# Presentation: 465018

## IFMP Integrated Asset Management ProjectProject Orientation / Blueprint Kickoff

**June 15 - 17, 2004**

## AgendaDay 1 - Project Kickoff8:30 am – 4:00 pm

**Welcome & Meeting Objectives****	****	****Cucarola/Harris****	****8:30a – 8:40a**
**IFMP Overview****	****	****	****	****P. Cucarola****	****8:40a – 9:20a**
**"Big Picture" of IFMP**
**IFMP Management Concepts**
**Integration Project Office (IPO) Overview****	****J. Pettus****	****	****9:20a – 9:40a**
**IAM Vision****	****	****	****	****D. Hupp****	****	****9:40a – 10:15a**
**Background**
**Scope & Benefits**
- BREAK**	****	****	****	****	****	****10:15a – 10:30a**
**Group Activity / Icebreaker****	****	****	****ALL****	****	****10:30p – 11:00p**
**Implementation Overview****	****	****	****S. Kennedy****	****11:00a – 11:15a**
**Team Structure / Organization ****	****	****P. Sander****	****	****11:15a – 11:30a**
**Team Definitions**
**Roles / Responsibilities**
**Project Management Activities****	****	****T. Whaley****	****	****11:30a – 12:00p**
**Issue Management Process**
**Risk Management Approach**
**Status Reporting **
**Team Meetings**
- LUNCH**	****	****	****	****	****	****12:00p – 1:00p**
**IFMP Executive Update****	****	****	****O. Dominguez/****	****1:00p – 2:00p****	****	****	****	****	****P. Ciganer**
**Panel: Observations from Core Financial****	****J. Nesbitt****	****	****2:00p – 3:00p**
- BREAK**	****	****	****	****	****	****3:00p – 3:15p**
**Incorporation of Lessons Learned****	****	****T. Whaley****	****	****3:15p – 3:45p**
**Day 1 Wrap-up and Closing Comments****	****P. Cucarola****	****3:45p – 4:00p**
**Group Dinner****	****	****	****	****	****	****5:00p**

## Kickoff Meeting Objectives

**Provide IFMP Background and Overview of IAM Vision**
**Meet other team members across the agency**
**Set expectations**
**This is a significant effort, but working together we can accomplish what needs to be done**
**Right people**
**Right plan**
**Success focused**
**Provide understanding of Blueprint Phase**
**Answer your questions**
**Start the project!**

## IFMP “Big Picture”

## Prime Enabler of One NASA

**Standard business processes**
**Standard and consolidated business systems**
**Cross functional integration **
**Platform for evolving business process improvements**
**Agencywide 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.***

## NASA’s 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.***

## The Global IFM Vision

_**PROCUREMENT**_
**Consolidated procurement for cost reduction**
**Increased competition through E-Commerce**

_**INTEGRATED FINANCIAL MANAGEMENT**_
**Consistent and timely financial, procurement and Program data**
**Integrated budget planning and execution**
**Full Cost management**

_**HUMAN RESOURCES**_
**Competencies and skills managed to meet strategic needs**
**Workforce deployment integral to Program/Project needs**

_**INTEGRATED ASSET**_
_**MANAGEMENT**_
**Reduced inventories with shortened supply chain**
**Close coordination of material plans with project plans**
**Accurate valuation of assets**

***Collaborative Partnerships***

***Programs & Projects***

**Accurate, timely, consistent information **
**Optimize assets across Centers**
**Full utilization of employee capability**
**Seamlessly manage multi-Center programs**

**MSFC**

**JSC**

**ARC**

**GRC**

**DFRC**

**LARC**

**KSC**

**SSC**

**HQ**

**GSFC**

**The Global IFM Vision**

**Supply Chain Management**

**Next**

**Done**

**Future**

**Next**

## Reactions to Change:  The Performance Dip

**This response is a natural reaction to major change.  The goal of Change Management is to reduce the depth and duration of the “performance dip.”  **

**Notes:**
To obtain the full value of the systems being implemented, NASA will need to work differently 
IFM is not just a technology implementation 
Success will require the adoption of new behaviors, values and norms, some of which are currently counter to our culture
. . .Without considering the inevitable organizational change, an SAP installation can be technically perfect, yet produce organizational chaos, generating negative reaction to the new system and serious misuse of its powerful functionality . . .

## IFMP & Selected eGov Schedule

**IFMP & Selected eGov Schedule**

**eTravel**
** ****Formulation**

**BF Rel .5B**

**NBS Mods**

**Budget Formulation Rel 1 HQ**

**eTravel Implementation**

**Migration Plan**
**Due**

**Purchasing **
**Process **
**Improvements**

**Contract Management Implementation**

**Formulation**

**Ent. Upgrade **
**Planning**

**Release 6.1**

**ePayroll **
**Formulation**

**ePayroll Migration**

**Recruitment**
**Phase 1**

**Integrated Human Capital Management Implementation**

**IHCM**
**Project Prep**
**& Blueprinting**

**Rel 2**

**Rel 1**

**Ent. Portal**

**Financial**

**Contract **
**Management**

**IAM**

**IHCM**

**Information Delivery**

**Vendor**
**Selection**

**Recruitment **
**Phase 2 TBD**

**IAM Phase 2**

** ****IAM**
**Blueprinting**

**Integrated Asset Management Phase 1**

**Rel 1**

**Pilot**

**Phases 1-3**

**IAM Project **
**Prep**

**1.2**

**Rel 1.3**

**Rel 2 TBD**

**Business Intelligence Module (Erasmus)**

**Std Reporting **
**Tool Avail**

**Blue**
**printing**

**Notes:**
FOR PATRICK C & ERASMUS
Changes from 3/25: 
Contract Administration Changed to Contract Management
Std Rpt Rel 1 shifted to April 30
Transfer to NSSC Added
IAM /Upgrade Changes due to Protest Withdrawal per PC schedule 4/21/04
			March 25		April 22	Delta
BP Start		Aug 18 04	         Same  		 
BP End         	Feb 28 05              Same         
Phase 1 Start          Mar 1 05             Same         
Phase 1 End            Jun16 06              Same    
Phase 2 Start           Sep 15 05             May 15 06      30 weeks
Phase 2 End             Feb 15 07             Sep 30 07      30 weeks 
Phase 3 Start           May 15 06             NA              
Phase 3 End             Sep 30 07               NA     
Ent Upgrade
Planning Start      Mar 1 04           	Aug 18 04
Planning End        Dec 15 04		Dec 15 04   	
BP Start	 	NA			Feb 15 05
BP End		NA			May 30 05
5.2			Oct 31 05		NA 	
6.1			Jan 31 06		Oct 15 05 		

Changes from 3/18/04: (Synch w/ MSFC IAM DRAFT Schedule 3/19/04) 
			PMO			MSFC	Delta
BP Start		Aug 15 04	         Aug 15 04	0
BP End         	Jan 30 04               Feb 28 05       4  weeks
Phase 1 Start          Jan 30 05               Feb 28 05       4 weeks
Phase 1 End            Mar 31 06              Jun 15 06       10 weeks
Phase 2 Start           Jul 31 05               Sep 15 05       6 weeks
Phase 2 End             Nov 30 06             Feb 15 07       10 weeks
Phase 3 Start           Feb 15 06             May 15 06       12 weeks
Phase 3 End             Sep 30 07               Sep 30 07       0
Ent Upgrade
Planning		Oct 31 04		Dec 15 04	6 weeks
5.2			Jul 31 05		Oct 31 05	12 weeks
6.1			Jan 31 06		Apr 31 06	12 Weeks	
Standard Reporting Tool – Removed “Policy & Process” M/S – not part of this effort; Tool Availability moved out 6 months per detailed schedule (Joe Green), Rel 1 moved to May vice Mar
Erasmus – cut Bar at 7/1, Resume FY05 as Business Intelligence Module
Changes from 2/20/04: 
IAM Shift to Right 4 Months, Extend Project Prep
Procurement Management – Pull formulation forward & extend, change description
Ent. Upgrade Shift to Right 4 Months
 Recruitment One-Stop Split into Phase 1, Phase 2
Ent. Portal Pilot, Rel Milestones (End Date OK?)
5. Erasmus Phases, Add Phases
6 ePayroll Formulation Cmplt
7. Standard Reporting Rel 1 Cmplt

## IFMP Projects

| Projects | Platforms | Status |
| --- | --- | --- |
| Resume Management | Yahoo Resumix | Deployed |
| Travel Management | Gelco Travel Manager | Deployed |
| Position Description | Avue Position Classification | Deployed |
| Core Financial | SAP R/3, PCard | Deployed |
| Budget Formulation | SAP R/3 Strategic Enterprise Mgmt/Business Planning and Simulation | In Process |
| Integrated Asset Management | SAP R/3 + COTS | In Process |
| Contract Management | TBD (acquisition in process) | Not Yet Started |
| E-Payroll | Dept. of Interior FPPS | In Process |
| Integrated Human Capital Management | TBD | Not Yet Started |

## Current Challenges

**Improving financial data integrity**
**Budget Formulation Integration**
**Improving information delivery to end users and decision makers**
**Beginning Asset Management, Project Systems, and Contract Management modules**
**Continue to build up the Competency Center’s capabilities to support the Agency **
**Improve effectiveness of Centers in utilizing and supporting new tools**

## Going Forward

**Focus on stabilization and gradual improvements**
**Financial data integrity**
**Improving information delivery to end users and decision makers**
**Process improvements in the purchasing functionality**
**Improved user support networks**
**Targeted refresher training**
**Release management**
**Prioritization of enhancements**
**Significant improvements expected with planned upgrade of the Core Financial system**
**Other major improvements to be implemented through upcoming Projects**
**Integrated Asset Management / Project Systems / Contract Management**
**Human Capital Management**
**Transition from program leadership to functional ownership of new processes and benefits**
**Continued Senior Management Support is crucial**

## IFMP Management Concepts

## IFMP Implementation Approach

**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**

## IFM Program StructureGovernance—Ownership—Management—Support

**Proc. Steering Comm.**

**Agency Process **
**Team**
** **

**Agency Process **
**Team**
** **

**HR Steering Committee**
**Dir HR, Chair**
**Financial Mgt Rep.**
**Center HR Dir’s ****(10)**

**Resume**          ** GSFC****            **

**Travel               LaRC**

**IFM Program Structure****Governance—Ownership—Management—Support**

- Program Office
**Headquarters**

**Integration Project**
**MSFC**

**Steering Council**
**Program Executive Officer**
**Functional AA’s**
**Deputy Center Directors**
**(with projects, ********3)**
**Enterprise Deputy AA’s**
**Agency CIO**

**Integration Steering Com.**
**Agency CIO, Chair**
**CIO Council**

**Financial Steering Comm.**
**CFO, Chair**
**Financial Mgt Rep.**
**Budget Rep **
**Procurement Rep.**
**Center CFO’s ****(10)**

