20120319 CG-LIMS Dev Team Kickoff Meeting

Coast Guard Logistics Information
Management System (CG-LIMS)

Update for Development Kickoff
CG-9334 | CAPT Daniel Taylor
Development Team | 19 Mar 2012

Purpose

Provide background needed to
understand project and
excite you to deliver a
great tool

Download from
Slideshare: http://slidesha.re/KICKOFF
CG Portal: https://cgportal.uscg.mil/CTL/4YA4H7


Three topics

Project Basics

What success looks like

How Mythics can add value

We exist to
reduce the
burden on
the field


It takes a lot of expensive assets to
accomplish Coast Guard missions

“The U.S.
Coast Guard
accounts for
more than
50% of the
Property, Plant property,
and Equipment: plant, and
equipment of
$18 B
DHS”

21% of Balance
Sheet Assets

Coast Guard manages over half of DHS
PP&E to accomplish its 11 missions

Asset Coast Guard ($M) CG % of DHS
PP&E (FY 2009)

Total General PP&E, Net 9,170 52

Drivers:

Construction in Progress 4,102 24

Total Personal Property 3,844 22

Vessels 2,540 14
Aircraft 1,026 6
Small Boats 235 1.3


Four major types of Coast Guard assets
managed by Logistics / Service Centers
Shore C4ISR
Surface Forces Aviation
Infrastructure

Cutters, Boats, Airframes, GSE, and All physical All information
GSE, and all all attached comms, structures plus infrastructure not
attached comms, sensors, and facility support and physically attached
sensors, and electronics transportation to a moveable asset
electronics infrastructure


Different asset types managed with
different logistics processes and IT
Measure Vehicles C4ISR Facilities Vessels Aviation

# Assets/ ~3800 ~70 ~26000 ~2000 204
Systems (O & L) (ships & boats) • O&M ~ $1.2-Billion annually
% of Total 1% 17% 20% 23% 39%
O&M • 10% improvement ~> $120M/
y
TAV Fair Poor Poor Poor Excellent

Configuration None Good None Poor Good • Improvement opportunities
Management are profound
Mission Not Based on Not Based on Measured
Capability Measured Casualty Measured Casualties • Concept of common support
Reports Reports
processes across asset types
Cost to Operate Not Not Measured Not Not Measured Measured has been proven by CG.
($/H) Measured Measured

Cost to Inferred Inferred from Inferred Inferred from Measured • CG-LIMS is targeting
Maintain from Budget from Budget deterministic support process
Budget Budget
which will allow simulation and
Supply None None None None Statistically modeling
tied to
Maintenance
• Processes are tied to industry
Supply tied to None None None None Statistically
Operations
standards

Operational & None None None Fair Robust • COTS IT tools are designed
Budgetary DSS
for same industry standards


Separate logistics systems are feeding
multiple financial systems

CG has 8 mixed logistics /
financial systems

Will replace multiple mixed
custom systems with one COTS
logistics tool interfaced with one
COTS core accounting system


First change business, then change IT

“Any unit in the Coast Guard with a
support issue has a single point of
contact for entry into our mission
support system. We are now moving
to induct our legacy assets into a
unified logistics management
information system that will be used
by all logistics centers.”

Admiral Allen
State of the Coast Guard Address
February 12, 2010


CG-LIMS remains a priority

Moving Modernization
forward to completion is one
of my highest priorities and
central to my principle of
‘Steadying the Service.’ ”

DM Papp ALCOAST 291/10


Logistics modernization strategy
focused on business before IT

Establish logistics model based on aviation best practices
Established requirements based on four logistics cornerstones
• Configuration management
• Total asset visibility
• Bi-level (operational and depot) maintenance
• Product line management

Business transformation underway
• Stood up Logistics / Service Centers
• Started with small boat product line, leveraging aviation IT tools to
implement common processes


Legacy aviation tools unable to fill all
enterprise asset needs

Unable to plan, source, deliver, maintain operational
capabilities at enterprise level
• No deterministic link between maintenance and supply
• No support for deployed operational forces
• No enterprise-wide Total Asset Visibility (TAV)
• No transaction level detail to core accounting system
Becoming unsupportable after 20 + years of use


