BUPERS IT

Abstract

This effort is the linchpin of the Navy MPT&E (Manpower, Personnel, Training & Education) business IT Transformation strategy which stems from the decision to invest in programs that directly align with the Sailor 2025 vision. The current 70 year old business processes and 40 year old obsolete IT systems will not sustain Fleet anticipated growth and is not cost efficient nor effective. The Transformation strategy involves revolutionary change by rapid implementation of MPT&E business IT products using the Industry Best Practices Model (e.g., early investment for largest ROI, rapid prototyping and testing, and vanilla COTS products usage.) Four projects are the cornerstones of the Navy/N1 Transformation strategy. The Navy Personnel and Pay System (NP2) includes Navy Personnel and Pay (NP2)Standard modernization and the collapse of Legacy Manpower System functionality. Second, a Single Point of Entry (SPOE) for Sailor self-service is composed of My Navy Portal (MNP), Identity and Access Management (IdAM), a Customer Relations Management (CRM) solution, and a centralized and standardized customer service center (The My Navy Career Center (MNCC)). Third, Learning Stack (LS) improves the accessibility, sophistication, and collaborative nature of educational outreach. Finally, the Authoritative Data Environment (ADE) will enable the collapse of 9 legacy data warehouses into a single, authoritative source of data truth for Sailors and Navy decision makers. Additionally, ADE will enable modern data analytics and business intelligence capabilities. All of the technology solutions will leverage hyper scale cloud based services in order to provide secure, accessible and cost effective business IT. The increase in FY19 is aligned with the Navy's MPT&E IT Transformation initiative to develop a technology component that forms an MPT&E Navy Personnel and Pay (NP2) system. Transformation activities will include conducting prototypes, testing, integration, and migration to a cloud environment. There is significant investment being made in the development of Single Point of Entry/My Navy Portal which will provide the Sailor with a self-service web environment. A modest portion of the FY19 increase is attributed to LMS-DL transitioning field tested capability and necessary integration/development activities to enterprise production. BILLET BASED DISTRIBUTION (BBD) Initiative aimed at modernizing distribution systems to increase personnel readiness, improve fit and provide clear visibility to the impact on mission readiness at the billet level. As part of the Navy's transformation initiative, BBD functionality will be consolidated into NP2. LEARNING MANAGEMENT SYSTEM - DISTANCE LEARNING (LMS-DL) LMS-DL is aligned with the Learning Stack (LS) technology component of the Navy's Transformation initiative. LMS-DL focuses on advancing Navy learning, creating a career learning continuum and leveraging evolving technologies to expand learning solutions when and where the Sailor needs them. The Collaborative Learning Environment (CLE) is a key component within the learning IT strategy that leverages Commercial-Off-the-Shelf (COTS) products to integrate the CLE with intelligent tutors, a multi-purpose reconfigurable training system (MRTS), electronic classrooms (ECR), trainers and labs, interactive multimedia instruction (IMI), instructors, and a virtual environment. The increase in FY19 is to transition a COTS LMS from a field test to enterprise production. Aligned with the Navy's IT transformation initiative, Learning Management System permits: (1) Mobile & flexible delivery of modular training to the sailor (2) Synchronization of work requirements with learning modules to ensure proper training is delivered at the right time Funding will develop and deploy new technologies for modularized training in fleet concentration areas to support the continuum of learning to include: (1) Development, modification or replacement of the current LMS platform (2) Integration of Manpower, Personnel, Training, and Education (MPT&E) management tools to support end to end business processes (billet information, assignment, distribution, student management, learning management, personnel information, advancement) that will be impacted by changes to learning delivery and career profiles via Progressive Navy Enlisted Classifications (e.g. Total Force Manpower Management System, Navy Personnel and Pay System, Learning Assessment System, Navy Training Management Planning System). The Learning Management tools and supporting IT infrastructure must also be modified to support management of training into the Delayed Entry Program, the growing use of demonstration videos, social media, student and learning management for MPT&E mobility efforts, gaming and simulation technology as it is brought on-line. LMS-DL will