# Presentation: 704531

## Integrated Asset Management (IAM) ProjectCenter Implementation Project Manager Workshop

**August 25 - 26, 2004**

## WelcomePam Cucarola 

## Objectives

- Provide an informal setting and promote discussion
- Identify Center specific implementation preparation tasks, timelines and milestones
- Identify next steps and actions to mobilize Center implementation

**The objective of the Center Implementation Project Manager workshop is to prepare the Center Implementation Project Managers for their Lead role.**

## Agenda Day One  

**Topic****	****	****	****	****	****Presenter****	****Time**
- Welcome				Pam Cucarola	8:15 AM
- Ice Breaker				John Graves
- IFMP Overview				Bobby German
- IAM Vision & Scope				Dale Hupp
- Break							10:05 AM
- IAM Blueprinting & Beyond			Stephanie Kennedy
- Center Preparation Notional 			Peter Sander
- 	Timeline & Tasks
- Lunch							12:15 PM
- Center Implementation Project 			Jeff Chenevey
- 	Manager Roles & Responsibilities
- Notional Center Implementation 			Jeff Chenevey
- 	Organization & Team Definitions
- Center Data Preparation			Jeff Chenevey
- Center Implementation Lessons Learned		Jeff Chenevey
- Break							2:30 PM
- Center Change Management Activities		John Graves
- Rollout Planning Approach			Peter Sander
- Open Discussion Forum			All		4:30 PM End

## Agenda Day Two  

**Topic****	****	****	****	****	****Presenter****	****Time**
- Welcome 				Terry Whaley	8:15 AM
- IAM Information Delivery 		Terry Whaley
- Project Management 		Terry Whaley
- 	Procedures
- Integration Project Office Overview	Neil Rodgers
- Break						9:45 AM
- Project Documentation Tools	Brian Kirchhoff
- Methods Delivery Manager 		Brian Kirchhoff
- 	(MDM) Overview & Demo
- Next Steps & Open Discussion	Terry Whaley	Noon End

## Ice BreakerJohn Graves

## IFMP OverviewBobby German

## NASA Business Drivers

**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**

**Derived from Agency and Enterprise Strategic Plans.  Approved and prioritized by Agency senior management.**

## IFMP - A Prime Enabler of One NASA

**Standard business processes**
**Standard and consolidated business systems**
**Cross functional integration **
**Platform for evolving business process improvements**
**Agency wide visibility of information **
**Enabler for shared business services**

**...****.. IFMP will reengineer NASA’s business infrastructure in the context of industry “best practices” and implement enabling technology to provide necessary management information to support the Agency’s strategic plan implementation.**

## IFMP Guiding Principles

**Build on best practices (NASA and Commercial) and implementation lessons learned to date**
**Focus on “ownership” across all levels of NASA management**
**Modular implementation**
**Commit to a single NASA process, determined by Agency Process Teams**
**Commit to a single software instance, managed by a Competency Center**
**Software implemented as is**
- NASA processes adapted to match software

## IFMP Organization

**E-Payroll Steering Comm**

**Contract Management**

**e-Payroll**

**Recruitment OneStop**

**HR Steering Committee**

**Fin. Steering Committee**

**Budget Formulation**

**IFMP Organization**

- Program Office

**Integration Project**
**MSFC**

**Steering Council**

**Integration**
**Steering Committee**

**IAM Steering Committee**

**Integrated Asset**
**Mgmt**

**Program Executive**
**Officer**

**Competency Ctr**
**MSFC**

## IFMP Significant Achievements

**Human Capital Management**
- NASA Staffing and Recruitment System (NASA STARS)
- Position Description Management System (Avue)
**Financial / Budget Management**
- Travel Management System
- Core Financial System (Accounts Payable / Receivable; Budget Execution; SGL; Cost Management; Purchasing)
- Budget Formulation System
**Information Delivery**
- Business Warehouse
- ERASMUS (Program / Project Portfolio)

## Current Status

**Budget Formulation**
- Center system (BF Rel 0.5) fully operational
- HQ system (BF Rel 1.0) currently in testing
- Release date – September 2004
**Integrated Asset Management**
- Accenture selected as implementer
- 6-month blueprinting phase started in June
**Financial Systems Upgrade**
- System release study currently in development
- Plan, design, test in FY05; release Q1 FY06
- New data structures closely aligning financial needs with technical (project) work breakdown structures

## Current Status (cont’d)

**e-Payroll**
- Cutover to DOI system during last pay period
- Currently performing first pay calculations** **
**Recruitment One Stop**
- Phase 1 (Vacancy Announcements) currently in test; ORR next week
- OPM required to re-compete integration contract
**e-Travel**
- Acquisition planning currently underway
- Agency decision was made to maintain separate travel services contract

