SSP_ERP_Sustainment_Plan_Redacted.pdf

SSP Sustainment Plan Navy Enterprise Resource Planning (ERP)

Strategic Systems Programs 11/6/2018

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Document Control

Version Date Change Authorization

2.0 07/28/2018 Update Version 1.0

2.0 11/06/2018 Update Version 1.0 (Final)

Document Approval

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Executive Summary

The Strategic Systems Programs (SSP) Enterprise Resource Planning (ERP) Sustainment Plan describes how the SSP Enterprise Business Office (SPEBO) executes key operational and management roles during sustainment of Navy ERP at SSP. The Sustainment Plan defines the purpose and operating relationships between the SPEBO, the Navy ERP Program Office (PO), Space & Naval Warfare Systems Command (SPAWAR), System Center Atlantic (SSCLANT), Naval Supply Systems Command Business Service Center (NAVSUP BSC), SSP branches, and Field Activities (FAs). The Sustainment Plan establishes the SPEBO as the primary organization within SSP for Navy ERP expertise and as the means to deliver centralized support to the end users. As the executing agent for sustainment, the SPEBO shall serve as the primary SSP point of contact with the Navy ERP PO and other service providers.

The SSP Sustainment Plan identifies the SPEBO with the sustainment responsibility for all aspects of SSP Navy ERP production operations related to Navy ERP’s Financial and Supply Chain Management functionality. Sustainment support operations began in FY13 after transition of command business operations from legacy systems and declaration of Full Operational Tempo. The Sustainment Plan identifies critical sustainment requirements for organizational structure, business processes, and sustainment approaches. However the Sustainment Plan does not address local SSP legacy systems nor imply SPEBO has responsibility for legacy system operations unless specifically stated.

Integration and coordination between teams within the SPEBO is critical to delivering and maturing effective sustainment services to the SSP business process owners, SSP stakeholders, and internal and external customers. Below summarizes sustainment responsibilities of the SPEBO teams:

Program Management – The Program Management group under the leadership of the Director holds responsibility for all standard program management activities and responsibilities necessary to enable sustainment activities and Workforce Management (WFM) business modules/processes and direct interaction and liaison with the FAs.

Production Operations – The Production Operations group under the leadership of the Production Operations Lead holds responsibility for the following business modules/processes;

Funds Management (FM), Financial (FI), Sales and Distribution (SD), Project Systems (PS), Controlling (CO), and all related activities necessary to support their associated business processes, command end users, and stakeholders.

Business Processes – The Business Process group under the leadership of the Business Process Lead holds responsibility for the following business modules/processes; Asset Management (AM), Inventory Management (IM), Warehouse Management (WM), Material Management (MM), and Workflow (WF) and all related activities necessary to support their

SSP ERP Sustainment Plan 20181106_Ver. 2.0_Final Page 4 of 44 associated business processes, command end users, and stakeholders. Additionally, the Business Process Lead holds responsibility for integration activities related to all Navy ERP functionality and business processes.

Business Intelligence – The Business Intelligence group under the leadership of the Business Intelligence Lead holds responsibility for Navy ERP-related reporting, development of leadership and business management reports, business process health and performance metrics, and key performance indicators.

Customer Liaison – The Customer Liaison group under the leadership of the Customer Liaison Lead holds responsibility for a broad range of end user related sustainment activities including:

role management, user management, training, and communications.