also introduce the Learning Continuum Pilot, a risk reduction effort that develops proof of concept alignment of sailor training requirements with learning content delivery. MY NAVY PORTAL (MNP) MNP is an integrated web portal that consolidates the Navy's Human Resource portals, knowledge, and applications into a single and simplified user experience. Through the use of a multi-phased development approach, MNP will provide an intuitive self-service single point of entry (SPOE) for Sailors to view and manage their personnel and career information. MNP provides Active and Reserve Sailors with personalized interactive experiences and allows access to relevant information including learning content, human resource applications, and career business processes and tools. MNP Phase 2C continues to mature eleven Career Life Event (CLE) capabilities. Phase 2C continues requirements refinement work with key Fleet users and stakeholders and integrates or develops the identified CLEs. My Navy Portal may address previously deferred requirements from prior phases or in support of the Chief of Navy Personnel's IT Transformation initiatives. ANALYSIS OF ALTERNATIVE/ECONOMIC ANALYSIS (AOA) The Navy will conduct multiple AoAs and studies 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 (MPT&E) IT portfolio. AOA will assess operational effectiveness, suitability, and costs of non-tactical systems to meet emerging capability requirements. NAVY STANDARD INTEGRATED PERSONNEL SYSTEM (NSIPS)(Will become NP2) The NP2 increase in FY19 supports the de-customization of the Navy Standard Integrated Personnel System (NSIPS) and integration of Direct to Treasury Pay Capability via Pay Modernization (Pay Mod). This combined effort (named NP2) will result in an integrated, vanilla Commercial Off the Shelf, cloud hosted, integrated personnel and pay solution that will provide the navy with an IT system that is modern, highly automated, auditable, and more efficient. FY19 efforts include: 1. Continuation of the second Field Test including agile development of Treasury Direct Disbursing (TDD) and Active Component / Reserve Component (AC/RC) Permeability. 2. Migration of field test to a secure and accredited commercial cloud hosting solution. 3. Completion of Legacy NES and OPINS consolidation efforts. 4. Integration of Bi-Service PeopleSoft license with NSIPS personnel and pay modernization solution. A 2015 analysis of alternatives for integration of personnel and pay capabilities recommended the use of Oracle PeopleSoft 9.2 with Global Payroll for achieving the Navy's Personnel and Pay IT needs. Follow-on analysis conducted as part of the MPT&E transformation efforts in 2016 and 2017 indicated that the most cost effective approach to achieving the Transformation goals of modernizing HR Business System IT consistent with industry best practices was de-customization of the Navy Standard Integrated Personnel System (NSIPS) which uses Oracle PeopleSoft as its core technology, integration with Global Payroll, use of General Ledger to maximize auditability and accounting functions and hosting of the integrated solution. This combined effort (named NP2) will result in an integrated, vanilla Commercial Off the Shelf, cloud hosted, integrated personnel and pay solution that will provide the navy with an IT system that is modern, highly automated, auditable, and more efficient. Implementation of NP2 will result in several key benefits: 1. Improved accuracy and auditability of personnel and pay transactions. 2. Treasury Direct Disbursing eliminating Navy reliance on the sunsetting DJMS system. 3. Improved permeability of Active and Reserve Components to improve accuracy and eliminate delays in pay processing when a member moves between components. 4. Increased automation of common personnel and pay transactions 5. Integration of functionality currently spread across 55 different adhoc and outdated HR Business Systems. Efforts in FY19 are focused on system development, testing and delivery of core components associated with Military Pay, Personnel Transactions that effect Pay, Auditability, Accounting, and Treasury Direct Disbursement. Beyond F19, development will continue and will bring continued integration of legacy systems such as those used for detailing and distribution, management of Sailor performance, and talent management and matching. NAVY MANPOWER REQUIREMENTS SYSTEM (NMRS) NMRS will modernize obsolete software and incorporate a wide array of enhancements (expanded capabilities based on sponsor's approved Functional Requirements Document) of new capabilities in support of Manpower Requirement efficiencies. NMRS is a key tool which Navy manpower managers rely on to set, implement, and execute manpower requirements. Recommendations for improving data bases and the Navy's mobilization capacity rely on NMRS to make strength