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IFMP Competency Center Overview August 23, 2004 Where No ERP Has Gone Before: NASAs SAP Implementation Donna L. Smith SAP Version Update Project Manager.

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Presentation on theme: "IFMP Competency Center Overview August 23, 2004 Where No ERP Has Gone Before: NASAs SAP Implementation Donna L. Smith SAP Version Update Project Manager."— Presentation transcript:

1 IFMP Competency Center Overview August 23, 2004 Where No ERP Has Gone Before: NASAs SAP Implementation Donna L. Smith SAP Version Update Project Manager Manager, Business Process and Application Support Integrated Enterprise Management Program (IEMP) Competency Center

2 Agenda NASA Background & Future Direction The Need for Business Transformation IEMP: The Prime Enabler for OneNASA Initial SAP Implementation: Core Financial SAP Upgrade Competency Center

3 Some Facts about NASA Established in 1958 Primary mission areas are Space Operations, Science, Aeronautics Research, and Exploration Systems MSFC a key player in all areas except Aeronautics Current major emphasis areas are: Completion of the International Space Station Completing and executing the plan to return to the moon and eventually to send humans to Mars Workforce: 19,000 Civil Servants and ~40,000 contractors

4 NASA Center Locations

5 Back to the Future

6 The Business Problem (prevalent in the 1990s) Decreasing budgets (in real $) Lack of financial credibility with external stakeholders Past failures to successfully implement new Agencywide business software (particularly financial) Impending implementation of Full Cost accounting Contributing Factors: n NASA culture n Extremely decentralized IT structure n CIO function traditionally not viewed as being business value contributor Contributing Factors: n NASA culture n Extremely decentralized IT structure n CIO function traditionally not viewed as being business value contributor

7 Integrated Enterprise Management Program (IEMP) established in April IEMP will re-engineer NASAs business processes in the context of industry best practices and implement enabling technology to provide necessary management information to support the Agencys Mission. Initiating and Sustaining Effective Business Process Improvements, not Implementing Software Packages, was the Overriding Objective The Ultimate Beneficiaries are the Agency Program and Project Managers Better decision data Consistent information across centers Improved functional efficiency and effectiveness Enable One NASA with 10 Interdependent Centers Restore credibility with external stakeholders

8 Typical IEMP Project Structure (2000 – 2005) (SAP/Core Financial module project) IEMP Program Executive Officer NASA HQ IEMP Program Director NASA HQ Core Financial Project Manager MSFC Integration Project Manager MSFC Agency Process Team Core Financial Project Steering Committee Implementation Contractor Integration Contractor

9 ERP Implementation Team Composition Support Areas Approximate Strength NASA Subject Matter Experts (SMEs) and Technical Experts from Across the Agency Ranged from 50 to 150 Implementation Services - Accenture60 Integration and Technical Services – Computer Sciences Corporation (CSC) 100 Software and Services - SAP11 Project Management Support – Booz-Allen & Hamilton 8

10 Core Financial Project Scope Cost Management SAP MODULE Controlling (CO) Budget Execution SAP MODULES Funds Management (FM) Project Systems (PS) Accounts Payable SAP MODULES Materials Management (MM) Financial Accounting (FI) Accounts Receivable SAP MODULES Sales & Distribution (SD) Financial Accounting (FI) Reporting SAP Business Warehouse (BW) Cost Management SAP MODULE Controlling (CO) Budget Execution SAP MODULES Funds Management (FM) Project Systems (PS) Accounts Payable SAP MODULES Materials Management (MM) Financial Accounting (FI) Accounts Receivable SAP MODULES Sales & Distribution (SD) Financial Accounting (FI) Purchasing SAP MODULE Materials Management (MM) Standard General Ledger SAP MODULE Financial Accounting (FI) Reporting SAP Business Warehouse (BW)

11 Readiness Review Contracts in place Period of Understanding Agency Design Phase Pilot Center (MSFC) Implementation Pilot Center Cutover 10/2002 End Stabilization Wave 1: GRC Wave 2: HQ, ARC, JSC, KSC Wave 3: DFRC, GSFC, LaRC, SSC End Stabilization Wave 1 Cutover 10/2002 End Stabilization Wave 2 Cutover 2/2003 End Stabilization Agency Process Design Defined Begin Project Execution Pilot Center Design Complete TRR* Readiness Review Readiness Review Core Financial Implementation: Pilot Center and Agency Rollout Agency Rollout Planning Wave 3 Cutover 6/2003 Implementation UP** Implementation Agency Commitment For Pilot Agency Commitment For Rollout *TRR = Test Readiness Review **UP = Understanding Phase 3/2004 Peak Workload Window