## Program Challenges

**Agency is still reeling from new financial system implementation**
**Competition for funding; ROI**
**Impact of Federal e-Gov Initiatives on NASA’s integrated business vision**
**Immaturity of ERP in US Federal Sector**
- Ability to meet Federal requirements and unique processes (e.g., Travel; HR processes)
**Change Management**
- Resistance; angst; control
- Unclear future (e.g., NSSC)

## IFMP Project Manager Qualifications

## ABILITY TO WORK IN FAST-PACED ORGANIZATION

**REAL MEANING:**
**There is no time to train you**

## MUST BE DEADLINE ORIENTED

**REAL MEANING:**
**You'll be six months behind schedule on your first day**

## SOME OVERTIME REQUIRED

**REAL MEANING:**
**Some time each night and some time each weekend**

## DUTIES WILL VARY

**REAL MEANING:**
**Anyone in the office and the IFMP Competency Center can boss you around**

## MUST HAVE AN EYE FOR DETAIL

**REAL MEANING:**
**There is no quality control**

## WIDE VARIETY OF EXPERIENCE

**REAL MEANING:**
**You’ll perform the job that used to take 3 people to do**

## PROBLEM-SOLVING SKILLS A MUST

**REAL MEANING:**
**Because you’ll be dealing in perpetual chaos**

## REQUIRES TEAM LEADERSHIP SKILLS

**REAL MEANING:**
**Responsibilities of a manager, without the pay or respect**

## CASUAL WORK ATMOSPHERE

**REAL MEANING:**
**You’re not paid enough to dress up real nice**

## STRONG BUSINESS SKILLS

**REAL MEANING:**
**You have little or no budget to work with**

## GOOD COMMUNICATION SKILLS

**REAL MEANING:**
**Users complain, you listen, figure out what they want and do it NOW!!**

## Always remember .....

**Don’t forget about the lessons learned from previous efforts**
**Always apply good project management disciplines:  scheduling, budgeting, risk management, issue tracking, etc.**
**Have Fun!**

## IAM Vision & ScopeDale Hupp

## Asset Management As-Is State

**Strategic purchasing across and within centers is difficult due to poor visibility of demand**

**Financial audit findings with asset and liability valuation**

**Non-standard asset management processes**

**Excessive loss rate**

**Unnecessary procurement of material and equipment**

**Excess inventories being held**

**LEGACY SYSTEMS (6)**
**CENTER SPECIFIC SYSTEMS (over 300)**
**MANUAL PROCESSES**

**NON-INTEGRATION**

**No visibility of parts inventory across centers**

**Redundant inventory ****management**

**Non-compliance**

## Case for Change

**Asset management systems**
**Not integrated with reliant systems (e.g., purchasing, finance)**
**Not automatically linked with other asset management tools**
**Require multiple input of data and manual reconciliation**
**Undermine data access and reliability**
**Are disparate in numbers and usage**
**Over 300 systems**
**9 Agency-wide systems**
**Numerous local systems/records**
**Many key processes are not automated**
**IAM is vital to the Agency getting a clean financial opinion**

## IAM Benefits

**Quantitative benefits**
**System savings**
**Warehouse Square Footage Reduction**
**Store Stock Reduction****	****                **
**Hazardous Materials Reduction **
**Higher Labor Efficiency**
**Transaction Reduction**
**Property Losses Reduction**
**Better utilization of controlled assets **
**Increased sales of surplus assets to general public**
**Purchasing of higher quality products    **

**Qualitative benefits of SAP/SAP+COTS **
**Consolidated business services**
**Standardized work processes**
**Inventory control**
**Agency-wide visibility**
**Space and move management   **
**Extending useful life of assets**
**Asset availability and utilization**
**Mission assurance**
**Results of Blueprint Phase will quantify savings from process changes**
**Improved compliance with internal and external regulatory drivers**

## IAM Scope

**Internal processes maintain stewardship and safety of all real and personal property owned by the Federal Government, and assigned control to Agency   **
**NASA’s assets such as land, buildings, aircraft, space vehicles, computers, software, plant equipment, chemicals, supplies, and hazardous waste **
**Under IFM Program, AM was re-engineered into four cross-functional business processes: Plan, Acquire, Maintain, and Disposition **
**Future business processes will represent asset life cycle around which the AM system framework will evolve, and incorporate best practices such as Product Life Cycle Management, Supply Chain Management, and Electronic Commerce**

