20120319 cg-lims dev team kickoff meeting

Coast Guard Logistics Information Management System (CG-LIMS)

Update for Development KickoffCG-9334 | CAPT Daniel Taylor

Development Team | 19 Mar 2012

UNCLASS | Update for Dev Kickoff | CG-9334 | CAPT D. Taylor | Development Team | 19 Mar 2012 2

Vision

To modernize logistics information

systems to support common processes

across the enterprise

https://cgportal.uscg.mil/lotus/myquickr/-cg-lims-desc-cg-logistics-infor-management-sys-/all-about

Purpose

Provide background needed to

understand project and

excite you to deliver a

great tool

Download from

Slideshare: http://slidesha.re/KICKOFF

CG Portal: https://cgportal.uscg.mil/CTL/4YA4H7


We exist to reduce the burden on the field


It takes a lot of expensive assets to accomplish Coast Guard missions


Property, Plant and Equipment:

$18 B

21% of Balance Sheet Assets

“The U.S. Coast Guard accounts for more than 50% of the property, plant, and equipment of DHS”

Coast Guard manages over half of DHS PP&E to accomplish its 11 missions


Asset Coast Guard ($M) CG % of DHS PP&E (FY 2009)

Total General PP&E, Net 9,170 52

Drivers:

Construction in Progress 4,102 24

Total Personal Property 3,844 22

Vessels 2,540 14

Aircraft 1,026 6

Small Boats 235 1.3

Four major types of Coast Guard assets managed by Logistics / Service Centers


Cutters, Boats, GSE, and all

attached comms, sensors, and electronics

Airframes, GSE, and all attached comms,

sensors, and electronics

All physical structures plus

facility support and transportation infrastructure

All information infrastructure not

physically attached to a moveable asset

AviationSurface Forces C4ISRShore Infrastructure

Different asset types managed with different logistics processes and IT


• O&M ~ $1.2-Billion annually

• 10% improvement ~> $120M/y

• Improvement opportunities are profound

• Concept of common support processes across asset types has been proven by CG.

• CG-LIMS is targeting deterministic support process which will allow simulation and modeling

• Processes are tied to industry standards

• COTS IT tools are designed for same industry standards

• O&M ~ $1.2-Billion annually

• 10% improvement ~> $120M/y

• Improvement opportunities are profound

• Concept of common support processes across asset types has been proven by CG.

• CG-LIMS is targeting deterministic support process which will allow simulation and modeling

• Processes are tied to industry standards

• COTS IT tools are designed for same industry standards

Measure Vehicles C4ISR Facilities Vessels Aviation

# Assets/ Systems

~3800(O & L)

~70 ~26000 ~2000(ships & boats)

204

% of Total O&M

1% 17% 20% 23% 39%

TAV Fair Poor Poor Poor Excellent

Configuration Management

None Good None Poor Good

Mission Capability

Not Measured

Based on Casualty Reports

Not Measured

Based on CasualtiesReports

Measured

Cost to Operate ($/H)

Not Measured

Not Measured Not Measured

Not Measured Measured

Cost to Maintain

Inferred from Budget




Measured

Supply tied to Maintenance

None None None None Statistically

Supply tied to Operations

None None None None Statistically

Operational & Budgetary DSS

None None None Fair Robust

Separate logistics systems are feeding multiple financial systems


CG has 8 mixed logistics / financial systems

Will replace multiple mixed custom systems with one COTS

logistics tool interfaced with one COTS core accounting

system

First change business, then change IT

“Any unit in the Coast Guard with a support issue has a single point of contact for entry into our mission support system. We are now moving to induct our legacy assets into a unified logistics management information system that will be used by all logistics centers.”

Admiral Allen

State of the Coast Guard Address

February 12, 2010


http://www.uscg.mil/comdt/about_commandant/Allen.jpg

CG-LIMS remains a priority

“Moving Modernization forward to completion is one of my highest priorities and central to my principle of ‘Steadying the Service.’ ”

ADM Papp ALCOAST 291/10


Logistics modernization strategy focused on business before IT

Establish logistics model based on aviation best practices

Established requirements based on four logistics cornerstones

• Configuration management

• Total asset visibility

• Bi-level (operational and depot) maintenance

• Product line management

Business transformation underway

• Stood up Logistics / Service Centers

• Started with small boat product line, leveraging aviation IT tools to implement common processes


Legacy aviation tools unable to fill all enterprise asset needs

Unable to plan, source, deliver, maintain operational capabilities at enterprise level