CG-LIMS will fill capability gap

Coast Guard missions require high value assets that
must be maintained throughout their life cycle
Modern, properly implemented, supportable off-the-
shelf tools
• CG-LIMS will preserve & interface with ALMIS operations-
related components
• CG-LIMS will support enterprise logistics and financial
requirements

Critical for financial compliance


CG-LIMS (OV-1) 01-Sep-2009 Operational Tempo and Availability requirements create demand signal for
Coast Guard support which is captured in CG-LIMS; maintenance, parts, and asset status
Logistics Information Management System
visible to enterprise. Operational assignments and cost will be optimized;
relationship measurable; budgets defendable. Financial integration is critical.

Financial Management (CFO)
Data
Availability
MPC
------------------------
------------------------
------------------------
------------------------
OpTempo Cost
-----------------

Enterprise Decisions
Data e
le dg
ow
CG-LIMS Kn
Remote Ops support
(satellite not included)
CM + TIM MM SCM
Total
O-Level
CM Asset C
OS
&
D-Level Visibility
MS
-LI
CGOP S
A

CG Modernization MIS
L E

C4ISR & Facilities rs
he
Ot

Product Logistics &
Line Service Centers
ForceCom
Mgt
CG-LIMS will support product lines in a Bi-Level maintenance model at
the logistics/service centers, with Configuration Mgt (CM) fed by Tech
Private 16
Info Mgt (TIM), capturing Maintenance Mgt (MM) information, which will DoD & OGA’s
drive Supply Chain Mgt (SCM) delivering operational capability. Industry

It should be easy and consistent

“The logistics system will have a uniform
look and feel that does not vary by
platform, equipment, unit type, or
geographic location. This will be
accomplished through standard, integrated
policies, business practices, and
information systems, which will not vary
with platform design or mission.”
COAST GUARD ENGINEERING LOGISTICS
CONCEPT OF OPERATIONS (ECONOP)

31 May 1994

Business model in brief

Acquire assets needed for mission
Manage configuration of those assets
Do analysis to determine O and D level maintenance
Develop supply chain to meet maintenance needs
Resource O & D level to complete maintenance to
provide mission ready assets


Need linked IT capability for mission
support
:
Predictable time on mission, and predictable time on liberty.

Change

Operations Configuration Maintenance Supply Chain Budget

MPC
---------
---------
---------

We know we need this kind of integrated capability.
We do not have a system that does this for us today.


Requirements development process

Started with baseline documentation
• Aviation Business Model
• Statutory and Regulatory Requirements
• Workforce Performance Model processes from LMTO and LTPIO
• DHS RMTO participated in CG-LIMS Requirements IPT
Using Enterprise Requirements and Architecture Tools
• TEAMS (The Enterprise Architecture Management System), consisting of:
• DOORS (Dynamic Object Oriented Requirements System)
• SA (System Architect)
Framework
• DHS Service Oriented Architecture Framework & DHS Enterprise Architecture
• DoD Architectural Framework (DoDAF Ver 1.5, Zachman Based)
• Federal Enterprise Architecture (FEA)
• National Information Exchange Model (NIEM)


Requirements standards … we try not
to make anything up

Functional:
• Configuration Management: MIL-HDBK-61A (consistent with EIA-649-A
National Consensus Standard for Configuration Management)
• Maintenance Management: MIL-P-24534 (NAVSEA),
00-25-403, 00-25-406 (NAVAIR), MSG3 (ATA),
RCM Handbook (NAVSEA)
• Supply Chain Management: SCOR Model
• Technical Data Management: S1000D
External Interface
• Financial
• Human Resources
• Operations


Produced clear enterprise requirements

ORD approved
by USM Aug
2011
Single business
process
Enterprise scope
All assets:
aviation,
surface, C4IT,
shore


Key Performance Parameters (1 / 2)

KPP Threshold Objective

1. Operational CG-LIMS shall provide an operational CG-LIMS shall provide an operational availability of
Availability availability of at least 98.6%. at least 99.2%.