- Value of NASA personal and real property assets exceeds $24 billion

## IAM Functions

**Agencywide inventory visibility and utilization-accurate valuation**

**MSFC**

**JSC**

**ARC**

**GRC**

**DFRC**

**LARC**

**KSC**

**SSC**

**HQ**

**GSFC**

_**Aircraft**_
**Maintenance Planning**
**Maintenance Execution**
**Scheduling**
**Pilot Currency**
**Technical Library**
**Maintenance Program**

**Supply Chain Management**

**Life Cycle Management**

**Financial Integrity**

_**Facilities**_
**Preventive Maintenance**
**Work Order Management**
**Planning **
**Scheduling**
**Document Management**
**C of F**
**Space Management**
**Office Moves**

_**Logistics**_
**Supply**
**Fleet Management**
**Asset Tracking (equipment/software)**
**Disposal**

_**EH&S**_
**Chemical Management**
**Waste Disposal (HazMat)**
**MSDS**
**Site Remediation**
**Permit Tracking**
**Inspection Scheduling**

## Deployment Scope

**Warehousing**
**Receiving and Inspection**
**Environmental storage**
**Safety Levels**
**Inventory Management**
**Bill of Materials**
**Kitting**
**Shelf Life**
**Requisitioning**
**WIP (work in progress)**

- **pending scope approval*

**Equipment Management**
**Bar Coding**
**Operational Status**
**Asset Valuation**
**Tracking**
**Software***
**Inspection and Permits**
**Environmental**
**Facilities**
**Hazardous Materials Management**
**MSDS**
**Chemical Tracking**

## Disposition
Personal Property
Real Property
Hazardous Waste
Solid Waste
Maintenance Repair & Overhaul (MRO)
Vehicles
Facilities
Machinery
Configuration Management
Tracking engineering changes
Quality Management
Construction Project Management
Real Property Management
Facility Utilization
Move management

**Personal Property**
**Real Property**
**Hazardous Waste**
**Solid Waste**
**Maintenance Repair & Overhaul (MRO)**
**Vehicles**
**Facilities**
**Machinery**
**Configuration Management**
**Tracking engineering changes**
**Quality Management**
**Construction Project Management**
**Real Property Management**
**Facility Utilization**
**Move management**

**Deployment Scope**

## Deployment Scope

**Quality Management**
**Project Systems**
- Construction of Facilities Projects
- Environmental Remediation Projects
**Supply Chain Management (SCM)**
**GIS (Geospatial Information System)**
- Master Site Planning
- Environmental Management

**Electronic Product Codes (EPC)**
- Radio Frequency Tags** **
**Maintenance Repair & Overhaul (MRO)**
- Aircraft
- Space Flight Assets
**Reliability Centered Maintenance (RCM)**
- Facilities
- Aircraft
- Vehicles
- Machinery
- Space Flight Assets

## Notional Implementation Timeline 

**Contracts in place**

**Agency Business Blueprint Phase**

**Phase 1 Basic Functions**

**Agency Rollout Planning**

***MBP = Mini-Blueprint**

**Phase 2 Specialized Functions**

**Notional Implementation Timeline **

**Realization **

**Final Prep / Go Live**

**Realization **

**MBP***

**Final Prep/Go Live**

**TODAY**

## Break

## IAM Blueprinting & BeyondStephanie Kennedy

## Achieve Agency business design 
Define interface requirements
Reengineer processes w/in capabilities of software  
Document business process requirements
Identify gaps in software capabilities and proposed solutions
Identify integration points with other business processes not in scope of active project
Develop inventory of functional requirements for conversion programs, reports, business warehouse content, forms, and approved extensions to satisfy identified gaps
Develop interface requirements inventory
Create sponsorship/leadership process
Establish communication process
Plan training
Plan business optimization
Plan benefits realization

**Define interface requirements**
**Reengineer processes w/in capabilities of software  **
**Document business process requirements**
**Identify gaps in software capabilities and proposed solutions**
**Identify integration points with other business processes not in scope of active project**
**Develop inventory of functional requirements for conversion programs, reports, business warehouse content, forms, and approved extensions to satisfy identified gaps**
**Develop interface requirements inventory**
**Create sponsorship/leadership process**
**Establish communication process**
**Plan training**
**Plan business optimization**
**Plan benefits realization**

**Business Blueprint Phase**

**Implement business and process requirements based on Business Blueprinting Phase **
**Design, Develop, and Test conversion programs, reports, forms, interfaces, and approved extensions  **
**Define and implement user roles and authorization concept**
**Develop training materials and user procedures**
**Analysis and planning for business process alignment**
**Track benefits realization**
**Assessment of change readiness w/ mitigation strategies **
**Configuration of business processes and system integration testing**