• No deterministic link between maintenance and supply

• No support for deployed operational forces

• No enterprise-wide Total Asset Visibility (TAV)

• No transaction level detail to core accounting system

Becoming unsupportable after 20 + years of use


CG-LIMS will fill capability gap

Coast Guard missions require high value assets that must be maintained throughout their life cycle

Modern, properly implemented, supportable off-the-shelf tools

• CG-LIMS will preserve & interface with ALMIS operations-related components

• CG-LIMS will support enterprise logistics and financial requirements

Critical for financial compliance


CG-LIMS will support product lines in a Bi-Level maintenance model at the logistics/service centers, with Configuration Mgt (CM) fed by Tech Info Mgt (TIM), capturing Maintenance Mgt (MM) information, which will drive Supply Chain Mgt (SCM) delivering operational capability.

Enterprise Decisions

Financial Management (CFO)

Product

Line

Mgt

CG Modernization

CG-LIMS (OV-1) 01-Sep-2009

Coast Guard Logistics Information Management System

CG-LIMS (OV-1) 01-Sep-2009

Coast Guard Logistics Information Management System

MPC------------------------------------------------------------------------------------------------

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

MPC------------------------------------------------------------------------------------------------

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

Knowledge

O-Level

&

D-Level

CMTotal

Asset

Visibility

Operational Tempo and Availability requirements create demand signal for support which is captured in CG-LIMS; maintenance, parts, and asset status visible to enterprise. Operational assignments and cost will be optimized; relationship measurable; budgets defendable. Financial integration is critical.

Logistics &Service Centers

ForceCom

DoD & OGA’s

Remote Ops support(satellite not included)

Data

CG-LIMS

AOPS

MISLE

Others

OSC

C4ISR & Facilities

CM SCMTIM MM+

CG-LIMS

Data

PrivateIndustry

Cost

Availability

OpTempo

16

http://cgvi.uscg.mil/media/main.php?g2_itemId=107485




http://cgvi.uscg.mil/media/main.php?g2_itemId=222216&g2_imageViewsIndex=1

It should be easy and consistent


“The logistics system will have a uniform look and feel that does not vary by platform, equipment, unit type, or geographic location. This will be accomplished through standard, integrated policies, business practices, and information systems, which will not vary with platform design or mission.”

COAST GUARD ENGINEERING LOGISTICS CONCEPT OF OPERATIONS (ECONOP)

31 May 1994

Business model in brief

Acquire assets needed for mission

Manage configuration of those assets

Do analysis to determine O and D level maintenance

Develop supply chain to meet maintenance needs

Resource O & D level to complete maintenance to provide mission ready assets


Need linked IT capability for mission support


Operations Configuration Maintenance Supply Chain Budget

MPC---------------------------

Change

We know we need this kind of integrated capability. We do not have a system that does this for us today.We know we need this kind of integrated capability. We do not have a system that does this for us today.

:

Predictable time on mission, and predictable time on liberty.

Requirements development process

Started with baseline documentation

• Aviation Business Model

• Statutory and Regulatory Requirements

• Workforce Performance Model processes from LMTO and LTPIO

• DHS RMTO participated in CG-LIMS Requirements IPT

Using Enterprise Requirements and Architecture Tools

• TEAMS (The Enterprise Architecture Management System), consisting of:• DOORS (Dynamic Object Oriented Requirements System)

• SA (System Architect)

Framework

• DHS Service Oriented Architecture Framework & DHS Enterprise Architecture

• DoD Architectural Framework (DoDAF Ver 1.5, Zachman Based)

• Federal Enterprise Architecture (FEA)

• National Information Exchange Model (NIEM)


Requirements standards … we try not to make anything up

Functional:

• Configuration Management: MIL-HDBK-61A (consistent with EIA-649-A National Consensus Standard for Configuration Management)

• Maintenance Management: MIL-P-24534 (NAVSEA), 00-25-403, 00-25-406 (NAVAIR), MSG3 (ATA), RCM Handbook (NAVSEA)