determinations. The planned effort also includes technical evaluation and integration of products produced by the Simulation Toolset for Analysis of Mission, Personnel and Systems (STAMPS) program. As envisioned by the Navy's Transformation initiative, NMRS will eventually be consolidated into the MPT&E Personnel and Pay System technology component of the transformation. RISK MANAGEMENT INFORMATION (RMI) The RMI program is a consolidation of DON risk management requirements into a single Program of Record (POR) to provide modern safety reporting and management capabilities for both active and reserve Navy and Marine Corps commands. RMI enables agile responses to business rule changes, automation of routine actions, improved data integrity, and facilitates self-service for organizations and individuals. RMI is being developed in three increments of capabilities: Streamlined Incident Reporting (SIR), Safety Program Management (SPM), and Analysis & Dissemination (A&D). A fourth requirement, Single Point of Entry (SPOE) integration, will be accomplished as part of the development of the three RMI increments since each will be built on the same Commercial Off The Shelf (COTS) platform. Each of these capabilities will be acquired as individual Abbreviated Acquisition Programs using an incremental development approach for reengineered business processes, while consolidating five legacy 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), and Injury Tracker (INJTRK). AUTHORITATIVE DATA ENVIRONMENT (ADE) ADE is part of the Navy's MPT&E IT Transformation initiative aligned directly with the Authoritative Data Environment technology component of the transformation. ADE is aimed at transitioning the current project based ADE into a full enterprise solution that is based on modern IT service models and cloud hosting technology. The transformation initiative will consolidate multiple legacy data warehouses and stream that data through a single, authoritative environment. This will advance data analytics and visualization capabilities, and add common platform services in a big data environment that is consistent with private industry. This acceleration toward a true Navy-wide personnel authoritative data environment is a transformational increase in capability for decision support and improving personnel readiness. As part of the Transformation strategy, the Chief of Naval Personnel has directed expansion and improvements of the ADE in making MPT&E data more available to commanders, sailors, business owners and fleet executive leadership. The ADE provides infrastructure, operations and sustainment of the Navy MPT&E Authoritative Data Warehouse(ADW), enterprise service bus, and web support services. The capabilities delivered by this funding include: (1) Completed "golden record" expansion increments - Data quality - Governance - Security - Data standardization (2) Increased capabilities for MPT&E supply chain & business operations - Data discovery - Advanced visualization tools - Predictive analytics (3) Enhanced architecture to support unstructured data and "big data" analytics (4) Improved support for future identity management & access for mobile device capability APPLICANT RELATIONSHIP MANAGEMENT (ARM) ARM provides automated support of the management of recruiting information. ARM enables all levels of recruiting to have real-time access to timely and accurate information. ARM provides managers with decision-making support by consolidating Navy Recruiting Command (NRC) legacy application systems. The complete ARM Systems Dev/Mod effort will incorporate biometrics and paperless implementation across all lines of business systems to gain additional efficiencies. Included in the ARM program is the Self Service Accessions Application (SSAA). Phase II of this effort will build the SSAA application into the ARM system. SSAA is a mobile device-based software application. SSAA supports a change in the NRC business processes from a recruiter-driven business model to an applicant self-service business model. This "app" will be used by applicants to collaborate with recruiters anytime & anywhere to more efficiently and effectively navigate the recruiting process. As envisioned by the Navy's Transformation initiative, ARM functionality will eventually be consolidated into the MPT&E Integrated Personnel and Pay System technology component of the transformation. 2905.S22 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 desired effects 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. Capability change for ITEMPO: The system has had no significant software change in more than 8 years. The report mechanisms are extremely antiquated. 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, 2019
Source ID: 2905_0605013N_5_1319_PB_2019

BUPERS IT

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