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Table of Contents

1.0 Introduction

1.1 Purpose

1.2 Related Documents

2.0 SSP Enterprise Business Office Overview

2.1 Governance

2.1.1 SSP ERP Business Office Roles and Responsibilities to the BOD

2.2 Continuity of Operations Plan (COOP)

3.0 SPEBO - Program Management

3.1 Business Office Director Responsibilities

3.2 Business Office Deputy Director Responsibilities

4.0 SPEBO - Production Operations

4.1 Production Operations Lead Responsibilities

4.2 Financial Management (FM) and Financial Accounting (FI) Module Lead

4.3 Project Systems (PS) Module Lead

4.4 Controlling (CO) and Sales and Distribution (SD) Module Lead

5.0 Business Process Integration Team (BPIT)

5.1 Business Process Integration Team Lead

5.2 Asset Management (AM), Inventory Management (IM), and Warehouse Management (WM) Module Lead

5.3 Material Management (MM) and Workflow (WF) Module Lead

5.4 SSP Navy ERP Scenario Handbooks

5.5 SSP Navy ERP Business Rules

5.6 SSP Navy ERP Business Process Flows

5.7 SSP Navy ERP White Papers

5.8 SSP Navy ERP Instructor Led Training Material

5.9 Data Quality

5.10 Functional Mailbox

6.0 SPEBO – Business Intelligence

6.1 Business Intelligence Lead Responsibilities

6.2 Business Intelligence and Governance

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6.3 Reports and Analytics

6.4 Data Management

6.5 Data Monitoring and Data Quality

6.6 Business Intelligence Future

7.0 Customer Liaison (CL)

7.1 Customer Liaison Team Lead Responsibilities

7.2 User Management (UM)

7.2.1 End-User ERP Account Management

7.2.2 Role Management

7.3 End User Training

7.3.1 Trainer Management

7.3.2 Training Materials

7.4 Communications

7.4.1 Published Material for End Users to Reference

7.4.2 End Users Looking for Information

7.4.3 Determining Communication Needs

7.4.4 Sending Targeted End User Communications

7.4.4.1 SSP ERP Email Requests

8.0 Field Activities (FA)

8.1 Field Liaison Lead Responsibilities

8.2 Site Lead Responsibilities

Site Lead Responsibilities

9.0 Workforce Management (WFM)

9.1 Workforce Management (WFM) Module Lead Responsibilities

10.0 Acronyms ..............................................................................Error! Bookmark not defined.

Appendix A – Definition of Terms

List of Figures

Figure 2-1 SPEBO Organization Figure 2-2 SSP Sustainment Governance Model Figure 7-1 Graphic of Navy ERP Assistance for End Users

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Figure 7-2 Details of Navy ERP Assistance for End Users Figure 7-3 Finding More Information - Standard Slide for Communication Materials Figure 7-4 End User Push Communications

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1.0 Introduction

1.1 Purpose

The Strategic Systems Programs Command (SSP) implemented Navy Enterprise Resource Planning (ERP) in October 2012. The SSP Sustainment Plan complements the Navy ERP Program Office (PO) Sustainment Plan (see Reference A) to provide a baseline for maintaining and managing the business processes within the Navy ERP environment. This plan provides guidance on maintaining Navy ERP as SSP continues to enhance their business processes to meet future requirements.

The purpose of this plan is to outline how the SSP Enterprise Business Office (SPEBO) operates during the sustainment period and provides support to SSP end users and business processes within the Navy ERP environment. As prescribed by the Navy ERP Sustainment Plan, liaison with the Navy ERP PO, NAVSUP BSC, and SSCLANT will be conducted primarily through the SPEBO.

The SPEBO holds sustainment responsibility for all aspects of SSP Navy ERP production operations related to Navy ERP Financial and Supply Chain Management (SCM) Functionality releases. The Sustainment Plan identifies critical sustainment requirements for organizational structure, business processes, and sustainment approaches.

The SPEBO Sustainment Plan was developed based on roles and responsibilities of the following SPEBO key stakeholders:

SSP Senior Management – SSP senior management, which consists of the SSP Board of Directors (BOD), Commanding Officers, Branch Heads, and Business Process Owners have overall responsibility for command business processes supported by the Navy ERP system. The SPEBO coordinates with and reports to leadership regarding SSP Navy ERP sustainment activities.

SSP Business Process Owners – Due to the highly integrated nature of Navy ERP, SSP business process owners have been identified and established for six functional areas including the following: Comptroller (SP13), Total Workforce Management (SP14), Contracts (SPN), Program Management (SP20/30), Logistics (SP206), and Support Services (SP16/SPCIO). The SSP Business Process owners are responsible for all processes and reports, Navy ERP and/or legacy systems, which fall under their functional area, policy for and manage the performance of processes under their cognizance, and advocating process improvements for the SSP enterprise. More specific details can be found in the SSP Instruction 4400.6 - Business Process Ownership document. (see Reference B)

Navy ERP Program Office (PO)/PMW 220 – The Navy ERP PO has overall responsibility for program and acquisition management, audit readiness, business finance, corporate operations, SSP ERP Sustainment Plan 20181106_Ver. 2.0_Final Page 9 of 44 and enterprise engineering. Additionally, has overall responsibility to coordinate and oversee all activities necessary to maintain and operate the Navy ERP solution.

NAVSUP BSC/Enterprise Integration – NAVSUP BSC is responsible for Navy ERP enterprise integration, consisting of three main areas: Performance, Technical Services, and Functional Services. NAVSUP BSC also provides the Navy ERP program with audit support and maintains functional operation of the Navy ERP system business processes and Tier 3 level end user support.

SPAWAR System Center (SSC) Atlantic/Enterprise Operations – SSC Atlantic is responsible for Navy ERP enterprise operations, consisting of nine main areas: General System Operations, Release Management, Test and Quality Assurance, Information Assurance, Technical Architecture, SAP Basis Technical Administration, Program Tool Technical Administration, Help Desk Tier 1 Call Center Services, and Data Center Services. SSC Atlantic also provides the Navy ERP program with audit support and the continuous operations of the Navy ERP system through proper technical configuration and management.

SSP Legacy System Business Stakeholders – SSP Legacy System Business Stakeholders will continue to operate local legacy systems requiring interaction within the context of the SSP Navy ERP production environment. The SPEBO coordinates with local legacy system stakeholders to support business processes, technical requirements, and other system lifecycle requirements.

Navy, Department of Defense and Federal Organizations - Organizations outside the Navy ERP PO and SSP generate policy, guidance, directives, and other mandates with direct impact on Navy ERP production operations including business process, technical, and reporting requirements. The SPEBO has responsibility to monitor, interact with, coordinate, and ensure effective implementation of these requirements.

