute, they will designate a mutually acceptable,
> independent third party to review the facts and recommend a fair
> resolution.**

**XIII. APPROVALS:**

> *This section identifies the individual authorized to enter into this
> Agreement for their respective organizations.*
>
> **This SLA accompanies the initial Interagency Agreement and is
> considered binding for both NBC and NASA upon signing. Future
> Interagency Agreements for these services will reference this SLA such
> that the terms, conditions, and responsibilities remain binding on all
> parties for the duration of service.**

![](media/image13.png){width="6.4944444444444445in"
height="2.2729166666666667in"}

# APPENDIX C: LEVEL III Requirements {#appendix-c-level-iii-requirements .unnumbered}

This section identifies the preliminary e-Payroll high-level
requirements (IFMP Level III requirements), separating the in-scope
items from the out-of-scope items. Requirements are categorized into
five areas: User, Functional, Integration, Technical, and Reporting. The
only defined in scope requirements are those currently embedded in the
NPPS functionality, integration, and technical and reporting
capabilities. All other potential expansions of capability beyond NPPS
are undecided and will be resolved during the formulation phase.

Table 2.---Requirement Line Items

  -----------------------------------------------------------------------------
  Category      In Scope                                                Out of
                                                                        Scope
  ------------- ------------------------------------------------------- -------
  User          The system must allow employee access to certain        
                self-service options or interface with OPM\'s Employee  
                Express System.                                         

  Functional    The system must support paperless transactional         
                processing (i.e., pay and leave changes, retroactive    
                adjustments).                                           

  Functional    The system must perform automated retroactive pay and   
                leave adjustments.                                      

  Functional    The system must perform e-mail messaging for routing    
                functions                                               

  Functional    The system must process and perform final editing of    
                Time & Attendance (T&A) data uploaded from T&A systems  

  Functional    The system must derive cost associated with project     
                codes during the payroll calculation process            

  Functional    The system must have the capability to process special, 
                supplemental, and emergency payments out side of the    
                normal payroll cycle.                                   

  Functional    The system must perform debt management functions       
                (salary overpayments, collection actions garnishments,  
                and legal actions)                                      

  Functional    The system must have the ability to record cash         
                payments for group health, life insurance, military     
                deposits, or other indebtedness.                        

  Functional    The system must be able to maintain individual          
                retirement data, including service history for each     
                employee. Maintain separate records for military        
                (post-1956) and civilian (re-employed annuitant)        
                deposits.                                               

  Functional    The system must allow processing, balancing, and        
                reporting of payroll by NASA Center.                    

  Functional    The system must have the capability to process timeoff  
                awards.                                                 

  Functional    The system must be able to calculate deductions for     
                NASA Employee\'s Benefit Administration (NEBA).         

  Functional    The system must support the automation of Unemployment  
                Compensation for Federal Employees processing and       
                responding to ES 931 Requests for Wage and Separation   
                Information -- UCFE request.                            

  Functional    The system must provide the capability to accommodate   
                electronic funds transfer payments, (e.g., TSP, savings 
                bonds, life insurance) as well as other methods of      
                payments, including off-cycle and third party payments. 

  Functional    The system must compute various types of awards and     
                incentives allowed by law including cash awards not     
                documented with a personnel action such as military     
                awards for non-NASA personnel.                          

  Functional    The system must be able to receive, record, and report  
                taxable extended TDY for tax purposes.                  

  Functional    The system must have the capability to support mass     
                rate changes.                                           

  Functional    The system must have the capability of making child     
                support payments via EFT                                

  Functional    The system must preclude duplicate data entry by        
                automatically accessing position and employee           
                information already residing within the system.         

  Functional    The system must process (with both current and future   
                effective dates) the full range of individual and mass  
                personnel actions such as appointments, reinstatements, 
                transfers, promotions, separations, retirements,        
                terminations, furloughs, change to lower grades,        
                reassignments, pay changes (including locality and      
                national adjustments, allowances, differentials,        
                premium pay, movement between pay plans or schedules,   
                and pay and grade retention), and details.              

