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Abstract To provide efficient and effective access to enterprise information that meets Abstract To provide efficient and effective access to enterprise information that meets

Abstract To provide efficient and effective access to enterprise information that meets - PowerPoint Presentation

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Abstract To provide efficient and effective access to enterprise information that meets - PPT Presentation

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 ID: 812339

i3p service management services service i3p services management nasa nasa

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Presentation Transcript

Slide1

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.

Slide2

I3P and the Transformation of NASA IT Service Delivery

Gary Cox

IT Summit – Aug 2011

Slide3

Agenda

NASA’s Need for IT Change

NASA IT and I3P Goals and Objectives

Components and Concept of Operations

Progress and Challenges

Path ForwardLessons Learned

2

Slide4

NASA’S NEED FOR IT CHANGE

3

Slide5

The Perfect Storm of Events

IT Security

NASA’s Mission Model

Expiring Agency and Center Contracts

Cost

Integration and GovernanceThe Need for IT Change

4

Slide6

NASA’S IT and I3P GOALS AND OBJECTIVES

5

Slide7

NASA’s IT Objective

NASA 2011 Strategic Plan Goal 5 – Enable Program and institutional capabilities to conduct NASA’s aeronautics and space activities.

Outcome 5.2: Ensure vital assets are ready, available and appropriately sized to conduct NASA’s 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

Slide8

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 complianceEnhance the customer experience

7

Slide9

COMPONENTS AND CONCEPT OF OPERATIONS

8

Slide10

I3P Service Components

9

Slide11

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)

Slide12

NASA’s 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 NASA’s IT services

11

Slide13

Service Management Roles

12

Slide14

Working Groups

Working Groups

Working Groups

1. Strategy

2. Architecture

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

RECOMMENDATIONS

RECOMMENDATIONS

13

Slide15

PROGRESS AND CHALLENGES

14

Slide16

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 establishedOCIO 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

Slide17

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

Slide18

PATH FORWARD

17

Slide19

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

Slide20

Integrated Timeline

(as of 7/1/2011)

18

Slide21

LESSONS LEARNED

18

Slide22

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 – don’t 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

Slide23

QUESTIONS?

For more information:

Internal NASA: http://insidenasa.nasa.gov/ocio/i3p

External:

www.nasa.gov/ocio

I3P Acquisitions: i3p-acq.ksc.nasa.gov/i3p/default.cfm

20