NAVSUP Navy ERP Business Office

1
NAVSUP Enterprise ERP Business Office
Ready. Resourceful. Responsive!
1
1
2
Agenda

• What is the Enterprise Business Office
• Navy ERP Expectations
• Core Functions
• Structure Today
• Activity ERP Support
• 1.1 Transition To Sustainment and Enterprise
  Business Office Support
• War Room Engagement
• Phased Implementation Considerations
• Evolution of Enterprise Business Office
• Continued Evolution
• Potential Changes to EBO
• Staffing
• Formalization
• Take Aways

3
What is the Enterprise EBO?
4
NAVSUP Enterprise ERP Business Office

• Navy ERP Expectations for Enterprise ERP Business
  Office?
• Business Office is the term that Navy ERP uses
  to describe the collection of SYSCOM resources
  who are dedicated to successful Navy ERP release
  and sustainment operations.
• Navy ERP has a requirement for a single POC for
  each SYSCOM consolidates, coordinates and
  speaks for the Enterprise in ERP efforts
• NAVSUP ERP (SUP E) is the NAVSUP Enterprise ERP
  Program Manager
• Release 1.0 resources implemented ERP and are now
  focused on sustainment. A core staff has been
  formally designated as the NAVSUP ERP Business
  Office to execute sustainment.
• Release 1.1 resources have been focused on
  development/testing shifting to
  cutover/implementation. Cutover/War Room efforts
  are the transition phase into sustainment. Upon
  completion of Cutover, the NAVSUP Enterprise ERP
  Business Office will be responsible for
  coordinating all ERP efforts with Navy ERP.
• Additional staff to cover Release 1.1 core
  requirements will be identified
• NAVSUP has chosen a Matrix approach for their
  Enterprise Business Office
• Multiple activities support
• Additional goal is to maintain a small EBO core
  staff and maximize functional communities
  ownership of ERP efforts

5
Navy ERP PMO and SYSCOM Relationship
Business Units/ Sites
Navy ERP PMO
SYSCOM Enterprise Business Office
Functional Competencies
6
Core Business Office Functions

• Navy ERP Single POC/Liaison on Navy ERP Matters
• External coordination with Navy ERP
• Management meetings
• Navy ERP sustainment
• Coordinate NAVSUP Enterprise participation and
  responses
• Internal coordination with all activities
• EDC/ELC Participation
• Issues and Prioritization
• Process Owner and Activity meetings
• Sustainment meetings
• Coordinate NAVSUP Enterprise participation
• Cross-Command/Navy Enterprise Coordination
• NESIB Senior Integration meeting support
• Participate in key forums
• Navy ERP Sustainment Meetings
• Process Owner Working Groups
• RWIPT/RMWG
• HEAT Ticket and Customer Support
• Business Processes Monitoring performance, Navy
  ERP support and critical issues

7
Core Business Office Functions (Continued)

• Requirements Management
• Defects
• Requests for Change Coordination
• Functional Codes lead
• Release Management and Communications
• Testing Coordination
• Access Enforcer and Role Support
• UMWG
• Enterprise Oversight of AE process
• Controlled Role Management
• Business Office Roles
• Training
• Curriculum Management
• Enterprise Coordination and Logistics
• Master Data
• Controlled Enterprise master data (FI, CO, PS,
  WFM)

8
Core Business Office Functions (Continued)

• Production/Technical Support
• Schedules and Notification
• Technical Reviews
• Technical Issues
• Support Activities/Functional Communities in ERP
  Work
• Functional Issues, Planning and Optimization
• Knowledge Transfer
• Reporting
• IDOC/Interface Monitoring
• Support Process Owners
• ERP Guidance/Planning
• ERP Metrics and Performance
• Execution guidance for Functional Policies
• Key Planning Support End of Year,
  Reorganizations, etc
• EDC/ELC Support

9
Navy ERP Competency Center Support Model
Overseas off-hour Support Tier 1
24/7 Tier 2 14 hr coverage 0600-2000 EST (M-F)
NAVSUP ERP Enterprise Business Office
Technical/ Process Owners
NERP PMO (0800-1700 EST, M-F) plus 24/7 emergency
support
Tier 3
o System Config o Technical
HEAT TICKET
o Fix/Repair o New Functionality
NERP PMO (2 shifts/14 hr coverage) M-F
Subject Matter Experts
Tier 2
o Business Process Support o Problem
Isolation/Resolution
ERP Support Desk
Tier 1
NERP PMO (24/7)
o Initial Problem Determination o Problem
Routing o Problem Escalation o Problem
Monitoring o User Role Verification
o Super Users o Desk Guides o
Training Materials o Online Documentation
o SAP System Help
Self Help
Centralized Support Model
10
What Enterprise Business Office Does Not Own

• Enterprise Business Office does not own
  functional policies and processes
• Process Ownership in NAVSUP
• Functional policy owned by SUP HQ
  DEPCOMs/Designated Champions
• Utilize the EDC/ELC for Enterprise
  Policies/Decisions
• Functional Communities own ERP processes
• Make part of community events
• Evolving refine processes and leads
• Define handoffs with EBO

11
NAVSUP Navy ERP Enterprise Business Office Today
Director Deputy Director Support Staff
Change Management/ Customer Mgmt/ Communications
Business Process Side
Field COMMS Reps 1.1
Field OCCs
User ProvisioningSide
Business Process Team (1.0) Functional
Integration/Operations Mgmt
Training Lead (1.0 and 1.1)
1.0 User Management 1.1 User Management
Operations Mgmt Support
Functional Integration Support
IA/Security and Access Enforcer Team
1.0 Training Coordination
Enterprise Business Process Teams (1.0) FI Lead
WFM lead PS Lead Proc/MM Lead
Production Support Team (1.0 and 1.1)
Reporting Team
Training Delivery Team
FI Enterprise Team
WFM Enterprise Team
PS Enterprise Team
Proc/MM Enterprise Team
Site IAMs Security
Field UM Reps 1.0 and 1.1
Matrixed FI Field Reps
Matrixed WFM Field Reps
Matrixed PS Field Reps
Matrixed Proc/MM Field Reps
Field Training Reps 1.0 and 1.1
Site Trainers 1.0
FIELD REPS (NON-BUSINESS OFFICE)
22 Sep 2009
12
Activity ERP Support