  Functional    The system must fully document the associated personnel 
                action with all regulatory required information such as 
                legal authority and nature of action citations.         

  Functional    Incumbent-related information such as date of hire,     
                service computation date, retirement service date,      
                severance pay date, Civil Service Retirement System,    
                Federal Employees Retirement System, Federal Employees  
                Group Life Insurance and Thrift Savings Plan            
                eligibility dates, Federal Employee Health Benefits     
                enrollment date, step increase and prior military       
                service information must also be recorded. There is     
                also a need for the capability to correct or cancel     
                these actions, and provide the necessary audit trail.   

  Functional    The system must provide for the performance of all      
                activities associated with determination of proper      
                leave balances for all types of leave, leave advances,  
                accruals, usages, forfeitures, limitations, and         
                transfers.                                              

  Functional    The system must apply current period leave accruals and 
                leave charges to each employee's available leave        
                balances, leave transfers, donations to leave banks or  
                individuals, and adjustments to leave balances for      
                restored leave, EEO settlements, and similar            
                after-the-fact situations.                              

  Functional    The system must process leave forfeitures and           
                carryovers for each employee.                           

  Functional    The system must accumulate cost information for use in  
                budgeting and controlling costs; performance            
                measurement; determining fees and prices for services;  
                assessing programs; and management decision-making.     
                 Labor costs are an integral part of determining the    
                cost of doing business.                                 

  Functional    The system must accumulate work units by cost object    
                (e.g., organization and activity), and responsibility   
                center and be provided to other systems performing cost 
                accounting functions.                                   

  Functional    Information Management Services: The system must        
                provide access to data for reporting, reconciling, and  
                retaining records to accommodate a number of            
                requirements.                                           

  Functional    The report processing aspect accesses and formats data  
                as required to satisfy regulatory, managerial, and      
                accounting information requirements.                    

  Functional    The system must provide the capability to manually      
                override calculated deductions, employer contributions, 
                and earnings when processing an employee\'s pay.        

  Functional    The system must have the capability to make salary      
                payments, cost of living allowances, and compute        
                deductions for employees who are stationed outside of   
                the continental US, but not in foreign country, e.g.,   
                Hawaii.                                                 

  Functional    The system must perform automated notification of       
                health insurance enrollment data to carriers.           

  Functional    The system must have the ability to make payments and   
                update payroll records (includes taxes) for the Home    
                Marketing Incentive.                                    

  Functional    The system must update leave history each pay period to 
                include current-period and prior-period adjusted leave  
                information for each employee.                          

  Functional    The system must provide the capability to process and   
                update employee pay records based on permanent change   
                of station (PCS) data.                                  

  Functional    The system must perform Automated workflow (i.e., SF    
                50/52 processing)                                       

  Functional    The system must process Human Resource transactions     
                needed to calculate employees' pay, deductions, and     
                employer fringe benefits.                               

  Functional    The system must provide for the SF50/52 processing      
                including RTD, Retirement, Resignation, Death,          
                Termination Appointment In, Accessions, Replacement in  
                Non-pay Status, Changes in Pay, Term Expiration of      
                Appointment, Promotions Not-to-Exceed, Reassignments,   
                Change to Lower Grade, Change in D, Name Change, Data   
                Elements, Name Change, Tickler Dates, Awards            
                (Performance, SSA, Time Off, FAST), Service Computation 
                Dates (Leave, Reduction In Force (RIF), New Hires,      
                Review of OPFs)                                         

  Functional    The system must provide the capability for modification 
                to data elements for Change in Tenure, Realignment,     
                Reorganizations, Accessions of Non-Paid, Change in      
                FEGLI, NASA Special Program Indicator (data element to  
                be populated upon accession action, or changed upon     
                conversion).                                            

  Functional    The system must provide the capability for processing   
                corrections to Personnel Actions, Inter-Center          
                Transfers, ICB Awards, Auto generated updates FEHB,     
                TSP, Home Marketing Incentive, Performance data,        
                cancellations, Physician Comparability Allowance (PCA), 
                Coop Tracking, Bonuses/Allowances.                      

