# Presentation: 212704

## NIH Business System Update	

- Presented at the AMC Symposium
*November 9, 2004*

##  Agenda

- What is the NIH Business System?
- NIH Business System Scope
- What is Ahead- Tracks 3 & 4
- NBS Governance Structure
- NBS Features
- NBS Acquisition Roles
- NBS Acquisitions Workflow
- NBIS and nVision
- External Factors

##  What is the NIH Business System (NBS)?

- Processed in FY04:
-         ~ 70,000 Travel Authorizations
-         ~ 57,000 Travel Vouchers
-         ~ 6,500 Local Travel Vouchers
- Established the NBS Management Center
- Logged ~ 15,000 calls in FY04
- Implemented NBS General Ledger & supplemental financial management/budget entry software
- Released Accounts Payable & Receivable modules to support Travel functions

-  What is the NIH Business System (NBS)?

***NBS Past...***

**10/1/03**

- Additional Finance & Budget features
- Property
- “Supply Chain”
- Contracts
- Simplified Acquisition
- Supply/Inventory

***Coming Early FY06...***

**NBS**

_*The NBS... *_
-   Is a web-based  system that will replace the ADB;
-   Uses “off-the-shelf” business software to automate & integrate
-      NIH’s administrative processes, resources, & _financial_ information;
-   Incorporates “best practices” from private industry; and
-   Is a priority management initiative for NIH.

**9/1/03**

## NIH Business System (NBS) Scope

**Established in Track 1 and updated through all Tracks**

**Track 2**

**Track 4**

**Track 4**

**Track 4**

**Track 5**

**Financial Mgt.**

**Acquisition**

**Supply**
** ****Mgt.**

**Commercial Accounts**

**Travel **
**Mgt.**

** ****SSFAS**

**Service & Supply Funds **

** ****ACS**
** ****CAS***

** ****ADB**** ****Travel**

** ****OFM Payables**
** ****Loan**
**  ****Repayment**
** ****Fellowship ****  Payment**
** ****Vendor **
**  ****Request**
** ****Inter-Agency**
**  ****Agreements**

** ****RQM**
** ****Central**
**  ****Procurement**
** ****Source ****  Agreement**
** ****DELPRO**
** ****Receiving**
** ****P-Card System**
** ****R&D Contracts**

** ****Inventory Mgt.**
** ****Self Service**
**  ****Stores**
** ****RIMS**

**10/1/03**

**9/1/03**

**Track 3**

**Property Mgt.**

** ****PMIS**

**Early FY06**

**TBD**

- Each NBS business area is assigned a “Track”, which is implemented in phases.

*** **CAS Replacement post Track 5

## What is Ahead – Tracks 3 & 4

**Deploy**
**8/05 - 1/06**

**Communications Activities**
**7/04 - 6/06**

**Bus. Transformation & “Role Mapping”**
**1/05 – 10/05**

** ****Final Testing**
**9/05 – 11/05**

** ****Training**
**8/05 – 12/05**

**Go-Live**
**  ****12/05–1/06**

**Risk Management**
**7/04 – 1/06**

**Finalize Design, Development, & Testing **
**7/04 - 8/05**

**TODAY**

**2006**

**2005**

**User Support**
**1/06 - 6/06**

##  NBS Governance Structure

**Acting Project Manager**
**Patrick Williams**
**(NBS)**

**Acting**
**Functional Manager **
**Patrick Williams**
**(NBS)**

**Technical Manager**
**Carol Perrone **
**(CIT)   **

**Systems Integrator**
**Tom Breuer**
**(BearingPoint)**

**CM Director**
**Susan Corey**
**(NBS)**

**Functional Teams**
**(NBS)**

**Technical Team**
**(NBS)**

**Functional, Technical,**
** ****& CM Teams**
**(BearingPoint)**

**CMT**
**(NBS)**

**Acceptance Board **
**(NIH IC/OD)**

**CMAC**
**(NIH IC/OD)**
**Change**
**Management**
**Advisory**
**Committee**

**Acceptance Teams **
**(NIH IC/OD)**

**NBS Mgt. Center**
**(NMC) Director**
**Diane Charuhas**
**(NBS)**

**NMC Team**
**(NBS)**

-         Formal lines of authority
-         Informal lines of authority
-         IC/OD  employees, serving NBS in ad
-         hoc capacity
- _AMSSC_ – Governing body providing       policy and oversight to NBS project.

