I3P and the Transformation of NASA IT Service Delivery

1. I3P and the Transformation of NASA IT Service Delivery Gary Cox IT Summit – Aug 2011

2. 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 2

3. NASA’S NEED FOR IT CHANGE 3

4. The Need for IT Change • The Perfect Storm of Events • IT Security • NASA’s Mission Model • Expiring Agency and Center Contracts • Cost • Integration and Governance 4

5. NASA’S IT and I3P GOALS AND OBJECTIVES 5

6. 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 NASA’s IT Objective 6

7. 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 I3P OBJECTIVES 7

8. COMPONENTS AND CONCEPT OF OPERATIONS 8

9. I3P Service Components 9

10. I3P Major Contracts Contract: EAST Vendor: SAIC Service Office: MSFC Contract: WEST Vendor: TBD Service Office: GSFC Contract: ACES Vendor: HP Service Office: NSSC (NSSC) Contract: NICS Vendor: SAIC Service Office: MSFC, GSFC, and ARC 10

11. NASA’s IT Service Management Model:ITIL v3 Service Strategy The Business/Customers Service Design EA, Service Portfolio Mgmt Demand & Financial Mgmt Service Transition Availability & Capacity Mgmt Innovation, Pilots, Projects Change Mgmt Config Mgmt Service Operations Fulfillment, Incident, Problem mgmt Process metrics, Service metrics, Improvement recommendations Continual Service Improvement • Rationale: • Service focus • Industry best practice • Process-based • Best model to ensure integration of NASA’s IT services 11

12. Service Management Roles 12

13. Supporting Governance Structure 1. Strategy IT Management Board The primary purpose of a board is to make decisions. RECOMMENDATIONS RECOMMENDATIONS Decisions may be escalated based on impact, scope, sensitivity, etc. DECISIONS Security Enterprise Change Advisory Board End User All boards must have a formal charter and be approved by the ITMB. Info Mgmt RECOMMENDATIONS Data Center Web Communications Applications 2. Architecture 3. Operations (7 Operational Boards) Enterprise Architecture Board Working Groups Working Groups Working Groups 13

14. PROGRESS AND CHALLENGES 14

15. Progress • 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 15

16. 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

17. PATH FORWARD 17

18. Path Forward • 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 17

19. Integrated Timeline (as of 7/1/2011) 18

20. LESSONS LEARNED 18

21. Lessons Learned • 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 19

22. 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 20