  Integration   The system must have the capability to export actual    
                costs of Labor including benefits and earnings at the   
                conclusion of a pay cycle in a format that can be       
                imported into external Labor Distribution systems.      

  Integration   The system must track the sources of changes (audit     
                trail of transactions) to employee profiles from either 
                self-service, payroll input, or interfaces.             

  Integration   The system must have the capability to export leave     
                balances and employee attributes, periodically during   
                the pay period, in a format that can be imported to     
                external T & A systems.                                 

  Integration   The system must have the capability to export Labor     
                cost by Center at the conclusion of a pay cycle, in a   
                format that can be imported into NASA's Labor Systems.  

  Integration   The system must provide the capability to receive       
                uploads from external systems for processing and        
                Performance Awards and Performance Ratings.             

  Technical     The system must provide a Web-based user interface.     

  Technical     The system must generate data in required electronic    
                format for transfer to Federal Reserve for issuance of  
                Savings Bonds.                                          

  Technical     The system must generate data in required electronic    
                format supporting the TSP record-keeping system rules   
                and for transmitting Thrift Savings Plan (TSP)          
                contributions, TSP loan repayments, and employee status 
                codes to the Federal Retirement Thrift Investment       
                Boards.                                                 

  Technical     The system must generate new hire data in required      
                electronic format for transmitting to Office of Child   
                Support Enforcement (OCSE) via SSA on a pay period      
                basis.                                                  

  Technical     The system must generate data in required electronic    
                media format for transfer of dues withheld for life     
                insurance \[NASA Employee\'s Benefits Association       
                (NEBA) payments\].                                      

  Reporting     The system must generate reports needed to monitor      
                leave data.                                             

  Reporting     The system must provide reports for tax reporting and   
                reconciling to federal, state, and local/city taxing    
                authorities on a bi-weekly, monthly, quarterly, and/or  
                yearly basis. The reports should designate what portion 
                of taxes are PCS taxes.                                 

  Reporting     The system must make information available to other     
                functions to generate internal and external payroll     
                reports not created directly in the Pay Processing      
                function.                                               

  Reporting     The system must generate Employees Leave and Earnings   
                (L&E) Statements detailing the composition of gross     
                deductions, net pay and adjustments for the pay period, 
                year-to-date and cumulative amounts (for the purposes   
                of tracking total NASA retirement contributions). The   
                L&E statements must also include a detail of all leave  
                balances used, donated, or forfeited for the pay period 
                and year-to-date.                                       

  Reporting     The system must have ability to produce Individual Pay  
                Record (IPR) with a pay history. Reports for all        
                employees must show gross compensation (including       
                allowances by type and amount), deductions (including   
                allotments) by type and amount, and net pay for each    
                pay period.                                             

  Reporting     The system must have the capability to produce reports  
                documenting rates and units of pay, time in pay status, 
                and entitlements for operational and audit needs.       

  Reporting     The system must have the capability to run reports for  
                prior pay periods.                                      

  Reporting     The system must be able to provide a report of employee 
                debt, caused by prior-period adjustments or             
                current-period computation, to be used in               
                administrative collection.                              

  Reporting     The system must generate SF 2806 and 3100, Individual   
                Retirement Records; SF 2807 and 3103, Register of       
                Separations and Transfers for OPM.                      

  Reporting     The system must generate SF 1150, Record of Leave Data, 
                to provide to the gaining Agency.                       

  Reporting     The system must provide the capability to generate      
                reports needed to support human resource transactional  
                processing.                                             

  Reporting     The system must generate current and historical reports 
                on the status and composition of the civil service      
                workforce                                               

  Reporting     The system must provide the capability to do ad hoc     
                reporting on current and historical employee data       

  Reporting     The system must provide the capability to report SF-52  
                status and SPO workload-in-progress distribution.       

