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
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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.
Slide2I3P and the Transformation of NASA IT Service Delivery
Gary Cox
IT Summit – Aug 2011
Slide3Agenda
NASA’s Need for IT Change
NASA IT and I3P Goals and Objectives
Components and Concept of Operations
Progress and Challenges
Path ForwardLessons Learned
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Slide4NASA’S NEED FOR IT CHANGE
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Slide5The Perfect Storm of Events
IT Security
NASA’s Mission Model
Expiring Agency and Center Contracts
Cost
Integration and GovernanceThe Need for IT Change
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Slide6NASA’S IT and I3P GOALS AND OBJECTIVES
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Slide7NASA’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
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Slide8I3P 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
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Slide9COMPONENTS AND CONCEPT OF OPERATIONS
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Slide10I3P Service Components
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Slide11I3P Major Contracts
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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)
Slide12NASA’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
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Slide13Service Management Roles
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Slide14Working 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
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Slide15PROGRESS AND CHALLENGES
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Slide16Service 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
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Slide17Challenges
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
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Slide18PATH FORWARD
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Slide19Complete 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
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Slide20Integrated Timeline
(as of 7/1/2011)
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Slide21LESSONS LEARNED
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Slide22Build 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
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Slide23QUESTIONS?
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
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