**Agency Process **
**Team**
** **

**Agency Process **
**Teams**
** **

**Program Executive**
**Officer**
**Headquarters**

**C**

**C**

**C**

**Center Implementation**
** ****Teams**

**Center Business Leads,**
**Super Users**

**C**

**C**

**Competency Ctr**
**MSFC**

**IAM                MSFC**

**Core Financial  MSFC**

**IAM Steering Committee**
**Code O AA, Chair**
**Asset Mgt Rep.**
**Center Senior Managers**

**C**

**Budget Form   GSFC**

**PDM ****	****      GSFC**

## Project Management Practices

**IFMP Projects will follow the formal NASA and IFMP policies and procedures for:**
**Cost Management**
**Schedule Management**
**Risk Management**
**Configuration Management**
**Requirements Management**
**Independent Assessment**
**Policies and procedures are defined in NASA and IFMP documentation and have been validated by numerous external reviews, audits, and demonstration on other successful IFMP Projects**

## Requirements Levels

**I**

**II**

**III**

**IV**

**V**

**Agency Business Drivers**

**Functional Drivers**

**High-Level**

**Acquisition**

**Implementation**

**Performance Measures**

**Steering Committee Approves**

**PM Approves**
**-Configuration**
**-Test Scripts**

**NASA**
**Strategic**
**Plans**

**Scope**
**Document**

## IFMP Administrative Systems Implementation Projects Office

**Pam Cucarola, Manager**
**Donna Smith, Deputy Manager **

**BUSINESS MANAGEMENT OFFICE**
**Business Manager**
**Contract Specialists**
**Resource Management**
**Schedule Management (K)**
**Risk Management (K)**
**Quality Assurance (K)**

**Integrated Asset**
**Management Project**
**Terry Whaley, Deputy **
**Project Manager**

**Financial**
**Upgrade Project**

**Contract**
**Management Project**

**ePayroll**
** ****Project**

**Future Projects**

**Future Projects**

**Future Projects**

**Future Projects**

**Resources Matrixed from**
**IFMP Administrative Systems**
**Implementation Projects**
**Office, Integration Project**
**Office, Competency**
**Center, and Functional Community to Staff Each Module Project Team**

**Resources from**
**Each Module Project Team Transition to IFMP Competency Center after Implementation to Provide Process and System Expertise for Ongoing Sustainment**

## IFMP Overview Summary

**The IFM Program is a huge undertaking which spans the breadth of  business processes**
**For the most part, it’s the first time users experience a complete replacement of system and process simultaneously**
**It’s tentacles are far reaching**
**It has become increasingly more significant to the Agency with initiatives such as the President’s Management Agenda, e-Gov, and One-NASA**
**We have the attention and support of the NASA Administrator, Agency Management, and NASA External Stakeholders**

## Blueprint Phase – 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

## We are all accountable for the success of this phase
“OWN” the results
“SOLVE” the problems 
“DO” take action

**“****OWN” the results**
**“****SOLVE” the problems **
**“****DO” take action**

**Accountability**

## Integration Project Office (IPO) Overview

## Integration ProjectRoles and Responsibilities

**Defines and maintains the technical architecture and systems that support IFM applications**
**Deploys and operates system environments during testing **
**Acquires hardware and infrastructure software for each project and implementation**
**Works with each Center’s IT organization to deploy required technical components**
**Works with Agency CIO to ensure the IFM technical architecture is compliant with Agency IT standards**
**Designs and implements a consistent information delivery architecture that provides improved access to business information from IFM systems**
**Provides application development services for the IFM modules (excluding data conversion)**
**Develops ****and maintains SAP extensions, reports, and forms using ABAP programming language**
**Develops and maintains interfaces using SeeBeyond e*Gate (EAI) and ABAP**

## Defines and maintains the Enterprise Application Integration (EAI) strategy and architecture
Works with Agency Process Teams to define business processes and identify points of integration
Leads the development of all application interfaces using existing EAI tools
Defines and implements an integration backbone at all layers of the architecture
Provides a Quality Assurance team for software requirements and test management
Assists in gathering and documenting requirements for module projects and production support 
Maintains requirements documentation, process use cases, and business process flows 
Develops test plans that trace back to requirements 
Assists in organization of system integration and regression testing

**Works with Agency Process Teams to define business processes and identify points of integration**
**Leads the development of all application interfaces using existing EAI tools**
**Defines and implements an integration backbone at all layers of the architecture**
**Provides a Quality Assurance team for software requirements and test management**
**Assists in gathering and documenting requirements for module projects and production support **
**Maintains requirements documentation, process use cases, and business process flows**** **
**Develops test plans that trace back to requirements **
**Assists in organization of system integration and regression testing**

**Integration Project****Roles and Responsibilities**

## Integration Approaches:Old and New

- Application Integration
- Technologies

- Publish
-  Subscribe

**Data Warehouse**

**Purchasing**

**Travel**

**Core Financial**

**Property**

**Payroll**

**Labor Distribution**

**E-Mail Service**

**Data Warehouse**

**Purchasing**

**Travel**

**Core Financial**

**Property**

**Payroll**

**Labor Distribution**

- Point to Point Integration

- Enterprise Application Integration

**Integration Approaches:****Old and New**

- Publish
-  Subscribe

- Publish
-  Subscribe

- Publish
-  Subscribe

- Publish
-  Subscribe

- Publish
-  Subscribe

- Publish
-  Subscribe

- Publish
-  Subscribe

**Notes:**
Point to point integration will lead to an overly complex environment that will challenge the ability to accomplish business drivers.

Business drivers are all about integration: timeliness and accuracy of data, efficiencies, etc.

Goals of Integration Architecture:
Ease of maintenance and sustainability
Straight through processing – taking the humans out of the process- single data entry
Zero latency – Taking the batch out of the integration – timeliness of data
Efficiency in terms of time to integrate 
Flexibility in terms of retiring old apps and plugging new apps in
Integration of business processes across center boundaries
Integration of business processes with business partners

Gartner estimates as 2 Billion Dollar industry this year. Delta Airlines, Dell, Bell South, Federal Express, Cisco, W.W. Grainger all have implemented brokers for integration. Technology is maturing but competition is fierce. 

## What is a Competency Center?

**Competency Centers are a “best practice” organizational model for providing sustaining support for Enterprise Resource Planning (ERP) systems**
**A Competency Center allows resources to be pooled and shared across all business functions.  This is critical for ERP systems which are highly integrated**
**A Competency Center is an organization with resources, skills and sponsorship that will be used to leverage information, support current and future implementations, maintain and upgrade technical and business process environments, all of which will lead to continuous improvements and self-sufficiency**

## Elements of the Competency Center Model

- Application
- Operations
- Support

**Elements of the Competency Center Model**

- Application
- Development
- Support

- BusinessProcess
- Support

- Infrastructure
- Support

- Application

- Functional

- Support

- User

- Interface

- Support

**Center**

**NISN**
**NACC**
**NISC**

**IFMP Competency Center**

**ODIN and others**

**Current Support Organizations**

## IAM Vision

## 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 100)**
**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 100 systems
- 6 Agency-wide systems
- Numerous local systems/records
- Many key processes are not automated
- IAM is vital to the Agency’s ability to ensure integrity of its financial data

## Stove Pipe Agency/Center/Work Function Structure
Results in the Lack of Integration of  Agency Organizations, Systems, and Processes and the Lack of Cross-Functional Asset Management Life Cycle Planning and Processing within Centers and Across the Agency
Forecasting and Planning
Very Limited Visibility of Available Resources Across the Agency due to the Lack of Common Information Databases which results in Excess Purchasing and Waste 
Procurement, Contracts, and Purchasing
Very Limited  Coordinated Agency Effort to Ensure Cost Efficiencies Associated with such things as Volume Purchase Discounts and Consolidated Invoice Receipt and Payment
Data Management
Time Consuming Manual Reconciliations are Required to Ensure that Data is Consistent in Asset Systems, Core Financial, and Other Systems
Consolidation and Reporting
Inconsistent application of controls, and the type of controls amongst disparate asset systems and processes, may be impacting the consistency and reliability of information across the agency
The future would provide standardized formats and single point data entry

- Results in the Lack of Integration of  Agency Organizations, Systems, and Processes and the Lack of Cross-Functional Asset Management Life Cycle Planning and Processing within Centers and Across the Agency
**Forecasting and Planning**
- Very Limited Visibility of Available Resources Across the Agency due to the Lack of Common Information Databases which results in Excess Purchasing and Waste
**Procurement, Contracts, and Purchasing**
- Very Limited  Coordinated Agency Effort to Ensure Cost Efficiencies Associated with such things as Volume Purchase Discounts and Consolidated Invoice Receipt and Payment
**Data Management**
- Time Consuming Manual Reconciliations are Required to Ensure that Data is Consistent in Asset Systems, Core Financial, and Other Systems
**Consolidation and Reporting**
- Inconsistent application of controls, and the type of controls amongst disparate asset systems and processes, may be impacting the consistency and reliability of information across the agency
- The future would provide standardized formats and single point data entry

**IAM - Current Environment                    Integration Needed – And Soon**

## IAM Future Environment

**Business Requirements Drive Asset Management**
- Agency Wide Supply Chain Asset Management Utilizing Cross-Functional Life Cycle Planning and Processing within Centers and Across the Agency
- Agency Wide Asset Visibility Supported by a Fully Integrated Organization, Process, and System Structure
- Provides a Seamless Cross-Functional Asset Management Solution,  Resulting from Integration of Forecasting and Planning, Procurement and Purchasing, Inventory, Accounting, and Reporting Management across functional stovepipes
- Management Decisions Supported by Timely and Accurate Asset Information that supports Project Planning under NPD 7120
- Proactive, Rather than Reactive, Decision Making Capabilities due to more Reliable and Timely Data

**Notes:**
53 Center uniques reported.  

Examples of Center uniques:
	ARC  EEO reporting system
	JSC    Awards System
	JSC   HR Information System
	KSC   Personnel Action Support System
	LaRC  Coop tracking system
	LeRC   Awards System
	LeRC  EEO Reporting System
	MSFC  Applicant database

## IAM Benefits 

**Quantitative**
- Shutdown legacy systems and site specific programs
- Reduces System Maintenance and associated Costs
- Supply Chain Management Capability Results in Cost Savings Associated with Compression of Project Time Lines, JIT Inventory Management, Warehouse Consolidation/Elimination, Selective Outsourcing, Reduction in Unnecessary Inventory Purchases and related Obsolescence and Spoilage
- Better and timely historical performance data will result in procuring the highest quality products
- More Accurate Accountability and Tracking of Assets Results in the Reduction in Lost Property
- Increase Reutilization of Assets by expanding the customer base within the Agency with systems integration, and having a more descriptive asset property record

**Notes:**
Increased functionality.  Use the boxes chart.

Expanded customer base and us.  CIO has a cross platform concern.  Stress web based interface for casual users.