2. Operational CG-LIMS shall provide an operational reliability Same as threshold
Reliability of at least 93.1%.

3. System CG-LIMS shall accommodate a registry of CG-LIMS shall accommodate a registry of 56,000
Response 56,000 named users with up to 35,000 named users with up to 35,000 concurrent users
concurrent users with no more than 5 seconds with
for any page to be displayed and 10 seconds no more than 3 seconds for any page to be
for acknowledgment of any transaction. displayed and 5 seconds for acknowledgment of any
transaction

4. Financial For every transaction meeting the definition of Same as threshold
Compliance a financial event in accordance with FSIO
OFFM-NO-0106, CG-LIMS shall capture 100%
of the data required for FFMIA compliance.


Key Performance Parameters (2 / 2)

KPP Threshold Objective
* For every segment of CG-LIMS implementation, financial managers of the Coast Guard shall have access to the
transaction-level detail of each financial event for purposes of reconciliation and producing financial reports. To
5. Financial FOC, CG-LIMS shall automatefinancial managers data CG-LIMS shall provide financial managers access to
achieve CG-LIMS shall provide the integration of this with the general ledger and enterprise core
Transaction access to 100% of transaction-level detail for
accounting system. 100% of transaction-level detail for each financial
Visibility * each financial event within 24 hours of posting. event within 1 hour of posting.

6. Asynchronous The system shall implement mechanisms to The system shall implement mechanisms to process
Endurance process CG-LIMS activities at units operating CG-LIMS activities at units operating in
in asynchronous environments for at least 6 months
asynchronous environments for at least 3 with zero network connectivity.
months with zero network connectivity.

7. Security Provide for sensitive but unclassified, and/or Same as threshold
unclassified information in accordance with
COMDTINST M5500.13 (series) and
COMDTINST 5500.21, and maintain the
standards set forth in NIST 800-37 and other
application security documents to protect
against unauthorized disclosures of privacy
information.


Completed alternatives analysis

Single Vendor COTS is preferred alternative
Seven approaches identified, preliminary analysis resulted in
four “viable”
AA assessed four viable approaches and Status Quo

Technical Schedule Cost Consistency with best
Approach feasibility feasibility control practices
Status Quo
Open Source Software 
Previously Customized for Other
Government Agency

Custom System Development   
Single-Vendor COTS Solution    
Multi-Vendor COTS Solution    
SaaS / Vendor Hosted Solution    


Think Big
Plan Big
Start Small
Deliver Quickly


Constrained budget:

Limits AC&I project scope


Constrained budget:

Allows us to start small & deliver quickly


Sponsor waived requirements, VCG
requested downgrade to non-major

“I am limiting the scope…
based on affordability
constraints.”

“System requirements will be
rank-ordered into a ‘product
backlog’ for each segment.
Any requirements which
cannot be incorporated into a
given segment will be
incorporated into the next
segment’s build.”


Investment decision limits scope

A V S O
L L A T Replace ACMS and
M S M H AMMIS with COTS
I E
S R Meet planned initial
Segment 1 F NOT requirements
U
Segment 2 N FUNDED Consistent with
D appropriations thru
Segment 3 E in current FY 13
D AC&I
CG-LIMS Creates foundation for
Segment 4
project CG-wide system
Segment 5


What is CG-LIMS?

Vision: To modernize logistics information
systems to support common processes across
the enterprise

Technology refresh of legacy ALMIS using
COTS and enterprise requirements


Will connect to modern-browser based
tools, will replace character based tools

Interface with ALMIS Electronic
Asset Logbook & COTS
Business Intelligence tools

Incrementally replace and fill capability
gaps in character-based applications


Think big and start small
(As briefed to DCMS April 2011)

This is a technology refresh
We’ve done this before
ALMIS
– AC&I funded project
– Leveraged AMMIS and ACMS
– Replaced portions of legacy systems, delivered new capability
– Had clear demarcation between OE maintenance and AC&I
– Followed single process to move from requirements to production
– Fielded in increments
– No more documentation than needed to deliver capability


CG-LIMS Solves Business Need

Connect Maintenance to Supply

Connect Logistics System to
Financial System

Connect deployed Coast
Guardsmen to Logistics System


CG-LIMS Implements Cornerstones of
Coast Guard Business Model

Configuration Management

Total Asset Visibility

Bi-level maintenance

Project Line Management


CG-LIMS Benefits

Business case built on three tangible benefits:

• Reduced spares required to sustain assets
• Reduced asset provisioning cost
• Increased personnel efficiency


Strategy: COTS Tech Refresh of Legacy
ALMIS with enterprise requirements

Downgrade to non-major project to align governance with investment
Prioritize to deliver in two week sprints and six month segments
Replace ACMS on HC-144 in first year
Establish Coast Guard as System Integrator
• CIO designated ALC System Development Agent (SDA)
• CIO designated OSC hosting facility
• PMO contracting for tool configuration and training expertise to support SDA

Select mature COTS Enterprise Asset Management software
• Configure to match business process
• Adhere to industry standards and Coast Guard best practices
• Minimize customization


Will deliver in three segments

1. Configuration Management and
Maintenance Management
Know and take care of what we have

2. Supply Chain Management
Get parts where they’re needed

3. Technical Data Management
Manage tech data for what we have


Project Structure
FY 10
& prior
FY 11 FY 12 FY 13 FY 14 FY 15 FY 16 FY 17

Acquisition Segment 1a: Configuration & Maintenance
Planning Mgt
Segment 1b: Asynchronous capability
COTS SW Segment 2: Supply Chain Mgt
Selection
Segment 3: Technical Information Mgt
Cnfg Cnfg Cnfg Cnfg
1a 1b 2 3

Deploy
C-144
Deploy per Implementation Plan

SW Tool Contract

Configuration SME Contract
Training Contract

Approp
$M
8.4 6 6.5 2.5 2.5 2.5 2.5 10
Obl
$M
4 1.2
Carryover
$M
4.4 9.2


Accomplishments Previous Six Months

Aug 2011: ORD approved (https://cgportal.uscg.mil/CTL/10PNTFZ)
Oct 2011: SDLC Planning & Requirements Phase done (https://cgportal.uscg.mil/CTL/172E40I)
Dec 2011: COTS Software source selection done (http://cgportal.uscg.mil/CTL/MNGZFM)
Jan 2012: OSC began setting up hosting environments
Jan 2012: SDLC Design Phase done (https://cgportal.uscg.mil/CTL/1KH5VGY)
Jan 2012: Standing up development team
• OSC / ALC / PMO planning for iterative releases using Agile scrum process
Jan 2012: Downgrade memo signed by VCG and submitted to USM
(https://cgportal.uscg.mil/CTL/1AZ8VZI)
Jan 2012: Development team started first two-week sprint
Jan 2012: Briefed CG EAB (https://cgportal.uscg.mil/CTL/1MR5L1F)
Jan 2012: Demo environment established at OSC
Feb 2012: Phase Exit Review Board approved entry into SDLC Dev & Testing Phase
Mar 2012: Task Order awarded for configuration SME


Completed Software Source Selection

BPA has enough licenses for
enterprise
Mythics of Virginia Beach
• Oracle E-Business (same as CAS)
• Ventureforth vMobile
First order (40 licenses) for initial
configuration
Maps each ORD requirement to
specific software module
http://cgportal.uscg.mil/CTL/MNGZFM


Completed Design Phase
Phase Exit Review Board on 24 Feb

Artifacts collaboratively written & reviewed by PM IPT of
Sponsor, Tech Authorities, CG-8 PMO, APO, KO, Counsel

https://cgportal.uscg.mil/CTL/1KH5VGY

PMO / ALC / OSC Integrated Master
Schedule

IMS maintained at: https://cgportal.uscg.mil/CTL/IM1JZO

What will next year look like?

Small
• CIP constrained
• Leveraging ALC and OSC … must prioritize scarce human capital
Agile
• Transparent
• Prioritized
• Timeboxed
Commercial off the Shelf
• Out of the box, including language
• Configured, not customized
• We’re paying the cost, let’s get the benefit


Agile Values

We are uncovering better ways of developing software by doing
it and helping others do it. Through this work we have come to
value:
Individuals and interactions over processes and tools
Working software over comprehensive documentation
Customer collaboration over contract negotiation
Responding to change over following a plan

That is, while there is value in the items on the right, we value
the items on the left more.
http://www.agilemanifesto.org


Challenges

Integration (organizations and technical)

Financial System uncertainty

Usability and Change Management


Governance per SDLC

CG-LIMS PMP v 2
dated 11JAN2012:
“Project governance will
provide accountability
for decision-making in
the best interest of all
CG‑LIMS stakeholders.
Governance will be
provided primarily
through CG-6’s phase
reviews, which are
integral to the SDLC
process.”


