FY15MSDISProblemStatement.pdf

Department of the Air Force

Material Support Division Information System

Defense Business System

Acquisition – Problem

Statement

Version FY15 1.1 21 April 2015

Based on Business Case Template Version 3.0, May 2012

Business Case: MSDIS, Version FY15 1.1, 21 April 2015 i

Document Revision History Version Date Summary of Changes

Version 1.0 04/08/2014 Initial Document

Version 1.1 04/21/2015 Addressed Review Comments

Business Case: MSDIS, Version FY15 1.1, 21 April 2015 ii

Table of Contents

Section 1. Executive Summary

Section 2. Introduction

2.1. Purpose

2.2. Background

Section 3. Problem Statement

3.1. “As-Is” Analysis

3.1.1. The Problem

3.1.2. Problem Description and Context

3.1.3. Root Cause Analysis

3.1.4. DOTMLPF-P Constraints, “As-Is” State

Table 1 – DOTMLPF-P Constraints, “As-Is” State

3.2. “To-Be” Analysis

3.2.1. High-Level Outcomes (HLOs)

Table 2a - HLOs Table 2b – HLOs and Measurement Criteria

3.2.2. Business Process Re-Engineering (BPR)

Table 3a – Business Outcomes Table 3b – Business Outcomes and E2E Alignment (“To-Be” State) Table 3c – Business Outcomes and Measurement Criteria (“To-Be” State)

3.2.3. DOTMLPF-P Impact, “To-Be” State

Table 4 – DOTMLPF-P Impacts, “To-Be” State

3.3. Recommended Course of Action

3.4. Rough-Order-of-Magnitude (ROM) Cost Estimate

Business Case: MSDIS, Version FY15 1.1, 21 April 2015 1

Problem Statement Signature

Functional Sponsor: Date:

CEDRIC B. GEORGE, Brig Gen, USAF

Deputy Director of Resource Integration

DCS/Logistics, Installations & Mission Support

Problem Statement Approval

Precertification Authority (PCA): Date:

MARILYN M. THOMAS, SES

Director of Business Transformation and

Acting Deputy Chief Management Officer

DoD DCMO IRB: CONCUR / NON-CONCUR Date:

DAVID TILLOTSON III, SES, DoD, SES

Deputy Chief Management Officer

Department of Defense

TillotD Typewritten Text

TillotD Typewritten Text

TillotD Typewritten Text 29 April 2015

Business Case: MSDIS, Version FY15 1.1, 21 April 2015 2

Section 1. Executive Summary

The Material Support Division Information System (MSDIS) is an Air Force Logistics core system containing a suite of seven modules that support Logistics Business Processes across the Air Force and

Defense Logistics Agency (DLA). The modules include Spares Requirements Review Board (SRRB), Depot Supply Chain Management Analysis Tool (DSCM AT), Planning for DLA-Managed Consumables

(PDMC), Manpower Analysis Tool (MAT), Metric Financial Tool (MFT), MSD/GSD Engineering

Project Sustainment Tool (MPST) and Enterprise Materiel Solutions (EMS). Please reference section 2.2 below for full system and module description and background.

This FY15 Business Case Lifecycle submission is a compilation of Problem Statements that apply to

MSDIS at the system level as well as individual modules. Problem statements are listed below:

MSDIS System Level:

1. Government personnel are not able to manipulate and update process functions and user access levels across the suite to accommodate daily standard work and changing business rules

2. Lack of data reliability due to current manual interfaces and processes used to obtain data

3. Lack of collaboration and information flow to allow for required notification among stakeholders

4. Inability to support changes within the system due to organizational structure or business process changes directed by DoD and/or Air Force initiatives.

5. Non-standardization of ability to export, print, and produce reports, metrics and briefings using

Commercial Off the Shelf (COTS) solutions

SRRB:

1. Storage and maintenance of records is not currently adequate and readily accessible by user leading to the potential for audit findings

DSCM:

1. Currently not able to support or access historical supportability analysis information

2. Currently do not have a single-look page capability for end items in a particular focus area

3. No notification to users when key supportability issues change for part

4. Inability to manipulate assignment of Production Numbers (PDNs)/Bill of Materials (BOM) to an aircraft

5. Inadequate/incomplete results from Short-to-Need report to other DSCM functions

6. Inability to assign and/or control user permissions based on depot support role resulting in possible unauthorized changes

7. Inability to customize column heading, filters, drop downs, etc. to accommodate daily standard work and change in business rules

PDMC:

1. No existing Air Force system accommodates the PDMC process end-to-end to improve materiel availability of DLA-managed consumables across the Air Force Enterprise. The current PDMC module represents only a partial solution for forecasting deviations in historical demand trends.

System must support the material availability of DLA managed consumables across the AF enterprise.

