ODIN Lessons Learned

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ODIN Lessons Learned Critical Success
FactorsDarryl A. Smith, PhDDeputy Program
ManagerMonday, March 28, 2006
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Agenda

• Why Outsource?
• NASAs Strategy
• NASA Objectives
• Implementation Challenges
• Contract Overview
• Current Status
• Lessons Learned
• Summary
• Additional Thoughts
• QA

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Why Outsource?

• Share/transfer risks
• Increased need for system and product
  interoperability across the enterprise
• Need to improve focus on core competencies
• Recruitment and retention of skilled personnel
• Leverage to world-class capabilities
• Understand and control operating costs (full
  cost)
• Scalability to changing organization
• Improve service delivery

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NASA Objectives

• Focus NASA civil service personnel on core
  research and development activities
• Promote information technology systems and
  product interoperability
• Enhance and optimize service delivery
• Reduce cost and improve cost managementand cost
  containment

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NASA Strategy

• Established Agencywide team that took a corporate
  perspective
• Worked closely with other major Agency
  initiatives to ensure coordination and
  appropriate interfaces.
• Examined other Seat Management endeavors.
• Conducted Market Research
• Developed Center Cost Baseline Concept
• Requested that vendors propose both heterogeneous
  and homogeneous solutions.
• Established an aggressive schedule.
• Ensured availability to other Agencies through
  partnership with GSA (Government Wide Access
  Contract GWAC)
• Communicated, Communicated, Communicated

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NASA Strategy Cont.

• Structuring the Contract
• Invest heavily in requirements definition
• A delicate balance of specifics and ambiguities
• A Keep it Simple approach to metrics
• Make it Performance-Based
• Incentives for good performance
• Fixed price
• Perform due diligence before award (know your
  environment)
• Establish a baseline commitment

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The Implementation Challenges

• Insufficient change management strategy
  magnitude of cultural changes underestimated
• Change from cost-plus to fixed price contracting
• Loss of control by the customers(Ownership,
  level-of-effort personal support, buy what you
  want, when you want it)
• Strong emotional issue with the customer (My
  Computer)
• Limited and inconsistent government business
  processes to interface with ODIN
• No Agencywide policy on ODIN implementation
• Inconsistent scope across the Centers (No Agency
  governance Model)
• Lack of authority in the ODIN Program Office
• Inconsistent expectations among Agency, ODIN
  Program, ODIN contractors, and customers
• Contractor performance and service delivery
  issues at the Centers

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The Implementation Challenges Cont.
Glenn Research Center - GRC
Ames Research Center - ARC
Goddard Space Flight Center - GSFC
NASA Headquarters - HQ
Stennis Space Center - SSC
Langley Research Center - LaRC
Dryden Flight Research Center - DFRC
Kennedy Space Center - KSC
Johnson Space Center - JSC
Marshall Space Flight Center - MSFC
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Contract Overview

• GSFC awarded seven performance based,
  fixed-price, Indefinite Delivery/Indefinite
  Quantity (IDIQ) contracts in June 1998
• Contracts have a 12-year period of performance.
• Centers award delivery orders up to 3-year period
  of performance
• Current ODIN contractor and supported centers
  represented below

Lockheed Martin
Lockheed Martin
OAO
GSFC
DFRC
GRC
ARC
LaRC
HQ
JSC
KSC
MSFC
SSC
Wholly owned subsidiary of Lockheed Martin
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Contract Overview Cont.ODIN Organizational
Structure
NASA Chief Information Officer (CIO)
Legend CFO Chief Financial Officer CIO Chief
Information Officer CO Contracting Officer DOCO
Delivery Order Contracting Officer DOCOTR
Delivery Order Contracting Officer Technical
Representative GSA General Services
Administration GWAC Government-wide Acquisition
Contract NSSC NASA Shared Services Center TMR
Technical Management Representative
NASA CIO Board
NASA CFO Community
NASA/NSSC CIO
Third Party Testing (IVV) Contractor (Alterion)
Agency ODIN Program Manager and CO
GSA (GWAC)
Tier One Original Equipment Manufacturers (OEMs)
e.g., Apple, HP, Dell, Toshiba
ODIN VENDORS Lockheed Martin OAO SAIC CSC DynCo
rp Northrup Gruman Diginet()Denotes Active
Delivery Orders
NASA Enterprise/ Center DOCOTRs, TMRs DOCOs
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Contract Overview Cont.