COTS is the mainstream choice of most Federal agencies.  By using the same system, integration of adjuncts will be easier.  In particular, we are interested in the electronic Official Personnel Folder that is being specified by an OPM-interagency team.

Consolidated personnel operations center possible with COTS.  The consolidation study done in 1997 concluded it would only be possible with a new system.

## IAM Benefits 

**Quantitative (cont.)**
- Increase returns from the sales of surplus assets by expanding the customer base with internet connectivity,  and having a more descriptive asset property record
- Possible consolidation of functions can allow resources to be Redeployed for other mission critical functions
**Qualitative**
- Establishing formal Supply Chain Management results in Efficient and Effective Asset Forecasting and Planning, Procurement and Purchasing, and Inventory Management
- Agency Operates as One Organization Fully Leveraging Cross Center Collaboration Capabilities

**Notes:**
Increased functionality.  Use the boxes chart.

Expanded customer base and us.  CIO has a cross platform concern.  Stress web based interface for casual users.

COTS is the mainstream choice of most Federal agencies.  By using the same system, integration of adjuncts will be easier.  In particular, we are interested in the electronic Official Personnel Folder that is being specified by an OPM-interagency team.

Consolidated personnel operations center possible with COTS.  The consolidation study done in 1997 concluded it would only be possible with a new system.

## Project 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, Asset Management (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

## Integrated Asset Management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)**

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

## Disposition
Personal Property
Real Property
Hazardous Waste
Solid Waste
Maintenance Overhaul & Repair (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 Overhaul & Repair (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**
**C of F Projects**
**Environmental Remediation Projects**
**Supply Chain Management (SCM)**
**GIS (Geospatial Information Sys.)**
**Master Site Planning**
**Environmental Management**

**Electronic Product Codes (EPC)**
**Radio Frequency Tags **
**Maintenance Overhaul & Repair (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**

## 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**

## Morning Break

## Group Activity / Icebreaker

## Implementation Overview

## SAP R/3 Overview

**SAP R/3 will be the platform used for the Integrated Asset Management Project**
**What is SAP R/3?**
**Enterprise Resource Planning software company based in Waldorf, Germany**
**Largest ERP player with 10,000+ implementations worldwide**
**Being used in ****50+ %**** of Fortune 500**
**“****R/3” is the software product name**
**Refers to the client/server product**
**This is not the “version”**
**Migrated to client/server from the original mainframe product (“R/2”)**

## SAP R/3 Overview

**SAP R/3...an Integrated System**
**SAP modules extremely integrated**
**Centralized database**
**Business events recorded only once in system**
**Creates consistency among records and modules**
**Maximizes data integrity **
**SAP R/3...an Agency-wide System**
**Configured as an Agency solution**
**Managed centrally through a Competency Center**
**Accessible to all Centers**

## SAP R/3 and Asset Management

**How will SAP R/3 Manage Assets?**
**Purchasing**
- Materials Management (MM)
**Inventory Management**
- Materials Management (MM)
- Warehouse Management (WM)
**Planning and Scheduling**
- Plant Maintenance (PM)
- Project Systems (PS)
**Maintenance**
- Plant Maintenance (PM)
**Project Management**
- Project Systems (PS)
**Environmental**
- Environmental Health &Safety (EH&S)
**Finance**
- Asset Management (AM)
- Financials (FI)
- Funds Management (FM)
- Controlling (CO)

## SAP R/3 and Asset Management

**Other SAP Functions that could be included:**
**Human Resources (HR)**
**Quality Management (QM)**
**Production Planning (PP)**
**Service Management (SM)**
**Sales and Distribution (SD)**
**Document Management (DMS)**

## 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**

## Team Structure / Organization

## Project Organization

## Team Definitions

**Project Management IPT**
**Sets overall direction and manages entire IAM project**
**Provides guidance and review/approval of major project deliverables**
**Overall responsibility for project delivery and stabilization**
**Blueprint key deliverables:**
**Project plan, baseline scope, implementation strategy and initial schedule**
**Project status reports**
**Steering committee updates**

## Team Definitions

**Process IPT**
**Designs and develops all IAM business processes**
**Configures and tests SAP functions**
**Responsible for working with and supporting activities of other IPTs, specifically Change Management and Technology**
**Blueprint key deliverables:**
**Process / sub-process design documents**
**Sub-process level process flows**
**Inventory of Activities and Custom Development requirements**
**Design and definition of SAP organizational hierarchy elements**

## Team Definitions

**Project Change Management IPT**
**Responsible for focusing on employees in the organization and helping them to make the transition from the As-Is state to the To-be state**
**Efforts focus on Sponsorship, Communication, Process & Organizational Alignment and Training**
**Blueprint key deliverables:**
**Stakeholder Analysis**
**Communication Strategy & Plan**
**To-be Roles**
**Business Impact Report**
**Training Requirements**

**Notes:**
I would emphasize that our deliverable “Business Impact Report” will identify potential high-level org & process alignment needs/impacts based on core SAP processes and roles as compared against NASA’s current environment.  We will not be able to deliver a detailed org impact assessment during Blueprint, only a notional/ high level impact assessment. 

## Team Definitions

**Technology IPT**
**Coordinates and facilitates all technical architecture aspects with the Integration Project Office (IPO)**
**Completes the technical design, programming, and unit/assembly testing of all SAP conversion development objects**
**Blueprint key deliverables:**
**Technical Architecture Assessment**
**Environment Requirements Definition**

## Project Management Activities

## Issue Management

## Continuous Risk Management is an organized, systematic decision-making process that efficiently identifies, analyzes, plans, tracks, controls, communicates and documents risk to increase the likelihood of achieving project goals.
Periodic Project and Program Risk Management Meetings

Continuous Risk Management provides a disciplined environment for proactive decision making
Assessing what could go wrong
Determining risks level of importance 
Implementing preventive strategies
Ensuring effectiveness of preventive strategies

**Periodic Project and Program Risk Management Meetings**
**Continuous Risk Management provides a disciplined environment for proactive decision making**
**Assessing what could go wrong**
**Determining risks level of importance **
**Implementing preventive strategies**
**Ensuring effectiveness of preventive strategies**

**Risk Management**
**	**

**Risk is characterized by the combination of the probability that the project will experience an undesired event, situation or condition and the consequences or impact of that undesired event, situation or condition were it to occur.**
**Examples:  **
**Diminished quality of the end product**
**Cost overrun**
**Schedule slippage**
**Safety mishap**

**Risk Management**
**What is a risk?****	**

**Risk will always be present**
**Not all risk can be avoided**
**Risks are different than issues**
**Issues are conditions that exist**
**Issues are already problems  **
**Risk Management must continue throughout the lifecycle of the Project **
**Communication is essential among all members of the Project and stakeholders.  **

**Risk Management**
**Risk Facts****	**

## Risk Management

_**Risk Statement:**_** a concise description of the risk written in a condition – consequence format (this ‘condition’ may/might result in this ‘consequence’).**
_**Condition:**_**  a phrase/sentence briefly describing current key circumstances or situations that are causing concern.**
_**Consequence:**_**  a phrase/sentence describing the key, negative outcome of the condition.**
**There is one condition per Risk Statement but there can be multiple consequences.**

**Risk Management**
**Risk Statement****	**

## Integrated Asset Management Risks will be: 
Ranked by “Likelihood” criteria (probability the risk will occur)
Ranked by “Consequence” criteria (effect on the project if the risk occurs)
Classified in Categories: Technical, Schedule, Cost, Mission Success
Each Category has specific “Consequence” criteria
Ranked by Criticality.  Criticality is determined by “Likelihood” and “Consequence” rankings (Likelihood x Consequence = Criticality)

**Ranked by “Likelihood” criteria (probability the risk will occur)**
**Ranked by “Consequence” criteria (effect on the project if the risk occurs)**
**Classified in Categories: Technical, Schedule, Cost, Mission Success**
**Each Category has specific “Consequence” criteria**
**Ranked by Criticality.  Criticality is determined by “Likelihood” and “Consequence” rankings (Likelihood x Consequence = Criticality)**

**Risk Management**
**Risk Analysis****	**

## Continuous Risk Management

**5 X 5 Criticality Matrix**

## Status Reporting

| Who | Activity | Outcome |
| --- | --- | --- |
|  |  | Updated project plan
Earned value analysis
Cost/schedule status
Issues and resolution
Risk assessment and mitigation
Address urgent risk management points |
|  |  | Consolidated team status
IPT issues and resolution
Deliverable status (from MDM reports)
Updated team schedule |
|  |  | Time reporting
Estimates To Complete (ETCs)
Issues and resolution
Proposed schedule updates |

**Project Managers**
**Deputy Project Managers**
**IPT Leads**

**IPT Leads**
**IPT Members**

**IPT Members**

**Weekly Project****Status Meetings**

**IPT Status**

**IPT Member Status**

## Key Standing Meetings

- Weekly sub-team and team level meetings - Monday
- Weekly Project Manager Tag-Up – Tuesday, Noon Central
- Weekly Issue Review – Tuesday, 3 PM Central
- Agency Process Team meeting – Thursday, 1 PM Central
- Detailed schedule defined and available on the shared drive (\...\IAM\Project Management IPT\)

## Lunch Break

## Observations from Core Financial Experience

## The Straight Skinny on IFM Process Team Participation at the Competency Center

## So You Want to Be a Road Warrior?

**There’s Good News and There’s Bad News...**

## First, the Bad News

**Personal Hardships**
**Travel Hassles**
**The Work Environment**

**Notes:**
Personal Hardships:  relationships with family, friends, pets and plants all will suffer.  There’s no getting around the fact that being away from home for 75% of the time is a bad thing.  Look for ways to stay in touch and keep up your bonds with those on the home front.

Travel Hassles: Air port delays, security inspections, stinky rental cars, lumpy mattresses and dinners at Wendy’s
Suggest: Pick a hotel you really like and stick with it – they get to know you and you them, the route to the office becomes familiar and provides a sense of continuity.  Build a routine to make life more comfortable.  Consider staying at one of the “suites” hotels with a small kitchen so you can make a few meals in your new home. 
Join the frequent flyer programs, if you can.

Work Environment:  Long Hours, Long weeks (working weekends), lots of stress

## The Good News

**The work itself is challenging and interesting**
**Satisfaction – being part of a team**
**Build relationships with other team members**
**Making contacts across the Agency**
**You are building the future of NASA**

## What About Your Old Job?

**“****You’ve Hit the Road, Jack.  So don’t you look back no more, no more.”**

**Notes:**
You can’t carry the same workload at your Center and be a fulltime member of the IFMP Process Team.
Even when you’re back at your Center, you will have actions to work for the Process Team.
Being physically disconnected from your old job makes it very difficult to keep continuity with your old work (That Ship Has Sailed!)
While you’re gone, your organization will have moved on without you and it’s very hard to reintegrate yourself into the job.