MAT:

Business Case: MSDIS, Version FY15 1.1, 21 April 2015 3

1. Currently, charts, reports, and internal data-sets are not customizable for changes in personnel and business rules

2. Inability to scale module to add additional users

3. Non-standard management and tracking of overtime and comp-time

4. Tracking of resources assigned to personnel (computers, etc.) is a time-consuming manually intensive program resulting in possible human error

MFT:

1. Execution management for end of fiscal year closeout is a high stress, manual process involving continuous management of evolving executable requirements, spend plans, and funds balances

2. Distribution of funding and associated forecasts are developed at the squadron level, however, would gain fidelity if developed at lower indentures and aggregated at the squadron level

3. Tracking execution of NIIN level materiel requirements from final determination of computed requirement through the Purchase Instrument process and the obligation of funding is currently limited in scope to a single fund type

4. Currently, charts, reports, and internal data-sets are not customizable for changes in personnel and business rules

5. Inability to scale module to add additional users

MPST:

1. Current capability does not allow users the ability to provide required data for Test Program Set

(TPS) currently programmed for Consolidated Sustainment Activity Group (CSAG)/General

Support Division (GSD) requirements only

2. Inability to customize and manipulate process functions within selected forms to accommodate daily standard work and change in business rules

3. Inability to provide search function for specific field criteria

4. Systematic upgrades and core programming restructuring are required to align with current code standards following a .Net infrastructure and enhanced Object Oriented Programing.

ROM Cost Estimate: Low: $1.6 million, Expected: $2 million, High: $6 million

Section 2. Introduction

2.1. Purpose

Obtain IRB Chair approval of the described Problem Statements. Full system assessment was conducted during the BPR Exercise for the FY15 National Defense Authorization Act (NDAA) Organizational

Execution Plan (OEP) submission.

2.2. Background

MSDIS is an Air Force Logistics core system and is a suite of seven modules that support Logistics

Business Processes across the Air Force Sustainment Center (AFSC) and Defense Logistics Agency

(DLA). MSDIS provides an integration force between AFSC and other AF organizations. The following is a short description of each module: SRRB supports all MAJCOM cost per flying hour (CPFH) factors;

DSCM AT supports depot maintenance parts supportability analysis; PDMC which is the AF enterprise solution for forecasting deviations in historical demand trends; MAT which supports vacancy fill requests, human resource decisions, and the appraisal process; MFT which uses data from financial legacy systems to distribute, forecast, track and execute CSAG-S dollars; MPST which records and reports on all aspects of Engineering and Test Program Set projects including funding execution for the

Business Case: MSDIS, Version FY15 1.1, 21 April 2015 4

AFSC enterprise; and EMS for additional functionality (e.g., termination tracking, homeless item tracking, offline shipments and inter-service support reporting) used throughout the logistics community.

MSDIS provided standardization and enterprise solutions during the stand-up of Air Force Global

Logistics Support Center (AFGLSC) and continues those efforts within the current 5-Center construct.

The proposed development and standardization initiatives for MSDIS support the usability and interoperability of the MSDIS system to transform DoD/USAF business processes. Headquarters Air

Force (HAF) and Air Force Cost Analysis Improvement Group (AFCAIG) processes used to create all

MAJCOM CPFH factors are supported through the SRRB module of MSDIS. Materiel forecasting and strategic supportability of depot maintenance activities throughout AFMC are accomplished with the

DSCM AT module of MSDIS. The PDMC module is a systemic collaboration process between DLA and

Air Force for future program changes of DLA managed piece parts and has been identified as the Air

Force system of choice for PDMC management. The MAT module provides human resource management data validation, correction, and automation supporting vacancy fill requests, management of human resource authorizations, and the appraisal process. The MFT module enhances financial visibility and analytical support by integrating data from legacy financial systems with budget, distribution, forecast, and execution management functionality. Reliability and Maintainability R&M engineering decision support for the 86K unique assets under Consolidated Sustainment Activity Group-Supply

(CSAG-S) management is provided by the MPST module. Functionality in the EMS module provides standardization across the Air Force supply chain enterprise for key materiel support processes (e.g., inventory and resource management).

Historically, status quo of the current capabilities often represented manual processes that are both time consuming and unreliable as it relates to the required data. Throughout the system lifecycle, MSDIS has transformed business processes from an inefficient batch process flow into a synchronized near real-time flow providing quicker access to accurate and near real-time information through streamlined data routing, thereby increasing the quality of decision making. The business processes are more visible and each process and its operational quality are more transparent allowing for better measurement, better management and better access to stakeholders.

Section 3. Problem Statement

3.1. “As-Is” Analysis

3.1.1. The Problem

The other above mentioned MSDIS problem statements are identified in support of information technology (IT) efficiencies, streamlining current business processes, increasing data accuracy and integrity, supporting effective communication among stakeholders and complying with enterprise standardization initiatives.

SRRB needs to be able to meet any audit findings, process changes or organizational changes required.

This includes being able to access, maintain and archive required official records within the database.

The DSCM AT module needs the ability to provide and maintain historical data. Users also need the ability to produce a single-look document (one page view) for end items in a particular focus area.

DSCM users and stakeholders need the ability to receive proper notification from the system for key supportability issues. In order to achieve more accurate part supportability assessment DSCM users need to be able to manipulate assignment of Production Numbers (PDNs)/Bill of Materials (BOM) to an aircraft. When produced, the Short-to-Need report must link to other DSCM functions and must be adequate and complete. Administrators need the ability to assign and/or control user permissions based

Business Case: MSDIS, Version FY15 1.1, 21 April 2015 5 on depot support role to avoid possible unauthorized changes. In order to produce effective analysis users need to be able customize column heading, filters, drop downs, etc. to accommodate daily standard work and change in business rules.

The PDMC module is currently a partial solution it that cannot be used until the following areas are completed. PDMC must facilitate the collaboration process from customer submission to generation of the DDE (supply plan). It must produce reports and queries to support analysis and review of data and facilitate AF/DLA collaboration. PDMC must have analysis capability to allow for Continuous Process

Improvement (CPI) and have ability to support changes due to future organizational/process changes.