**Realization Phase**

**Final Prep/Go Live**

**Deliver end user training**
**Convert and reconcile production data**
**Establish user access **
**Perform cutover tasks**
**Gain final approval to go live  **
**Assess user acceptance and mitigation plans to address resistance  **
**Baseline benefits data  **
**Post go-live, during the initial system operations, focus on end user acceptance, benefits realization**

- Establish project plan; risk plan; project cost commitment; project scope; project team infrastructure & procedures; implementation strategy

**Project Set Up**

**Implementation Project & Communications**

- Generate monthly status reports
- Generate schedule and performance status report
- Conduct communication events

**High Level Project Lifecycle**

## Critical Success Factors

***Goal of Blueprint Phase:***
- 	Develop a _standard_, ***Agency-wide*** integrated solution
- Focus on Agency needs rather than individual Centers
- Open Communication of Status and Issues
- Management Commitment & Participation
- Focus on Goals, Benefits and the 80/20 rule
- Adherence to Project Methods & Standards
- User Participation & Buy-in
- Dedication to personal work assignments and TEAM goals
- Support decisions and resolutions, even if not your own
- Challenge the Status Quo
- Think “outside the box”, but keep focus and scope in mind

## Blueprint Timeline

**Blueprint Timeline**

**Key Activities**

**IAM Project Planning & Preparation **
**Program Change Management**
**Project Change Management**
**SAP Organizational Hierarchy Definition**
**Business Process Definition**
**Financial Upgrade Study**
**Project Systems Expansion Scope Definition**
**Contract Management **

**Jun**

**Jul**

**Aug**

**Sep**

**Oct**

**Nov**

**Dec**

*IAM Kick-off*

*Pass 1Completed*

*Prelim. Project Plan*

*Project Plan*

*Upgrade Recommendation*

*Project Systems Expansion Scope & Strategy Defined*

*Vendor Scenarios Completed*

*Pass 2 Completed*

*Blueprint *
*Defined*

*Blueprint *
*SAP Hierarchy*
*Defined*

**Pass 1 – Agency Requirements**

**Pass 2 – Asset Specific Requirements**

**Update Blueprint**

***Final Review***

**Cross Functional Touchpoint Validation**

**Define Training Requirements**

*End User *
*Requirements  *

**Identify Preliminary To-Be Roles**

*Preliminary *
*To-Be Roles*

**Stakeholder Analysis**

*Stakeholders Defined*

**Communication Planning**

* **Communication Plan*

**Build & Deliver Communications**

_**Key Cross Functional Touchpoints:**_

**Agency Stakeholder Management & Communications**

**2004**

## Pass 1 & Pass 2

**Pass 1 **
**Requirements Gathering and Fit Analysis **
**(Agency Requirements****)**

**Pass 2 **
**Requirements Gathering and Fit Analysis **
** ****(Asset Specific)**

**Pass 1 **
**Gap Assessment and Closure Approach**

**Pass 2 **
**Gap Assessment and Closure Approach**

**Pass 1 **
**Implementation and Roll-out Approach**

**Pass 2 **
**Implementation and Roll-out Approach**

**NASA Baseline**
** ****Understanding**

**Pass 1 **
** ****Tech Arch Assessment**

**Pass 2 **
** ****Tech Arch Assessment **

**Change Management**
**(Stakeholder & Communication Management, End User Roles, Training)**

**Preliminary Blueprint**

## IAM Blueprint Pass 1

**Pass 1 - Agency Requirements**
**Common Processes & Functional Requirements**
**Identification of Standard SAP Reports & Forms**
**Inventory of potential Agency Interfaces**
**Inventory of potential Agency and Center system conversions**
**Inventory of high-level Gaps and potential closure approaches**
**Initial Implementation and Roll-out Approaches**

## IAM Blueprint Pass 2

**Pass 2 – Asset Requirements**
**Processes & Functional Requirements**
**Reports & Forms Requirements**
**Interface Requirements for Agency & Center Systems**
**System Conversion Requirements for Agency & Center Systems **
**Gaps and Closure Approaches**
**Implementation and Roll-out approach and work plan**

## Process IPT:  Progress To Date

_**Stage 2**_

_**Stage 1**_

- - Scheduled

**Pass 1**

-     **|            |         |         |          |         |          |            |           |           |            |**
- 21Jun  28Jun  5Jul  12Jul  19Jul  26Jul  02Aug  09Aug  16Aug  23Aug  30Aug