12 IEMP Challenges External pressure/scrutiny NASA already a target of Congress, GAO, OMB, IG, etc. Corporate financial scandal quickly raised the audit standard (see Sarbanes-Oxley) eGov Mandate Immaturity of ERP in the US Federal Sector Learning to navigate the SAP Organization for Support NASA ERP Inexperience Contractor NASA IT and business staff Agency undergoing significant change Unrealistic Expectations Installing effective governance structure

13 What We Did Well Established clear governance structure with strong executive sponsorship Established single instance strategy Integrated right mix of NASA subject matter expertise (business and IT) with consultants Focused on rigorous project management Minimized customization Established central integration team and enterprise application integration strategy Planned and implemented information delivery strategy along with transactional system deployment Planned for long term sustaining support early in the project Benchmarked early and often Leveraged independent IT research firm (Gartner) to validate critical technology decisions

14 What We Didnt Do Well Allowed other business system initiatives to fly under the radar Implemented single instance, but maintained 10 business operations Training: inadequate, inconsistently delivered & didnt certify users Governance structure lacked representation from 2 key groups Program/Project managers Procurement Overestimated demand for analytical reporting capabilities Didnt catch data integrity issues (from legacy apps) during conversion Failed to establish strong executive level relationship with primary software vendor (SAP) A recent Gartner Research note on Why Projects Fail found the following: n A problem with organizational change management was cited in 45% of cases n In 31% of cases, respondents stated that the IT system was delivered and used, but that the benefits were not obtained A recent Gartner Research note on Why Projects Fail found the following: n A problem with organizational change management was cited in 45% of cases n In 31% of cases, respondents stated that the IT system was delivered and used, but that the benefits were not obtained

15 UNDERWAY e-Travel Asset Management Human Capital Information Environment (Reporting) Aircraft Management Projects (Modules) OPERATIONAL Resume Management Position Description Mgmt Travel Manager Core Financial / Data Warehouse* ERASMUS e-Payroll i-View (IEMP Portal)* Recruitment OneStop Agency Labor Distribution System* Project Management Information Improvement (PMII)* SAP Version Update Contract Management Module * SAP-enabled capability * SAP enabled capability *

16 SAP Upgrade 4.6C mySAP ERP ECC 6.0 (upgraded to BW 3.5 March 06)

17 Summary Version Comparison = does not support functionality = 1 st generation code = 2nd generation w/corrections Summary CriteriaSAP R/3 4.7, EA-PS 2.0 mySAP ERP 2004 mySAP ERP Support for federal reporting requirements (e.g. FACTS, SF-133, SF-224) 2. Ability to interface with Central Contractor Register 3. Ability to control timing of FM update for commitments and obligations 4. Ability to park commitments and obligations and perform mass posting at later date 5. Enhancements to split processor – removal of S200, multiple funding sources 6. Budgetary Control System – new distribution functions, lower-level AVC checking, overall budget concept 7. Budgetary Ledger Enhancements – S200 no longer needed; BL postings enforced (FI/FM sync); simpler configuration 8. Automated support for prior year upward / downward adjustments 9. Year end processing – no budget and document carry forward required 10. Prompt Pay Act Enhancements – invoice returns, lost discount tracking, payment due date revisions

18 Decision Selection of mySAP ERP 2005 as the target version Most mature & robust functionality Foundation of future SAP Development Enhanced support for the update with SAPs Ramp-Up Program

19 Oct '07 Sep Oct '06 Oct Stabilization Realization Application Development Mock Data Update Tests Formulation NovDecJanFebMarAprMayJunJulAugSepOctNovDec FY05 Final Prep Release 7.1 Go-Live Prototype/ CRP Functional & Technical Evaluations Training Delivery Training Development Preliminary Design Review Critical Design Review Test Readiness Review Operational Readiness Review Evaluation/Design Working Sessions Center Readiness Reviews Information Delivery Development Initial Scope Document SAP Version Update Project Timeline High Level Milestones Blueprint Review / Finalize Design Data Update Planning & Preparation Communications & Change Management Test (SIT / Performance / Release 7.1 Regression) End User Procedures Development/Test Updated Scope Document