  Reporting     The system must provide the capability to enable ad hoc 
                extraction of transaction data and status snapshot data 
  -----------------------------------------------------------------------------

Undecided Requirements

This section lists high-level requirements that are undecided. For each
undecided item, there is a plan for resolving the question of whether or
not it belongs within the scope of the project. This Scope Document
represents the initial baseline scope of the project. This document will
be updated throughout the Project Formulation Phase, as issues are
resolved. At the end of Project Formulation, the Project Plan will
subsume this document and at that time, it should contain no outstanding
or undecided issues or the issues may be transferred to the Project
Plan.

Table 3.---Undecided Requirements Line Items

  ------------------------------------------------------------------------------
  Category    Undecided      Plan for Resolution       Final Resolution
  ----------- -------------- ------------------------- -------------------------
  Technical   On-line        Pursue alternatives with  A process was established
              correction of  Department of Interior's  with DOI/NBC for NASA to
              HR historical  National Business Center  offer written
              data           during e-Payroll          instructions and/or
                             Formulation Phase.        update scripts to the NBC
                                                       Datamart group to allow
                                                       for the modification of
                                                       records within the
                                                       Historical datamart area.
                                                       NASA will be responsible
                                                       for mapping NPPS to FPPS
                                                       historical data elements
                                                       and developing NPPS
                                                       program routines for data
                                                       conversion. DOI will be
                                                       responsible for loading
                                                       NPPS historical data in
                                                       FPPS.

  Technical   Use of DOI     Evaluate requirements,    DOI/NBC Datamart will be
              Data Mart      cost, benefits, and risks used as the primary
              solution       of utilizing the DOI data source of interface data
                             mart solution compared to and reporting data.
                             NASA solutions during the 
                             e-Payroll Formulation     
                             Phase (e.g., for queries, 
                             analyses, charts,         
                             existing canned reports,  
                             etc.). At the end of      
                             formulation, a            
                             recommendation will be    
                             made concerning use of    
                             the DOI data mart.        

  Technical   Use of         Evaluate specific         NASA will use the current
              Interface and  requirements, costs,      EAI architecture to
              Integration    benefits, and risks of    support all e-Payroll
              Architecture   alternative interface and interfaces. This
                             integration architectures architecture will
                             during the e-Payroll      interface directly with
                             Formulation Phase.        DOI for both inbound and
                             Explore and compare       outbound data then
                             existing IFM, DOI         distribute this
                             recommended, existing     information to the Agency
                             NPPS, and other best      and Center level
                             practices from both a     recipients.
                             short term and long term  
                             perspective as interim    
                             solutions. Consider the   
                             goals of the eventual     
                             IHCM project in this      
                             evaluation process. The   
                             extent to which the DOI   
                             data mart can be used to  
                             replace separate NASA HR  
                             reporting systems will    
                             also impact the           
                             integration approach. At  
                             the end of formulation, a 
                             recommendation will be    
                             made on both a short-term 
                             and long-term             
                             architecture for          
                             e-Payroll.                

  Technical   Labor          Assessment of the         Development of an Agency
              Distribution   feasibility of leveraging standardized Labor
                             the DOI system            Distribution System was
                             capabilities to produce   determined to be out of
                             standardized Labor        scope for e-Payroll
                             Distribution processing   implementation. The
                             will be accomplished      current process for labor
                             during the formulation    cost reconciliation will
                             phase. Impact to existing remain unchanged. NASA
                             processes and interfaces  Centers will continue to
                             with the IFMP Core        receive a labor cost file
                             Financial system will     for downloading into
                             also be considered. At    their unique labor
                             the end of formulation, a systems for
                             recommendation will be    reconciliation purposes
                             made as to the            and subsequent
                             advisability of           interfacing to the SAP
                             incorporating             module.
                             functionality associated  
                             with standardized Labor   
                             Distribution processing   
                             within the e-Payroll      
                             implementation effort.    
  ------------------------------------------------------------------------------

# APPENDIX D: Concept of Operations {#appendix-d-concept-of-operations .unnumbered}

> ***See e-Payroll Operations Plan Document***

[^1]: Office of Management and Budget, *Circular No. A-11(1998), §200.2
    Definitions*