• Supply Chain Management: SCOR Model

• Technical Data Management: S1000D

External Interface

• Financial

• Human Resources

• Operations


Produced clear enterprise requirements

ORD approved by USM Aug 2011

Single business process

Enterprise scope

All assets: aviation, surface, C4IT, shore


https://cgportal.uscg.mil/dm/atom/library/838a39804d938eb99baedb29e95cdc51/document/d25ffa804d956b04845d96fb01f19edc/media?resolve=true

https://cgportal.uscg.mil/dm/atom/library/838a39804d938eb99baedb29e95cdc51/document/b904f00042dc0928b535b761101f9a87/media?errorPage=true

https://cgportal.uscg.mil/CTL/10PNTFZ

https://collab.uscg.mil/dm/atom/library/6f67fd804e01f6af8b1beb8f05217b04/document/bf6d5e00463579429153dff8636c53df/media?errorPage=true&resolve=false

Key Performance Parameters (1 / 2)


KPP Threshold Objective

1. Operational Availability

CG-LIMS shall provide an operational availability of at least 98.6%.

CG-LIMS shall provide an operational availability of at least 99.2%.

2. Operational Reliability

CG-LIMS shall provide an operational reliability of at least 93.1%.

Same as threshold

3. System Response

CG-LIMS shall accommodate a registry of 56,000 named users with up to 35,000 concurrent users with no more than 5 seconds for any page to be displayed and 10 seconds for acknowledgment of any transaction.

CG-LIMS shall accommodate a registry of 56,000 named users with up to 35,000 concurrent users withno more than 3 seconds for any page to be displayed and 5 seconds for acknowledgment of any transaction

4. Financial Compliance

For every transaction meeting the definition of a financial event in accordance with FSIO OFFM-NO-0106, CG-LIMS shall capture 100% of the data required for FFMIA compliance.

Same as threshold

Key Performance Parameters (2 / 2)

* For every segment of CG-LIMS implementation, financial managers of the Coast Guard shall have access to the transaction-level detail of each financial event for purposes of reconciliation and producing financial reports. To achieve FOC, CG-LIMS shall automate the integration of this data with the general ledger and enterprise core accounting system.


KPP Threshold Objective

5. Financial TransactionVisibility *

CG-LIMS shall provide financial managers access to 100% of transaction-level detail for each financial event within 24 hours of posting.

CG-LIMS shall provide financial managers access to 100% of transaction-level detail for each financial event within 1 hour of posting.

6. Asynchronous Endurance

The system shall implement mechanisms to process CG-LIMS activities at units operating inasynchronous environments for at least 3 months with zero network connectivity.

The system shall implement mechanisms to process CG-LIMS activities at units operating in asynchronous environments for at least 6 months with zero network connectivity.

7. Security Provide for sensitive but unclassified, and/or unclassified information in accordance withCOMDTINST M5500.13 (series) and COMDTINST 5500.21, and maintain the standards set forth in NIST 800-37 and other application security documents to protect against unauthorized disclosures of privacy information.

Same as threshold

Completed alternatives analysis

Single Vendor COTS is preferred alternative

Seven approaches identified, preliminary analysis resulted in four “viable”

AA assessed four viable approaches and Status Quo


ApproachTechnical feasibility

Schedule feasibility

Cost control

Consistency with best practices

Status Quo

Open Source Software Previously Customized for Other Government Agency

Custom System Development Single-Vendor COTS Solution Multi-Vendor COTS Solution

SaaS / Vendor Hosted Solution

Think Big

Plan Big

Start Small

Deliver Quickly


Constrained budget:

Limits AC&I project scope


Constrained budget:

Allows us to start small & deliver quickly


Sponsor waived requirements, VCG requested downgrade to non-major

“I am limiting the scope… based on affordability constraints.”

“System requirements will be rank-ordered into a ‘product backlog’ for each segment. Any requirements which cannot be incorporated into a given segment will be incorporated into the next segment’s build.”


Investment decision limits scope

Replace ACMS and AMMIS with COTS

Meet planned initial requirements

Consistent with appropriations thru FY 13

Creates foundation for CG-wide system


ALMIS

VLS

SAM

OTHER

Segment 1

Segment 2

Segment 3

Segment 4

Segment 5

FUNDED

NOT

FUNDED

in current AC&I

CG-LIMS project

What is CG-LIMS?