Without Problem Statement resolution, PDMC will not have an effective and automated tool to facilitate its process end-to-end and enabling effective, efficient AF/DLA collaboration, generation of meaningful metrics and continuous process improvement track and communicate changes in historical trends. This will greatly increases manually processes that could be impacted by human error. The current semi-manual processes will remain in effect with room for error and less accurate forecasting for DLA managed items.

The MAT module needs to be scalable and customizable to support additional users and enhanced metrics reporting. In order to more effectively track and manage overtime and compensatory time, users need the ability to submit requests and management needs a mechanism to approve and track requests. In order to manage resources assigned to personnel, users need the ability to link assigned assets to individual personnel through an automated tracking system.

The MFT module needs to be scalable and customizable to support additional users and enhanced metrics reporting. Users need the ability to track NIIN level execution of funds based on multiple fund types from requirement to execution. In order to gain fidelity at lower indentures, users need to be able to distribute and forecast funding to the lowest levels of the organization. Users need automated tracking of remaining execution requirements, spend plans, and funds balances and incorporation near-real-time data to facilitate a smooth end of year closeout process.

The MPST module needs to provide the user community the ability to provide required data for TPS projects. Currently, the system is programmed for CSAG/GSD requirements only. Users need the ability to customize and manipulate process functions within all forms to accommodate daily standard work and change in business rules. Users also need the ability to search the tool for specific form related criteria.

3.1.2. Problem Description and Context

From a strategic perspective in order to continue to support the Air Force Logistic community and meet the capability for increased versatility, higher performance, and greater efficiency, the problem areas identified negatively impact the Air Force and DLA’s ability to perform mission essential logistics business processes. MSDIS is a primary analytic support tool and is integral to demand and supply planning functions across Air Force and DLA logistics activities. Logical software is required for decisions to be implemented with speed and accuracy without the human operator in the decision-making loop. MSDIS also requires the capability to support business process changes resulting from policy changes, enhanced metrics reporting, and process management traceability within the system to step end-user through various business process scenario.

The SRRB module is an annual collaborative effort to develop the total Air Force FYDP flying hour spares requirement for Air Force Corporate Structure (AFCS) funding approval. It establishes the guidelines, roles and responsibilities for preparation of Headquarters Air Force Materiel Command

(AFMC) Working Capital Fund (WCF) and Fund Holders’ budget submissions based upon projected spares computations. These reparable and consumable items are managed through the Supply Division of the Consolidated Sustainment Activity Group (CSAG-Supply).

Business Case: MSDIS, Version FY15 1.1, 21 April 2015 6

The DSCM AT module provides depot maintenance parts supportability analysis and is critical to weapon system availability. The capability successfully brings all maintenance and supply stakeholders (AF and

DLA) into a single supportability information system and builds cohesion and cooperation in strategically solving parts supportability problems. DSCM AT provides analysis of anticipated requirements over an eight quarter rolling future horizon, against available and anticipated resources across all AFMC/AFSC

Air Logistic Complexes (ALCs). Without problem statement resolution DSCM AT will continue to have to incorporate metrics from older, less accurate systems which requires additional work to try to secure necessary insights to guide depot production support decisions. DSCM AT team members will be unable to address senior leader questions about the status of key parts problems and trends. Stakeholders will have to operate without DSCM AT data, slowing or preventing their execution of key responsibilities.

Analysts will not be able to look at problems from a holistic perspective. Supply chain personnel will have to scan all parts on an ongoing basis looking for any changes, with varying degrees of success and effectiveness. Aircraft supportability assessments will continue to be cumbersome and, in some cases, have limited fidelity. Short-to-Need results will have less value in execution of the analysis. There is higher risk of any user changing critical data / functions, regardless of whether such a change is within their functional responsibilities. Basic supportability analysis logic / approach efficiencies will not be recognized.

PDMC is currently a partial solution it cannot be used until the following areas are completed. PDMC must facilitate the collaboration process from customer submission to generation of the DDE (supply plan). It must produce reports and queries to support analysis and review of data and facilitate AF/DLA collaboration. PDMC must have analysis capability to allow for Continuous Process Improvement (CPI) and have ability to support changes due to future organizational/process changes. Without Problem

Statement resolution, PDMC will not have an effective and automated tool to track and communicate changes in historical trends. This will greatly increases manually processes that could be impacted by human error.

MAT was designed to automate data compilation and facilitate analysis of human resource, manpower, payroll, and appraisal functions. This system automated critical functions required to manage civilian personnel, including supporting information for Requests for Personnel Action, TDY approval, appraisals and the ability to match personnel and payroll data to decrease errors. Without Problem Statement resolution, potential users will not realize the time savings gained through using MAT. Charts and reports will not be updated based on changing business and organizational processes. Management will not have a high fidelity process to track overtime and comp-time requests and will not have good visibility into request. Resources will not be systematically linked to individual, so they will be tracked using a time-intensive process and a potential for loss of equipment.

MFT was designed to integrate financial activities into a single cohesive process by centralizing data sources, automating data analysis to generate usable information, and developing a systematic format for executing a myriad of financial activities. MFT provides for the end-to-end management of financial operations. It facilitates distribution, realignment, forecasting, obligation and tracking of funds. It also tracks unfunded requirements. Without Problem Statement resolution, potential users will not realize the time savings and error reductions that MFT offers. Chart and reports will not be updated based on changing organization and business structures. All fund types will not be included in the module. Funds will not be distributed and forecasted at the lowest level. Closeout processes will continue to be time-intensive and high stress and there will not be access to near real-time data or automated tracking.