1.2 Related Documents

Reference these documents:

Reference A – Navy ERP Sustainment Plan dated February 2012 Reference B – SSP Instruction 4400.6 -Business Process Ownership dated16 April 2014 Reference C – SSP Navy ERP Scenario Handbooks dated July 2016 Reference D – SPEBO Sustainment Governance dated 16 November 2016 Reference E – SPEBO Release Management Plan dated 28 December 2017 Reference F – ERP Inbox Standard Operating Procedures dated 6 April 2016 Reference G – Customer Liaison Standard Operating Procedure (SOP) dated 20 November 2014 Reference H – Field Level Navy ERP User Management & Training SOP 27 July 2016 Reference I – Helpdesk Expert Automation Tool (HEAT) SOP 30 December 2015

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For an electronic version of these documents, email SSPERP@ssp.navy.mil or visit the following site: https://sphqdm1.sphq.ssp.navy.mil/Livelink

2.0 SSP Enterprise Business Office Overview

The SPEBO is the primary organization within SSP for Navy ERP expertise. It acts as the primary agent to leverage the Navy ERP functionality on behalf of the command and is the single point of contact for Navy ERP business process support, data analysis, data management, training management, business reporting, and customer advocacy at SSP.

This construct ensures enterprise efforts, such as monitoring overall business operations, managing problem escalation, processing requests for change, testing new releases, and developing business process rules, are performed at the SPEBO level. The SPEBO has responsibility to coordinate across the branches and FAs to identify and communicate SSP-specific issues and actions that impact external customers and agencies while maintaining strong liaisons with the Navy ERP PO, NAVSUP BSC, SSCLANT, other Command Navy ERP Business Offices, SSP branches and FAs. The principal tenants/areas of responsibility of the SPEBO includes end user support, cost and schedule management, system performance, release management, issue escalation, end user reporting and training, and quality of service.

One of the SPEBO’s foremost focus areas is resolution of end user problems by providing customer liaison and problem resolution functions throughout the command. Operational processes supported by the SPEBO as related to Navy ERP include: business process management, problem/issue resolution and escalation, data management, business process performance metrics, testing, training, reporting, requirements management, role management, user access requirements, and communications. The SPEBO also manages business transitions required by any new functionality, maintenance releases, and system upgrades. The intent of the SPEBO structure is to have a sustainment organization that supports the SSP enterprise. The SPEBO organization is shown in Figure 2-1.

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Figure 2-1 SPEBO Organization

As mentioned, this structure helps ensure enterprise efforts are managed and conducted at the SPEBO level. Field Activities daily operational execution and end user training are primarily conducted locally. FAs also manage and sustain their applicable Business Office functions, such as labor analyst, while also maintaining their alignment to the SPEBO.

2.1 Governance

Governance describes the process by which critical business decisions that impact the sustainment of the Navy ERP solution are identified, escalated and adjudicated. The governance processes defined in this document provide a framework through which SSP leadership can make timely, coordinated and informed decisions.

The SSP Board of Directors (BOD) has the authority to make decisions and implement process changes as necessary on behalf of the SSP command. For Navy ERP Governance, the SSP BOD supports integration of Navy ERP with other SSP business initiatives, enables cross-functional and enterprise-wide business process dialogue, promotes a common understanding of Navy ERP processes, and ensures decisions are made in a timely manner. The SSP BOD is the final decision making body for all SSP Navy ERP business direction and/or issues.

The SPEBO Director leads the sustainment of Navy ERP across the command and is the conduit through which appropriate issues and need for decisions are raised to the SSP BOD for resolution. Figure 2-2 illustrates the high-level identification, resolution, and escalation

Business Processes Lead

SPEBO10

BI

SPEBO31

Field Liaison/WFM

SPEBO41

FI, FM, SD

SPEBO21

Production Operations Lead

SPEBO20

Customer Liaison Lead

SPEBO40

Business Intelligence Lead

SPEBO30

Director

SPEBO

Dep Dir/Integrator

SPEBOD

CO, PS, DTS

SPEBO22

AM, IM, WM

SPEBO11

SWFPAC (SPB)

SWFLANT

(SPK)

NOTU (SPP) SPUK

PMOSSP (SPS)

PMOSSP (SPF)

MM, WF

SPEBO12

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3.0 SPEBO - Program Management

The SPEBO under the Director’s leadership coordinates command-wide business process management activities. It functions and acts as the primary agent to leverage the Navy ERP functionality on behalf of the command. It coordinates across the branches and FAs to identify and communicate SSP-specific issues and actions that impact external customers and agencies. The Director has the responsibility for the SSP Navy ERP production system operations and functional capabilities inherent to end-to-end business processes. The Director holds management responsibility for business process management including all aspects of end-to-end business processes supported by the SSP Navy ERP system and responsibility to ensure that SPEBO maintains a flexible, functional, and highly skilled resource pool to support integrated business process management requirements.