## How Long is Six Months?

**Somewhere between 180 days and the rest of your life.**
**Projects tend to stretch out**
**Early projections of end dates are often ambitious**

## Your New Family

**When You Get to the Competency Center, Look Around You – these are the people who will be your new “Road Family” for the next “six months”**

**Notes:**
It’s important to build relationships with the people in your new work environment. Socialize with them. Be a part of the team.

## An Old Process Team Blessing

***May the airport security inspector never laugh at your underwear,***
***May Your Configuration Tests All Be Flawless,***
***And When Some Day You Return,***
***May Your Spouse Still Remember Your Name***

**An Old Process Team Blessing**

## Incorporation of Lessons Learned

## Implementation Lessons Learned

**Integrated Asset Management implementation isn’t just about installing a new system**
**Process changes will be driven by this implementation**
**Key success factor will be our ability to leverage the software and adapt our processes to it**
**Senior Management support and commitment is vital to successful transition to new system and processes**
**Agency and Center Functional Owners must feel accountable and responsible for successful implementation **
**Enterprises must also be actively and effectively engaged**
**Implementation will be difficult**
**Don’t underestimate resources required (people and dollars)**
**Center management and team members should anticipate long work hours**
**Set expectations up front**
**Compensate employees for extra effort and career risk**

## All facets of the project must be properly staffed and supported
NASA must own key design and implementation decisions
Center resources must be actively engaged in Agency Blueprinting and Realization phases to ensure all aspects of processes are addressed and to prepare their Centers for implementation
Agency Process team must be empowered to work through design issues real time
We must collectively understand differences in an ERP implementation and traditional software development projects
Increased focus on process re-engineering
Software and Process-driven implementation rather than Requirements-driven

**NASA must own key design and implementation decisions**
**Center resources must be actively engaged in Agency Blueprinting and Realization phases to ensure all aspects of processes are addressed and to prepare their Centers for implementation**
**Agency Process team must be empowered to work through design issues real time**
**We must collectively understand differences in an ERP implementation and traditional software development projects**
**Increased focus on process re-engineering**
**Software and Process-driven implementation rather than Requirements-driven**

**Implementation Lessons Learned**

## Implementation Lessons Learned

**Set realistic expectations for the implementation and communicate them often**
**No system implementation is perfect**
**System benefits won’t be realized at the individual employee or single, Center level but rather at Agency level**
**Solid understanding of the new business processes will better prepare users for system post go live**
**Also vital to understanding the data and reports provided by new system**

## Implementation Lessons Learned

**Understand Operational Model of IFMP**
**Single instance of SAP**
**Shift in system support to centralized concept – IFMP Competency Center**
**System is complex and requires training for effective utilization**
**Enlist Center management support to ensure that users attend classes**
**Don’t allow access to system without completion of required training**
**Risk of making exceptions should be understood and accepted by the responsible Center official**

## Implementation Lessons Learned

**Anticipate that no matter how much training is offered and presented it will still be inadequate**
**Retention period is limited until hands on use of the system can begin**
**Process changes won’t be fully understood until after go live**
**Ensure involvement of NASA operational personnel in System Integration Testing activities **
**Participation in testing will improve understanding of the new system and processes**
**Utilize operation-like scenarios for testing to the extent possible**

## Data Conversion will be one of the greatest challenges
Provide strong leadership and staffing for data conversion effort
Legacy data must be in balance prior to conversion 
It is never too early to start data clean up
Establish metrics to monitor progress of data clean up efforts
Knowledgeable legacy resources are a MUST
Conduct as much testing against converted data as possible
Be patient, work through the inevitable problems as a team
Integrated Asset Management Steering Committee
Integrated Asset Management Project Team
Center Management and Operational Team
IFMP Competency Center
Center Implementation Team

**Provide strong leadership and staffing for data conversion effort**
**Legacy data must be in balance prior to conversion **
**It is never too early to start data clean up**
**Establish metrics to monitor progress of data clean up efforts**
**Knowledgeable legacy resources are a MUST**
**Conduct as much testing against converted data as possible**
**Be patient, work through the inevitable problems as a team**
**Integrated Asset Management Steering Committee**
**Integrated Asset Management Project Team**
**Center Management and Operational Team**
**IFMP Competency Center**
**Center Implementation Team**

**Implementation Lessons Learned**

## What are we doing differently?

**Additional emphasis on requirements management, traceability, and quality assurance throughout the implementation**
**Detailed, rolling, 8-week resource schedule by person for core and extended team members**
**“****Embedded” Change Management throughout the Process Teams**
**Earlier involvement of the centers**
**Communications**
**Team building / ramp up**
**Project Preparation activities**
**Earlier involvement of the Integration Project and Competency Center representatives in Blueprint activities**
**Increased focus on managing business outcomes, results, and expectations**

## Blueprint Overview & Approach

## Blueprint Approach

## Blueprint Approach

- •

- Involve multiple business units and subject

- matter experts

- •

- Identify “show

- -

- stopper” gaps and take

- immediate action

- •

- Involve external stakeholders early

- Provide mechanism for tracking

- requirements

- •

- Document business requirements

- •

- Identify gaps

- •

- Identify integration points with other business processes

- Define functional requirements for application development

- components

- Initiate organizational change management activities

- •

- Create the sponsorship and leadership process

- •

- Establish the communication process

- •

- Plan for training, business optimization, and

*Success Factors/Lessons Learned*

*Key Tasks*

- •

- Involve multiple business units and subject

- matter experts

- •

-  Identify “show

- -

- stopper” gaps and take

- immediate action

- •

-  Involve external stakeholders early

-  Provide mechanism for tracking

- requirements

- •

- Define Requirements Inventory including, functional
- requirements, conversion requirements, interface requirements,
- reporting requirements and forms requirements.

- •

- Identify functional gaps and propose gap solutions

- •

- Identify integration points with other business processes

- •

- Create the sponsorship and leadership process

- •

- Implement communication process & manage communications** **

- •

*Success Factors/Lessons Learned*

*Key Tasks*

**ASIP**

**-**

***Blueprint***

-  Adopt Commercial Best Practices

-   Apply rigorous scope management
-    process – Focus on High Impact Areas

- •

- Reengineer processes within software capabilities

- Define Training Requirements

- •

- •

- Develop Business Impact Report

- •

- •

- Define Plan for Benefits Realization

- •

- •

- Define Project Plan including Scope, Implementation Strategy
- & Implementation Schedule

## Blueprint Approach

## Blueprint Approach

## Blueprint Approach

## Blueprint Approach

## Blueprint Approach

## 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 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**

*Prelim. To-Be Roles*

**Stakeholder Analysis**

*Stakeholders Defined*

**Communication Planning**

* **Communication Plan*

**Build & Deliver Communications**

_**Key Cross Functional Touchpoints:**_

**Agency Stakeholder Management & Communications**

**2004**

## Afternoon Break

## Team Overviews

## Project Organization

## Project Management IPT

## Project Management IPT

**Project Management Support Functions **
- Schedule Management
- Risk Management
- Performance & Quality Management
- Contract Management
- Status Reporting
- Project Planning & Preparation
- Resource Management
**Key Tasks**
- Plan and prepare for the IAM realization phase and define project scope
- Define implementation strategy and sequencing
- Develop integrated implementation schedule
- Manage deliverable review & acceptance process
- Update IFM Program Office, NASA Executive Management, and other external entities

## Project Management IPT

**Key Deliverables**
- Baseline Risk Recommendations
- Project Plan (Work Plan), Baseline Scope, Implementation Strategy and Initial Schedule
- Project Charter, Operating Procedures, and Implementation Standards
- Monthly Performance Status Report

## Project Management IPTKey Deliverables

**Baseline Risk Recommendations**
- Initial inventory of Administrative Systems Implementation Project risks, including risk statement, conditions causing the risk and resulting consequences
- This initial risk inventory is the baseline for the risk management process, which assesses on an ongoing basis the conditions, consequences, likelihood and criticality of those risks
**Project Plan (Work Plan), Baseline Scope, Implementation Strategy and Initial Schedule**
- This deliverable documents the planning results of the blue printing phase, which are based on inputs from the Process IPT, the Change Management IPT, the Technology IPT and the Integration Project
- The baseline scope and the implementation strategy include key decisions that drive the initial implementation schedule

## Project Management IPTKey Deliverables (Continued)

**Project Charter, Operating Procedures, and Implementation Standards**
- The standards and procedures that govern the IAM implementation project are defined by the overall project charter, the operating procedures and the implementation standards
- These frameworks include definitions for documentation standards, implementation tools, roles and responsibilities, project governance, project organization, issue management, risk management, status reporting, and quality management
**Monthly Performance Status Report**
- The weekly IPT Status Summary Reports are combined to one monthly summary report to document project performance
- The performance report includes Accomplishments and Planned Activities as well as Key Issues and Points For Management Attention

## Center Implementation Project Manager / POC Responsibilities

**Works closely with Project Team**
**Coordinates extended team activities at respective center while team is not in Huntsville**
**Works with center key project stakeholders, ITPOC, Change Management, etc., to communicate project information**
**Supports center implementation**
**Identifies key center personnel**
**Assists in center transition preparation and execution**
**Other implementation planning tasks**
**Additional information to be provided during the August Implementation Project Manager workshop**

## Day 1 Wrap-up and Closing Comments

## Group Dinner - Logistics

**Time**
- 5:00 pm
**Location & Details**
- IFMP Competency Center – Intergraph Building 800 Cafeteria
- Buses will provide transportation from MSFC Building 4200 to IFMP facility
- Collection required -- $10 per person
- If you haven’t already paid, please see Kathey Nabors

## AgendaDay 2 – Business Process Design8:30 am – 4:30 pm

**Opening Comments****	****	****	****P. Cucarola****	****8:30a – 8:35a**
**Team Overviews (cont’d)**
**Change Management IPT****	****	****J. Graves****	****8:35a – 9:00a**
**IFMP Executive Update****	****	****	****O. Dominguez/****	****9:00a – 10:00a****	****	****	****	****	****P. Ciganer**
- BREAK						**10:00a – 10:15a**
**Technology IPT****	****	****	****B. Kirchhoff****	****10:15a – 10:30a**
**Process IPT****	****	****	****	****M. Meyer/D. West****	****10:30a – 11:45a**
**Team Structure & Responsibilities**
**Deliverables Review**
**Workshop Review**
**Process Team Training Plan / Schedule**
- LUNCH						**11:45a – 1:00p**
**Project Tools & Methodology ****	****	****J. Chenevey/****	****1:00p – 2:00p**
**Project Tools & Standards ****	****	****	****A. Stapleton**
**MDM and Network Shared Drive Overview**
**NASA Update****	****	****	****	****S. O’Keefe****	****2:00p – 3:00p**
- BREAK**	****	****	****	****	****	****3:00p – 3:15p**
**SAP Organizational Hierarchy Review****	****S. Kennedy****	****3:15p – 3:45p**
**SAP Organizational Hierarchy Introduction **
**Core Financial Organizational Hierarchy Review **
**Preliminary IAM Organizational Hierarchy Discussion**
**Question & Answer****	****	****	****	****	****3:45p – 4:15p**
**Day 2 Wrap-Up and Closing Comments****	****P. Cucarola****	****4:15p – 4:30p**

