BUPERS IT

Abstract

BILLET BASE DISTRIBUTION (BBD): Mission Description: Due to the changing needs of the Navy, transformation of the requisition generation and assignment processes is necessary. Current requisition generation and distribution processes utilize an inventory-based system that does not fully reflect the actual needs of Navy commands or accurately identify the Sailor's currently assigned position. This methodology hinders the ability to accurately measure or ensure personnel readiness, leaving gaps in skills-to-position requirements. Commands, Immediate Superior in Chain, Type Commanders, Major Manpower Claimant, United States Fleet Forces, Manning Control Authorities, and Distribution and Placement personnel currently lack the capabilities necessary to align and sustain sailors in discrete positions. Furthermore, a command's manning cannot be analyzed and the actual knowledge, skills and capabilities critical to a command's mission execution cannot be determined. The objective of BBD is to replace the current inventory-based requisition generation process with automated functionality, which is requirements driven, inventory-balanced, and position-based. This methodology will increase personnel readiness, improve fit, and provide clear visibility to the impact on mission readiness at the billet level. BBD will facilitate maximizing the contributions of every member of the Navy workforce by delivering competency-based career paths. FY15 efforts will complete functional testing and deployment of Phase IB which includes continuous alignment of people to position functionality deployed with Phase IA in FY13, creation of a position based requisition, Inventory Projection, Requisition Priority, Alignment Sustainment Functions, and Global Force Management Data Initiative (GFM DI) spaces to faces requirement. FY16 efforts will include performing systems engineering reviews, software design and development of BBD Phase IC which will provide Command user Interactive capability with regard to alignment and sustainment of people to position. INTEGRATED PERSONNEL AND PAY SYSTEMS - NAVY (IPPS-N): In accordance with DCMO ADM Dated 22 October 2013 the IPPS-N line RDT&E funding is moved to the NSIPS line in order to better align funding with the system being modernized. Since IPPS-N is a strategy and not a system to be fielded, the IPPS-N will cease to be a separately tracked activity. The integrated personnel and pay strategy is to develop economical and efficient solutions allowing the Navy to respond rapidly to warfighter personnel and pay information needs. LEARNING MANAGEMENT SYSTEM - DISTANCE LEARNING (LMS-DL): The effort to modernize LMS-DL was initiated by the Enterprise Training Management Delivery System (ETMDS): Phase II of this effort begins in FY14. Phase II (delivery order three) will provide for the following: 1) interface with the Navy's Authoring Instructional Materials (AIM) system and Learning Assessment System (LAS) to provide a more collaborative learning environment, 2) develop enhanced administrator and user features in accordance with sponsor priorities to improve the efficiency of the application, 3) upgrade the application to eliminate dependence on software components that are nearing end of life and improve security features and, 4) provide the ability to deliver content to the learner by creating, de-confliction, prioritizing and scheduling learning event plans, supported by a learning management system and governed by learning event rules. MY NAVY PORTAL (MNP) Phase 2B: MNP is a web site providing access to and interaction with relevant information assets (content, applications, business processes), knowledge assets and human assets, to targeted audiences, delivered in a highly personalized manner. MNP seeks to consolidate and eliminate multiple portals and will absorb the need for sailors to use various applications which cross multiple lines of business. It will provide a set of technological services commonly used by sailor facing applications and will eliminate redundancy in the implementation of those services across the enterprise. The MNP investment is designed to reduce the overall DON IT footprint, reduce the number of Navy portals, reduce the investment in technology services by business applications, and improve the quality of service provided to sailors and marines. MNP will be executed in multiple phases. Beginning with FY14 requirements will be defined and preliminary design work will begin. FY14 funds most of the development, critical design, testing, and deployment of MNP. In FY15 the My Navy Portal effort will focus on migrating NKO functionality into the newly designed (Sailor/HSI friendly )My Navy Portal user interface and restructuring how Customer Relationship Management is undertaken. Additionally in FY15, applications presently within the BUPERS On Line environment will begin to be integrated into My Navy Portal (selection of those applications will be dependent on Fleet/User feedback as well as technical considerations). Following integration with NKO and the start of BoL application integration, planning for future MPTE application integration will commence. In FY15 the MNP development plan will include beginning a Strategic Communication/Enterprise Change Management effort to educate the Navy's Total Force about My Navy Portal and begin developing training tools to teach users how to use the new tool. TOTAL FORCE MANPOWER MANAGEMENT SYSTEM (TFMMS): TFMMS is the Navy's authoritative source for manpower management. The current capability to generate the authoritative, enterprise-wide, naval manpower information products, including Activity Manpower Documents (AMD), total force positions, manpower resource controls, and organizational structure is based on an outdated, non-standard, force structure definition with limited access to a mainframe classified environment. TFMMS modernization will establish a modernized web based system that can be accessed via a classified and unclassified environment providing increased access, modernized manpower processes, and improved cyber defense. This implementation