***Acquire***

- Completed 24Jun

***Dispose***

***Plan***

- Completed 29 Jul

- 80 % Complete

***Maintain***

- Completed 28 Jul

***Acquire***

- Completed 28 Jul

***Dispose***

***Plan***

- Preparing

- Underway

**Process IPT:  Progress To Date**

## Key Metrics Identified To Date

**1200 + requirements**
**356 Center Systems**
- Agency	9		JSC	44
- ARC	36		KSC	23
- GRC	33		LaRC	67
- GSFC	57		MSFC	19
- HQ	6		SSC	39
- JPL	1		DFRC	22
- 250 NASA Owned; 52 Contractor Owned; 54 Currently Unknown
**5 Processes and 25 Sub-Processes**
- Acquire		2 processes, 13 sub-processes
- Maintain		1 process, 5 sub-processes
- Plan		1 process, 4 sub-processes
- Dispose		1 process, 3 sub-processes

## Beyond Blueprinting

**After the Blueprint Phase completes, we will begin the Realization Phase of the IAM Project**
**Process Team activities will continue at the Huntsville Project location during the Realization Phase as the Agency Design components are created**
**Realization Phase activities include:**
- Build configuration based upon Blueprint
- Design, develop and test conversion programs, reports, forms, interfaces and approved extensions to satisfy identified gaps
- Conduct Conference Room Pilot, System Integration and User Testing
- Define user roles and security authorization
- Develop training materials and user procedures

## Center Preparation Notional Timeline & TasksPeter Sander

## Center Implementation Preparation Tasks (Draft)

***Preliminary information subject to ***
***change based on Implementation ***
***Planning Results***

## Center Staffing: Pre-Implementation (Draft)

***Preliminary information subject to change ***
***based on Implementation Planning Results***

## Lunch

## Agenda Day One  

**Topic****	****	****	****	****	****Presenter****	****Time**
- Welcome				Pam Cucarola	8:15 AM
- Ice Breaker				John Graves
- IFMP Overview				Bobby German
- IAM Vision & Scope				Dale Hupp
- Break							10:05 AM
- IAM Blueprinting & Beyond			Stephanie Kennedy
- Center Preparation Notional 			Peter Sander
- 	Timeline & Tasks
- Lunch							12:15 PM
- Center Implementation Project 			Jeff Chenevey
- 	Manager Roles & Responsibilities
- Notional Center Implementation 			Jeff Chenevey
- 	Organization & Team Definitions
- Center Data Preparation			Jeff Chenevey
- Center Implementation Lessons Learned		Jeff Chenevey
- Break							2:30 PM
- Center Change Management Activities		John Graves
- Rollout Planning Approach			Peter Sander
- Open Discussion Forum			All		4:30 PM End

## Center Implementation Project Manager Roles & ResponsibilitiesJeff Chenevey

## The IAM Center Implementation Project Manager Is Responsible for the Cost, Schedule, Technical Performance and Delivery of the Project

Additional Center Implementation Project Manager Responsibilities Include:
Forming the center implementation project team
Financial and acquisition management
Risk management
Performance management
Change management
Successful completion of the project

**Additional Center Implementation Project Manager Responsibilities Include:**
- Forming the center implementation project team
- Financial and acquisition management
- Risk management
- Performance management
- Change management
- Successful completion of the project

**IAM Center Implementation Project Manager Responsibilities**

## Well known and respected in their functional/technical area

Proven track record and ability to commit to project success

Ability to work well in a team environment

Ability to implement in coordination with other IPTs

Ability to communicate about project goals and provide updates to their peers

- Proven track record and ability to commit to project success
- Ability to work well in a team environment
- Ability to implement in coordination with other IPTs
- Ability to communicate about project goals and provide updates to their peers

**IAM Center Implementation Team Member Qualities**

## IAM Center Project ManagerBlueprint Phase Responsibilities

**Works closely with Agency Project Team**
- Coordinates extended team activities at respective center while team is not in Huntsville
- Works with key center project stakeholders, IT Point Of Contact, Change Management team members to communicate project information
**Begins planning for center implementation**
- Identifies and obtains support from key center personnel
- Leads center transition preparation and execution
- Legacy System inventories
- Change Management planning
- Leads center implementation project planning

***The Center Implementation Project Manager will be responsible for the coordination and support of the following Blueprint Phase activities:***

## Project Management
Communication and coordination with the IAM Project Team
Process Fit / Software Configuration
Staffing appropriate center functional expertise
Assisting with SAP Center configuration change identification and definition
Interfaces
Leads the design and development of legacy system components for interfaces
Data Conversion
Identification of source systems for data conversion
Data cleansing
Design, creation, testing, and verification of legacy data extract programs
Securing Conversion acceptance by Center data owners