## Team Overviews
(Continued)

***(Continued)***

## Change Management IPT

## Change Management IPT

**Change Management is based on two concepts:**
- Human performance directly affects business performance; therefore aspects of human performance may have to be changed in order for specific business objectives to be met
- Response to change is predictable; therefore, it is possible to optimize an organization’s performance during change by effectively managing the change process

**“****This response is a natural reaction to major change.  The goal of Change Management is to reduce the depth and duration of the ‘performance dip.’”**

## Change Management IPT

**Change Management IPT has 2 components...program and project**
**Program Change Management establishes and executes the IFMP Change Management strategy and approach.**
**Program CM focuses on Program level stakeholder management, communications, learning/training and benefits realization.**
**Project Change Management will work closely with Program Change Management through the various work streams of this discipline.**

## Change Management IPT

**Work streams**
**Sponsorship & Advocacy**** **
**Communication**** **
**Process & Organization Alignment**** **
**Learning/Training**

## Change Management IPT

**Sponsorship & Advocacy**
- Identify Agency sponsors and process owners (via stakeholder analysis) based on target state vision
- Work with Program to establish executive buy-in and sponsorship of the target state vision
- Work with Program to define business benefits and measures associated with the target state vision** **** **
- Provide Agency sponsors with key messages and decision-making tools throughout the project lifecycle

## Change Management IPT

**Communication**
- Create Project-level communication strategy, in alignment with Program-level communication strategy
- Conduct stakeholder analysis and create Project communication plan
- Develop Project communication content and material, leverage existing communication vehicles (Project news letters, Program Portal, Center-specific communication vehicles, etc.)
- Monitor, evaluate, and refine Project level communications
- Update the IFM project website with IAM communications

## Change Management IPT

**Communication Deliverables**
- Communication Strategy & Plan** **** **
- Stakeholder Analysis
- Communication Materials

## Change Management IPT

**Process & Organization Alignment**
- Work with Process IPT to understand an Agency-level,  end-to-end process model for the SAP solution
- Conduct an impact assessment of intended process and organizational change across the Agency
- Develop a process and organization alignment strategy for the Project, encompassing all relevant areas of the Agency
- Create and rollout process and organization alignment plan
- Engage policy/approval entities (e.g., Union, HR, etc.) in process and organization change implementation

## Change Management IPT

**Process & Organization Alignment Deliverables**
- Process & Organization Alignment Strategy & Plan
- Standard List of SAP Roles
- To-be Role List
- Business Impact Report

## Change Management IPT

**Learning/Training**
- Create training strategy across the agency based on solution requirements and impacts
- Identify and establish training responsibilities at the Program, Centers, and Competency Center as appropriate
- Document End User Training and Documentation Requirements
- Design/Create a Training  and Documentation Prototype
- Develop a Course Developer’s Workshop

## Change Management IPT

**Learning/Training Deliverables**
- End User Training and Documentation Requirements
- End User Training Needs Assessment
- SAP Training Environment Requirements
- Training and Documentation Technical Requirements
- Training and Documentation Prototypes
- Course Developer’s Workshop

## Change Management IPT

**Other Change Management Deliverables**
- Project Change Management Plan
- Document that outlines work to be done in the Change Management work streams (including Sponsorship, Communication, Process & Organization Alignment, End User Training) during blueprint phase.** **** **
- Baseline Change Management Risks
- An initial list of Change Management risks associated with IAM.** **** **

## Change Management IPT

**Change Management and Other IPTs**
- There are several touch points between Change Management IPT and other IPTs.
- In addition to working closely with Program Change Management, the Project Change Management IPT will work closely with the Process IPT and Integration IPT.
- Examples include:
- Stakeholder Analyses
- Communication Planning
- Defining Roles
- Defining Training Requirements

## IFMP Executive Update

## Morning Break

## Technology IPT

## Technology IPT

**Technology Liaison**
- Coordinate and facilitate all technical architecture aspects with the Integration Project Office (IPO)
- Serve as primary technology liaison to/from the IAM project team
- Identify desktop tool requirements
- Define/Coordinate Landscape Architecture Requirements
**Technology Advising**
- Collect/Define requirements and considerations for landscape architecture to support the realization phase.
- Identify technical impacts of Blueprint Phase to the existing technical infrastructure

## Technology IPT

**Technical Architecture Assessment**
- Initial assessment of the impact of the Business Blueprint on the current technical infrastructure to include considerations for:
- Capacity Planning
- Performance
- Security
- Interface infrastructure
- End User desktop computing
**Environment Requirements Definition**
- Collection of Business Process and Change Management requirements for an SAP client/instance strategy to support the Realization phase activities including:
- Sandbox /Prototyping
- Development
- Test
- Conversion
- Training
- Launch / Go-Live

## Elements of the SAP Architecture 

**SAP R/3**

## SAP Architectural Concepts

- Operating System

- Application
-  Server

- Client 100

- Client 200

- Client 300

- Database
-  Server

**SAP R/3 Server**

**User Desktop**

- SAPGUI
- For Win

**User Desktop**

- SAPGUI
- For JAVA

**User Desktop**

- SAPGUI
- For HTML

- ITS

-         _Definitions:_
_**Landscape**_ – All systems or Instances in a particular R/3 Environment (DEV/TEST/PRD)
_**Instance**_ – Group of R/3 Components providing a service (DB & App Server)
_**Client**__ _– A legally and organizationally independent unit within an R/3 system
- (Company, Business Unit, Corporation)
_**ABAP**_ – 4th generation programming language used to develop R/3 applications
_**BASIS**_ – Middleware layer interfacing the OS, network & Database with the R/3 Applications

**SAP Architectural Concepts**

## Process IPT

## Process IPT

**Agency Process Teams**
**Functional subject matter experts serving on core team selected to serve based upon their knowledge of NASA’s business processes; reputation within their functional communities; systems implementation experience; and ability to adapt to new ways of doing business**
**Accountable to their Agency Process Owner for functional design but are empowered by the Agency to make detail design decisions within the baselined Level IV requirements**
**Become part of IAM Project Team and take day to day direction from IAM Project Manager **
**Responsible for communication and sponsorship of IAM solution within Process Team (both Core and Extended), across Project IPTs, and with home Center**

## Process Team Framework 

**Core Financial Integration**

**Process Team Framework **

**Change Management IPT**

**Technical Integration IPT**

**Logistics****	**
**Facilities**
**Aircraft**
**Environment**

**Plan**

**Acquire**

**Logistics****	**
**Facilities**
**Aircraft**
**Environment**

**Operate****&****Maintain**

**Logistics****	**
**Facilities**
**Aircraft**
**Environment**

**Dispose**

**Logistics****	**
**Facilities**
**Aircraft**
**Environment**

## Process Team Responsibilities

**Process Team Responsibilities**

**Each process sub-team will be responsible for developing the process, business requirements, gap identification, gap closure approaches and providing input to the capability build and roll-out schedule**
**Design decisions should support baselined Functional Drivers and all business case aspects**
**Challenge “status quo” business processes**
**Each sub-team may have representatives identified to develop the processes, requirements and solution that meet the overall NASA needs and the specific needs for each of the identified functional areas:**
**Logistics**
**Facilities**
**Aircraft**
**Environment**
**Software**
**Contract Property**
**Financials**
**Procurement**
**In addition to having representatives on each sub-team that focus on specific functional areas, sub-team members will be identified to focus on specific SAP components to resolve conflicts in the solution configuration across sub-teams**

## Change management representatives will be integrated into the sub-teams to build a base of understanding to support planned communications, training and organizational alignment activities.

Technical resources from IPO and the Technical Integration teams will be working closely with the Asset Management team.  These teams will help identify:
Infrastructure & Hardware needs
Integration approaches
Technical Conversion effort estimates
Gap solutions, reporting and interface requirements

**Technical resources from IPO and the Technical Integration teams will be working closely with the Asset Management team.  These teams will help identify:**
**Infrastructure & Hardware needs**
**Integration approaches**
**Technical Conversion effort estimates**
**Gap solutions, reporting and interface requirements**

**Process Team Responsibilities (continued)**

## Extended Team Responsibilities

**Include representatives from every NASA Center**
**Participate in focused sessions to review efforts of Core Team**
**Sessions will be scheduled to coincide with project activities**
**Regularly scheduled telecons to be held to facilitate ongoing communication efforts between onsite review sessions**
**Work to help develop and clarify business processes and requirements**
**Communicate with experts and end-users at respective centers **
**Gain access to others with deep skills to answer questions in order to understand and confirm business requirements and solution fit**
**Gather information on current systems, users, roles, etc.**
**Disseminate project information to centers – “Spread the Word”**
**Leverage design experience through entire project lifecycle, including individual center implementation effort**

## Process IPT Deliverables

**Define SAP Organizational Hierarchy**
**Business Blueprint Process Requirements**
**Functionality Gaps, White Paper Analysis, Recommended Solutions**
**Reports and Forms Functional Requirement Definitions (Inventory only)**
**Interface Functional Requirement Definitions (Inventory only)**
**Conversion Requirement Definitions (Inventory only)**
**Extension/Enhancement Functional Requirement Definitions (Inventory only)**

## Process IPT Deliverables

**SAP Organizational Hierarchy updates**
**The process IPT is responsible for the development of the SAP Organizational update that supports Implementation of Asset Management functionality and identify potential changes to the existing hierarchy.**
**The IPT will look at how NASA's data/information is organized in the SAP R/3 system using what is called the SAP Organizational Model **
**SAP R/3 looks at an organization as a hierarchy of business units for purposes of planning the flow of information. The most common units SAP R/3 uses are: **
**Client**
**Company**
**Plant**
**Storage Location**
**SAP R/3 uses "master data" to organize and store information in the central database. Master data forms the basis for all system processing. **
**Some types of master data include:**
**Customer**
**Material**
**Vendor **
**General Ledger**
**Equipment**
**Work Center**

## Process IPT Deliverables

**Business Blueprint Process Requirements**
**The process IPT is responsible for developing/updating the business process requirements.  The team will build the high-level process flows that represent the work flow of SAP and confirm the requirements.  The requirements will be associated with the work flow and managed throughout the entire project life-cycle.**