MPST is used by engineering stakeholders across the Air Force Supply Chain and beyond to approve, validate, prioritize, collaborate on, and document the requirements and execution of multi-billion dollar

CSAG-S engineering and Test Program Set (TPS) projects. Without problem statement resolution IT efficiencies will not be recognized. User will continue to rely on manual processes for external reporting of data using spreadsheets for monthly data tracking, inability to view metrics which are housed outside

Business Case: MSDIS, Version FY15 1.1, 21 April 2015 7 the system and required to be manually uploaded for financial audit tracking purposes. More laborious entries duplicate processing, inconsistent flows, human errors and inefficiencies will be seen as the system is not able to keep up with policy driven initiatives, changes, and new program process developments. System will become outdated with no alternative solution.

3.1.3. Root Cause Analysis

The root causes for the variety of problems seen across all MSDIS functional activities are as follows:

1. Lack of robustness in COTS/GOTS (e.g., Microsoft Office Suite) applications to support the more complex aspects of USAF mission. Further, COTS/GOTS applications were not designed to manage the numerous data sets and millions of records required to adequately support the mission.

2. Difficulty and high expense of modifying aged legacy systems (e.g., D200 Requirements Management

System) as well as existing Enterprise solutions and/or initiatives (e.g., LIMS-EV, ESCAPE). Many of the Air Force legacy systems are designed on old programming standards and infrastructures that are not easily adapted to the ever changing supply chain processes. These systems cannot be modified to add-on new web capabilities without redesign of the entire system which is typically viewed as cost prohibitive.

3. Manpower constraints have exacerbated the problem because individuals are covering multiple workloads and it is progressively more difficult to keep up with processes that are manually intensive.

Further budget cuts and manpower restrictions will cause increasing problems. This drives the need for automation of business processes in the interest of time and efficiency.

4. Lack of standardized and streamlined operations due to Logistics transformation initiatives and the ever changing DoD operating environment which result in constant changes to existing business practices.

Each of these changes results in requirements for enhancement of the associated automated business solutions. This also creates difficulty in arriving at a resolved state with the information system.

Business Case: MSDIS, Version FY15 1.1, 21 April 2015 8

3.1.4. DOTMLPF-P Constraints, “As-Is” State

DOTMLPF-P Analysis was conducted at the System level. Analysis specific to an individual module will be annotated separately within the table as needed.

Table 1 – DOTMLPF-P Constraints, “As-Is” State

Category Impact

Doctrine: No Doctrine constraints identified

Organization: Geographically separated organizations have extensive operations functioning under “Virtual” structures and bring significant operational challenges. Current material solution (MSDIS) allows for better cross functionality and collaboration across multiple locations. AFSC has extensive operations functioning under virtual organizational structures.

Training: No Training constraints identified.

Materiel: Current Material IT Systems do not provide complete solutions for current problems identified within the BCL.

Leadership and Education: While senior leadership are engaged in reforming strategies, strategic changes and educational advancements do not resolve information/data gaps or eliminate deficiencies that are addressed by this effort.

Personnel: Strategic personnel changes may allow full advantage of the information

/data offered by the system. However, personnel changes alone do not resolve the problems and capability gaps identified above. This system facilitates and magnifies the impact of proper personnel management but the system impact is not negated or lessened by personnel management.

Facilities: None identified

Policy: Policy changes alone have not been sufficient to maximize this capability. Current policy that drives requirements include the following by module:

DSCM AT: AFPD 21-1, AFMCI 21-130, AFMCI 21-101, AFMCI 21-

102, AFMCI 21-103, AFMCMAN 23-1, Centralized Asset

Management's (CAM) Logistics Requirements Determination Process

(LRDP) Guide and Handbook, AFSCMAN 20-101, AFI 21-102;

PDMC: AFMCI 23-205; SRRB: AFI 23-120; EMS: AFMAN 23-110,

AFMCMAN 23-1, AFMCMAN 23-2, DoD 4140.1R, AFMCI 20-102;

AFSC 20-102 Supplement (in draft); DFARS 217.75; & AFI23-101, AFMCR 400-21 . MFT: AFI 65-501, DoD 7000.14, AFI 23-101; MAT:

AFI 36-101, AFI 38-201, AFI 38-204, AFI 38-101, AFI 36-1004, AFI

44-107, AFMCI 36-603, AFMAN 36-203; MPST: Guidance

Memorandum 448 SCMW OI 63-118 for Safety of Flight – Analysis, 448 SCMW OI, TPS v4.2, 448 SCMW_EN, Policy on matching SE

Program and AFSC FM Goals, 448 SCMW OI 620118

Business Case: MSDIS, Version FY15 1.1, 21 April 2015 9

3.2. “To-Be” Analysis

3.2.1. High-Level Outcomes (HLOs)

Table 2a – HLOs

SMP/DoD Goal or Objective HLO Title HLO Description

MSDIS SMP Goal 3:

Goal 3: Build agile and secure information capabilities

MSDIS IT and

Process Efficiencies

Standardize and streamline capabilities to provide consistent and efficient information assurance and business functionality.