Vision: To modernize logistics information systems to support common processes across the enterprise

Technology refresh of legacy ALMIS using COTS and enterprise requirements


Will connect to modern-browser based tools, will replace character based tools


Interface with ALMIS Electronic Asset Logbook & COTS Business Intelligence tools

Incrementally replace and fill capability gaps in character-based applications

Think big and start small(As briefed to DCMS April 2011)

This is a technology refresh

We’ve done this before

ALMIS

– AC&I funded project

– Leveraged AMMIS and ACMS

– Replaced portions of legacy systems, delivered new capability

– Had clear demarcation between OE maintenance and AC&I

– Followed single process to move from requirements to production

– Fielded in increments

– No more documentation than needed to deliver capability


CG-LIMS Solves Business Need

Connect Maintenance to Supply

Connect Logistics System to Financial System

Connect deployed Coast Guardsmen to Logistics System


CG-LIMS Implements Cornerstones of Coast Guard Business Model


Total Asset Visibility

Bi-level maintenance

Project Line Management


CG-LIMS Benefits

Business case built on three tangible benefits:

• Reduced spares required to sustain assets

• Reduced asset provisioning cost

• Increased personnel efficiency


Strategy: COTS Tech Refresh of Legacy ALMIS with enterprise requirements

Downgrade to non-major project to align governance with investment

Prioritize to deliver in two week sprints and six month segments

Replace ACMS on HC-144 in first year

Establish Coast Guard as System Integrator

• CIO designated ALC System Development Agent (SDA)

• CIO designated OSC hosting facility

• PMO contracting for tool configuration and training expertise to support SDA

Select mature COTS Enterprise Asset Management software

• Configure to match business process

• Adhere to industry standards and Coast Guard best practices

• Minimize customization


Will deliver in three segments

1. Configuration Management and Maintenance Management

Know and take care of what we have

2. Supply Chain Management

Get parts where they’re needed

3. Technical Data Management

Manage tech data for what we have


Project Structure


FY 10 & prior

FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 FY 17

Approp$M 8.4 6 6.5 2.5 2.5 2.5 2.5 10

Obl$M 4 1.2

Carryover$M 4.4 9.2

AcquisitionPlanning

COTS SW Selection

Cnfg1a

DeployC-144

Deploy per Implementation Plan

Cnfg1b

Cnfg2

Cnfg3

Segment 1a: Configuration & Maintenance Mgt Segment 1b: Asynchronous capabilitySegment 2: Supply Chain MgtSegment 3: Technical Information Mgt

SW Tool Contract

Configuration SME Contract

Training Contract

Accomplishments Previous Six Months

Aug 2011: ORD approved (https://cgportal.uscg.mil/CTL/10PNTFZ)

Oct 2011: SDLC Planning & Requirements Phase done (https://cgportal.uscg.mil/CTL/172E40I)

Dec 2011: COTS Software source selection done (http://cgportal.uscg.mil/CTL/MNGZFM)

Jan 2012: OSC began setting up hosting environments

Jan 2012: SDLC Design Phase done (https://cgportal.uscg.mil/CTL/1KH5VGY)

Jan 2012: Standing up development team

• OSC / ALC / PMO planning for iterative releases using Agile scrum process

Jan 2012: Downgrade memo signed by VCG and submitted to USM

(https://cgportal.uscg.mil/CTL/1AZ8VZI)

Jan 2012: Development team started first two-week sprint

Jan 2012: Briefed CG EAB (https://cgportal.uscg.mil/CTL/1MR5L1F)

Jan 2012: Demo environment established at OSC

Feb 2012: Phase Exit Review Board approved entry into SDLC Dev & Testing Phase

Mar 2012: Task Order awarded for configuration SME


https://cgportal.uscg.mil/CTL/10PNTFZ

https://cgportal.uscg.mil/CTL/172E40I

http://cgportal.uscg.mil/CTL/MNGZFM

https://cgportal.uscg.mil/CTL/1KH5VGY

https://cgportal.uscg.mil/CTL/1AZ8VZI

https://cgportal.uscg.mil/CTL/1MR5L1F

Completed Software Source Selection

BPA has enough licenses for enterprise

Mythics of Virginia Beach

• Oracle E-Business (same as CAS)

• Ventureforth vMobile

First order (40 licenses) for initial configuration

Maps each ORD requirement to specific software module





Completed Design PhasePhase Exit Review Board on 24 Feb

Artifacts collaboratively written & reviewed by PM IPT of Sponsor, Tech Authorities, CG-8 PMO, APO, KO, Counsel




PMO / ALC / OSC Integrated Master Schedule


IMS maintained at: https://cgportal.uscg.mil/CTL/IM1JZO

UNCLASS | Update for Dev Kickoff | CG-9334 | CAPT D. Taylor | Development Team | 19 Mar 2012

What will next year look like?