SSP Navy ERP business processes supported under the Business Office Director consists of multiple SAP modules and capabilities including:

Asset Management (AM) Controlling (CO) Finance (FI) Funds Management (FM) Material Management (MM) Order Fulfillment (OF) Project Systems (PS) Sales and Distribution (SD) Supply Chain Management (SCM) Inventory Management/Warehouse Management (IM/WM) Workflow (WF) Workforce Management (WFM)

3.1 Business Office Director Responsibilities

In general, the Director monitors the use of the Navy ERP system at SSP to ensure: the system is operating as intended for all users, end users receive timely resolution of issues, and business performance metrics meet the acceptable thresholds and objectives. Additionally, the Director prepares and maintains all budget information for the SPEBO as required, as well as a staffing plan for all SPEBO resources. The Director develops and maintains a high-level sustainment schedule and participates in the Navy ERP risk management process to identify mitigation strategies for any SSP identified sustainment risks. Additionally, the Director:

Acts as the primary agent to leverage the Navy ERP functionality on behalf of the command.

Provides overall leadership to and management of the SPEBO.

Leads budget execution and management of approved command funds.

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Coordinates budget submissions for command requirements directly related to Navy

ERP.

Identifies funding strategies, prioritization, and submit requirements for enhancements and changes to systems command-unique Navy ERP functionality.

Serves as the conduit for issues escalated to the BOD.

Develops and maintain SPEBO sustainment schedule.

Oversees risk and issue management efforts.

Serves as liaison among SSP key stakeholders, business process owners, Navy ERP PO, branches and FAs on SSP’s behalf.

3.2 Business Office Deputy Director Responsibilities

The Deputy Director:

Shares all management responsibilities with the SPEBO Director.

Provides overall guidance and leadership to the WFM Team Lead.

Coordinates upgrades and system releases with the Navy ERP PO.

Coordinates SPEBO facilities, staffing, budget, and day-to-day office management functions.

Develops and maintains SSP Release Management Plan and leads all release management activities for the command including; serves as SSP chair for CRRB, prepares Engineering Change Proposals (ECP) or Requests for Change (RFCs). More specific sustainment governance detail and processes can be found in the SPEBO Release Management Plan. (see Reference E) Maintains SPEBO Sustainment Plan and Sustainment Governance documents to ensure they accurately represent current environment, organization structure, and business processes.

Manages and maintains the weekly Quality Center (QC) rankings for all new sustainment defects, service requests, and ECPs to determine impact to the command.

Leads contract oversight including, formulating the Statements of Work and Contract Data Requirements List requirements, and monitoring contract execution for SSP Enterprise Business Office related contract actions.

Performs as Contracting Officer Representative (COR) for SPEBO contracts.

Leads risk and issue management activities.

Leads sustainment scheduling efforts.

Oversees metrics development and command reporting activities/efforts.

4.0 SPEBO - Production Operations

SPEBO Production Operations holds management responsibility for SSP Navy ERP FI, FM, SD, PS, and CO functionality and production operations support. Additionally, the Production Operations Team supports and monitors SSP 1730 company code production data for

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Monitoring SSP Navy ERP Master and Transactional Production Data.

Documenting and Reporting Master and Transactional Production Data Issues.

Resolving Master and Transactional Production Data Issues.

Monitoring SSP Navy ERP Production System and Interface Execution.

Production Event Management (Month-End and Year-End Close, etc.).

SSP Navy ERP Production System Performance Reporting.

4.1 Production Operations Lead Responsibilities

The Production Operations lead is responsible for the following:

Provides overall leadership for the Production Operations Team.

Develops and supports regular review, updates and changes to the handbooks, business process flows, and business rules under his/her purview, as required.

Holds management responsibility to coordinate and support training requirements to ensure accuracy of the SSP Navy ERP end-to-end production operations training programs.

Holds management responsibility to coordinate Production Operations activities with the Business Process, Business Intelligence (BI) and Customer Liaison (CL) Teams to ensure alignment is maintained.

Coordinates and provides any Production Operations changes to handbooks, business process flows, and business rules to Business Process Integration Team (BPIT) Lead on timely basis to ensure documents are updated timely and configuration control is maintained.

Provides Financial Improvement Audit Readiness support and guidance.

Develops and manages Production Operations training content to include end user tip sheets, desk guides, and training material/learning aids to ensure that material accurately reflects current SSP business processes and meets end user requirements.

Supports and provides Production Operations input to the weekly QC rankings for all new sustainment defects, service requests, and ECPs.

Develops and maintains expertise in Navy ERP modules (FI, FM, SD, PS, and CO), including global and local requirements, business practices, and business rules, to ensure effective system issue resolution.

Coordinates and supports SSP activities related to Month-End and Year-End Close.

Develops annually and maintains biweekly, Production Operations sustainment schedule which identifies and tracks major projects, priorities, tasks, and activities.

Provides local business process assistance and problem resolution to the SSP branch and field activity communities.

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Coordinates use of and updates to the Navy ERP-provided training environment to gain a deeper understanding of the configured product, evaluate possible business rule change effects, troubleshoot, and analyze change requests.

Assists in preparing ECPs or RFCs and planning the implementation of any system or process changes.

4.2 Financial Management (FM) and Financial Accounting (FI) Module Lead The responsibilities of the FM and FI Module Lead include:

Develops and maintains expertise in Navy ERP master modules, particularly the FM and FI, including global and local requirements, business practices, business rules, and customer requirements.