MSDIS SMP Goal 3:

Goal 3: Build agile and secure information capabilities

MSDIS Data

Reliability

Automate data interfaces where available to ensure authorized source and fidelity.

SRRB SMP Goal 3:

Build agile and secure information capabilities

Records

Maintenance and

Disposition

Ensure templates and data are archived and user has access to archived data.

DSCM SMP Goal 3:

Build agile and secure information capabilities

Historic Look Back Create ability to look backward up to

24 months to identify whether supportability issues that currently exist were present in the past, as well as determining whether previously identified adverse trends have been wholly corrected.

DSCM SMP Goal 3:

Build agile and secure information capabilities

Single Look

Capability for Items in a Focus Area

Generate a single-page look that includes all end-items relevant to a particular focus area—either

Exchangeables, aircraft, or whole engines.

DSCM SMP Goal 3:

Build agile and secure information capabilities

Notification of

Supportability

Changes

Generate automatic e-mails to notify users of changes in the status of key issues related to parts they have identified as critical for oversight.

DSCM SMP Goal 3:

Build agile and secure information capabilities

Assignment of

PDNs and BOMs to

Aircraft

Expand ability to assign PDNs /

BOMs to an aircraft, including assigning multiple BOMs or removing BOMs.

DSCM SMP Goal 3:

Build agile and secure information capabilities

Short-to-Need

Report

Expand / modify the information used in the calculations and create linkages from the results / analysis pages to other relevant pages within DSCM

AT

DSCM SMP Goal 3:

Build agile and secure information capabilities

User Permissions Ensure ability to apply specific responsibilities and authorities to users, based on their function within the depot support process.

DSCM SMP Goal 3:

Build agile and secure information capabilities

Ability to Customize

Based on Daily

Standard Work and

Changes to Business Processes

Update formatting within tool to allow for creation of additional drop downs, filters, columns etc.

PDMC SMP Goal 3: End to End solution Ensure process collaboration from

Business Case: MSDIS, Version FY15 1.1, 21 April 2015 10

Build agile and secure information capabilities for PDMC Process customer submission to generation of the DDE (supply plan); produce reports and queries to support analysis and review of data and facilitate AF/DLA collaboration and allow for Continuous Process

Improvement.

MFT SMP Goal 2:

Strengthen DoD financial management to respond to

Warfighter needs and sustain public confidence through auditable financial statements

Distribute and

Forecast Funds to the Lowest Levels

Expand the distribution and forecasting modules to allow funds management down to the lowest funding, accounting, forecasting level within the fund type and affected organization. Build levels of indenture by fund type and organization that allows distribution to the lowest feasible level and aggregation to the levels required for management.

MFT SMP Goal 2:

Strengthen DoD financial management to respond to

Warfighter needs and sustain public confidence through auditable financial statements

Automation of

Closeout Process

Expand tracking capabilities MFT to include automated tracking of remaining execution requirements, spend plans, and funds balances.

Incorporate near-real-time data already resident in the system with end-of-year execution plans to effectively track obligations and provide reports.

MFT SMP Goal 2:

Strengthen DoD financial management to respond to

Warfighter needs and sustain public confidence through auditable financial statements

Add Additional

Fund Types for

NIIN level Tracking

Expand capability to track NIIN level execution for all materiel funds. Incorporate all fund type requirements into the requirements tracking module and systematically track execution from final requirement through Purchase

Instrument, obligation, and expenditure of funding.

MFT SMP Goal 2:

Strengthen DoD financial management to respond to

Warfighter needs and sustain public confidence through auditable financial statements

Scale for Additional

AF/Non AF Users

Develop for expansion of datasets to continue to incorporate additional organizational levels and core program restructuring required to align with current code standards following a .Net infrastructure and enhanced Object Oriented

Programing.

MFT SMP Goal 2:

Strengthen DoD financial management to respond to

Warfighter needs and sustain public confidence through auditable financial statements

Ability to Customize

Charts, Reports, and datasets

Increase user control of datasets.

Develop user determined, customizable reports, and custom queries capabilities.

MAT SMP Goal 3: Ability to Customize Increase user control of datasets.

Business Case: MSDIS, Version FY15 1.1, 21 April 2015 11

Build agile and secure information capabilities

Charts and Reports and datasets

Develop user determined, customizable reports, and custom queries capabilities.

MAT SMP Goal 3:

Build agile and secure information capabilities

Scale for Additional

AF/Non AF Users

Develop for expansion of datasets to continue to incorporate additional organizational levels and core program restructuring required to align with current code standards following a .Net infrastructure and enhanced Object Oriented

Programing.

MAT SMP Goal 3:

Build agile and secure information capabilities

Standardize

Overtime and

Comp-time

Tracking

Develop overtime/comp-time management functionality to include formal requests, approvals, tracking, management, and usage.

MAT SMP Goal 3:

Build agile and secure information capabilities

Automate Tracking of Resources

Assigned to

Personnel

Automate tracking of assigned assets by linking assigned assets to assigned personnel within the manpower tracking system. Create attributes under each personnel record for the inclusion of assigned equipment/resources.

MPST SMP Goal 3:

Build agile and secure information capabilities

Ability to Provide

Required

Information for TPS

Projects

Develop TPS specific forms for project execution tracking and reporting.

MPST SMP Goal 3:

Build agile and secure information capabilities

Customize and

Manipulate within

Process Functions

Add, delete, improve data elements within selected forms to facilitate change of business rules.