- Communication and coordination with the IAM Project Team
**Process Fit / Software Configuration**
- Staffing appropriate center functional expertise
- Assisting with SAP Center configuration change identification and definition
**Interfaces**
- Leads the design and development of legacy system components for interfaces
**Data Conversion**
- Identification of source systems for data conversion
- Data cleansing
- Design, creation, testing, and verification of legacy data extract programs
- Securing Conversion acceptance by Center data owners

**IAM Center Project Manager****Implementation Responsibilities**

***The Center Implementation Project Manager will be responsible for the coordination and support of the following implementation activities:***

## Training
Adaptation of standard curriculum and materials, provide trainers and conduct end user training
Organizational Alignment
Identification of users, translation of SAP roles into jobs, assessing organizational impacts
Communication
Creation and execution of center communication plan
Reports
Delta report analysis
Testing
Support of Conference Room Pilot, integration and user testing
Production Cutover / Stabilization
Support cutover planning, execution of cutover tasks and provision of ongoing user support networks

- Adaptation of standard curriculum and materials, provide trainers and conduct end user training
**Organizational Alignment**
- Identification of users, translation of SAP roles into jobs, assessing organizational impacts
**Communication**
- Creation and execution of center communication plan
**Reports**
- Delta report analysis
**Testing**
- Support of Conference Room Pilot, integration and user testing
**Production Cutover / Stabilization**
- Support cutover planning, execution of cutover tasks and provision of ongoing user support networks

**IAM Center Project Manager****Implementation Responsibilities (cont’d)**

## Key Center Implementation Success Factors

- Maintain Center executive support and focus
- Manage Center expectations
- Timely decision making
- Maintain focus and commitment of Center resources through Agency Rollout
- Reinforce a standard, Agency view of asset management processes, information and reporting requirements
- IFMP Return on Investment (ROI) will be a function of Center executive leadership in using the system for measurement and accountability

**Notes:**
NASA must be serious about embracing the changes required from an SAP implementation
Enabling policy and process decisions will be required often, on time, and “in concrete”
NASA must make IFMP implementation a priority
People
Time
Money

## Notional Center Implementation Organization & Team DefinitionsJeff Chenevey

## Notional Center Implementation Organization & Team Definitions

**Center Implementation Team**

**Integration Project**

**Process IPT**

- Center Technical
- Support (ITPOC)

**Center Technical **
**Lead**
**  **

-  tbd, NASA
-  tbd, Accenture

-  tbd, NASA
-  tbd, Accenture

-  tbd, NASA
-  tbd, Accenture

-  Jonathan Pettus, NASA

- Application Development (Interfaces/Conversion)

**Agency Rollout IPT**

-  Terry Whaley, NASA
-  Peter Sander, Accenture

**IAM Project**

-  Pam Cucarola, NASA
-  Charles Harris, Accenture

-  tbd, NASA

**Conv/Rollout IPT**

-  tbd, NASA
-  tbd, Accenture

**Change Management IPT**

- Functional Design for Reports, Interfaces, and Forms
- CRP Testing
- System Testing
- User Testing

-  Communications
-  Organizational Alignment
-  Training

- Data Cleansing Support
- Conversion Functional Design
- Mock Conversion Testing
- Rollout planning and execution

-  Project Planning & Management
-  Issue Management
-  Risk Management
-  Coordination with existing IFMP Support Structure

**Center Reporting **
**Lead**
**  **

-  tbd, NASA

- Center-specific reporting

## Center Data PreparationJeff Chenevey

## Center Data PreparationThe Challenge

**Center Data Preparation**The Challenge

## Center Data Cleanup Activities Getting Started During Blueprint

**Review Available Documentation**
- NASA IAM Scope Document
- To-Be Process designs
- Existing Center Legacy System documentation
**Analyze Existing Legacy Data**
- Identify source systems based upon scope
- Leverage Data Call and other system inventories
- Begin to understand basic asset attributes such as value and quantity
- e.g., physical inventory count, original value, useful life, etc

## Center Data Cleanup Activities Getting Started During Blueprint (cont’d)

**Analyze Existing Legacy Data (cont’d)**
- Identify data inconsistencies
- Functional
- Review discrepancies between similar data entered into separate systems or non-current data in one system (i.e., data doesn’t match/reconcile or data is inaccurate)
- Identify duplicate records
- Identify records with missing data
- Syntactic
- Review for typing or data entry errors (e.g., Glen vs. Glenn, 1st vs. First)
- Structural
- Review internal representation of data across systems (e.g., 1=Yes vs. Y=Yes)
- Semantic
- Review for interpretation differences (e.g., determining valid address if vendor has multiple addresses; free form text fields with varying meaning based upon data input

