IMANAGE Program Approach

1
I-MANAGE Program Approach

• I-MANAGE Historical Timeline
• I-MANAGE Program Administration
• I-MANAGE Program / Projects Timeline
• I-MANAGE Integration Approach
• Overview Individual I-MANAGE Projects

2
I-MANAGE Program Approach
Historical Timeline for I-MANAGE

• The Business Management Information System
  Financial Management (BMIS-FM) contract was
  awarded after a competitive bidding process.
• Included a live test demonstration by 3 different
  bidders.
• Contract award based on 557 business/technical
  requirements.
• The scope of work for this contract included core
  financials, budget execution, and financial
  reporting.
• JFMIP certified software and required hardware to
  support.
• Optional performance objectives within the
  contract included budget formulation, project
  management, inventory, property, purchasing,
  travel, executive information, acquisition
  (procurement), and customer relationship
  management.

3
I-MANAGE Program Approach
Historical Timeline for I-MANAGE
Complete Prepare Phase.
BMIS-FM Contract Awarded, Team IBM begins work in
Germantown with DOE counterparts
BMIS-FM renamed to BMIS Phoenix
BMIS-FM Business Case completed
BMIS-FM RFQ Released

• Contract awarded on September 5, 2000.
• Team IBM resources were assigned to an integrated
  project team with federal counterparts from DOE.
• Team IBM business partners included Oracle
  Consulting, SAIC, Arthur Andersen, and 8A
  businesses
• IBM RS/6000 hardware was installed in November
  2000.
• Oracle Federal Financials v11.03 was loaded and
  made available in early December, 2000.

4
I-MANAGE Program Approach
Historical Timeline for I-MANAGE
IG report issued, Mitre study completed, I-MANAGE
Vision created by Dr. Carnes
Briefings for DOE Exec. Steering Committee, OMB,
Congress
Successful test of Integrated Contractor Interface
BMIS Phoenix slowdown for Mitre Study
Completed 2 Conference Room Pilots (CRPs)
Upgrade to Oracle V11i, fully web-based
JRC Conference
Complete Focus Phase
Complete Design Phase

• As part of the Phoenix Project, two CRPs were
  held to test proposed configuration settings for
  the Oracle software based on the original 557
  requirements provided during the RFQ.
• I-MANAGE addressed issues raised by OMB, the IG,
  and the Mitre study.
• The I-MANAGE Program superseded the Phoenix
  Project which became the I-MANAGE STARS Project
  within I-MANAGE.

5
I-MANAGE Program Approach
I-MANAGE Program Administration
Chris Simpson Program Manager
Ed Golden Deputy Program Mgr
TBD Program Control
Don Cox Team IBM Proj Exec
Warren Huffer DOE Proj Exec
Rob Briede Testing / QA
Laura Kramer STARS Project
Doug Baptist E-Procurement
Functional Consultants
Project / Program Mgmt Support
TBD Reqmts/Config Mgmt
Steve Baker Data Whse Project
Michael Fraser CHRIS / HR
Software Engineering
Organization Chg / BPI-BPR / Training
TBD Architect/Data Modeler
Jo Buxton Standard Budget
TBD Cyber Security
Systems / DBA / Security Support
Testing / QA Consulting
TBD Org Transition
6
I-MANAGE Program Approach
I-MANAGE Program Administration
Chris Simpson Program Manager

• Program Office
• Umbrella organization over all projects in
  I-MANAGE Portfolio.
• Program staff provide oversight, guidance to all
  projects.
• Establishes enterprise vision by coordinating
  multiple projects to achieve the I-MANAGE vision.
• Allows individual Project Managers to focus on
  their specific scope, mission.

Ed Golden Deputy Program Mgr
TBD Program Control

• Earned value oversight
• Testing guidance / verification / validation
• Program requirements baseline
• Enterprise architecture alignment
• Integrated I-MANAGE Data Model
• Coordinated communications

Rob Briede Testing / QA
TBD Reqmts/Config Mgmt
TBD Architect/Data Modeler
TBD Org Transition
7
I-MANAGE Program Approach
I-MANAGE Program Administration
Chris Simpson Program Manager

• I-MANAGE Project Portfolio
• Individual project initiatives with specific
  mission, defined scope.
• Temporary lifetime once system is transitioned
  to production, project teams disband.
• Will need support from various groups,
  individuals throughout the organization.
• In many cases, the same people will be asked to
  support two or more projects.