MPST SMP Goal 3:

Build agile and secure information capabilities

Search Project

Fields

Create multiple field search criteria.

MPST SMP Goal 3:

Build agile and secure information capabilities

Upgrade to .Net

Infrastructure

Re-code module from current infrastructure to .Net infrastructure.

Business Case: MSDIS, Version FY15 1.1, 21 April 2015 12

Table 2b – HLOs and Measurement Criteria

HLO Title

Measurement Criteria

Benefits Risks Assumptions (A), Constraints (C), Dependencies (D) Measurement

Current

(Baseline)

Value

Targeted

Threshold

Value

Targeted

Objective

Value

MSDIS IT and

Process

Efficiencies

Automated process vs.

Manual processes

Current manual processes are time consuming and introduce human errors

Automate personnel notification;

Improve communicatio n and collaboration;

Updates to daily standard work processes

Fully automate capability and government controlled modifications to business processes

Minimize dependence on contractor support for business process changes and workflow activities

Human error, time consuming processes and dependence on contract support

A. Constantly changing IT environment and support

C. Resources, funding and constantly changing business rules and standards

D. Funding approval and contract support

MSDIS Data

Reliability

Data is received directly from the

Authoritative

Data Source

(ADS)

Data is received through manual processes and/or file dumps

75% data transmitted automatically from ADS.

Remaining obtained manually from

ADS.

100% data transmitted automatically from ADS

100% reliable, authoritative data

Human error, data integrity and reliability

A. Determination of ADS and approval process

C. Determination of ADS and approval process

D. Confirmation of ADS and approval to implement functionality

Record

Maintenance

Disposition

(SRRB)

Limited access to archived records and access requires contract support

Government access to current, immediate access to current year and last year’s data.

Government access current and immediate access to current year

+3 years

Government access current and immediate access to current year +

6 yrs

Past looks to determine accuracy and meet requirements of dispositions

Cannot access data resulting in negative audit results

A. Increase storage capacity

C. Storage capacity. Format must be maintainable.

D. Formatting must be user friendly and maintainable

Historic Look

Back (DSCM

AT)

Number of months in the past that users can see supportability status of items of interest

Current month only

12 months 24 months Be able to identify whether supportability issues that currently exist were present in the past, as well as determining whether previously identified

Inability to store and retrieve necessary data to cover a 24 month period; ability to manipulate past data within the tool without affecting present day supportability

A. Necessary data sources will be (and remain) available

C. N/A

D. Must complete the requirements definition of business rules for this process

Business Case: MSDIS, Version FY15 1.1, 21 April 2015 13 adverse trends have been wholly corrected analyses

Single Look

Capability for

Items in a Focus

Area (DSCM

AT)

Number of focus areas with functional single-look capability

(from 0 to 3 with the possible areas being

Exchangeables, Aircraft, and

Whole

Engines)

No current capability

Two focus areas (Aircraft and

Exchangeable s)

All three focus areas

Enable users to conduct analysis across the entire range of end-items in the focus area (including visibility on associated components), leading to identification of trends causing non-supportability or selection of a particular segment of the focus area for deeper analysis

Computational capability to handle the very high volume of data to support the large number of end-items on a single-look page;

A. Necessary data sources will be (and remain) available

C. Possible hardware (server, etc.)

limitations (see Risks)

D. Must complete the requirements definition of business rules for this process

Notification of

Supportability

Changes (DSCM

AT)

Percentage of times changes to designated information is automatically reported to subscribing stakeholders

0% 70% 90% Enable a supply chain stakeholder to effectively monitor a large number of critical parts to support uninterrupted depot production

Possible problems with automatic e-mail notifications going to multiple domains (.us.mil, .dla.mil, etc.)

A. Must be able to capture e-mail addresses of stakeholders subscribing to automatic notification for a particular end-item or component

C. N/A

D. Must complete the requirements definition of business rules for this process

Assignment of

PDNs and BOMs to Aircraft

(DSCM AT)

Percentage of

MDSs with ability to effectively manipulate

PDNs / BOMs assigned to them (e.g., assign multiple

PDNs to an aircraft coming in for multiple repairs, remove

0% 70% 100% Provide more accurate parts supportability assessments for depot aircraft repairs and improve the effectiveness of

DSCM analysts supporting them

Uncertainty whether current programming language will support this functionality

A. Necessary data sources will be (and remain) available

C. N/A

D. Must continue to receive latest version of PDNs / BOMs for each MDS from AFLCMC Program Offices (either directly or via G005M)

Business Case: MSDIS, Version FY15 1.1, 21 April 2015 14

PDNs from weapon systems when they are no longer valid, etc.)

Short-to-Need

Report (DSCM

AT)

Percentage of data fields on

Short-to-Need report that are accurate and percentage of necessary linkages that function correctly

35% on data accuracy;

50% on linkages

80% for each 100% for data

90% for linkages

Make the short-to-need analysis more valuable for supply chain stakeholders and will make execution of the analysis more efficient

Unclear or incomplete definition of data linkage requirements

A. Necessary data sources will be (and remain) available

C. N/A

D. N/A

User Permissions

(DSCM AT)

Percentage of users appropriately limited by the role they have been assigned

0% 90% 100% Enable the tool to authorize only people with a validated need and responsibility to make changes to specific areas of the tool (e.g., planners have authorization to make changes to bills of material, but other basic users will not, etc.)