**IV&V Independent Verification and Validation**

**Administrative Management Systems Steering Committee (AMSSC)**

**Acting Project Manager**
**Patrick Williams**
**(NBS)**

##  Roles & Responsibilities for Tracks 3 & 4

- Ensures NBS design meets NIH business requirements** **

-  Roles & Responsibilities for Tracks 3 & 4

**NBS Acceptance Teams:**
- Ensure NBS performs as designed

**Administrative Management Systems Steering Committee (AMSSC):**
- Executive direction-setting and decision-making

**NBS Project Management: **
- NBS project oversight and guidance

**NBS Functional Teams:**
- Define new business processes using “best practices”
- Validate new business processes with acceptance groups
- Configure NBS software according to new business processes

##  AMSSC & Acceptance Board Members	

- _AMSSC Co-Chairs:_
**Colleen Barros -** NIH
**Don Christoferson -** NIH/NHLBI
- _Members:_
**Al Graeff **- NIH/CIT
**Patrick Williams **- NIH/OD/NBS
**Judy Duff **- NIH/NEI
**Tom Hooven **- NIH/NICHD
**George Kunos - **NIH/NIAAA
**Marilyn Kunzweiler **- NIH/NIAID
**David Ramos **- NIH/OD/OM/OA
**Jane Steinberg - **NIH/NIMH
**Ken Stith -** NIH/OFM
**Richard Turman** – NIH/OD/OB
**Richard G. Wyatt -** NIH/OD/OIR
**David Elizalde - **NIH/NCI
- _Ex-Officio Members:_
**Israel Lederhandler - **NIH/eRA
**Stephen Rosenfeld - **NIH/CRIS
**Bob Hosenfeld **- NIH/OD/OHRM
**Shirl Eller **- NIH/ORS
**John Gimperling **- NIH/OEO
**John Gentile - **DHHS
**Margie Yanchuk** - DHHS

- _Acceptance Board Co-chairs:_
**      ****David Ramos - **NIH/OD/OM/OA
**      ****Kenneth Stith - **NIH/OD/OFM
- _Acceptance Board:_
**      ****Allan Benton - **NIH/NIEHS
**      ****Robert Best - **NIH/NHLBI
**      ****Jack Campbell - **NIH/NCI
**      ****Diane Frasier - **NIH/OD
**      ****Patricia Gibbons - **NIH/NLM
**      ****Charles Grewe - **NIH/NIAID
**      ****Sydney Jones - **NIH/CC/OPC
**      ****Melissa Richardson - **NIH/OD/ORF
-       **Linda Adams - **NIH/NHGRI
-       **Richard Fields - **NIH/OLAO
**      ****Extramural Rep.**
- _NBS Liaisons:_
**      ****Patrick Williams - **NIH/OD/NBS
**      ****Susan Corey - **NIH/OD/NBS
**      ****David Snight - **NIH/NICHD (NBS)
- _nVision Liaisons:_
-       **Michael Foecking - **NIH/CIT
-      **Judy Mahaffey - **NIH/CIT

##  Acceptance Teams

-   Business areas represented:
-   Acquisition
-   Supply
-   DEAS representation is being solicited
-   Responsibilities:
-   Assist with development & validation of
-     detailed design, as necessary
-   Assist in development & validation of test
-     scenarios and data
-   Run acceptance tests to ensure NBS
-     performs as designed
-   Report findings to Acceptance Board &
-     recommend System acceptance
-   Serve as Change Agents to OD/IC’s

-   Property
-   Finance

-   Job series/roles represented:
**  **Administrative Officers
-   Purchasing Agents
-   Contract Specialists
-   DELPRO Agents
-   P-Card
-   Property Custodians
-   Budget Officers

**Deploy**
**8/05 - 1/06**

**User Support**
**1/06 - 6/06**

**Finalize design, development, & testing **
**7/04 - 8/05**

##  In the NBS...

- _All_ procurement activities begin with an “iProcurement” Requisition –
- An NBS mechanism that:
- Initiates:
- BPA Calls
- Task/Delivery Orders for an Internal or External Contract
- Purchase Orders
- Contracts
- Orders for inventory goods
- Certifies and commits funds in “real-time”
- Serves as an electronic P-Card log
- Captures property OC information for DPPS
- Creates the initial property shell record
- Captures work order information
- Allows 3-way invoice matching for receiving