Coordinates and supports the command FM and FI activities related to Month-End and Year-End Close.

Supports regular reviews, updates and changes to the handbooks, business process flows, and business rules under his/her purview.

Supports development of training content to include end user tip sheets, desk guides, training material, and learning aids.

Advises SPEBO leadership and end-users on related issues, known and newly encountered problems, system workarounds, and efforts in progress within Navy ERP to ensure effective and timely resolution.

Analysis and timely responses to resolve and escalate as necessary Helpdesk Expert Automated Tool (HEAT) tickets related to functional area.

Supports and provides FM and FI input to the weekly QC rankings for all new sustainment defects, service requests, and ECPs.

Supports development of and provides timely updates to FM and FI sections of sustainment schedule.

Maintains knowledge of best practices through participation in professional conferences and training sessions in these functional areas.

Serves as the Lead FM and FI Module Subject Matter Expert (SME) during sustainment and as the focal point for issues, questions, and solutions; Appendix A provides descriptions of each of the Modules.

4.3 Project Systems (PS) Module Lead

The responsibilities of the PS Lead include:

Develops and maintains expertise in Navy ERP master modules, particularly the PS, including global and local requirements, business practices, business rules, and customer requirements.

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Coordinates and supports the command PS activities related to Month-End and Year- End Close Leads SPEBO efforts related to new fiscal year start-up activities.

Supports regular reviews, updates and changes to the handbook, business process flows, and business rules under his/her purview.

Supports development of training content to include end user tip sheets, desk guides, training material, and learning aids.

Advises SPEBO leadership and end-users on related issues, known and newly encountered problems, system workarounds, and efforts in progress within Navy ERP to ensure effective and timely resolution.

Analysis and timely responses to resolve and escalate as necessary HEAT tickets related to functional area.

Supports and provides PS input to the weekly QC rankings for all new sustainment defects, service requests, and ECPs.

Maintains knowledge of best practices through participation in professional conferences and training sessions in these functional areas.

Supports development of and provides timely updates to PS section of sustainment schedule.

Serves as the lead PS module SME during sustainment and as the focal point for issues, questions, and solutions; Appendix A provides descriptions of each of the Modules.

Leads Navy ERP Planning implementation and execution efforts.

4.4 Controlling (CO) and Sales and Distribution (SD) Module Lead The responsibilities of CO and SD Module Lead include:

Develops and maintains expertise in Navy ERP master modules, particularly the CO and SD, including global and local requirements, business practices, business rules, and customer requirements.

Coordinates and supports the command CO and SD activities related to Month-End and Year-End Close.

Supports regular reviews, updates and changes to the handbook, business process flows, and business rules under his/her purview.

Supports development of training content to include end user tip sheets, desk guides, training material, and learning aids.

Advises SPEBO leadership and end-users on related issues, known and newly encountered problems, system workarounds, and efforts in progress within Navy ERP to ensure effective and timely resolution.

Analysis and timely responses to resolve and escalate as necessary HEAT tickets related to functional area.

Supports and provides CO and SD input to the weekly QC rankings for all new sustainment defects, service requests, and ECPs.

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Maintains knowledge of best practices through participation in professional conferences and training sessions in these functional areas.

Supports development of and provides timely updates to CO and SD sections of sustainment schedule.

Serves as the lead CO and SD module SME during sustainment and as the focal point for issues, questions, and solutions; Appendix A provides descriptions of each of the Modules.

5.0 Business Process Integration Team (BPIT)

Business Process Integration Team (BPIT) holds management responsibility for SSP Navy ERP Asset Management, Inventory Management, Warehouse Management, Material Management, and Workflow functionality. Additionally, BPIT supports data management activities including but not limited to the following: monitoring and updating SSP Navy ERP master production data, and documenting, reporting, and resolving master production data issues. This support includes, but is not limited to the following:

Monitoring SSP Navy ERP Master and Transactional Production Data.

Documenting and Reporting Master and Transactional Production Data Issues.

Resolving Master and Transactional Production Data Issues.

Monitoring SSP Navy ERP Production System and Interface Execution.

BPIT responsibilities include all aspects of scenario and functional-based support, monitoring, problem resolution, capability, and system reporting necessary to support the SSP business community. The primary means to manage business processes include but are not limited to the following:

SPEBO Business Scenario Handbooks SSP Navy ERP Business Rules SSP Navy ERP Business Process Flows SSP Navy ERP White Papers Instructor Led Training Materials SPEBO Business Process Data Integrity.

Integration areas/touch points between Navy ERP functional areas and modules.

The documentation and configuration control of new processes, updates, and changes to the Navy ERP Scenario Handbooks, Business Rules, Business Process flows, White Papers, and Instructor Led Training material are handled through a formal process to ensure maximum review and vetting by all appropriate personnel. More specific sustainment governance detail and processes can be found in the SPEBO Sustainment Governance document (see Reference D).

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5.1 Business Process Integration Team Lead

BPIT lead is responsible for the following:

Provides overall leadership for/to the BPIT.