**Work Flow**

**Requirements**

## Process IPT Deliverables

**Functionality Gaps, White Paper Analysis, Recommended Solutions**
**Through the course of the requirements gathering and fit analysis, gaps in functionality will be identified. **
**The Process IPT is responsible for the analysis of the gap and creating a white paper.  The white paper will contain:**
**Explanation of the requirement**
**Explanation of the gap**
**Alternatives to resolving the gap**
**Advantages**
**Disadvantages**
**Impact**
**All aspects must tie back to Level IV requirements AND defined Functional Drivers**
**Recommended Alternative**

## Process IPT DeliverablesPossible Gap Resolutions

**Business Process Change** – Preferred direction and recommended solution for most situations
**User exit – **Software logic which enhances the functionality provided by a standard SAP process (similar to an extension but more limited in scope)
**Extension – **Software logic which augments the processing provided by the standard SAP system
**Bolt-On – **Third-party software product (e.g., bank card module) that will be integrated with SAP
**Interface – **Software logic which enables sharing of data between SAP and legacy systems
**User defined field – **Non-formatted data elements provided by the SAP product.  These fields may be used to capture and report data but are not accompanied by extensive processing logic

## Gap Assessment and Resolution

**Our gap resolution process balances trade-offs among business performance, schedule, and cost**

*The gap assessment and resolution process follows established IFMP procedures, with incremental support accelerators for the specific scope of this project. The sequence of gap resolution (configuration, process change, and extension) follows the proven approach used on the Core Financial Project.*

**Identify Gaps**

**Prioritize Gaps**

**Analyze Gaps**

**Define Gap Resolution Recommendation**

**NASA Procedure Change or Manual Workaround**

**Software Configuration Change**

**Extensions ****of SAP**

**Steering Committee Approval**

**Develop Business Case for SAP Modifications**

**Commit**

**Commit**

- Resolve gaps in order of priority
- Software configuration changes
- Process re-engineering or change
- Extensions of SAP

- Iterate until resolution identified for all gaps

- *

** Accelerators include pre-identified gaps and gap alternatives including supporting ABAP code where appropriate*

## RICEF Definition

**R**
**I**
**C**
**E**
**F**

**Reports – ****	****Reports that are standard in SAP or potentially built with Business Warehouse**

**Extensions - ****	****Additional functionality to meet requirements.  Can be small pieces of code added to SAP or COTS products, but is not changes to SAP**

**Interfaces – ****	****Touch points between SAP, COTs and Legacy systems that allow for the exchange of data to support business processes  **

**Forms -****	****Customizable business forms such as Bill of Lading, Receiving Slips or Purchase Orders**

**Conversions – Legacy systems and their associated data that need to be converted to SAP**

## Process IPT Deliverables

**Reports and Forms Functional Requirement Definition (Inventory)**
**The Process IPT will identify internal organization, organization-to-organization and organization-to-external organization reporting requirements**
**For each of these requirements, the team will identify which SAP Forms will need to be created or custom reports from the Business Warehouse that will need to be built**
**Interface Functional Requirement Definitions (Inventory)**
**The Process IPT is responsible for identifying non-Asset Management legacy systems that interfaces will need to be built to support business processes**
**In addition some gaps resolutions might identify current Asset Management systems that will need to remain after SAP is implemented.  In those cases, interfaces will be identified to support newly defined business processes**

## Process IPT Deliverables

**Conversion Requirement Definitions (Inventory)**
**The Process IPT is responsible for identifying those legacy systems (both Agency and Center) that are going to be replaced by SAP**
**The conversion requirements deliverable will identify those systems, indicate the information to be converted and establish a high-level estimate of work effort (volume, ease of conversion, data integrity...)**
**Extension/Enhancement Functional Requirement Definitions (Inventory)**
**The Process IPT, as a  continuation of the Gap Resolution deliverable, is responsible for developing a list of SAP extensions/enhancements**
**The Extensions/Enhancements inventory will provide basic information to support design work in the next phase**

## SAP Modules Potentially Supporting Life Cycle Phases 

**	****Plan**
**PS****	**

**	**
**	****Acquire**
**MM**
**AM**
**APO ***

**	****Operate & Maintain**
**PM****	**
**MM**
**PP **
**SD ***
**QM ***

**	****	**
**	****Dispose**
**MM****	**
**AM**

**SAP Modules Potentially Supporting Life Cycle Phases **

**Public Sector**

**Aerospace and Defense ***

**IS**

**IS**

**Environmental, Health, and Safety (EH&S) ***

*** TBD**

## Blueprint Phase Workshop Review

## Workshop Review

**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**

## Workshop Review

**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**

**Logistics****	**
**Facilities**
**Aircraft**
**Environment**

**Plan**

**Acquire**

**Logistics****	**
**Facilities**
**Aircraft**
**Environment**

**Operate****&****Maintain**

**Logistics****	**
**Facilities**
**Aircraft**
**Environment**

**Dispose**

**Logistics****	**
**Facilities**
**Aircraft**
**Environment**

## Workshop Review

**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**

**Logistics****	**
**Facilities**
**Aircraft**
**Environment**

**Plan**

**Acquire**

**Logistics****	**
**Facilities**
**Aircraft**
**Environment**

**Operate****&****Maintain**

**Logistics****	**
**Facilities**
**Aircraft**
**Environment**

**Dispose**

**Logistics****	**
**Facilities**
**Aircraft**
**Environment**

## Team Member Participation

**The team participation schedule will indicate when various skilled individuals participation will be needed.  **
**The Schedule will look 6-8 weeks out and will evolve as team leadership identifies better ways to utilize team members**

## Workshop Guidelines

**General “Ground rules”**
**General and Administrative information**
**Participant list will be circulated**
**Meeting Minutes will be taken and distributed after the meetings**
**Discussions will be time budgeted**
**Workshop topics**
**Discussions are more concerned with breadth vs. depth**
**Discussion issues/questions will be documented in a Issues List/ “Parking Lot”**
**Workshop Outcome**
**Defined goals**

## Process Team Training

## Team Training Plan / Schedule

## SAP Course ContentSAP01-Overview

**After completing this course you will be able to: **
**Explain SAP's eBusiness platform strategy and it's critical driving forces **
**Describe the key grouping of products associated with each SAP solution and area (cross industry solution, infrastructure and services **
**Make informed Business decisions founded on a conceptual understanding of an SAP implementation **
**Bring your SAP product knowledge to a baseline level that will enable you to effectively participate in a level two or level three SAP course**

**mySAP Financials **
**mySAP Business Intelligence **
**mySAP Human Resources **
**mySAP Technology **
**mySAP Internet Business Framework **
**mySAP Implementation **
**mySAP Services **

**eBusiness platform **
**System navigation **
**System-wide concepts **
**mySAP Solution Overviews: **
**mySAP Workplace **
**mySAP Supply Chain Management**
**mySAP Customer Relationship Management  **

## SAP Course ContentSCM500-Procurement

- Participants will learn about the basic SAP R/3 functions for procurement processes within the supply chain. Examples will be taken from procurement of stock material, consumable material, and external services.
- Topic-specific exercises in the SAP R/3 system will enable participants to gain first-hand practical experience of the above processes.
- A demonstration will give the participants an initial overview of the relationship between SAP R/3 and SAP APO (Advanced Planner and Optimizer), as well as the SAP Enterprise Buyer (EBP) with regards to external procurement.

- Procurement of external services
- Automated procurement
- Initial overview of SAP APO and SAP EBP
- Reporting in MM

- Basics of procurement
- Master data
- Procurement of stock material and valuation
- Procurement of consumable material

## SAP Course ContentPLM300-Plant Maintenance

- Gain an understanding of how R/3 Plant Maintenance supports critical business processes

- Perform basic system transactions using core PM functions
- Assist the project team in making the necessary implementation decisions
- Understand how Plant Maintenance integrates with other components
- Use online documentation to resolve implementation and usage issues At the conclusion of this course participants will be able to:
- Describe the Plant Maintenance functions and terminology
- Perform basic system transactions within Plant Maintenance
- Explain how R/3 Plant Maintenance supports an organization's key business processes
- Compare a company's business processes to the R/3 System's processes

- Technical objects (Functional locations,  Equipment, Bills of material (BOMs))
- Breakdown maintenance (Create, Process, Complete)
- Corrective maintenance (Notification,  Planning, Scheduling, Processing, Completion)
- External services (Purchase order, External company work centers, Service items)
- Preventive maintenance (Task lists, Single-cycle plans, Time-based strategy plans, Scheduling)
- Refurbishment (Material masters, Refurbishment orders, Controlling aspects)
- Reporting and analysis  (Plant maintenance history, Plant maintenance information history)

## SAP Course ContentPLM200-Project Systems

**This course will prepare you to identify the capabilities and processes available for use with the SAP R/3 Project System **

- Cost Planning and revenue planning
- PS cash management
- Budgeting
- Actual data and commitments
- Period end closing (Scheduling Manager)
- Information systems
- Integration to other applications

- Work breakdown structures
- Networks
- Project Builder and project planning board
- Scheduling
- Resource planning
- Materials in projects

## SAP Course ContentACNA35-Asset Accounting

**Course Objectives**
- Participants learn about the different options for configuring Asset Accounting with a goal of adapting the system to meet the needs of their enterprise
- Course also focuses on how to process business transactions and execute reports in the system
**Course Content**
- Chart of depreciation
- Depreciation areas
- Asset classes
- Master data
- Asset transactions and organizational decisions
- Valuation
- Periodic processing
- Information System
- Transfer of legacy data
- Group Assets
- Super Assets
- Scrap Keys
- Investment Measures

## SAP Course ContentLO140-Warehouse Mgmt.

- Gain conceptual information on and hands-on experience with Logistics Execution in the R/3 system. The processes in Logistics Execution contain Shipping, Warehouse Management, and Transportation processes.
- At the end of this course, participants will be able to describe the the Logistics Execution process and discuss the different procedures for goods receipts and goods issues.
- Organizational units and master data
- Goods receipt process
- Goods issue process
- Wave picking
- Inbound and outbound shipments
- Reporting (warehouse activity monitor, rough workload estimates, ALV, and LIS)

## Lunch Break

## Project Tools & Methodology

## Project MethodologyDocument Creation & Maintenance Overview

## Process Documentation FlowCreation & Approval Steps

**Process Documentation Flow****Creation & Approval Steps**

- Assign deliverable or task

- Create / Update Document

- Discuss / Finalize

- ASTL

- TM

- TM

- Review

- NSTL

- MDM

- MDM

- Updates / Revisions

- Update Document / Form status

- NSTL

- MDM

- Review

- MDM

- PTL

- OK?