Ability for the tool to handle cases where multiple roles are assigned to a single user

A. Responsibilities and authorities will be defined for each identified role and the role for each user will be assigned by their supervisor

C. N/A

D. Business rules must be provided identifying the responsibilities and authorities for each designated role

Ability to

Customize Based on Daily

Standard Work and Changes to

Business

Processes

(DSCM AT)

Percentage of requested updates completed and remaining fully functional

0% 75% 90% Allow users to more effectively use results presented for analysis purposes

Ability to handle multiple “sort” operations on a single screen

A. Necessary data sources will be (and remain) available

C. N/A

D. N/A

End to End

Solution for

PDMC Process

PDMC

automated process tool

No existing automated solution

90% automation of

PDMC

100% automation of

PDMC

Right parts on the shelf in support of depot

Inaccurate forecasts to DLA

A. Access to data sources in a timely manner

C. Scheduling and approval process.

Business Case: MSDIS, Version FY15 1.1, 21 April 2015 15

(PDMC) process process repair and field

TCTO

requirements

Definition of business rules

D. Data feeds and refined clarification of business rules

Automation of

Closeout

Process (MFT)

Elimination of manual closeout execution tracking

Daily summary documents beginning on/around 1

Aug

Weekly summary documents vs.

daily

Fully integrated item level tracking within the system

Man-hour savings in excess of 1,000 per closeout cycle;

Improved funding distribution;

Improved accuracy of funding distribution

Increased dependence on

A: Available server support will meet anticipated demand

A: Contract support will be funded

C: Contract scope is sufficient

D: Infrastructure is able to support

Distribute and

Forecast Funds to the Lowest

Levels (MFT)

Fund and forecast visibility down at lowest organization level

Squadron

Level visibility

RCCC and execution level visibility

RCCC and execution level visibility

Improved visibility of forecast, allocations, and balances;

Improved funds management;

Increased complexity;

Additional requirements to manage additional levels

A: Available server support will meet anticipated demand; Government personnel training will be available;

Contract support will be funded

C: Contract scope is sufficient

D: Infrastructure is able to support

Add Additional

Fund Types for

NIIN level

Tracking (MFT)

Integration of requirements spanning materiel support

0% Repair

Requirement s integrated

100%

Contract

Repair

Requirements

100%

Remaining applicable

Materiel fund types

- Validate statutory requirements for

Purpose, Time, and Amount

- Proactive track funds execution

- Increased dependence on single system

A: Available server support will meet anticipated demand

A: Contract support will be funded

C: Contract scope is sufficient

D: Infrastructure is able to support

Ability to

Customize

Charts, Reports, and datasets

(MFT)

User capability to manage organizational changes

10% User management enabled

25% of common datasets user customizable

80% of common datasets user customizable

- Ability to respond to visibility changes without code changes

- Ability to adapt to organizational changes without code changes

- Increased demands on the user/super-users/functional experts

A: Available server support will meet anticipated demand

A: Contract support will be funded

C: Contract scope is sufficient

D: Infrastructure is able to support

Scale for

Additional

AF/Non AF

Percentage increase of registered

224 current users

10% increase 20% increase - Increase in standardized FM data usage

- Increased dependence on single system

A: Available server support will meet anticipated demand

A: Contract support will be funded

Business Case: MSDIS, Version FY15 1.1, 21 April 2015 16

Users (MFT) users

- Decrease in usage of non-standard system data data C: Contract scope is sufficient

D: Infrastructure is able to support

Standardize

Overtime and

Comp-time

Tracking (MAT)

New functionality enabled

0% 100% Comp-time management enabled

100%

Overtime management enabled

- Manual paperwork eliminated

- Accuracy improved

- Automated follow-up enforced

- Increased dependence on single system data

A: Available server support will meet anticipated demand

A: Contract support will be funded

C: Contract scope is sufficient

D: Infrastructure is able to support

Automate

Tracking of

Resources

Assigned to

Personnel (MAT)

New functionality enabled / key assets linked to personnel data

0% Key assets linked to Personnel data

25% 100% - Improved asset accountability

- Reduced asset loss

- Increased dependence on single system data

A: Available server support will meet anticipated demand

A: Contract support will be funded

C: Contract scope is sufficient

D: Infrastructure is able to support

Ability to

Customize

Charts and

Reports and datasets (MAT)

User capability to manage organizational changes

12% User management enabled

25% of common datasets user customizable

80% of common datasets user customizable

- Ability to respond to visibility changes without code changes

- Ability to adapt to organizational changes without code changes

- Increased demands on the user/super-users/functional experts

A: Available server support will meet anticipated demand

A: Contract support will be funded

C: Contract scope is sufficient

D: Infrastructure is able to support

Add Additional

Users (MAT)

Number of registered users

858 current users

25% increase 50% increase - Increase in standardized personnel data usage

- Decrease in usage of non-standard system data

- Increased dependence on single system data

A: Available server support will meet anticipated demand

A: Contract support will be funded

C: Contract scope is sufficient

D: Infrastructure is able to support

Ability to

Provide Required

Information for

Required information

Not available

0% 100% 100% -Comply with new regulation

-Reduce human

-Additional audit finding A: Available server support will meet anticipated demand. Contract support will be funded