## Center Data Cleanup Activities Getting Started During Blueprint (cont’d)

- Based upon data analysis
- Who, what, when
- Prioritized approach
- Start with Agency systems first
- Agency Process IPT priority list based upon Data Call
**Identify and Assign Resources to Support Data Cleanup Activities**
- Data Cleanup Lead
- Legacy system support team members
- Center data “owner”
**Cleanse Legacy Data**
- Cleanse data in the Legacy systems based on Agency documentation and the data analysis
- Add, Change, Delete
**Track Progress**
- Establish metrics for measuring cleanup results
**Update current legacy system documentation**
- Prepare for upcoming design, build activities related to legacy-side conversion extracts and interfaces

**Center Data Cleanup Activities Getting Started During Blueprint (cont’d)**

## Center Data Cleanup Activities Examples

- Validate unit of issue against IFMP Core Financial unit of measure
- Validate unit of issue against DoD 4100.39-M
- Validate the unit of issue in NSMS against NPDMS Unit of Measure table 025
- Validate cage code on Catalog record in NSMS against NEMS Manufacturer's Code Table (040)
- Are Inactive Cage Codes being used?
- Does an item exists with a different National Stock Number (NSN) (i.e., same item but different stock number)
- Out of synchronization errors?  Does the available trace quantities equal the asset quantity on-hand?
- Do you have stock defined as local that should be Federal?

## Center Data PreparationConversion Strategy

*Data cleanup and preparation occurs throughout the project implementation:*

- Blueprint

**Begin Center Legacy System Data Cleanup Planning & Preparation**

## Center Data PreparationMock Conversion Process

**Center Data Preparation**Mock Conversion Process

*Once the data conversion programs are built, we will follow an iterative approach to validate results prior to “Go Live”*

*Ongoing Data Cleanup Occurs Throughout the Mock Conversion Process*

## Center Implementation Lessons Learned Jeff Chenevey

## Project Management 

**Accept Agency Design**
- Set expectations with process managers
**Identify and communicate center operational impacts early**
- Impact of project implementation efforts on people and service levels
- Impact to existing Center business processes
- Impact of conversion/cutover processes
**Co-locate Accenture team members with process owners**
**Staff project team members with NASA subject matter experts and operational owners**
- Backfill as necessary
**Ensure close coordination and communication between Center Technical Lead (ITPOC) and Project Manager**
**Provide regular feedback to key stakeholders**
- Steering Committee, “Extended” team meetings, Road shows
**Establish clear target dates and interim milestones for each team**

## Process IPT

**Reuse existing documentation where possible**
**Test with “real” converted data as much as possible**
**Test integrations as early as possible**
- Clearly establish and communicate IPO contacts to test team
**Allow for documentation time in testing schedule**
- Force test team to complete documentation of test results during execution, instead of waiting; this will not only ensure completeness but will avoid schedule delays
**Clearly communicate resource schedule for testing to avoid conflicts with data conversion support and training**
**Incorporate operational demands into testing schedule**
- For example, Month-end closing activities – some people not available

## Data Conversion

**Set expectations that Agency Design will be followed**
**Process/Conversion cooperation**
- Establish and involve data entity “owners” as early as possible
- Communication of process requirements that impact conversion and vise versa
**Create plan for balancing/reconciliation as part of Conversion Functional Design**
**Establish data entity “owner” availability requirements for Mocks/Go-Live**
- Conversion vs. Testing responsibilities
- Agree on hours of coverage/availability
- Publish schedules well in advance
**Involve the Legacy developer(s) early in the process**
- Have Legacy developer(s) participate in the creation of the Functional Design
- Get Legacy extract files for review as early as possible
- Agree on hours of coverage/availability
- Publish schedules well in advance
**Have the Agency Process Team review/approve the key data structures as early as possible**

## Break

## Center Change Management ActivitiesJohn Graves

## Change Management IPT

**Work Streams**
**Sponsorship & Advocacy**
- Identifying, engaging, and tracking the key decision-makers and influencers within each process area will contribute to having the right people providing the domain knowledge, involved in shaping future business process change, and owning the change that must occur to achieve results
**Communication**
- Providing the right information to the right people at the right times through the right channels to achieve specific goals
**Process & Organization Alignment**
- Identifying organizational changes such as new roles, skills and behaviors, modification to work units or structures, and possibly performance management mechanisms
**Learning/Training**
- Providing end users with training opportunities and support to help them perform in the to-be state

## Center Change Management Staffing and Timing

**IAM Change Management Lead – 9/15/04**
**Manage Center Change Management work streams (Sponsorship & Advocacy, Communication, Process & Organization Alignment, and Learning/Training)**
**Assist in communication effort**
**Manage Change Management risks**