- Provide Comments / Changes

- PTL

- No

- Yes

- Approve Document / Form

- PTL **/ QA***

- MDM

- Review & Respond

- NSTL & TM

- Updates / Revisions

- Create / Import to Rational**

- QA / IPO BA

****Where Applicable – see Deliverable & Tools Matrix**

- Baseline Document

- QA / IPO BA

**By / No Later Than End of Current Phase**

- PTL = Process Team Lead (either Accn or NASA)
- ASTL = Accenture Sub-Team Lead
- NSTL = NASA Sub-Team Lead
- TM = Process IPT Team Member (NASA/Accn/CC functional support)
- QA = Quality Assurance
- IPO BA = IPO Business Analyst

***QA role – responsible for reviewing documents only**
**PTL is responsible for approval & update of form status**

## Process Documentation FlowMaintenance Steps

**Process Documentation Flow****Maintenance Steps**

- Update / Change Identified

- Assign Tasks

- Request Change

- All

- ASTL

- TM

- Monitor / Review Requests

- QA / IPO BA

- MDM

- MDM

- Updates / Revisions

- Check out Document

- QA / IPO BA

- Updates Request Status & Notify Requestor

- QA / IPO BA

- OK?

- Provide Comments / Changes

- PTL

- No

- Yes

- Communicate Approval

- PTL

- Review & Respond

- NSTL & TM

- Update Request Status

- TM

- Attach Revised Doc to Request

- Update
**Word**** / Visio **Document

- TM

- Discuss / Finalize

- TM

- Review

- NSTL

- Communicate Approval or Changes

- NSTL

- Review

- PTL

- Updates / Revisions

- MDM

- MDM

- Review Request Update

- Check-in Revised Doc

- Close Request

- MDM

- MDM

- Rational

- Rational

- QA / IPO BA

- QA / IPO BA

- QA / IPO BA

- Via email

- MDM

- TM

- PTL = Process Team Lead (either Accn or NASA)
- ASTL = Accenture Sub-Team Lead
- NSTL = NASA Sub-Team Lead
- TM = Process IPT Team Member (NASA/Accn/CC functional support)
- QA = Quality Assurance
- IPO BA = IPO Business Analyst

## Project Tools

## Project Management & Administration

**Key Project Tools**
**MS Outlook**
- Day-to-day communication
- Schedule meetings
**MDM**
- Most project deliverables
- Key, cross-team documents
**Rational Toolset**
- RequisitePro for baselined/approved requirements
**Shared drive**
- MS Office-based documents
- Working or “in process” documents
**Visio**
- Process flows

## IFMP Requirement & 

**Test Management Process**

**Describe the business process associated with each activity in the MDM form**

**Export the approved activity into a Word document that becomes the ‘Use Case’**

**Import the Word Document into RequisitePro, mark and store the requirements in the requirements database**

**Import requirements into TestDirector**

**Create test plans in TestDirector to cover each requirement**

- For custom development, create a software specification or development approach form, mark and store the requirements in the database

## RequisitePro – Use Case

## RequisitePro – Traceability

## RequisitePro to TestDirector Synchronization

**RequisitePro**

**TestDirector**

*import*

## Tools Overview

**MDM Overview**
**MDM Views**
**MDM Forms**
**MDM Help**
**Shared Drive Overview**

## Methods Delivery Manager (MDM)

**Methods Delivery Manager (MDM)**

## What is the scope of the MDM?

- _Organizational Design &_
- _Enablement_

- _Custom Development_

- _Change Control_

- _Systems Investigation Requests_

- _General Document Repository_

- _Issues, Action Items, & Questions_

- _Product_
- _Testing_

- _Readiness_
- _& Deployment_

- _Business_
- _Design &_
- _Prototype_

- _Project_
- _Roster &_
- _Contacts_

- _Meetings_
- _Management_

- _Glossary_

- _Reference_
- _Model_

- _Project_
- _Communications_

- _Project_
- _Management_

- _Project_
- _Handbook_

**Project Lifecycle**

**Project Management**

**Project Administration & Reference**

**What is the scope of the MDM?**

## Competency Roles

**Process & Technology**

**Technology**

**Change Management**

**General Databases Used by all Competencies**

**Process, Technology & Change Management**

**	****MDM databases are divided by competency roles**
**Who utilizes each database?**
- On a project, each competency group tends to work within particular databases
- The purpose of this diagram is to indicate which databases are used most frequently by which competency
- Although one database may be used primarily by your competency that does not mean it will not be used by other competencies throughout the project’s lifecycle
- In addition, any changes logged in one database will in turn update information in other related databases regardless of competency use

**Process**

**Competency Roles**

**Notes:**
In this presentation, we will cover only the key databases that you will use on projects.  A handout will be distributed that lists the names and functions of all of the databases that could be used.
Management Databases
1.  Issues Management		4.  Scope Management
2.  Status Management		5.  Assessment Tool
3.  Standards / Procedures
Design and Delivery Databases
1.  Business Strategy		7.  Solutions Prototype / Testing
2.  Process Model		8.  Security Model
3.  Technical Model		9.  Data Dictionary	
4.  People Model		10. SIR Tracking
5.  Solution Papers		11. Product Test
6.  Solution Configuration
Administration Databases
1.  Meetings Management		6.  Communications Management
2.  Project Bulletin Board		7.  Change Control
3.  Project Discussion		8.  Project Scheduler
4.  Roster and Contacts		9.  Environment Management
5.  Document Library		10. Help Desk

## Methods Delivery Manager (MDM)

**Business Design and Prototype**
**Repository for process design documentation including processes, sub-processes, activities, and scripts**

**System Investigation Requests**
**Captures, monitors, and tracks all discrepancies discovered in the ERP system during the testing phase (s) of each release**

**Product Test**
**Captures test cases, test conditions, and execution logs to support the product test phase of an implementation**_** **_

**Custom Development**
**Repository for application definitions, gap definitions, conversion approaches, and functional and technical design documentation**

**Organizational Enablement**
**Captures end user focused information including activity group/ roles, user data, and security profiles**

**Deployment Enablement**
**Captures communication and deployment information including readiness scorecards, post go-live diagnostics, contingencies, and implementation monitoring**

**Project Management**
**Captures status documentation, risks, and schedule phases and gates**

**Project Handbook**
**Repository for project standards, procedures, and approaches**

**Issues Management**
**Captures, tracks, and analyzes all project related issues and resolutions**

**Project Glossary**
**Captures key terms used in the MDM**

**Project Roster and Contacts**
**Captures information regarding all personnel working on or connected with the project**

**Meeting Management**
**Captures project team meeting schedule and minutes**

**Document Repository**
**Repository for all project documentation that cannot or should not be created or stored in another MDM database**

**A Fully Integrated Delivery Toolset...**

**When to use the MDM:**
- _Planning_: pre-populated materials may ultimately include processes, scripts, end user roles, and security profiles
- _Delivering:_  forms capture system and procedural documentation used to deliver successful client solutions
- _Managing:_  views and forms communicate project status to support on-time delivery as well as the delivery of a quality solution.

**Methods Delivery Manager (MDM)**

## MDM Document Flow

**MDM Document Flow**

- Prototyping

- Scenario

- Customizing

- Customizing
- Guidelines

- Customizing
- Control

**Business Design**
**and Prototype**

- Process

- Sub Process

- Activity

- Script

- Current Design (Optional)

**Organizational Enablement**

- User

- Information

- User Group

- information

- Role

- information

- Training

- Course

- Information

- Training

- Course

- Conducts

- Security

- Profiles

- Profile Testing

- Training

- Logistics

- Information

- Training

- Evaluation &

- Proficiency

- Requirement

**Deployment **
**Enablement**** **

- Communication

- Contingencies

- Indicators

- Common SIRs

- Post Go Live Scorecard

- Readiness Scorecard

- Post Go Live Diagnostics

- Deployment Schedule

- Communication Feedback

***Process****** Referencing***

**Custom **
**Development**

- Report

- Definition

- Extension

- Definition

- Form

- Definition

- Interface/

- Conv

- Definition

- Conv. Approach
- Decomm. Plan
- Gap Definition

- Application
- Definition

- EDI

- Definition

**Data Dictionary Forms**

- Data Element

- Matchcode ID

- View

- Domain

- Lock Object

- Matchcode

- Table/

- Structure

- Type Group

- Change
- Tracking

- SAP Object

- Migration

**Requests**

- Test Case

- Test Condition

- Execution Log

**Product**
**Test**** **

## MDM Views

**Views are used to generate “reports” of information stored**
**Views are helpful to:**
**Guide/facilitate flow of information between teams**
**Manage assignments**
**Track deliverable status**
**All requests for new views or changes to existing views must be routed through your Team Lead**

## Sample View

## MDM Forms

**Forms are MDM documents which store data**
**Forms capture text, links to other MDM documents, and attachments to office-based documents**
**Changes to forms must be routed through your Team Lead**

## MDM Help

**Help is available for each database**
**Help about the database (purpose of the database)**
**Use menu path Help > About This Database**
**Help about using the database (overview of database, process flow, etc.)**
**Use menu path Help > Using This Database**
**Standards are developed for each database with instructions for completing each form**
**Standards will be stored in the MDM Project Handbook**

## MDM Details

**Project Roster**
**Document Repository**
**Meeting Management**
**Issue Management**

## Project Roster

**This database stores information regarding all personnel working on or connected with the project**
**Project Roster values are used as selection values for fields with team member names in all MDM databases**
**The Project Roster will replace existing team phone list once all team members enter roster information**

## Document Repository

- This database serves as the repository for all project documentation not specifically created and stored in predefined forms within the project databases including:
**Position Papers**
**Key Configuration**
**Master Data Definition / explanation**
**Organization Hierarchy information**
- Position Papers or 'white papers' provide overall or high level business rationale, considerations, and resolutions behind major design deliverables
- External files and objects may be linked into this database to provide a single point of access for all project documentation

## Meeting Management

**Meeting Management database stores information regarding meetings including meeting notes and attendees**
**Meetings will be scheduled through MS Outlook**
**Minutes of meetings will be stored in the MDM Meeting Management database**
**Key discussion points**
**Action items**
**Outcomes / Decisions**

## Issue Management

**This database serves as the main repository for project issues and action items**
**It serves as a reporting / tracking / analysis tool for all reported issues, responses, and resolutions**
**Action items are also reported and tracked**
**All team members should review Action Items and Issues**

## Issue Management

**Issue is defined as a significant matter requiring a choice of two or more design, management or policy alternatives**
**  **
**Issues are typically characterized by the following:****	**
**Choice affects project scope, cost, schedule or system design significantly**
**Choice requires an interpretation of user, quality and  technical requirements**
**Multiple design or management alternatives exist**
**Multiple teams or areas may be affected**
**Information required to document and resolve an issue:**
**Descriptive**
**Type and level, reported by, owner,priority, status....**
**Content**
**Description, possible resolution alternatives, escalation information,recommendation and rationale, cost & schedule impact, approval data...)**