Provides overall management, governance, and configuration control of SPEBO Scenario Handbooks, SSP Navy ERP Business Process Flows, SSP Navy ERP Training materials, and SSP Navy ERP Business Rules.

Management responsibility to coordinate Business Process activities with the Business Intelligence, Customer Liaison, and Production Operations teams to ensure alignment is maintained.

Develops and supports regular review, updates and changes to the handbooks, business process flows, training materials, and business rules under his/her purview as required.

Holds management responsibility to coordinate and support business process training requirements to ensure accuracy of the SSP Navy ERP end-to-end business process training programs.

Develops and manages BPIT training content to include: end user tip sheets, desk guides, and training material/learning aids to ensure that material accurately reflects current SSP business processes and meets end user needs.

Supports and provides BPIT input to the weekly QC rankings for all new sustainment defects, service requests, and ECPs.

Develops and maintains expertise in Navy ERP modules (AM, IM, WM, MM, and WF), including global and local requirements, business practices, business rules, to ensure effective system issue resolution.

Supports SSP activities related to Month-End and Year-End Close and fiscal year start-up activities.

Develops annually and maintains biweekly, BPIT’s sustainment schedule which identifies and tracks major projects, priorities, tasks, and activities.

Provides local business process assistance and problem resolution to the SSP branch and field activity communities.

Coordinates use of and updating to the Navy ERP-provided training box to gain a deeper understanding of the configured product, evaluate possible business rule change effects, troubleshoot, and analyze change requests.

Assists in preparing ECPs or RFCs and planning the implementation of any system or process changes.

5.2 Asset Management (AM), Inventory Management (IM), and Warehouse Management (WM) Module Lead The responsibilities of the AM, IM, and WM Module lead include:

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Develops and maintains expertise in Navy ERP master modules, particularly the AM, IM, and WM, including global and local requirements, business practices, business rules, and customer requirements.

Supports the command AM, IM, and WM activities related to Month-End and Year-End Close.

Supports regular reviews, updates and changes to the handbooks, business process flows, and business rules under his/her purview.

Supports development of training content to include end user tip sheets, desk guides, training material, and learning aids.

Advises SPEBO leadership and end-users on related issues, known and newly encountered problems, system workarounds, and efforts in progress within Navy ERP to ensure effective and timely resolution.

Analysis and timely responses to resolve and escalate as necessary HEAT tickets related to functional area.

Supports and provides AM, IM, and WM input to the weekly QC rankings for all new sustainment defects, service requests, and ECPs.

Maintains knowledge of best practices through participation in professional conferences and training sessions in these functional areas.

Supports development of and provides timely updates to AM, IM, and WM sections of sustainment schedule.

Serves as the lead AM, IM, and WM module SME during sustainment and as the focal point for issues, questions, and solutions; Appendix A provides brief description of each of the Modules.

5.3 Material Management (MM) and Workflow (WF) Module Lead

The responsibilities of the MM and WF Module Lead include:

Develops and maintains expertise in Navy ERP master modules, particularly the MM and WF, including global and local requirements, business practices, business rules, and customer requirements.

Supports the command MM and WF activities related to Month-End and Year-End Close.

Supports regular reviews, updates and changes to the handbook, business process flows, and business rules under his/her purview.

Supports development of training content to include end user tip sheets, desk guides, training material, and learning aids.

Advises SPEBO leadership and end-users on related issues, known and newly encountered problems, system workarounds, and efforts in progress within Navy ERP to ensure effective and timely resolution.

Analysis and timely responses to resolve and escalate as necessary HEAT tickets related to functional area.

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Supports and provides MM and WF input to the weekly QC rankings for all new sustainment defects, service requests, and ECPs.

Maintains knowledge of best practices through participation in professional conferences and training sessions in these functional areas.

Supports development of and provides timely updates to MM and WF sections of sustainment schedule.

Serves as the lead MM and WF module SME during sustainment and as the focal point for issues, questions, and solutions; Appendix A provides descriptions of each of the Modules.

5.4 SSP Navy ERP Scenario Handbooks

The SSP Navy ERP Handbooks document and describe the business process scenarios processes that will be followed during sustainment of Navy ERP across the SSP command. The Handbooks encompass the seven major business processes scenarios and encompass the major SAP functional modules: Finance (FI), Funds Management (FM), Controlling (CO), Sales Distribution (SD), Workforce Management (WFM), Project Systems (PS), Materials Management (MM), Assets Management (AM), Inventory Management (IM), Warehouse Management (WM) and Workflow (WF).

Each SSP Navy ERP Scenario Handbook describes the master data, associated business rules, user roles, transactions and expected outcomes, user guidance, interfaces, workflow, reporting, and business document management. (See Reference C)

The Navy ERP scenarios covered within the Handbooks include the following:

Budget to Authorize - (Financial) – The Budget to Authorize scenario includes transactions for cost planning, and the creation of project structures, funds allocation and control, and derivation of budgetary ledger accounts. Scenario includes getting the budget (funds, funding) SSP receives loaded into Navy ERP and staged for execution. This is accomplished several different ways depending on the type of budget (funding) received. The FM module of Navy ERP has a prominent role in the Budget to Authorize scenario. Other Navy ERP modules interacting with the Budget to Authorize scenario are FI, CO, SD, PS, and MM.