##  In the NBS...

- _All_ Purchase Orders, BPA Calls, Task Orders/Delivery Orders and
-      contracts are created, reviewed, and approved in Prism –
- The software application that Buyers and Contracting Officials will use for the acquisition and contract document creation processes.
- Prism:** **
- Facilitates the creation of acquisition and contracts documents
- Links to the Oracle Financial System for receipt of requisitions and invoice payment information
- Certification/commitment and obligation of funds in “real-time” through interface with Oracle Financials
- Enables document routing for review and approval
- Contains links to DCIS/FPDS-ng, FedBizOps, and the latest FAR and HSSAR clauses

##  The NBS will not...

- Replicate all of NIH’s current business practices
- NBS uses Commercial Off the Shelf  (COTS) software, which contains “best practices”
- For NIH to get the most benefit, the NBS project minimizes custom changes to the COTS
- NIH is changing some business processes to accommodate the COTS
- Automate all of NIH’s business processes, e.g.,
- NBS _does_ generate a solicitation for easy loading to FedBizOps
- NBS _does not_ automatically email contractors about delinquent deliverables
- Eliminate the need for a skilled workforce
- NBS provides checks and balances and reports, but _users must take responsibility_ for getting the desired output from the System
- Solid technical, policy, procedural, and analytical skills are needed
- Federal, HHS, and local policies must still be followed
- Data entry must be performed in a accurate and timely manner
- NBS data-entry and document flow processes look, feel, and sequence differently from the ADB and other current NIH legacy systems

##  NBS Acquisition Roles

-   _Requisitioner_ – Enters initial internal/external purchase or contract
-      information into NBS via an iProcurement Requisition
-   _Requisition Reviewer (optional)_ – Reviews iProcurement Requisitions in NBS
-   _Requisition __Approver_ – Approves iProcurement Requisitions in NBS,
-      committing NIH funds
-   _Buyer (Acquisitions)_ – Turns iProcurement** **Requisitions into Prism Purchase
-      Orders, BPA calls, or Task Order/Delivery Orders from Internal/External
-      Contracts; routes these documents for appropriate review/approval,
-      obligating NIH funds
-   _Contract Specialist (Contracting) _– Turns iProcurement** **Requisitions into
-      Prism** **Contracts; routes these documents for appropriate review/approval,
-      obligating** **NIH funds

## NBS Acquisitions Workflow

**Requestor**

**Requisitioner**

**Requisition Reviewer/****Approver**

**Buyer**
**Acquisitions**

**Contract Specialist****Contracting**

**Initiates Action**

**Enters Requisition**

**Prism**

**Oracle**

**Oracle iProcurement**

**Oracle iProcurement**

**Approves Requisition**

**Obligation **
**of Funds**

**Obligation ****of Funds**

**Create, Review, & Approve Purchase Orders**

**Create, Review, & Approve Contracts**

**Commitment of Funds**

**Obligation **
**of Funds**

**Prism**

**Create, Review, & Approve P-Card, Internal Order and IAG transactions**

##  NBIS & nVision

- The NIH Business Intelligence System (NBIS)
- Provides a centralized, authoritative, and integrated repository for administrative data reporting (not transaction processing)
- Adopts COTS business intelligence products
- nVision
- NBIS module – Supports reporting needs of NBS and other NIH Business areas.
- Currently provides reports for Travel
- Currently developing reporting capability for Supply Chain and Property functions
- Schedule linked to NBS Supply Chain and Property deployments of early FY 2006
- Management and Governance
- Managed by CIT
- Business Intelligence Advisory Committee (BIAC) and other groups provide user input but have no oversight role

##  External Factors

**NBS “Merge” with UFMS – Accounting System Consolidation**
- UFMS Plan – All  Agencies run accounting operations on single software configuration maintained by DHHS
- NIH transfers from NIH to DHHS software – Study underway
**e-Travel Initiative**
- DHHS selected Northrop Grumman “Gov Trip”
- NBS and DHHS/Northrop Grumman staff jointly exploring implementation strategy
- NIH’s target implementation date – June 2006; PSC goes first – February 2005
- One Travel Management Center will be used DHHS-wide
- 3-month study underway to examine e-Travel/UFMS merge and timing implications
**DHHS Acquisition Integration & Modernization (AIM)**
- DHHS-wide workgroups standardizing elements of the procurement systems (consolidation not ruled out)
- DHHS will go with one configuration of Opdiv acquisition software, consisting of iProcurement and PRISM modules (NIH is compliant)
- Sunflower implementation scheduled for May 2005 – NIH not affected yet
**ARAC**
- ARAC initiative and NBS deployment have been coordinated by senior management
- ARAC will be final before NBS deployment, enabling NBS to incorporate ARAC’s organizational structure