20 Nov 30 Production Close / SAP Version Update Apr 30 Jun 30 Jul 31 Month Ending Oct 31 May 31Sep 30 Integration Test Pass 1 Year End Close Tech Update 5/155/296/5 Integration Test Pass 2 6/14 Integration Test Pass 3 CMM Extract & Load Internal Valid- ation CMM Extract & Load Internal Valid- ation Center Valid- ation 6/12 6/266/196/30 CMM Mock 2 Year End Close Tech Update Data Migr. Integration Test 6/26 7/177/24 9/1 Year End Entries & Financial Statement 7/10 CMM Extract CMM Load Internal Valid- ation 6/19 6/306/267/14 8/7 Y.E. Close Tech Update Data Migr. Integration Test 8/14 9/49/11 9/29 Year End Entries & Financial Statement 8/28 New Close Extract & Load Internal Valid- ation 8/9 8/218/149/1 Center Valid- ation Tech Update Y.E. Close 10/4 10/7 Year End Entries & Financial Statement Generation 10/19 Technical Update and Data Migration 1 st Draft of Financial Statements to Auditors Auditor Review & Audit-Requested Adjustments 11/15 Final Financial Statements to Auditors Extract & Load Internal Valid- ation 10/1610/27 10/19 10/20 7/10-mySAP ERP Patch 5 7/10-Netweaver 2004s Patch 7 Go-Live SAP Patch Levels 5/17 - CMM Service Pack 6/6 - CMM S.P. NOTE: Dates of CMM Service Packs and SAP Patches is approximate. These dates can only be confirmed as the date approaches. 5/10 – Pass 1 TRR 6/13 – SIT 1 Delta TRR 6/13 – Pass 2 TRR 7/19 – SIT 2 Delta TRR 8/2 – Pass 3 TRR 9/7-9/8 –SIT 3 Delta TRR 10/11 ORR 6/30 - CMM S.P. Data Migr. Integration Test 6/15 7/14 BW Extract 6/216/26 Will finalize SIT 2 BW extract once SIT 1 BW extract has completed Test FY07 year end close using new system / procedures 10/28 Data Migr. 11/10 Go Live (11/13) (using existing funds & documents) Go Live (11/20) (using new funding) Release 7.1 SIT Testing Timeline 10/2 – 10/6 CORRs

21 Current SAP Systems Environment Financials R/3 4.6c Going to MyERP 2005 (Patch 7) in October 2006 with Netweaver 2004s (Patch 4) Solution Manager ,000 named users R/3; 4,000 measured actual in R/3; 400 concurrent R/3 is 1TB actual size Business Warehouse BW ,800 named users in BW; 2,000 measured actual in BW; 170 concurrent BW is 1.4TB actual size Desktop Summary Windows XP GUI = v6.40 patch 18 HTML = IE 6+ (IE 7 testing is currently underway) or FF 1.0 Java Macintosh OSX GUI = Java 6.4 rev 4 or 6 with Java Run Time HTML = FF 1.0 or FF 1.5 (conditional with potential performance issues)

22 Post 7.1 Release Landscape (CMM, R/3, BW) Prism Y/E Supp QA2 TEST STAGINGPRODUCTIONTRAINING YEAR END/ C Reference Systems NEW Production Landscape Solution Mgr SMP SM2 4 way 15K LB1/LB2 Perf. Lab way 25K Prism DEV2 DEV BWD 4 way 25K 4 way 25K Prism QA1 QA2 4 way 25K Prism TST TST BT1 4 way 25K 4 way 25K P01 16 way 15K Prism CFG./SBX Prism PROD BWP 16 way 15K 600 Prod app01 BWP APP app02 BWP APP as05 P01 APP msfc 27 P01 APP as03 P01 APP Prism TRN2 SANDBOXDEVELOPMENT D01 AS1 OCFO supp way 10K BW1 100 Config 120 ABAP 150 SBX 151 CMM 8 way 10K X01 TEC SBX way 10K Prism TRN1 TRN BW3 4 way 25K 4 way 15K QA1 BW2 4 way 20K US2 Center Sandbox 4 way 25K Prism Prod Supp as04 P01 APP 4 way 25K 4.6c/BW Reference systems to retire June 1, 2007 BQ2 4 way 25K BW SVU Training (BW3) will retire Nov 30, 2006 IA1 IAM SBX 4 way 15K AR1 BI1 Archive SBX 4 way 15K 4 way 25K

23 Realized IT Advancements IEMP Competency Center Achieve efficiencies and operate effectively

24 What is a Competency Center? Competency Centers are a best practice organizational model for providing sustaining support for Enterprise Resource Planning (ERP) systems like SAP A Competency Center allows resources to be pooled and shared across all business functions. This is critical for ERP systems which are highly integrated A fundamental component of the Competency Center is the tight integration of IT professionals and business professionals into a a single service-oriented unit The Competency Center is built with a combination of expertise in an organizations business processes and expertise in the software that implements those processes These skills are developed through the implementation projects and then applied to the long term sustaining support and continuous evolution of the new processes and system

25 Infrastructure Support Application Operations Support Application Development Support Application Functional Support User Interface Support Business Process Support IFMP Competency Center HQ & NASA Centers Infrastructure Service Providers OLA An SAP Competency Center is a permanent center of expertise that supports the efficient implementation, enhancement, and maintenance of common business processes built around SAP - Gartner IEMP Competency Model Competency Center Agency Center