• Roles and Responsibilities
• ODIN contractor is responsible for
• Selecting systems, products and services
• Establishing staffing levels
• Establishing SLAs with non-ODIN contractors
• Meeting the requirements for interoperability,
  functionality, and maintaining configuration
  control
• Complying with all applicable Agency IT
  standards and
• Asset/Resource Tracking
• Government is responsible for
• Establishing IT standards
• Establishing Center-level Configuration Control
  boards (CCB)
• Approving and funding infrastructure upgrades
• Maintaining Smart Buyer capability.

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Contract Overview Cont.

• ODIN Seat Categories
• Desktop
• General Purpose
• Scientific and Engineering
• Hardware Maintenance
• Network Attached Device
• Server
• Web, Application, Computational, File
• Intra-Center Communications
• Phone, Administrative Radio, Public Address,
  Local Video, FAX, Remote Communications, Virtual
  Team Meeting Seat

For each seat category, functionality and both
standard and optional service levels are defined
catalogue options allow complete flexibility to
tailor the seat to meet the end users
requirements
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Contract Overview Cont.

• What do I get for my monthly seat
  payment?Standard services include
• Hardware and both application and system software
  acquisition, licensing, installation and
  maintenance
• Periodic hardware and software technology
  refreshment, synchronized with current commercial
  offerings
• Shared peripheral services (e.g., file, print,
  e-mail, etc.)
• Asset management
• IT Security
• Help Desk support, training, system
  administration and other services
• Network access and support, including network
  engineering, management, and upgrade planning
• Local backup and restore
• Moves, adds and changes

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Contract Overview Cont.

• Help Desk
• ODIN vendor is required to provide integrated
  customer support/help desk for all ODIN-managed
  services
• Service includes
• Problem ticket initiation, tracking and
  resolution
• Providing customer and service providers with
  system status and alerts
• Monitoring systems to proactively determine,
  diagnose and resolve problems
• Providing access to ODIN service offerings
• Providing consultation services for all Triage
  level 1 software packages

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Contract Overview Cont.

• Desktop Support and Refreshment
• Desktop Hardware
• Return to Service (RTS) varies depending on DO
  Requirements (ie MSFC 4 hours, JSC Next
  Business Day, and GSFC 8 hours)
• 1.5, 3, 4, or 5 year refresh cycle
• Tier 1, Third-party certified equipment
  (Alterion)
• Desktop Software
• 2 hr. contiguous to 3 working days RTS
• 6 or 12-month system and application software
  refresh
• 3 levels of support
• Triage Level 1 Full Support
• Triage Level 2 Installation and pass-through
• Triage Level 3 Drop/Ship

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Contract Overview Cont.

• Desktop Refreshment
• Lemon Law ensures reliable equipment
• Technology Refresh Plan is based on inventory at
  beginning of delivery order
• Third Party Testing Facility (Alterion)
• Alterion performance ratings drive technology
  refreshment under ODIN
• NASA/Alterion Partnership
• Quarterly commercial market survey/benchmarking
  process establishes top performer for desktop
  seats (NASA funded)
• NASA/Alterion web site publishes survey data
• ODIN vendors work with OEMs to develop offerings
• Alterion validates vendor-proposed systems
• ODIN Vendor pays cost of validation benchmarking
• System offerings are not acceptable until
  validated by Alterion

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Contract Overview Cont.

• Infrastructure Management
• Different from standard seats!
• Title for all infrastructure (including
  replacements or upgrades) remains with the
  Government.
• Infrastructure refresh requirements
  proposed/priced after due diligence.
• Management of the necessary LAN communications
  infrastructure is expected to be bundled with
  each service offered.
• Infrastructure upgrades approved and funded
  separately (by the Government).
• Infrastructure inventory managed by the ODIN
  vendor.

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Contract Overview Cont.

• Incentives
• Transition Bonus
• Up to 100k set aside for successful 180-day
  transition
• Performance Retainage Pool (PRP)
• 3 of sum of monthly seat prices
• Available on 1st anniversary, then semi-annually
• Tied to successful implementation of the ODIN
  Operating Model
• Meets/Fails to Meet/Discretionary
• Metric Performance Retainage Pool (MPRP)
• 1 of sum of monthly seat prices
• Tied to Level 1 Metrics
• Meets/ Fails to Meet

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Contract Overview Cont.

• Desktop Performance Metrics
• Level 1
• Service Delivery (98)
• Frequency of action requests being responded to
  and successfully completed within the allotted
  time.
• Availability (98)
• Unscheduled outages and users affected
• Customer Satisfaction (agreed to at DOSP and/or
  during Delivery Order Negotiations)
• Measured using commercial/broad industry-accepted
  practices
• Level 2
• Contractor Specific Metrics
• 1st call resolution, hardware failure rate,
  switch latency, backbone utilization, etc. (the
  vendor determines the measurement in an effort to
  improve their performance)
• Level 3
• Trend Metrics
• Trend views of Level 1 and Level 2 metrics in
  3-month or greater increments. (Measuring the
  contractors service level trends)

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Contract Overview Cont.