• Project planning, initiation, execution, control,
  closing
• Individual POAMs, detailed project plans using MS
  Project
• Earned value management for each project
• Bi-weekly project status reports
• Common deliverables across projects
• Deliverables specific to single projects

Warren Huffer DOE Proj Exec
Laura Kramer STARS Project
Doug Baptist E-Procurement
Steve Baker Data Whse Project
Michael Fraser CHRIS / HR
Jo Buxton Standard Budget
TBD Cyber Security
8
I-MANAGE Program Approach
I-MANAGE Program Administration
Chris Simpson Program Manager

• Team IBM Support
• Grouped by domain areas of expertise, with
  support provide by various business partners.
• IBM, as the prime contractor, provides a single
  point of control for the Department.
• Provides expertise in each of the areas
  displayed.
• Focused on knowledge transfer, turnover to
  Federal co-team members.

• Project planning, initiation, execution, control,
  closing
• Leverage business partners to provide resources
  based on discounted GSA rates
• Bring resources to bear as needed, then release
• Based on IBMs Method Blue, Oracles AIM using an
  SEI CMM-I approach

Don Cox Team IBM Proj Exec
Functional Consultants
Project / Program Mgmt Support
Software Engineering
Organization Chg / BPI-BPR / Training
Systems / DBA / Security Support
Testing / QA Consulting
9
I-MANAGE Program Approach
I-MANAGE Program Administration Decision
Framework
HINT When raising issues, each group should
provide background, alternatives, and a
recommendation.
I-MANAGE Program Manager will address issue.
When decision requires consensus of programs, or
when necessary, escalate to the I-MANAGE Steering
Committee.
I-MANAGE Steering Committee
Issue
Decision
Chris Simpson Program Manager
DOE Project Executive will address issue. When
necessary, escalate to I-MANAGE Program Manager.
Issue
Decision
Don Cox Team IBM Proj Exec
Warren Huffer DOE Proj Exec
Issue
Decision
Decision
Integrated project teams attempt to make design
decisions for their project. When a decision
cant be made, escalate to the DOE Project
Executive.
Individual Projects Issues / Decisions
Team IBM Issues / Decisions
DOE stakeholders provide subject matter expertise
and input for individual project initiatives
10
I-MANAGE Program Approach
I-MANAGE Program Administration Closed Loop
Process

• Project management best practices embodied in
  this approach
• Add quality control and visibility to each
  activity and step

11
I-MANAGE Program Approach
I-MANAGE Program / Projects Timeline
STARS / Data Warehouse Production Start-up Sep.
30 / Oct. 1, 2004
STARS Requirement Baseline April 11, 2003
STARS Testing Baseline April 30, 2004
STARS Approved for Ops Baseline Aug. 16, 2004
STARS Design Baseline May 30, 2003
I-MANAGE Data Warehouse / Standard Budget System
Requirements Baseline Aug. 1, 2003
I-MANAGE Data Warehouse Design Baseline
eProcurement Requirements Baseline March 31, 2004
I-MANAGE Data Warehouse Testing Baseline June 30,
2004
I-MANAGE Data Warehouse Approved for Ops
Baseline Aug. 26, 2004

• The STARS Project will continue, with a target
  implementation date of October 1, 2004.
• Big bang approach on fiscal year-end boundary.
• Will replace DISCAS / MARS, and as an interim
  measure, integrate FDS.
• The Data Warehouse Project and Standard Budget
  System Project will begin detailed requirements
  analysis in 3rd quarter, FY03.
• The I-MANAGE Data Warehouse is also schedule to
  go live on October 1, 2004 by its nature, a data
  warehouse continues to grow and evolve.

