MOCAS_LIM_-_Strategey_Brief.pdf

MOCAS

Lifecycle Investment Management (LIM)

Program

Program Strategy & Status

December 2015

Goals:

• Improve efficiencies for deploying system changes to production.

• Reduce schedules and regression risk related major changes.

• Enable efficiencies across DoD P2P – Source through Target systems.

• Improved Contract Intake and Validation

• Streamlined Contract Processing

• Improved Reporting

• Enhanced Usability

Boundaries:

• Maintain operational capabilities.

• Maintain customer responsiveness.

• Maintain problem resolution responsiveness.

Commitments:

• Deploy SLOA. (Q1 FY18)

• Deploy PIID. (Q1 FY16 - Interim)

• FIAR, SAE16 & Transition to RMF. (Q3 FY16)

Program Goals, Boundaries and

Commitments

MOCAS Problem Root Cause Analysis

Organizational

• DCMA/DFAS – Separate Business Process & Priorities

• No Single Voice of the Customer

Technology

• Antiquated Technology

• Convoluted Code Base

Process

• Outdated/Inefficient SDLC

• Significant regression risk related each invasive SCR

Efficiency in Moving Changes/Directives to Production

After in depth root cause analysis within DCMA and DFAS the organizations proposed three separate initiatives that would address the identified root causes:

Resource Alignment: Joint PMO

Technology Insertion (Modernize in Place)

Vision Realized through…

That Will Increase Efficiency in Moving Changes/Directives to Production.

Process Improvement: Common

Lifecycle Framework (5000.02)

A three pronged solution of:

An improved and integrated approach to be more proactive to changes within DoD P2P.

The alignment of resources, common processes, and technology to enable rapid, low risk development and deployment of new capabilities that will improve our response to DoD directives and customer change requests.

Program Strategy

Improved Technical Architecture (time-phased technology insertion)

JPMO & Standard SDLC (DCMA/DFAS resources + common/shared business processes)

Required/Priority SCR’s & Warmlines (deployment of business & technical priorities)

Integrated CM & Release Planning (integrated/iterative production releases supporting multiple projects)

Organizational Strategy:

Joint Program Management Office

JPMO

Across all DFAS & DCMA Business Capabilities

Project Teams

Enforcement of Policies, Standards & Rules

Provides consolidated administrative foundation and structure that establishes decision rights, accountability, policies and processes that will work together to guide management decisions to get maximum value from MOCAS LIM program

Serves as a single point of entry for evaluating and prioritizing all MOCAS changes

Collaboration & Cooperation

Contract Administration

Shipments/ Acceptance

Invoice Control Entitlement Pre-

Validation Cash

Management Disbursement Financial Reporting

Accounts Receivable

Contract Closeout

Business Area Leads Business Process Owners Key Stakeholders Customers Employees

Communication Training Change Agent Workshops Business Readiness Validation Metrics

Organizational Change Management (OCM) A w a r e n e s s A c c e p t a n c e A b i l i t y

Harmonize the OCM activity timelines with the planned releases

Better alignment: initiatives effectively cater to business & regulatory needs

Better application & data lifecycle management:

mitigation of risk

Architecture & design that foster interoperability

Formalized structure & processes:

clarity in terms of ownership, accountability, decision rights, roles & responsibilities

IT agility: increased ability to flex, scale, synergize and optimize the deployment of IT resources

Improved enterprise-wide utilization of resources

Minimal or no overlap of effort/work across agencies

Integrated change & release management

Improved communication, & collaboration resulting in timely decisions & efficient delivery

Improved visibility & transparency into the pipeline of changes:

proactive planning & abstraction of common functionality

K ey

G o al s

B e n ef it s

St ak e h o ld r

En ga ge m e n t

M o d e l

C e n tr al iz d

G o ve rn an ce

M an ag e m e n t

• Implement a common Software Development Lifecycle for all projects.

• Rooted in DoD 5000.02 directives for defense business systems development.

• Supports an integrated master schedule with planned/iterative production releases.

Process Strategy:

Common Lifecycle Framework

Current (As-Is) Analysis Evaluation/Study Future (To-Be) Capability

Batch Oriented Processing

On-Line Transactions • Code Redesign/Refactoring

Workflow Driven

• Enhanced Workflow

• Rules Based Logic

Static and Batch Driven Reports Dynamic Reports Created On-Demand • Event Notifications

• Improved Reporting

• Event Reporting Need to Pull Reports/Status from MOCAS Subscribing to Events and Status Changes

Hard Coded Business Rules and Logic Rules Based Architecture

• Enhanced Workflow

• Rules Based Logic

Antiquated Data Storage Techniques Object/Relational Data Storage

• Database Technology

• Data Optimization

Multi-Level Data Translations and Maps

(XML->EDI->UDF)

Data Standardization • Native XML Support

FTP of Files at the Interfaces Adoption of Service Oriented Interfaces • Code Redesign/Refactoring

Static Column Oriented User Screens Dynamic Full Featured GUIs • User Interface Improvements

Multiple MOCs Consolidation/Integration

• Database Technology

• Data Optimization

Technology Insertion Strategy:

Modernize In Place

MS B

Planning

Conceptual Design and Prototyping

Detail Design Release

Management

IBM Green Screen Terminals

Applications

• COBOL/Batch •Mantis/Online

DATA

Supra Files

Highly Coupled

As-Is Analysis To-Be Insertion

DATA

•Object/relational data storage •Data sharing/data mart concepts

Application

• Business Rules •Workflow Engine

• Enterprise Service Bus

Presentation

•HTML 5

•User Workbench/Portal

Loosely Coupled Open Services

Data Abstraction/

Normalization Study

Conceptual Design and Prototyping

GUI/Portal

Code Conversion

Loosely Coupled

SQL/XML

Open Services

Technology Analysis/Insertion

MS B

Planning

Inter-Agency Coordination Activities

FY15

MOCAS Problem Statement (PS) Approved April FY14

MOCAS LIM Business Case/Strategy:

MOCAS JRB

Approved November FY15

DCMA/DFAS Management Chains Approved January FY15

DCMA/DFAS/DPAP Directors, OSD Comptroller Approved February FY15

RFIs 1 & 2 (Mainframe Modernization Approaches/MOCAS PS AoA Complete May FY15

MOCAS LIM MS A Preparation and Coordination:

January FY15 - August FY15

Program Management Plan Complete

Business Requirements Document

System Engineering Plan Complete

LCCE and Preliminary Release Plan

MOCAS LIM MS B Planning: (Pending)

Acquisition Strategy Panel Review Approved August FY15

MS B WBS and Schedule Complete August FY15

MS B Staffing Profile and JPMO Organizational Breakdown Structure Complete September FY15

MOCAS LIM Program Charter Ready for Signature

MOCAS LIM Milestone A Ready for Approval

MOCAS LIM Program Lifecycle

FY15 FY13

Completed

PROGRAM RISK

Planning Only

MOCAS LIM Program Summary

FY16 FY17 FY18 FY19 FY20 FY21

SLOA, PDS, Native XML, etc.

As-is Capabilities, Code Documentation, etc.

MSA

Enhanced Usability – Technical Refresh

MSB

New Capabilities & Technology Insertion

$23.6M $33.4M $34.8M $30.6M $28.1M $28.1M

SUST: $16.8M

LIM: $6.8M*

SUST: $15.8M

LIM: $17.5M

SUST: $12.9M

LIM: $21.8M

SUST: $13.1M

LIM: $17.6M

SUST: $13.1M

LIM: $15M

SUST: $13.1M

LIM: $15M

Improved Reporting

Detailed Event Notifications

Streamline Contract Processing Enhanced Workflows

Improved Contract Intake and Validation

Adoption of New Data Standards

Document MOCAS Baseline

Establish LIM Program

Capability Realignment/Optimization of eTools/Sidecars

Program - Next Steps

• Conclude the BCPL Planning & Analysis Phase by obtaining the following for MS A:

– Approval by the DCMA and DFAS Directors of the MOCAS Program Charter and Milestone Decision Authority (MDA) Delegation Action Memo(s)

– Approval of program documentation required by the BCPL for MS A

– MDA approval of the MOCAS LIM Program MS A Decision Action Memo

– Stand-up and transition to the MOCAS LIM JPMO

• Proceed into the Conceptual Design & Prototyping Phase on the path to MS B

– Develop detailed specifications that enable the solution

– Perform prototyping for proof of concept, solicitation of requirements, and risk mitigation purposes

– Develop documentation required by the BCPL to reflect Conceptual Design & Prototyping Phase activities in preparation for MS B

Past

• Initiated by one Organization

• Contractor Led

• Contractor Involvement = 80% Government Involvement = 20%

• Invasive/Big Bang Conversion Strategy

• Technology Driven

Present

• Coordinated with both Organizations

• Government Led

• Government Involvement = 65% Contractor Involvement = 35%

• Integrated/Time-phased Business & Technological Insertions Strategy

• Business Driven

We need to change our approach to effectively support MOCAS and it’s users by:

• Responding to evolving Business Needs

• Adapting to changing Technology

• Accelerating to the increased velocity of changes

Why Now, What has Changed?

Approved MOCAS Problem Statement

DoD has a critical need for a sustainable, efficient and effective approach to processing centralized Procure to Payment functions on the complex contracts that constitute 51% of DoD procurement spend. This centralized function includes the following:

• Entitlement

• Financial Oversight

• Contract Management

• Contract Closeout

Since the 1960s this functionality has been provided by the Mechanization Of Contract Administration Services (MOCAS) system. The system last received a major technical upgrade during the mid-1980s.

Currently, no plan exists to modernize or replace the system or to subsume its functionality into another system or systems.

VISION: To develop and execute a plan in cooperation with stakeholders to ensure the continued availability of the critical functionality above in the To-Be environment by evaluating available technologies and investment options and identify the alternative that provides the best value to the department.

MOCAS Background

• Over the past decade, MOCAS has progressed through several system designation changes.

Legacy System System of Interest Target System

• Legacy/System of Interest designations provided only for “sustainment funding”.

• No pro-active technology refresh or forward-looking investment strategy.

• Limited direct customer/user involvement in planning.

• MOCAS has become understandably difficult and costly to sustain:

– Code base has become highly fragmented.

– Shielded from new technology and standards.

– Documentation is outdated and not current.

• Upcoming changes to align to various mandated data standards and regulations are very invasive and represent risks in terms of cost, schedule, and mission success.

To effectively maintain MOCAS, we need to improve our sustainment approach.

Program Governance Model

• Business Scope Control: Aligned Program Governance and Prioritization Models.

• Technical Scope Control: Common Software Development Lifecycle (SDLC).

• Programmatic Control: Integration with CPIC program and cross-Agency EVM.

Business

Analysis and Architecture

Design

Encompassing

All System Scope (Known at the time of MS A)

0 Project specific Business

Analysis and Architecture

Design refined (Fed back into Program baseline)

• SDLC applied and tracked at the Program Level.

• The “Execution” phase of the Program is the sum of individual projects (Warmlines, SCRs + Technical improvements).

• MS B for the Program defines the integrated analysis, design, test and release of business capabilities and improved technical architecture.

Integrated/Planned Releases

MOCAS LIM MS B Schedule