Small• CIP constrained

• Leveraging ALC and OSC … must prioritize scarce human capital

Agile• Transparent

• Prioritized

• Timeboxed

Commercial off the Shelf• Out of the box, including language

• Configured, not customized

• We’re paying the cost, let’s get the benefit

44

Agile Values

We are uncovering better ways of developing software by doing it and helping others do it. Through this work we have come to value:

Individuals and interactions over processes and tools

Working software over comprehensive documentation

Customer collaboration over contract negotiation

Responding to change over following a plan

That is, while there is value in the items on the right, we value the items on the left more.

http://www.agilemanifesto.org


Challenges

Integration (organizations and technical)

Financial System uncertainty

Usability and Change Management


Governance per SDLC


CG-LIMS PMP v 2 dated 11JAN2012:“Project governance will provide accountability for decision-making in the best interest of all CG‑LIMS stakeholders. Governance will be provided primarily through CG-6’s phase reviews, which are integral to the SDLC process.”

Current Project Management Office (future is not certain)


Matrix personnel not shown:

Contracting Officer, Financial Mgr, T&E Lead, Tech Authority

Following SDLC Process: Development & Testing Phase entry approved 24 Feb


CIODesignation

We are here. Phase Exit Review 24 Febapproved entry into Dev & Testing Phase

Completed Design Phase Exit Criteria

Artifacts collaboratively written & reviewed by PM IPT of Sponsor, Tech Authorities, CG-8 PMO, APO, KO, Counsel



Artifacts Approved IAW Tailoring Plan


https://cgportal.uscg.mil/CTL/W9JKPA

Success looks like:

Reduce the burden on our field units

Poster child for Agile COTS implementation

Transparency within team and users

SDLC docs match real work of development team

Replace ACMS and AMMIS with COTS tool that meets enterprise requirements and scales to replace other systems


Top ten ways Mythics will add value:

Help us show progress with working software every two weeks

Help us configure and not customize

Help us adapt to EBS conventions and industry practice

Help us understand how big big is

Help us execute segmented strategy

Identify decisions needed or questions to be answered *just in time*

Help us manage master data within EBS big picture

Help us generalize solutions rather than build many “one offs”

Help us design once: use existing work in DOORS / SA and what’s available in BPEL


Requirements managed in enterprise DOORS database


CG-LIMS Requirements


CM Planning

CM Identification

Configuration Control

Configuration Status

Accounting

Configuration Verification &

Audit

Maintenance Management Interface

External Interfaces

Internal Interfaces

ReportingNon-Functional

Process

Service

Supply Chain Management

Requisition Management

Inventory & Warehouse

Management

Transportation, Distribution, &

Disposition

Technical Information

Management

Information Management

Content Development Management

Content Use

Common Tools Supporting Common Process Model

Segment 1 Future Segments

Must intelligently use architecture products in enterprise System Architect


Views in yellow have

been produced for

ORDOV-1

SV-1

OV-2

OV-5

OV-4OV-3

CG-LIMS FOC System View (SV-1)


CG Portal

• Sponsor

• PMO

• SDLC Library

• Planning Library

• ALC ISD

• CG-LIMS Project

Project blog

Where Can I Find Out More?


Prioritized reading list

1. CG-LIMS Inception Deck

2. Foundational descope doc: Downgrade request to USM

3. Foundational SDLC doc: Background and Description

4. Foundational Requirements Docs: MNS, CONOP, ORD

5. Project blog: Read from today back to April 2012

One thing to watch: 2009 2 ½ minute brief for COMDT at http://slidesha.re/CG-LIMS


Resources

PMO CG Portal Place – http://bit.ly/cglimspmo

Sponsor CG Portal Place – http://bit.ly/cgportal

ALC Portal Place (CG-LIMS Project folder) -- https://cgportal.uscg.mil/CTL/1JD0LBU

Project Blog – http://bit.ly/cglims (exported weekly to http://cglims.wordpress.com)

April 2011 DCMS / DCO Way Forward Decision – https://cgportal.uscg.mil/CTL/31GKX4

Oct 2011 VCG Brief – https://cgportal.uscg.mil/CTL/1T557NF

Jan 2012 Director’s Council Brief -- https://cgportal.uscg.mil/CTL/P8IQ8T

Jan 2012 Enterprise Architecture Board Brief -- https://cgportal.uscg.mil/CTL/1MR5L1F

Feb 2012 Supply Summit Brief -- https://cgportal.uscg.mil/CTL/ZI6L4S


Let’s get to it!

We exist to reduce the burden on the field