## Center Change Management Staffing and Timing (cont’d)

**Sponsorship & Advocacy/Communication Resource – 9/29/04 **
- Identify Center sponsors and process owners (via stakeholder analysis) based on target state vision
- Provide Center sponsors with key messages and decision-making tools throughout the project lifecycle
- Work with Center sponsors to create a plan of action to maintain their involvement
- Create Center-level communication strategy, in alignment with Project-level communication strategy
- Conduct stakeholder analysis and create Center communication plan
- Develop Center communication content and material, leverage existing communication vehicles (Program Portal, Center-specific communication vehicles, etc.)
- Monitor, evaluate, and refine Center-level communications
- Update the Center website with IAM communications

## Center Change Management Staffing and Timing (cont’d)

**Process & Organization Alignment Resource ****(start date to be confirmed based on blueprinting outcome)**
- Work with Process IPT to understand an Agency-level,  end-to-end process model for the SAP solution
- Review and rollout Process & Organization Alignment Plan provided by the Agency Project team
- Engage policy/approval entities (e.g., Local Unions, HR, etc.) in process and organization change implementation

## Center Change Management Staffing and Timing (cont’d)

**Learning/Training Resource ****(start date to be confirmed based on blueprinting outcome)**
- Review training strategy developed by Agency Project Team
- Perform Center training needs analysis
- Develop Center training plan
- Review training courses developed by Agency Project Team
- Enlist trainers
- Conduct Train-the-trainer sessions
- Deliver training
- Track training attendance
- Evaluate training

## Interaction between Center and IAM Project Change Management Teams

**IAM Change Management kick off meeting on September 22****th**** **
- Change Management Leads should be named by September 15th
- High-level agenda
- Overview of IAM Change Management activities
- Center Change Management roles & responsibilities
- Interaction between Centers and Agency IAM Change Management Team
- Q&A
**Weekly IAM telecons**
- Weekly telecon hosted by Agency IAM Change Management team to walkthrough activities; share information between Centers; and answer questions** **
**Strategies and Plans**
- Agency IAM Change Management Team will provide Centers with strategies and plans for change management, sponsorship & advocacy, communication, and learning/training
**Templates and tools**
- Agency IAM Change Management Team will provide Centers with various templates and tools to assist them in their work.  Examples includes stakeholder matrix, communication plan template, to-be roles, Q&A database, etc.

## Near-term Center Change Management Activities

**Review Communication Strategy**** **
**Conduct Stakeholder Analysis**** **
**Conduct Communication Planning Sessions**** **
**Develop Center Communication Plan**
**Review MDM Communication Log**
**Develop/deliver/evaluate Center Communications**
**Develop/manage Q&A Log**

## Project Team Communication at Centers

**Regular communication should occur between you and your project team members and other Center stakeholders**** **
**Weekly Process team status report to be used as a talking document**** **
**Regular meetings should include:**
- Weekly meeting with core & extended team
- Bi-weekly meeting with Center project sponsor
- Monthly meeting with Center IFMP steering committee
- Monthly meeting with Directorate heads

## Rollout Planning ApproachPeter Sander

## Implementation Planning Approach

**8/20 - Confirm**
**Planning Guidelines**
**& Approach**

- Define Draft Implementation Drivers

- Define Draft Implementation Strategy
-  & Notional Timeline

- Periodic updates with Center Implementation Project Managers

**9/3 (End of Pass 1)**
**Confirm Driving Factors , **
**Draft Scope, and**
**Draft  Implementation Strategy**

- Define Draft Scope

- Refine Draft Implementation Strategy  & Notional Timeline

- Refine Draft  Scope & Drivers

**10/29 (End of Pass 2)**
**Review Preliminary Implementation Strategy, Scope, Timelines, **
**and Estimates**

- Update Preliminary Implementation Strategy, Scope, Drivers and Timelines

- Develop Draft Implementation Schedule

**12/3 (End of Blueprinting)**
**Confirm Final**
**Implementation Strategy, **
**Scope, Draft Schedule,**
**Estimates and Pricing**

- Update Draft Implementation Schedule

**10/4**

**10/4**

## Implementation Assumptions

**Assuming a phased deployment of Integrated Asset Management functionality, each phase will:**
- Include increasingly complex functionality
- Be deployed to all affected Centers at once
**Assume that each Phase may include no Pilot Center, one Pilot Center, or several Pilot Centers, depending upon scope of the phase and location of Pilot expertise**
- For budget planning purposes, no Center should assume they will be a Pilot for any Phase
**Deployment strategy and schedule will not be finalized until the conclusion of the Business Blueprint Phase, planned for December 2004**

## Open Discussion ForumAll