26 IEMP Competency Center (Office of the MSFC CIO) Technical Architecture and Operations Business Process & Application Support E-Travel Project Asset Management Project Application Development & Software Assurance IEMP Competency Center Organization Human Capital Information Environment Financial Human Capital and Workforce Application Technical Support Procurement Internal Controls And Audit Module Projects Module Projects In-Flight Aircraft Management

27 Backup

28 IEMP Server Virtualization Activities IEMP applications are currently supported by 80+ Sun/Solaris instances and 100+ Windows server instances IEMP has implemented server virtualization techniques on both platforms Reduces cost Increases flexibility Maximizes utilization of computing resources Windows IEMP has adopted VMware as a platform of choice for non-production Windows server installations VMware Server is virtual infrastructure software for partitioning, consolidating and managing Windows environments IEMP has 6 (IBM 366) Quad processors that hosting 60 Windows instances VMWare FY 07 strategic plan identifies 48 new VM instances Windows Linux Sun IEMP continues to extensively leverage the hardware domain capabilities of the SUN Enterprise class server platform IEMP has implemented a pilot set of Solaris 10 instances with containers and will develop a more comprehensive rollout plan

29 Realized IT Advancements Information Delivery Provide timely, consistent, and reliable information for management decisions

30 Guiding Principles for IFMP Information Delivery Maximize value of information created within IFMP applications Implement Information Delivery incrementally in sequence with IFM module delivery Promote information quality and efficiency by utilizing a single, centralized BW instance Deliver information via web technology Drive information quality through the standardization of key data attributes and reporting formats for Agency decision making

31 Transactional Workers Analysts Program/Project Managers Senior Executives Extended NASA financial information requirements are driven by five general categories of users: Extended stakeholders such as Congress, OMB, the public, and business partners Senior Executives who require financial information in order to manage Agency and Center portfolios of Programs and institutional services Program/Project Managers who require financial information to monitor and act on indicators of program/project financial performance Analysts who work with detailed financial information to supply managers with detailed insight for better decision Transactional Workers whose primary role is execution of financial business processes on a daily basis Classification of Financial Reporting users at NASA

32 Why BW for NASA and Why in Parallel with R/3? Wanted to define and implement a sound information delivery capability from the outset of our ERP deployment Without BW, would have created a large volume of ABAP reports Would be difficult to break the cycle and move to BW after the fact BW was SAPs strategic direction for reporting NASA didnt have an existing Enterprise Data Warehouse BW is tightly integrated with SAP R/3 transactional system Predefined / extendible business content based on R/3 Data extractors, including delta change data extractors Drill down support from BW query to R/3 transactional data. All users that needed access to report information did not need access to R/3 (non- transactional users) The implementation of R/3 and future SAP modules created the possibility of developing a NASA-wide data warehouse that could satisfy the majority of Business Intelligence requirements

33 Application Development: Reports A number of factors determine the best approach to resolve a Center reporting requirement Reporting Decision Tree Identify application area(s) Does it exist? Search in R/3 for the report Use R/3 standard reporting Requires current days data? Type of report? Does it exist? Type of data? Develop the report in R/3 Use Business Warehouse content Execute the generic extractor Create custom ABAP extractor Review Business Warehouse Delivered business content Define custom Business Warehouse objects Yes Operational/ Management Transactional/ Externally Mandated Yes No Yes No Advanced transformation logic needed Infoset query or database view accessible

34 Current Status Overall the BW Implementation has been very successful Currently averaging unique BW users per day, 1000 per week and 1500 per month We have enhanced our BW solution since go-live: Integrated Non-SAP data sources Added new and enhanced queries Users are still adjusting to the new processes and learning to trust the data Recently selected 3 rd party tool (Actuate) to augment our BW implementation for stronger formatted reporting capability Requested Reporting Enhancements

35 Integration Project (IT arm of IEMP) Roles and Responsibilities Define and maintain the IEMP business and applications architecture Work with Agency Process Teams to define business processes and points of integration Facilitate resolution of issues across business processes Provide meta-repository for NASA processes and data Describe the as-is and go-to applications that automate the business processes defined within the business architecture Define and maintain the technical infrastructure on which the applications architecture executes Work with each module project to define technical requirements Acquire hardware and infrastructure software for each project Deploy and operate system environments during testing and implementation Work with Agency CIO to ensure the IFM technical architecture is compliant with Agency IT standards Define and implement an integration backbone at all layers of the architecture Define and implement an information delivery strategy Plan and implement transition of each module to operations (Competency Center)

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