Plan to Perform (Project System) – The Plan to Perform scenario includes the PS module and encompasses all aspects of project management from project initiation through project closing.

Packaging budget, costs, and external services into a single system of record like Navy ERP allows SSP to comprehensively monitor how a project is executed. The PS module integrates with other modules including FM funds the projects in PS, while MM houses the contracts and funding documents executed against the projects in PS.

Check-In to Check-Out (Personnel) –Check-In to Check-Out scenario provides a cross-functional view of Workforce Management functions within SAP for acquisition, logistics and supply, Military, Contractor, Foreign National and Intern support. This scenario describes

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Plan to Pay (Material Management) – The Plan to Pay scenario provides supply chain management (Plan to Delivery and Procure to Pay) and Order Fulfillment (Order to Cash) and describes all procurement of material and services covering lifecycle activities from initial planning through vendor payment and cash. Plan to Pay scenario is fully integrated with other SAP modules including the following:

FM – Supports funding authorizations and budget management FI/CO – Supports financial accounting related to procurement execution PS – Integration for budget, work breakdown structures, and funding controls AM – Supports capitalized asset financial treatment IM – Component of materials management related to financial tracking WM – Add-on capability to track inventory at movement level

Plan to Stock (Inventory and Warehouse Management) – The Plan to Stock scenario describes the Operating Materials and Supplies (OM&S) business process which were implemented as Navy ERP becomes the Navy’s financial system of record and provides OM&S-related information that is applicable to SSP’s overall use of Navy ERP. Additionally, the scenario encompasses both the initial efforts associated with the conversion of legacy SSP OM&S data into Navy ERP, as well as the functions and responsibilities that remain applicable to SSP while operating within the Navy ERP system.

Acquire to Dispose (Asset Management) – The Acquire to Dispose scenario describes the transactions that govern the entire lifecycle of an asset/Government Equipment by optimizing SSP’s financial business practices of acquiring, maintaining, and disposing of an asset.

Post to Report (Financial Posting and Closing) – Post to Report scenario encompasses various financial postings that occur within the core financial modules of SAP, through period end closing and reporting of the financial position for the SSP enterprise. The specific areas covered by Post to Report are labor processing, employee travel, month end and year end processing.

Due to the complexity and integration of Navy ERP, it is expected that the discovery and learning process with Navy ERP will continue to evolve and expand as Navy ERP use continues and new business processes are required. As a result, the Handbooks are intended to be living documents, to be revised and updated as new releases of SAP and new Navy ERP functionality are delivered. The BPIT Lead is responsible for developing a process that provides for regular scheduled updates to the Handbook, maintaining Handbook configuration control, and communicating changes to impacted stakeholders. More specific details regarding process for updating and maintaining configuration control of Handbook can be found in SPEBO Governance Sustainment document. (see Reference D)

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5.5 SSP Navy ERP Business Rules

The SSP business rules further clarify and guide business activities for SSP specific business processes or tasks that are not covered or restricted by Navy ERP functionality or business requirements. The business rules are in statement format, clearly defined for all to understand, and are categorized by functional area. Business rules align business behaviors, processes and roles with the enterprises’ declared business strategy. The language of a business rule is explicit and unambiguous leaving the reader no doubt what is required or option whether or not to comply. Finally, a business rule will be written in such a way that it explicitly informs the reader what to do, rather than what not to do. However, it will not be necessary to develop, approve and publish business rules that are Navy ERP system controlled and enforced and that deliver the desired business outcomes.

As SSP Navy ERP matures, new business rules or changes will be required. The BPIT Lead is responsible for developing a process that maintains configuration control over all SSP Navy ERP business rules, ensures that the business process owners and stakeholders have had opportunity to review, and additions and changes have been communicated to the impacted stakeholders and end users. The configuration controlled business rule master list resides in the SSP Livelink document repository: https://sphqdm1.sphq.ssp.navy.mil/Livelink

More specific details regarding the process for updating, approving, and maintaining configuration control of Navy ERP business rules can be found in SPEBO Sustainment Governance document. (see Reference D)

5.6 SSP Navy ERP Business Process Flows

The SSP Business Process Flows (BPFs) document and illustrate end-to-end as-is business processes for SSP. The BPFs focus on processes that are unique to SSP and define areas of business process ownership, responsibility, and the handoffs between SSP branches. The Business Process Team is responsible for developing a process that maintains configuration control of all SSP Navy ERP BPFs, ensuring the business process owners and stakeholders have the opportunity to review, and ensuring any additions and changes have been communicated to the impacted stakeholders. The Business Process Team manages the central list of BPFs to ensure version control and governance. The configuration controlled SSP Navy ERP Process Flow Master List resides in the SSP Livelink document repository:

https://sphqdm1.sphq.ssp.navy.mil/Livelink

More specific details regarding the process for updating, approving, and maintaining configuration control of Navy ERP business process flows can be found in SPEBO Sustainment Governance document. (see Reference D)