• Activity ERP Support Structures Vary
• Activities will determine their
  approach/structure
• Varies from POCs to formal support codes
• Must have good communication link with Enterprise
  Business Office
• Must be able to support following
• Activity Prioritization
• Activity specific Help Desk requirements (User
  support, Roles, etc.)
• Activity RFC and process requirements inputs
• Activity coordination for key events (Year End,
  etc.)
• Management and Metrics Reporting

13
1.1 Transition
14
1.1 Cutover Support

• Enterprise Business Office will work with 1.1
  Deployment/ Cutover Teams for a seamless
  transition to Sustainment
• Integration with War Room Management
  (Deployment/Cutover)
• Integration of Legacy System Personnel
• External User Support
• Training, Tracking, and Maintenance

15
War Room Concept

• The War Room is a concept used in complex,
  highly visible, must succeed situations to
  simplify communication, accountability and
  authority. Primary Cutover Activities
• Loading and validating master and transactional
  data
• Executing and Monitoring business functions
  during the transition period
• The War Room is a centralized communication
  center staffed with people who (Finalized War
  Room CONOPS and staffing to Complete in OCT)
• Execute the plans for Cutover activities
• Develop additional plans to achieve success
• Monitor threats and assess risk
• Status actions
• Communicate to workers and leaders
• Key Things to think about
• Embed EBO personnel in Cutover Staff up front
• Where possible involve Phase 2 personnel into
  efforts advance experience

16
Enterprise War Room Concept
17
Phased Implementation Considerations

• Plans will address when Transition to Sustainment
  occurs
• Traditional War Room stands down with Phased
  implementation will likely maintain some core War
  Room
• Transition to sustainment may be by functional
  area
• Issues may remain with War Room
• Must work out details of Help Desk
• Embed existing EBO staff in Cutover where
  appropriate
• Where possible pull Phase 2/3 folks into efforts
  get ahead of learning curve

18
Decisions Impacting Business Office
Structure/Staffing

• Ongoing Efforts which will impact Enterprise
  Business Office structure/size
• Reports Strategy
• IDOC, Table Maintenance and System Monitoring
  Strategy
• Master Data Workload
• Manual Support (Unique or Interim solutions)
• Help Desk Responsibilities

Ongoing efforts on these topics with Navy ERP and
NAVSUP activities!
19
Evolution of the EBO
20
EBO Development/Progression
Reengineering
Stabilization

• Role Refinement
• Process and Procedure Improvements
• Implemented Change Requests
• Updated Training Curriculum
• Redefined Responsibilities

Measurement

• Enterprise-Wide Process Distribution
• Site Visits
• Knowledge Transfer Events
• Sustainment Issue Tracking and Management

Analysis

• Functional/Technical Metrics Development and
  Reporting
• OPTEVFOR Visit
• HEAT Statistics

• Initial Process and Procedure Development
• Defect Identification
• Issue Management
• Team Meetings/ Events

Business Office continues to evolve and grow
21
Potential Changes to EBOStructure
ICP and COMFISCS Input Critical On Structure of
EBO!

• Finance
• Matrix lead from SUP 01
• FI, FM, CO Sub Team
• AM Sub Team
• SD Sub Team
• Procurement is separate stand alone team
• Matrix lead from SUP 02
• Covers 1.0 and 1.1
• Material Management
• Matrix Lead from SUP 04 or ICP or COMFISCS
• IM COMFISCS or ICP
• WM COMFISCS
• HAZMAT COMFISCS
• Material Masters/Item Introduction ICP
• Reparables Management ICP
• Order Fulfillment
• Matrix lead from ICP
• Planning
• Matrix lead from ICP

• Management Structure
• BO Director
• Deputy Director
• Functional Integration Manager
• Operations Manager

• Cross Team Process Groups
• Billing and Receivables
• Invoicing
• Reorganizations
• Products and Services

22
Staffing Notes

• Enterprise Business Office staff generally
  migrates from implementation/cutover teams
• FDS and Interface Owners
• Functional Leads/Experts
• SAP savvy
• Navy ERP connected
• Resource Waterfall includes EBO candidates
• Goal is to MINIMIZE EBO staffing but must have
  expertise and ability to cover workload
  identified earlier

23
Formalization of EBO

• With 1.1 Implementation EBO must mature into
  NAVSUP Staff Organization
• Will represent Enterprise
• Core Positions
• EBO Billets and MOAs for Activity matrix support
• Ensure continuity and success
• Budget for support/operational requirements
• Will leverage other activities
• MOAs for other support e.g. Site Trainers, IDOC
  support, etc.
• SLAs with other activities for performance
• Navy ERP, DFAS, others
• Coordinated with Process Owners/Functional
  Community agreements ERP now a key consideration

24
Take Aways

• EBO is a NAVSUP Enterprise Organization required
  to work with Navy ERP
• Strategy Small organization with extensive
  Matrix support
• Activity matrix support will be required
• Build upon/leverage 1.0 processes and learning
• Well established credible link to ERP PM
• Good performance to date CONTINUING TO EVOLVE
• Long term migration to Staff Operating Code
• Activities can set-up ERP support
  office/structure must be linked to EBO