Business Case: MSDIS, Version FY15 1.1, 21 April 2015 17

TPS Projects

(MPST)

versus

Available error

-Make official record

C: Contract scope is sufficient

D: Infrastructure is able to support

Customize and

Manipulate within Process

Functions

(MPST)

Required information

Not available versus

Available

0% 100% 100% -Comply with new regulation

-Reduce human error by standardizing across all project types

-Audit finding will be funded

C: Contract scope is sufficient

D: Infrastructure is able to support

Search Project

Fields (MPST)

Percentage of downloadable custom searches

0% 75% 100% -Increase usability

-Decrease workload on programmers

- A: Available server support will meet anticipated demand. Contract support will be funded

C: Contract scope is sufficient

D: Infrastructure is able to support

Upgrade to .Net

Infrastructure

(MPST)

Code compliance with .Net structure

0% 25% 100% - Scalable

- Homogenous across current coder skillsets

- Ever changing mandated restrictions

A: Government system and process requirements will not negate .Net benefits

C: Contract scope is sufficient

D: Infrastructure is able to support

Business Case: MSDIS, Version FY15 1.1, 21 April 2015 18

3.2.2. Business Process Re-Engineering (BPR)

Table 3a – Business Outcomes

HLO Title Business Outcome Business Outcome Definition

MSDIS IT and Process

Efficiencies

1. Ensure government access to updates for daily standard work

Ability to manipulate and update process functions and user access

2. Automated notification Automate notifications to allow for collaboration and information flow

3. Comply with DoD and AF directed initiatives

Allow changes in the system due to organizational structure and business process changes

4. Standardized reporting functionality

Ability to export/download /print/produce reports, metrics and briefings

MSDIS Data Reliability 1. Automated ADS Automate transmission of ADS to ensure reliability and fidelity

Records Maintenance and

Disposition (SRRB)

1. Establish a historical records repository

Establish archiving and records maintenance processes to ensure authentication, audibility and accessibility for all required users as needed

Historic Look Back (DSCM

AT)

Conduct supportability analyses based on data from previous months, up to

24 months prior

Will provide users the ability to access and process in the tool necessary information from the past in order to identify supportability issues that existed in that time-frame

Single Look Capability for

Items in a Focus Area (DSCM

AT)

Establish a single page analysts can go to in order to get a holistic understanding of parts supportability issues in one of three areas of interest

Will provide all information on a single page needed for analysts to look across the entire range of end-items in the focus area (including visibility on associated components) to identify potential parts supportability problems

Notification of Supportability

Changes (DSCM AT)

Manage supportability assessments for a large number of end-items

Will provide subscribers an automatic notification of changes in the status of key issues related to parts they have identified as critical for oversight, enabling them to manage parts by exception when changes occur if they so choose

Assignment of PDNs and

BOMs to Aircraft (MDS)

(DSCM AT)

Provide users greater agility in how they manage assignment of PDNs /

BOMs to a MDS

Will create the ability to assign multiple PDNs to an aircraft coming in for multiple repairs, remove PDNs from weapon systems when they are no longer valid, etc.

Short-to-Need Report (DSCM

AT)

1. Provide accurate insights on parts that are not fully supportable

Will expand / modify the information used in the short-to-need calculations and depicted on the results page

2. Provide short to need information to other modules in the tool to support full-spectrum supportability analysis

Will create proper linkages from the results / analysis pages to other relevant pages within DSCM AT

User Permissions (DSCM AT) Provide high-fidelity parts supportability analysis for depot operations by limiting data-change access to appropriate users

Will limit the areas a user can make changes in to only those for which they are responsible to provide information assurance

Ability to Customize Based on

Daily Standard Work and

Optimize usability of the tool Will adjust formats of header information, display additional data, and provide additional filter and / or drop-down capability

Business Case: MSDIS, Version FY15 1.1, 21 April 2015 19

Changes to Business Processes

(DSCM AT)

End to End Solution for

PDMC Process (PDMC)

1. Reports Generation Produce reports and queries to support analysis and review of data and facilitate AF/DLA collaboration

2. Assign PDNs and BOMs to aircraft

Expand ability to assign PDNs / BOMs to an aircraft, including assigning multiple BOMs or removing BOMs.

3. Improved Piece Part forecast Accept requirements changes and apply them against BOMs , supply demands and end item requirements for piece part forecasts

4. Revised requirements forecasts built on “what if” analysis and results

Ability to change requirement variables and see the impact to the forecast requirement

Automation of Closeout

Process (MFT)

Automate management of fiscal year-end closeout

Will provide a single source for identification, reporting, execution of remaining executable requirements (materiel buy, repair, and overhead). Will enable the reallocation of funding across the using organization to meet execution requirements.

Distribute and Forecast

Funds to the Lowest Levels

(MFT)

Increase resolution of funding visibility

Increase levels of delineation and aggregation within the funding distribution, forecasting, and execution tracking. Enable visibility down to lowest level of funds execution. Enable discrepancy identification down to the lowest level of the organization.

Add Additional Fund Types for NIIN level Tracking

(MFT)

Enable materiel execution tracking at the NIIN level

Establish connection between Purchase Instruments and NIIN level materiel repair requirements. Enable the automated tracking of NIIN level execution from finalization of formal requirements through obligation and expenditure.

Ability to Customize Charts, Reports, and datasets (MFT)

Increase user enabled customization Develop capabilities to enable user/super-user/functional experts to customize datasets within the system to enable custom reports/views/ and ability to adapt to organizational…