5.7 SSP Navy ERP White Papers

White Papers are developed to assist SSP leadership in making decisions regarding the sustainment of Navy ERP. Each white paper requires issue or decision requirement details, SSP ERP Sustainment Plan 20181106_Ver. 2.0_Final Page 24 of 44 issue/decision background, options and discussion, and a proposed recommendation and each white paper is required to move through the formal development, submission and approval process. The CL Lead is responsible for managing a central list of white papers to ensure version control and governance and is responsible for developing a process that ensures the business process owners and stakeholders have the opportunity to review all white papers and any updates/changes have been communicated to the impacted stakeholders. The approved and configuration controlled white papers reside in the SSP Livelink document repository:

https://sphqdm1.sphq.ssp.navy.mil/Livelink

More specific details regarding the process for updating, approving, and maintaining configuration control of Navy ERP white papers can be found in SPEBO Sustainment Governance document. (see Reference D)

5.8 SSP Navy ERP Instructor Led Training Material

Training slides for Instructor Led Training (ILT) courses are specific to end user roles. They provide Navy ERP and SSP concepts to assist end users in understanding why and how they perform specific functions in the system. Exercises for ILT courses provide end users with realistic scenarios to practice what they have learned in class. Learning Aids are referenced in the training slides and will provide step by step guidance to assist end users in completing the task. Business Process Team maintains all ILT content and exercises, while the CL Team maintains Learning Aids and coordinates Web-Based Training (WBT) and ILT training.

More specific details regarding the process for updating, approving, and maintaining configuration control of Navy ERP instructor led training materials can be found in SPEBO Sustainment Governance document. (see Reference D)

5.9 Data Quality

The BPIT lead has management responsibility to deliver quality business processes for all SSP Navy ERP end-to-end business processes. To ensure Business Rules are followed, the BPIT team maintains a Data Integrity master spreadsheet that tracks which Business Rules require additional monitoring. The Data Integrity items associated with Business Rules are considered Data Integrity Phase 1. The BPIT Team also maintains Data Integrity items not associated with Business Rules, which are considered Data Integrity Phase 2. The BPIT provides the Data Integrity master spreadsheet (Phase 1 and Phase 2) to the BI Team for action to monitor, analyze, report, and otherwise support data quality standards.

5.10 Functional Mailbox

End users are able to communicate directly with the SPEBO through the SSPERP@SSP.Navy.mil mailbox. The email address is available on all pages of the SP102 ERP Website and at the bottom of most communications. The mailbox allows for two-way feedback channels and open lines of communication to help instill confidence among the community.

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BPIT Lead maintains visibility over the inbox to manage, track, and resolve those ERP end user requests received in the functional mailbox and the internal process required to assign a technician, resolve, save, and archive SSP Navy ERP email requests to the SSPERP@SSP.navy.mil. More specific details can be found in the ERP Inbox Standard Operating Procedures (SOP). (see Reference F)

6.0 SPEBO – Business Intelligence

Business Intelligence (BI) complex reporting and analytics is the process of taking large amounts of data, analyzing that data, generating reports that synthesize data into insightful information, and delivering the reports to decision makers. Complex reporting and analytics provides all levels of management (strategic, operational and tactical) with actionable data for essential business decisions as well as a constant measure of SSP organizational and programmatic health. Areas of focus include, but are not limited to the following:

BI Strategy and Frameworks.

BI Best Practices.

BI Technical Environment.

Complex Reporting and Analytics Processes and Delivery.

Efficiency and Value-Added Propositions for Report and Analytics Consumers.

Navy Enterprise Business Intelligence Initiatives.

Data as a Strategic Asset at SSP and across Navy Enterprise.

The BI Lead holds responsibility to generate complex reporting and analytics for the SSP command not otherwise available through other reporting or analytical capabilities. The BI Lead’s focus is on delivering highest quality, trusted information that includes, but is not necessarily limited to the following:

Establish, enhance, and sustain performance metrics and benchmarking to support business imperatives, targets, and goals. (Measurement) Establish, enhance, and sustain quantitative processes to provide the SSP command with insight for optimal decision making. (Analytics) Establish, enhance, and sustain infrastructure to support strategic / complex reporting capabilities not otherwise supported via existing solutions. (Reporting) Apply advanced approaches to integrate data for various internal and / or external organizations. (Collaboration/Collaboration Platforms)

6.1 Business Intelligence Lead Responsibilities

The BI lead responsibilities include the following:

Manages and provides overall leadership for the BI Team.

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Manages and coordinates BI activities with the Business Process, Production Operations, and CL Teams to ensure alignment is maintained.

Analyzes SSP leadership, management, and end user reporting requirements, develop standardized and repeatable process to test reports against requirements, and the timely delivery of accurate reports in support of business requirements.

Develops custom reports in support of leadership and end user community including but not limited to the following; Funds Planning and Execution Tool, United Kingdom, MEC and YEC , and Defense Travel System.

Continuously improves efficiency of value-added reporting and analytical capabilities provided to the SSP command and Navy Enterprise.

Attends and participate in industry conferences to remain abreast of current and future best practice approaches.

Represents SPEBO and SSP on the Navy’s Business…