I3P and the Transformation of NASA IT Service Delivery

Gary CoxIT Summit – Aug 2011

Agenda

• NASA’s Need for IT Change • NASA IT and I3P Goals and Objectives• Components and Concept of Operations• Progress and Challenges• Path Forward• Lessons Learned

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NASA’S NEED FOR IT CHANGE

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• The Perfect Storm of Events– IT Security – NASA’s Mission Model– Expiring Agency and Center Contracts– Cost – Integration and Governance

The Need for IT Change

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NASA’S IT and I3P GOALS AND OBJECTIVES

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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

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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 compliance• Enhance the customer experience

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COMPONENTS AND CONCEPT OF OPERATIONS

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I3P Service Components

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I3P Major Contracts

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Contract: EASTVendor: SAICService Office: MSFC

Contract: ACESVendor: HP Service Office: NSSC

Contract: WESTVendor: TBDService Office: GSFC

Contract: NICSVendor: SAICService Office: MSFC, GSFC, and ARC

(NSSC)

NASA’s IT Service Management Model:ITIL v3

ServiceStrategy

ServiceDesign

ServiceOperations

ServiceTransition

ContinualServiceImprovement

The Business/Customers

EA, Service Portfolio MgmtDemand & Financial Mgmt

Innovation, Pilots, ProjectsAvailability & Capacity Mgmt

Change MgmtConfig 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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Service Management Roles

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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.

DECISI

ONS

RECOMMENDATIONS

RECOMMENDATIONS

RECOMMENDATIONS

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PROGRESS AND CHALLENGES

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• 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 established– OCIO 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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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

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PATH FORWARD

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• 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

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Integrated Timeline (as of 7/1/2011)

DFRC

GSFC

HQ

KSC

NSSC

GRC

MSFC

SSC

ARC

LaRC

JPL

JSC

ESD ACES Support

ESD NICS SupportESD EAST SupportESD WEB Support

2011FEBJULCenters OCT NOVMAY JUN AUG SEP

2012DEC MAR APR MAYJAN JUN

P P

WEST Go Live Transition Planning

P

P

P ACES Pilot Phase ACES ACES Rollout NICS NICS Transition WEST WEST Go-Live EAST EAST -ESD transition

ACES: Wave 1 Transition Planning

EAST (Tentative)

NICS (All)

NICS (LAN )

NICS ACES : ODIN Support

ACES : ODIN Support

ACES: ODIN Support

ACES : ODIN Support

ACES : ODIN Support ACES ODIN Support

ACES Wave 3ACES Wave 2ACES ROLLOUT

ACES ROLLOUT

ACES ROLLOUT

P

NICS (Firewall)

NICS Transition

NICS Go Live Transition Planning

NICS (LAN )

ACES: Wave 2 Transition PlanningACES: 3 Transition Planning

PNICS ACESACES : ODIN SupportACES ROLLOUT

PNICS (All)

ACES : ODIN SupportACES ROLLOUT

ACES ROLLOUTPACES : ODIN Support

NICS (All)

P ACES Rollout

ACES: ODIN SupportNICS (All)

P

NICS (Firewall)ACES : ODIN SupportACES ROLLOUTP

NICS (LAN)ACES ROLLOUTPACES : ODIN SupportNICS(NISN WAN)

NICS (LAN)P ACES Rollout

NICS (All)ACES : ODIN Support

NICS (All) P ACESACES ROLLOUTP

WES

T G

O-LI

VE

WES

TGO-

LIVE

ACES: ODIN Support

ACES Wave 1

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LESSONS LEARNED

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Build lots of slack into the scheduleEstablish strong Integrated Procurement Teams with a senior level leader over the teams to ensure effective coordinationTry to limit procurement dependencies as much as possible – don’t over-reachLimit program turnover as much as possibleGet help (other Agencies, consultants, IRT, etc)Stand up a PMO for oversight and process rigorRisk Management BoardPut the best people on the effort

Integration ManagerCenter Integration Leads

Communicate, communicate, communicate

Lessons Learned

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QUESTIONS?

For more information:Internal NASA: http://insidenasa.nasa.gov/ocio/i3pExternal: www.nasa.gov/ocioI3P Acquisitions: i3p-acq.ksc.nasa.gov/i3p/default.cfm

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