• ODIN is a flexible contract vehicle that
  includes
• Automatic technology refreshment requirements,
• Standards and architecture management mechanisms,
• Government managed change control procedures,
• Allowance for government ownership of assets
  where its determined to be in the Governments
  best interest,
• Unwinding provisions to allow transition of
  contractor owned assets at termination (to
  government or another contractor),
• Allowances for installation and use of
  non-outsourcer provided hardware and software,
  and
• Accommodations for unplanned requirements.

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Current Status

• NASA
• Current Delivery Order values 315 million
• 36,500  fully supported desktop seats (PC/MAC)
• 8,322 network only
• 1050 admin radio seats
• 34,579 phone seats
• 2500 PDA type devices (ie Blackberry, Treo,
  Pocket PC, etc.)

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Current Status Cont. (Subscribed ODIN Services)
services currently provided as of January 30, 2006
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Performance Against the Objectives

• Focus NASA civil service personnel on core
  research and development activities
• Reduced the amount of procurement involvement
  with securing ODIN services
• Greatly reduced the level of civil servants
  involved with Asset Management

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Performance Against the Objectives Cont.

• Promote information technology systems and
  product interoperability
• Over 72,000 desktops replaced since 1998.
• No additional investment by NASA (acquisition,
  logistics, integration, data removal, disposal)
• Enhance and optimize service delivery
• No method of performance measurement was in place
  prior to ODIN
• ODIN has implemented monthly and quarterly
  performance metrics to track vendor performance

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Performance Against the Objectives Cont.

• Reduce cost and improve cost managementand cost
  containment

• Before and after cost model is very different

• ODIN seat costs are better than predicted and
  comparable to industry

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Performance Against the Objectives Cont.(Seat
Cost Comparison)
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Lessons Learned (Whats Working)

• Established a very strong ODIN team
• Partnerships between Contractors, between Centers
  and between the Centers and Contractors
• Annual face-to-face workshops, functional tiger
  teams, regularly scheduled telecons and meetings
• Traceable and continuous improvements in the
  Delivery Order (DO) process resulted from
  successive lessons-learned
• e.g., Center-unique DO mods used to overcome
  Master Contract ambiguities and to meet new
  Agency and customer requirements
• Now have consistent and documented processes and
  procedures
• Shared best practices, International Standards
  Organization (ISO) certifications
• ODINs flexibility further demonstrated through
  the catalog
• Enhanced Systems Administration
• Specialized processors

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Lessons Learned Cont. (Whats Working)

• Civil Servant refocusing
• Tech refresh
• Over 72,000 desktops replaced since 1998.
• No additional investment by NASA (acquisition,
  logistics, integration, data removal, disposal)
• Interoperability and Security of Systems
• Centralized Help Desk Facility
• Infrastructure support upgrades
• Current technology (State of the Industry)
• Common metric and data reporting
• Flexibility
• Vendor Relationships/Partnership!

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Lessons Learned Cont.(What Needs Work)

• Asset Transition
• Common Agency Governance Model
• Center/Enterprise Issue Resolution Process
• Consistent Proactive Service Delivery
• Upgrade/New Product Rollouts
• Proactive Communication, Collaboration, and
  Cooperation between other Agency Initiatives and
  ODIN
• Improving Customer Satisfaction Agency-wide
• Proactive Communication / Outreach
• Agency CCB Process
• Continuity-of-Operations / Disaster Recovery
  Planning between the Government and Contractor

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Summary

• ODIN is an excellent model because of its
  Flexibility
• Modifications and enhancements have afforded the
  ODIN model the opportunity to assist NASA with
  meeting Congressional and/or Presidential
  Directives (ie PMA, E-Gov, HSPD-12, etc)
• ODIN is one of the most referenced and successful
  Federal Outsourcing Contracts in Government today

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Additional Thoughts

• Successful IT Outsourcing Techniques
• Use Common Sense!
• Involve your outsourcer in strategic planning
  (Partnership and Communication)
• Be Flexible
• Be Patient
• Approach each problem with a Win-Win attitude
• Promote OPEN COMMUNICATION!!!!!
• Government to Contractor
• Government to Government
• Trust, but verify!
• Limit line managers ability to circumvent the
  contract
• Foster Technology that runs parallel to Market
  Trends/Advances
• Develop a Strong CHANGE MANAGEMENT STRATEGY
  (Buy-In from Major Stakeholders)

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Additional Questions?Please contactDarryl.A.Sm
ith_at_nasa.govor call(228) 813
6388http//www.odin.nasa.gov