Current Project Management Office
(future is not certain)

Matrix personnel not shown:

Contracting Officer, Financial
Mgr, T&E Lead, Tech Authority


Following SDLC Process: Development
& Testing Phase entry approved 24 Feb

CIO We are here. Phase Exit Review 24 Feb
Designation approved entry into Dev & Testing Phase

Completed Design Phase Exit Criteria

Artifacts collaboratively written & reviewed by PM IPT of
Sponsor, Tech Authorities, CG-8 PMO, APO, KO, Counsel

https://cgportal.uscg.mil/CTL/1KH5VGY

Artifacts Approved IAW Tailoring Plan

https://cgportal.uscg.mil/CTL/W9JKPA

Success looks like:

Reduce the burden on our field units
Poster child for Agile COTS implementation
Transparency within team and users
SDLC docs match real work of development team
Replace ACMS and AMMIS with COTS tool that
meets enterprise requirements and scales to replace
other systems


Top ten ways Mythics will add value:

Help us show progress with working software every two weeks
Help us configure and not customize
Help us adapt to EBS conventions and industry practice
Help us understand how big big is
Help us execute segmented strategy
Identify decisions needed or questions to be answered *just in
time*
Help us manage master data within EBS big picture
Help us generalize solutions rather than build many “one offs”
Help us design once: use existing work in DOORS / SA and what’s
available in BPEL


Requirements managed in enterprise
DOORS database
CG-LIMS
Requirements

Configuration Maintenance Technical
Supply Chain Reporting Interface
Management Management Information Non-Functional
Management
Management

External
CM Planning Requisition Information
Management Management Process Interfaces

Inventory & Content
CM Internal
Warehouse Development Service
Identification Interfaces
Management Management

Transportation,
Configuration
Distribution, & Content Use
Control
Disposition

Future
Configuration Segment 1
Status
Accounting
Segments
Configuration
Verification &
Audit
Common Tools Supporting
Common Process Model


Must intelligently use architecture
products in enterprise System Architect
OV-4
OV-2 OV- Views in
3 yellow have
OV- been
5 produced for
ORD
OV-1

SV-1


CG-LIMS FOC System View (SV-1)


Where Can I Find Out More?

CG Portal
• Sponsor
• PMO
• SDLC Library
• Planning Library

• ALC ISD
• CG-LIMS Project

Project blog


Prioritized reading list

1. CG-LIMS Inception Deck
2. Foundational descope doc: Downgrade request to USM
3. Foundational SDLC doc: Background and Description
4. Foundational Requirements Docs: MNS, CONOP, ORD
5. Project blog: Read from today back to April 2012

One thing to watch: 2009 2 ½ minute brief for COMDT at
http://slidesha.re/CG-LIMS


Resources

PMO CG Portal Place – http://bit.ly/cglimspmo

Sponsor CG Portal Place – http://bit.ly/cgportal

ALC Portal Place (CG-LIMS Project folder) -- https://cgportal.uscg.mil/CTL/1JD0LBU

Project Blog – http://bit.ly/cglims (exported weekly to http://cglims.wordpress.com)

April 2011 DCMS / DCO Way Forward Decision – https://cgportal.uscg.mil/CTL/31GKX4

Oct 2011 VCG Brief – https://cgportal.uscg.mil/CTL/1T557NF

Jan 2012 Director’s Council Brief -- https://cgportal.uscg.mil/CTL/P8IQ8T

Jan 2012 Enterprise Architecture Board Brief -- https://cgportal.uscg.mil/CTL/1MR5L1F

Feb 2012 Supply Summit Brief -- https://cgportal.uscg.mil/CTL/ZI6L4S


Let’s get to it!

We exist to
reduce the
burden on
the field


20120319 CG-LIMS Dev Team Kickoff Meeting

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