will be done in two iterations. Iteration 1 contains Billet Change Request (BCR), and Activity Maintenance functionality. The requirements phase will be completed in FY14, and the design phase will begin. Development, testing, and deployment will be done in FY15. Iteration 2 contains the remaining functionality including End Strength Management, Position Authorizations, Extended Workflow, Level of Aggregation (LOA) Management, Reports, and Interfaces. Iteration 2 will be designed and developed in FY15. Testing and deployment will occur in FY16. PERSONALIZED RECRUITING FOR IMMEDIATE AND DELAYED ENLISTMENT MODERNIZATION II (PRIDE Mod II): PRIDE Mod II will consolidate the officer and enlisted active and reserve processes into one solution allowing NRC to streamline its recruiting force and create multifunction field recruiters who can coordinate officer as well as enlisted Kit processing. This project is for a post-delivery product improvement effort to incorporate biometric signature capability, to further reduce paper-based processing of kits, and to implement deferred requirements. NAVY STANDARD INTEGRATED PERSONNEL SYSTEM (NSIPS): NSIPS is the Navy's business solution to Human Resources Management for approximately 400,000 Sailors worldwide. NSIPS provides the Navy with a web-based, field-entry, electronic pay and personnel support system and analytical repository for all active duty and reserve Sailors. Available worldwide, both ashore and shipboard, the system collects, validates, processes, and transfers data necessary to ensure accurate and timely pay and maintenance of personnel records. NSIPS is pivotal in the processes of mobilization and demobilization. The NSIPS and integration of legacy system capability into NSIPS, including Reserve Headquarters System (RHS), Navy Enlisted System (NES), (Officer Personnel Information System (OPINS), Inactive Manpower Management Information System (IMAPMIS), Navy Personnel Database (NPDB), and Defense Manpower Data Center (DMDC). In addition to this transactional portion, there is a NSIPS Analytics Environment (AE) to facilitate data queries of NSIPS data by users and other systems. The NSIPS AE supports functionality to query data on an ad hoc basis. The NSIPS AE contains numerous interfaces to personnel data sources including Change Data Capture (CDC) from a transactional database. Reporting from NSIPS AE is done through various methods including flat file transfers and web services. Within the NSIPS Analytics Environment there is a single database that contains multiple schemas that are logically and physically separated from the operating functions of the transactional environment. These schemas support an Ad-Hoc inquiry capability for NSIPS transactional data, and web services. NSIPS major systems currently include: NSIPS Transactional - Navy field level Personnel transaction system NSIPS Reporting/Business Intelligence - reporting and ad hoc query tool Web Afloat - shipboard NSIPS component Web Adhoc - business intelligence analysis Career Information Management System (CIMS) - used for career counseling Navy Retention Monitoring (NRMS) - reports retention statistics Permanent Change of Station Obligation and Expenditure Management System (POEMS) - used to manage costs associated with Permanent Change of Station (PCS) Alternate Final Multiple Score (AFMS) - used to determine eligibility to E-7 selection board for SO and SB ratings Health Professionals Incentive Program (HPIP) - manages the development of medical personnel - Deliver capability to the field (PERSMOD R&S) -NSIPS Modernization Activities; -- Initiate Reserve Headquarters System (RHS) legacy migration to NSIPS; modernize RHS capabilities in accordance with Functional Requirements Document (FRD) -- Finalize analysis (interfaces, data, and reports) between Officer Personnel Information System (OPINS) and NSIPS. This effort will analyze the data structures and functionality of OPINS and the DoD OSD driven Data mapping effort and enterprise alignment. The goal of this effort is better reports management and increased interoperability between corporate Navy Human Resources systems and OSD systems within the lab environment. Initiate Reserve Headquarters System (RHS) legacy migration to NSIPS; modernize RHS capabilities in accordance with Functional requirements document (FRD) RHS - Will be modernized by migrating RHS legacy functionality into NSIPS. The funding for the RHS migration and modernization will be reflected in the NSIPS line. ANALYSIS OF ALTERNATIVE/ECONOMIC ANALYSIS (AOA): ANALYSIS OF ALTERNATIVE/ECONOMIC ANALYSIS (AOA): As part of the IPPS-N strategy, the Navy plans to conduct multiple AoAs to analyze viable alternatives in order to determine the most efficient and effective solution to address the modernization of elements of the Navy's Manpower, Personnel, Training and Education (MPTE) IT portfolio. FY14 funds the commencement of Pay processes across all pay and personnel systems. FY15 funds the commencement of personnel accountability processes across all pay and personnel systems. RISK MANAGEMENT INITIATIVE (RMI): The Risk Management Initiative (RMI) program is a consolidation of DON risk management requirements into a single Program of Record (POR). Instead of modifying multiple legacy safety systems, a COTS product is being procured; process improvements leveraged from the Navy's investment in current risk management and safety systems will be implemented in RMI with a modular approach based on BPR of defined requirements. RMI capability consists of four distinct safety capabilities: Streamlined Incident Reporting (SIR), Single Point of Entry (SPOE), Safety Program Management (SPM), and Analysis & Dissemination (A&D). Each of these capabilities will be acquired as individual Abbreviated Acquisition Programs. The goal of this effort is to use an evolutionary, incremental approach to implement reengineered business processes, and consolidate five legacy stovepipe systems [Web-Enabled Safety System (WESS), Enterprise Safety Application Management Systems (ESAMS), Portsmouth Occupational Accident and Illness Reporting System (POAIRS), Medical Mishap and Compensation (MMAC)] into a complementary and supportable RMI capability. RMI will provide modern Safety capabilities for the military (both active and reserve) component of the Navy Total Force, enabling agile responses to business rule changes, automation of routine actions, improve data integrity, and facilitate self-service for organizations and individuals. RMI development and modernization is a key part of the Navy's plan to address outdated Safety systems, capability gaps and Logistic Information Technology (IT) portfolio rationalization. To achieve this vision, RMI will be procured as a "commercial item" under FAR Part 12. SIR configuration/customization will be accomplished under individual task orders under a 5 year (in duration) IDIQ umbrella. The first two capabilities to be acquired in FY14 are SIR and SPOE. Critical Design Review and Application Test Readiness Review will be performed in FY15 for SIR and Single POE. FY15 also funds the SPM and A&D system requirements and preliminary design reviews. Funding associated with Personnel TEMPO (PERSTEMPO) is being aligned to PE 060513N 2905 beginning in FY15. This aligns the funds with the organization required to execute PERSTEMPO strategy as directed by the CNO to the CNP. Two components are rolled together, modifying the ITEMPO system and further developing the Navy Deployment Health Location process. This strategy consists of Business Process Re-engineering (BPR) defined requirements (artifact is a Functional Requirements Document-FRD), modernization/risk reduction of existing system (ITEMPO) and a process that uses our corporate systems at DMDC Mechanicsburg. The existing systems do not fully comply with statutory and regulatory directives. Some specific problem areas are: - Ineffective tracking of PERSTEMPO. - Inefficient and inaccurate data to legacy pay systems (important when the DOD-wide waiver is lifted). - Rigid and non-responsive systems that lack the ability to statutory and regulatory changes to entitlements. - Lack of capabilities that allow operational commanders to track and make informed decisions about personnel entering, within, or departing their area of operations. - Lack of financial audit capability. The desired affects of PERSTEMPO strategy are: - Generate efficiencies throughout the Fleet to meet statutory requirements and improve Fleet readiness. - Provide improved service to Sailors (improving retention). - Facilitate informed management decision making. Associated sub-projects: Individual TEMPO (ITEMPO): PERSTEMPO was implemented to comply with Sections 586 and 923 of the FY00 NDAA, now within 10 USCS 991. This is a non-acquisition category program. Each military service is to track and manage the number of deployed days and number of temporary duty days away from homeport for active and reserve personnel. Information is reported to DoD/DMDC, which is used to report to the Secretary of Defense. ITEMPO is the system used to comply with these directives. PERSTEMPO supports Navy management of stress on the force as requested by the CNO; Commander, U.S. Fleet Forces Command (N1); and the Commander, U.S. Pacific Fleet (N1). Enhancements will be performed on the primitive ITEMPO functional tools/metrics to make it actionable, current in technology, user friendly, and integrated into a variety of personnel and pay systems. Preparations are already underway to complete the FRD and perform a gap analysis within existing resources. This will support pay auditability/certainty when payment is authorized. DEPLOYMENT HEALTH LOCATION: Deployment Health Location is being implemented per DoD Instruction 6490.03, "Deployment Health," (DoD Instruction) August 11, 2006. This requires the Military Departments to plan, program, and implement a system to ensure daily location recording for all deployed personnel assigned, attached on temporary duty, or temporary additional duty to deployed units. The Services are required to report the daily location information electronically to DMDC at least weekly. Also, this will correct the finding by DoD Inspector General Report NO. DODIG 2012-112 of Jul 18, 2012. The Army, Air Force, and Marine Corps reported the daily location of deployed Service members; however, the Navy did not report the required deployment information. Capability change for ITEMPO: The system has had no significant software change in more than 8 years. The report mechanisms are extremely antiquated. User real-time reports are non-existent. ITEMPO is not only a Legislative requirement, but is the right thing to do for our Sailors. It is impossible for OPNAV or BUPERS ITEMPO managers to know the ITEMPO deployment schedule of every unit or individual in the Navy; the responsibility and requirement to report ITEMPO for Sailors must appropriately rest with the Commanding Officer. It is vital that every CO be personally involved to ensure that ITEMPO information is submitted in an accurate and timely manner. Capability change Deployment Health Location: Deployed Service members are potentially subject to occupational and environmental hazards that can include exposure to harmful levels of environmental contaminants, such as industrial toxic chemicals, chemical and biological warfare agents, or radiological and nuclear contaminants. These hazards may include contamination from the past use of a site, battle damage, stored stockpiles, military use of hazardous materials, or from other sources. Harmful levels include high-level exposures that result in immediate health effects and low-level exposures that could result in delayed or long-term health effects. Collecting deployment information will allow the Military Health System to identify populations at risk for occupational and environmental exposures that may need medical follow-up. Improving timeliness of treatment will have a positive effect on readiness and long-term wounded warrior care.

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Document Type: Project
Publication Date: Oct 01, 2015
Source ID: 2905._0605013N_5_1319_PB_2015

BUPERS IT

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