## Shared Drive Overview

**Project ‘Shared’ drive for all working and reference documents**
**Common repository intended to represent ongoing work and/or completed documentation.**
**Existing structure accommodates all IPTs**
**Folder substructure to be determined by IPT leads to support project activity and requirements.**
**Initially for onsite use only, until remote access is established**

## Afternoon Break

## SAP Organizational Hierarchy Review

## Definition of the SAP Hierarchy determines how transactional data will be organized in the SAP database
Key decisions to be made with implications beyond IAM Project
Framework in place as defined during the Core Financial Project
Org Hierarchy elements represent touch points across functional teams and business functions for NASA
Critical aspect – include flexibility to cope with new business requirements that require potentially unique SAP configuration settings
SAP Hierarchy Workshop objectives
Initiate the process of asking the right questions in regard to key configuration settings in the SAP system
Prepare a foundation of preliminary decisions and layout potential solution options
Identify key issues that need additional investigation
Gain high level of confidence that the solution develops in the right direction
SAP Hierarchy Workshop Outcome
Set of preliminary decisions
Solution options coupled with key assumptions
List of more questions to ask to define a feasible solution option for NASA
Identify follow-up points for further discussion with other IFM projects / Competency Center

**Key decisions to be made with implications beyond IAM Project**
- Framework in place as defined during the Core Financial Project
- Org Hierarchy elements represent touch points across functional teams and business functions for NASA
**Critical aspect – include flexibility to cope with new business requirements that require potentially unique SAP configuration settings**
**SAP Hierarchy Workshop objectives**
- Initiate the process of asking the right questions in regard to key configuration settings in the SAP system
- Prepare a foundation of preliminary decisions and layout potential solution options
- Identify key issues that need additional investigation
- Gain high level of confidence that the solution develops in the right direction
**SAP Hierarchy Workshop Outcome**
- Set of preliminary decisions
- Solution options coupled with key assumptions
- List of more questions to ask to define a feasible solution option for NASA
- Identify follow-up points for further discussion with other IFM projects / Competency Center

**SAP Hierarchy – What & Why**

## SAP Hierarchy Concept

## SAP Hierarchy Organizational Structure - All Modules

**Client**

**Sales **

**Organization**

**Storage Location**

**Cost**
**Center**

**Plant**

**Plant**

**Controlling Area**

**Cost**
**Center**

**Work Center**

**Work Center**

**Work Center**

**Distribution**

**Channel**

**Sales Area**

**Plant Section**

**Department**

**Financial**

**Human Rsrc**

**Sales/Distrib**

**Production**

**Division**

**Shipping**

**Point**

**Sales Office**

**Controlling Area**

**Profit**
**Center **

**Sales Group**

**Purch Group**

**Mats Mgt**

**Cost**
**Center**
**Group**

**Chart of Accounts**

**Company**

**Bus Area**

**Bus Area**

**Purchasing**
**Organization**

**Profit**
**Center**
**Group**

## Master Data Hierarchy Elements
Material Master
Vendor Master
Customer Master
Employee Master
General Ledger Accounts
Cost Center Master

**Material Master**
**Vendor Master**
**Customer Master**
**Employee Master**
**General Ledger Accounts**
**Cost Center Master**

**SAP Hierarchy*****Examples***

**Other Types of Hierarchy Elements**
**Legal Entity**
**Cost Center structure(s)**
**Plant(s) **
**Project(s)**
**Other Cost Elements**

## Core Financial Hierarchy Focus Areas

**Core Financial Hierarchy Focus Areas**

**Client**

**Sales **

**Organization**

**Storage Location**

**Cost**
**Center**

**Plant**

**Plant**

**Controlling Area**

**Cost**
**Center**

**Work Center**

**Work Center**

**Work Center**

**Distribution**

**Channel**

**Sales Area**

**Plant Section**

**Department**

**Financial**

**Human Rsrc**

**Sales/Distrib**

**Production**

**Division**

**Shipping**

**Point**

**Sales Office**

- Controlling Area

**Profit**
**Center **

**Sales Group**

**Purch Group**

**Mats Mgt**

**Cost**
**Center**
**Group**

**Chart of Accounts**

**Company**

**Bus Area**

**Bus Area**

**Purchasing**
**Organization**

**Profit**
**Center**
**Group**

**Purchasing**
**Organization**

**Purch Group**

## Legal Entity – One company code (NASA)
Business Area – represents each NASA installation
Plant – represents each NASA installation for procurement / purchasing functions
Storage Locations – each NASA installation and primary satellite locations (Plumbrook, White Sands, etc...)
Material Master – only used to support resource related billing for Reimbursable processing
Vendor Master – used for purchasing and travel processes
Customer Master – used for Reimbursable & Non-reimbursable processes
General Ledger Accounts – budgetary & proprietary; USSGL
Cost Center Master – represents organizational entities and Cost Pools
Internal Orders – represent NASA’s Function Code; used in procurement functions

**Business Area – **represents each NASA installation
**Plant – **represents each NASA installation for procurement / purchasing functions
**Storage Locations – **each NASA installation and primary satellite locations (Plumbrook, White Sands, etc...)
**Material Master – **only used to support resource related billing for Reimbursable processing
**Vendor Master – **used for purchasing and travel processes
**Customer Master – **used for Reimbursable & Non-reimbursable processes
**General Ledger Accounts – **budgetary & proprietary; USSGL
**Cost Center Master – **represents organizational entities and Cost Pools
**Internal Orders – **represent NASA’s Function Code; used in procurement functions

**Core Financial Hierarchy*****Framework Elements***

## Preliminary IAM Hierarchy Focus Areas

**Sales Group**

**Preliminary IAM Hierarchy Focus Areas**

**Client**

**Sales **

**Organization**

**Storage Location**

**Cost**
**Center**

**Plant**

**Plant**

**Controlling Area**

**Cost**
**Center**

**Work Center**

**Work Center**

**Work Center**

**Distribution**

**Channel**

**Sales Area**

**Plant Section**

**Department**

**Financial**

**Human Rsrc**

**Sales/Distrib**

**Production**

**Division**

**Shipping**

**Point**

**Sales Office**

**Controlling Area**

**Profit**
**Center **

**Purch Group**

**Mats Mgt**

**Cost**
**Center**
**Group**

**Chart of Accounts**

**Company**

**Bus Area**

**Bus Area**

**Purchasing**
**Organization**

**Profit**
**Center**
**Group**

## Questions & Answers

## Day 2 Wrap-up and Closing Comments

## Opening Comments			P. Cucarola	8:30a – 8:40a
Next Steps Planning	
Change Management Next Steps	J. Graves	8:40a – 9:10a
Homework Assignments		D. West	/	9:10a – 10:00a					M. Rhody
BREAK						10:00a – 10:15a
Open Question & Answer		Panel		10:15a – 11:30a
Day 3 Wrap-Up and Closing		P. Cucarola	11:30a – 12:00p

**Next Steps Planning****	**
**Change Management Next Steps****	****J. Graves****	****8:40a – 9:10a**
**Homework Assignments****	****	****D. West****	****/****	****9:10a – 10:00a****	****	****	****	****	****M. Rhody**
- BREAK**	****	****	****	****	****	****10:00a – 10:15a**
**Open Question & Answer****	****	****Panel****	****	****10:15a – 11:30a**
**Day 3 Wrap-Up and Closing****	****	****P. Cucarola****	****11:30a – 12:00p**

**Agenda****Day 3 – Wrap-Up****8:30 am – 12:00 pm**

## Next Steps Planning

## Next Steps Planning  – Change Management

**What?**
**Review and update center-specific information**
**Provide / Develop Organization Chart**
**Preliminary Stakeholder Identification**
**Determine “best” Communication Vehicles**
**Applicable electronic templates to be provided**
**Who?**
**Coordinate through center POC / Implementation Project Manager (single point of contact)**
**Submit questions & final forms to John Graves via center POCs**
**When?**
**No later than July 16, 2004**

## Stakeholder Identification

**Next Steps Planning  – Change Management**

## Stakeholder Identification Objectives and Definitions

**During the Blueprint  Phase, the IAM Team will try  to gain a high-level understanding of who is impacted by the IAM Project change effort at the macro, or organizational, level. **** **
**This exercise will yield a list of key stakeholder groups to be affected by the change. **** **
**Stakeholder Group**
**Any group who is impacted by the process, technical and/or organization changes brought about by, or has influence over the success of, the implementation of IAM.**

## Stakeholder Identification

**Executive Management**
**Department Level Management**
**IAM End Users**
**Support**
**External/Customers**
**Unions**

## Communication Vehicles

**Next Steps Planning  – Change Management**

## Communication Vehicles

**Identifying and using effective communication vehicles is key to the success of any communication effort**
**Communication Team will utilize existing vehicles and, if appropriate, create new ones to communicate IAM messages**
**Communication Team will solicit input from various Centers and other key stakeholders to determine the most appropriate and effective vehicle for each communication**

## Communication Vehicles

**Consideration in these decisions will be based, in part, on:**
**The audiences’ preferred vehicle for receiving communications**
**The audience size and geographic dispersion**
**The nature and type of the communication**
**Recognized communication best practices**
**Organizational norms and standards**
**New and innovative means for effective communication**
**The frequency of use for each vehicle**

## Communication Vehicles

**Vehicles used to communicate with Agency and Center audiences could include:**
***E-Mail ***
***Voice Mail***
***Focus Groups ***
***Meetings***
***IFM Program Website/Portal***
***Posters***
***Presentations***
***Status Reports***
***Video Teleconferences (ViTs)***
***Teleconferences***
**Information Packets **
**Handouts**
**Briefings**
**Road Shows**
**Brochures**

## Center Homework Assignment(Center Data Call)

## Next Steps Planning  – Center Homework Assignment

**What?**
**Review and update center-specific information**
**Applications**
**Interfaces**
**Hardware**
**IT Projects**
**Electronic template to be provided**
**Who?**
**Coordinate through center POC / Implementation Project Manager (single point of contact)**
**Submit questions & final forms to Mike Rhody via center POCs**
**When?**
**No later than July 16, 2004**
***Detailed Handout Walkthrough***

## NASA IT Application Data Request General

## NASA IT Application Data Request Hardware & Operations

## NASA IT Application Data Request Interfaces

## NASA IT Application Data Request Initiatives

## Project Pre-Read Materials

## Next Steps Planning  – Project Background Pre-Read

**What?**
**Existing Process Map**
**IAM Scope Document**
**High level Work Plan**
**NASA Resource Schedule and Team Assignment**
**IAM Kickoff Presentation Materials**
**Who?**
**All IAM Project Team Members**
**When?**
**Prior to attending your first workshop session**
**Where?**
**Website – ****http://iam.nasa.gov/**
**Shared drive**
**When onsite initially until remote access is established**
**Why?**
**Gives project overview and background**
**Provides foundation of understanding**
**Allows for proper planning of your activities**

## Morning Break

## Open Question & Answer

## Day 3 Wrap-up and Closing Comments