Abstract To provide efficient and effective access to enterprise information that meets stakeholder needs and supports mission success, NASA is implementing the Information Technology (IT) Infrastructure Integration Program (I3P) that will transform its IT Infrastructure and application services from a Center- based model to an enterprise-based management and provisioning model. The scope of I3P is broad, entailing consolidation and central management of IT services in the areas of Tier 1 service desk and service ordering, web services and technologies, enterprise business and management applications, integrated network/ communications services, computing services, and end user services. To successfully implement this program, NASA is undertaking some significant changes in the areas of IT Governance, IT Service Management, and organizational roles and responsibilities. Utilizing the Information Technology Infrastructure Library (ITIL) v3 as a framework, NASA will perform IT service integration utilizing the ITIL methodologies, processes, and standards to ensure success. Gary Cox, the NASA Associate CIO for Enterprise Services and Integration, will discuss the I3P concept of operations, the current status of the I3P, and the challenges and accomplishments in implementing the I3P.

I3P and the Transformation of NASA IT Service Delivery Gary Cox IT Summit – Aug 2011

Agenda NASAs Need for IT Change NASA IT and I3P Goals and Objectives Components and Concept of Operations Progress and Challenges Path Forward Lessons Learned 2

NASAS NEED FOR IT CHANGE 3

The Perfect Storm of Events –IT Security –NASAs Mission Model –Expiring Agency and Center Contracts –Cost –Integration and Governance The Need for IT Change 4

NASAS IT and I3P GOALS AND OBJECTIVES 5

NASAs IT Objective NASA 2011 Strategic Plan Goal 5 – Enable Program and institutional capabilities to conduct NASAs aeronautics and space activities. Outcome 5.2: Ensure vital assets are ready, available and appropriately sized to conduct NASAs missions Objective 5.2.2: Provide information technology that advances NASA space and research program results and promotes open dissemination through efficient, innovative, reliable, and responsive services that appropriately secure and valued by stakeholders and the public 6

I3P OBJECTIVES Improve the integration of Agency IT services and processes to minimize customer and technical impacts of IT service fulfillment, changes and events Ensure efficiency in providing, and stemming from, IT services Leverage innovation and new technology to improve IT services in support of the mission Provide responsive, appropriately sized IT services to meet NASA mission and mission support requirements Manage Agency IT services risk and compliance Enhance the customer experience 7

COMPONENTS AND CONCEPT OF OPERATIONS 8

I3P Service Components 9

I3P Major Contracts 10 Contract: EAST Vendor: SAIC Service Office: MSFC Contract: ACES Vendor: HP Service Office: NSSC Contract: WEST Vendor: TBD Service Office: GSFC Contract: NICS Vendor: SAIC Service Office: MSFC, GSFC, and ARC (NSSC)

NASAs IT Service Management Model: ITIL v3 Service Strategy Service Design Service Operations Service Transition Continual Service Improvement The Business/Customers EA, Service Portfolio Mgmt Demand & Financial Mgmt Innovation, Pilots, Projects Availability & Capacity Mgmt Change Mgmt Config Mgmt Fulfillment, Incident, Problem mgmt Process metrics, Service metrics, Improvement recommendations Rationale: Service focus Industry best practice Process-based Best model to ensure integration of NASAs IT services Rationale: Service focus Industry best practice Process-based Best model to ensure integration of NASAs IT services 11

Service Management Roles 12

Working Groups 1. Strategy 2. Architecture 3. Operations (7 Operational Boards) 3. Operations (7 Operational Boards) Security Applications End User Communications Info Mgmt Data Center IT Management Board Enterprise Architecture Board The primary purpose of a board is to make decisions. Enterprise Change Advisory Board Supporting Governance Structure Web Decisions may be escalated based on impact, scope, sensitivity, etc. All boards must have a formal charter and be approved by the ITMB. DECISIONS RECOMMENDATIONS 13

PROGRESS AND CHALLENGES 14

Service Contracts –Enterprise Service Desk and Ordering System at NSSC –EAST, NICS, ACES awarded –WEST pending award (as of 7/15/11) –NEDC procurement discontinued Organization established –OCIO now aligned to new service model –Key roles and responsibilities identified and filled –Service Offices Established –I3P Business Office in process of being established at NSSC IT Service Management Structure Incident, Service Request, Change, Problem, and Configuration Management processes defined Knowledge and Performance Management capture and reporting in place IT Operations Handbook in development Governance Structure established –Boards and working groups are in the process of being restructured and chartered Progress 15

Challenges ACES –Wave 1: Replace 15,000 desktops/laptops by Nov 1 Coordination, testing, training, disposal, etc ESD/ESRS –Knowledge articles, training, vendor (I3P & non-I3P) integration NICS –Property transfer and configuration management –New processes and funding model I3P Consolidated Business Office –New processes –Distributed support EAST –Factory model is a paradigm shift PROGRAM –Hiring freeze 16

PATH FORWARD 17

Complete phase in and implementation of contracts Improve fidelity of costs and business processes Transition daily operations to new structure and processes –Implement governance model and ITIL processes –Conduct role-based training Implement performance management framework Prioritize and define remaining ITIL processes Continually improve delivery –Continuous Process and Service Improvement Path Forward 17

Integrated Timeline (as of 7/1/2011) 18

LESSONS LEARNED 18

Build lots of slack into the schedule Establish strong Integrated Procurement Teams with a senior level leader over the teams to ensure effective coordination Try to limit procurement dependencies as much as possible – dont over-reach Limit program turnover as much as possible Get help (other Agencies, consultants, IRT, etc) Stand up a PMO for oversight and process rigor Risk Management Board Put the best people on the effort –Integration Manager –Center Integration Leads Communicate, communicate, communicate Lessons Learned 19

QUESTIONS? For more information: Internal NASA: External: I3P Acquisitions: i3p-acq.ksc.nasa.gov/i3p/default.cfmwww.nasa.gov/ocio 20