12
I-MANAGE Program Approach
I-MANAGE Program / Projects Timeline
eProcurement Approved for Ops Baseline Oct. 31,
2005
eProcurement Design Baseline Feb. 15, 2005
eProcurement System Production Start-up Dec. 31,
2005
eProcurement Testing Baseline Aug. 1, 2005
I-MANAGE Standard Budget System Design
Baseline Sep. 30, 2004
I-MANAGE Standard Budget System Testing
Baseline Mar. 31, 2005
I-MANAGE Standard Budget System Approved for Ops
Baseline Aug. 26, 2005
I-MANAGE Standard Budget System Production
Start-up TBD

• The I-MANAGE Standard Budget System will ramp up
  in FY 04, running in parallel with the STARS and
  I-MANAGE Data Warehouse project.
• Careful design will be necessary to ensure that
  the planned integration takes place as smoothly
  as possible.
• This is accomplished by a proper architectural
  model and approach, the use of standard
  application programming interfaces (APIs),
  selection of open technology architectures (e.g.
  Oracle on a UNIX based platform), and an
  enterprise data dictionary.

13
I-MANAGE Program Approach
Project Management Realities

• What is Project Management?
• Project management balances competing demands of

Time (duration)
Cost (resources)
Quality
Scope (work)
Equation for Project Management Formula work
duration resources
14
I-MANAGE Program Approach
Project Management Realities

• Project management balances competing demands
  of
• Stakeholders with differing needs, expectations
• Identified requirements (needs)
• Unidentified requirements (expectations)
• Hint expectations should be translated to needs

NNSA, SO, NE, FE
EM, Science, EERE
15
I-MANAGE Program Approach

• I-MANAGE Integration Approach Putting the
  Pieces Together

To Gain Maximum Benefit in Deploying ERP Systems,
You Combine
End-User Training
Package Selection Implementation
Business Transformation
IT Infrastructure



Technology
People

• Consistent policies and procedures across the
  enterprise applied strategies for
  organizational change strong communications
  management plans for both projects and program
  design and deployment of technical and end-user
  help desk as individual systems come on line

Common database, tools, web-based architecture on
centralized servers EA based approach for
application / systems integration, integrity
cyber-security planned from the outset
performance and stress testing planned at the
beginning of each project
Oracle Federal Financials V11i, PeopleSoft HR v8,
Standard Budget System TBD, eProcurement TBD all
packages align with a common architecture
rigorous, multi-level testing throughout each
project
Early core team training, orientation
class-room training using a train the trainers
model computer based instruction
post-implementation followup to ensure quality of
training, conduct retraining as required
16
I-MANAGE Program Approach

• I-MANAGE Integration Approach Using Team IBMs
  Method Blue

Develop and utilize a consistent, repeatable
approach based upon a repository of reusable
intellectual capital artifacts, work products.
Domains Categories of applied knowledge and
specified deliverables. This allows experts in
each area to apply their skills and abilities as
needed. Domain activities span all project
phases.
Engagement Manage Relationship, Project,
Risk, Quality and Communication
Prepare
Focus
Select
Redesign
Project Phases Time sequenced project
activities with exit points
Deploy
Configure
Validate
Design
Business Define Best Practice,
Select Package, Redesign Processes, Define ROI
Application Design, Configure,
Integrate, Document, Test and Migrate Data
Organization Redesign Organization and
Roles, Manage Changes, Train
IT Infrastructure Specify Requirements,
Redesign, Install and Train IS Resources
17
I-MANAGE Program Approach
I-MANAGE Project Initiatives

• STARS Project (Oct. 2004)
• In progress but must revise current design
  baseline
• Implementing Oracle Federal Financials version
  11i
• I-MANAGE Data Warehouse (Oct. 2004)
• Will incorporate existing FDW capabilities
• Significantly enhanced to support Presidents
  Management Agenda
• Cost Accounting Performance Measurement /
  Management (Oct. 2004)
• Grouped separately, but part of STARS, I-MANAGE
  Data Warehouse, I-MANAGE Standard Budget
• Functionality will be incorporated in the
  software used for those integrated systems

18
I-MANAGE Program Approach
I-MANAGE Project Initiatives

• I-MANAGE Standard Budget (FY 2005)
• Will build on work of original Phoenix Budget
  Formulation Team
• Analysis activities, requirements development
  will occur in parallel with STARS, I-MANAGE Data
  Warehouse, Cost Accounting Performance
  Measurement / Management
• Seeking DOE-wide solution for integrated budget
  formulation, budget execution, and performance
  metrics
• I-MANAGE E-Procurement / Contracts Management
  (Dec. 2005)
• Tightly integrated with other I-MANAGE Systems
• COTS / GOTS solution