All hands Meeting

1
Brief for DLA Finance Process Review Committee
Meeting
November 2009
2
What is ERP?
3
The History of the Navy ERP Program
SSP/ONRGo-Live (Oct 12)
Initial Operating Capability (May 08)
2011
2013
Milestone C (May 07)
2009
2007
2005
ASN (RDA) directs convergence of pilots
2003
NAVSUP 1.0 Go-Live (Oct 08)
NAVSEA Working Capital Fund (Oct 11)
2001
Chief Financial Officers (CFO) Act
NAVAIR 1.0 Go-Live (Oct 07)
NAVSUP 1.1 Single Supply Solution (Feb 10)
Cabrillo Pilot
NAVAIR Pilot SIGMA went Live NAWC, WCF (Jan 03)
1999
NEMAIS Pilot
SIGMA Pilot
NAVSEA General FundGo-Live (Oct 10)
SMART Pilot
NAVAIR Pilot SIGMA went Live (GF, Oct 02)
1990
SPAWAR 1.0 Go-Live (Oct 09)
NAVSUP Pilot SMART went Live (Jan 03)
SPAWAR Cabrillo Pilot wentLive (Jul 01)
Pilots Award Contracts toIntegrators
NAVSEA Pilot NEMAIS went Live (Jun 02)
Navy Launched 4 Pilot Programs (1999)
4
Navy ERP Strategy

• Financial and Acquisition (1.0)
• Designed to give an Echelon II or III command a
  full suite of tools to perform their financial
  acquisition functions
• Functionality falls into five major categories
• Financial Management General Fund Navy Working
  Capital Fund
• Procurement
• Work Force Management
• Program/Project Management
• Wholesale and Retail Supply (1.1)
• Designed to support the Navys Single Supply
  Solution
• Functionality falls into five end-to-end supply
  chain management processes
• Planning
• Allowancing
• Procurement
• Repair of Repairables
• Order Fulfillment
• Potential Future Capabilities Financial
  Extension, maintenance, reporting, contracting,
  Capital Asset Management (CAMS-ME), Foreign
  Military Sales (FMS), Manufacturing Planning
  Control, material tracking, etc.

PARTNESHIP
5
Program Functionality
6
Interfaces by Release
7
Navy ERP Governance
8
Program Schedule and Funding
9
Navy ERP Snapshot
10
Release 1.0 Status SPAWAR Implementation

• Executing the Cutover Plan on schedule, SPAWAR
  reaches Full Operational Tempo 16 Dec 09
• SPAWAR Conversion Update
• SPAWAR completed Year-End Legacy Close
• Echelon II Time and Attendance started on 1 Oct
  with 100 success for the first period
• Data Conversion is complete
• Catch-Up activities began 28 Oct 09
• FMO/DFAS Financial Validation Update
• FMO/DFAS Conversion Validation team has been
  working to validate the production data that was
  loaded into Navy ERP. There was a 75 initial
  match rate for the 20,218 U.S. Government
  Standard General Ledger (USSGL) balances. (This
  is an improvement over the 62 initial match rate
  experienced with NAVAIR deployment (Oct 2007)).
• FMO/DFAS team has made excellent progress as only
  1,534 remain from the initial 4,973 (unknown
  variances). FMO/DFAS goal is to close out all
  unknown variances between both systems with
  supporting documentation and explanations.

11
1.0 Status NAVSEA Implementation

• Recent Accomplishments
• Began GF Setup and Analysis Phase
• Completed WCF Advanced Planning Phase Kickoff
• At the October 2009 Commander's Conference NAVSEA
  Leadership called for the total commitment to the
  deployment and implementation of Navy ERP across
  the NAVSEA Enterprise.
• In Process
• Preparation for GF third Data Conversion test run
  (Mock 3), started 16 Nov
• Mock data conversions identify and resolve issues
  with the data and process in a test environment
  resulting in an optimized transition to the
  Production environment
• Finalization of End User Training Strategy and
  identifying core trainers
• Near Term Tasks
• Begin WCF Business Process Workshops, 1 Dec
• Begin monthly Drumbeat Meetings, 5 Nov
• Develop Role Mapping Strategy
• WCF is holding data mapping meetings at the
  College of Southern Maryland Nov 17-19.
• Upcoming Tasks
• Late Jan 2010 WCF Offsite
• Dec 2009/Mar 2010 - WCF Workshops

12
Release 1.1 Status

• Major Accomplishments
• Completed Solution Development
• Completed system build and master data loads for
  Cutover Practice (99.9 successful load rate for
  47.9 million of 59.2 million records)
• Completed development of the Instructor Led
  Training (ILT) materials (16 new 1.1 courses) and
  Web-Based Training materials (6 courses) for FEB
  2010 deployment
• Train the Trainer (TTT) started 19 Oct and is
  progressing on schedule
• Completed Integrated Systems Testing (IST), all
  test cases executed, 425 test cases failed with
  open 155 defects
• Began UAT 16 Oct with 2680 core business process
  test cases that, as time allows, may increase up
  to 3200 test cases
• Began STP 16 Oct with approx 1800 test cases of
  31 RICE objects including NALCOMIS (700 test
  cases) and HAZMAT
• In Process
• Completed transactional data loads for Sales
  Orders and Purchase Orders in Cutover Practice
  Conversion, loaded 51.9 Million of 62.4 Million
  records (BW and CIF Master Data loads remain)
• TTT and Teach-back sessions with 80 NAVSUP
  Instructors
• Completing 12 remaining ILT courses for FEB 2011
  deployment

13
Benefits of Navy ERP Financial Extension
14
Back Up
15
Program Highlights

• 35,255 Production users with 99.85 system
  availability (28 Jul 2009)
• Navy ERP certified as the Navy Financial System
  of Record by ASN Financial Management
  Comptroller (FMC) (1 Oct 2008)
• OPTEVFOR Recommendation of Full Fielding of Navy
  ERP System Release 1.0 (20 Jul 2009)
• Completed Continuity of Operations Exercise
  (COOPEX)
• Certified SAP Customer Center of Excellence
  (CCoE)
• Positive GAO Report on management controls
• Level 3 Compliant with the GAO Enterprise
  Architecture Maturity Model
• CMMI Level III Certified

16
Scope Of Navy Pilots
17
NAVSEA GF 1.0 Implementation Schedule
18
Release 1.1 Development Deployment Timeline
19
SPAWAR High Level Cutover Plan
20
System ImplementationKeys to Success

• Communication
• Open lines of communication allow for
  identification of issues and the more timely
  resolution of these issues
• Example On-Site Support
• Communicate and emphasize the Value-added / Big
  Picture
• Standardized process across the entire DON
  Enterprise
• Eliminate legacy systems
• Senior Leadership Involvement
• Establishment of the Navy ERP Financial
  Management Network
• Change Management
• Use of Pilots to prove the concept at Navy
• Training
• Monthly Getting Started with Navy ERP Virtual
  Conferences
• Right amount at the right time
• Problem-Solving/Creativity
• Complex issues require complex solutions
• Short-term manual work-arounds may be required to
  ensure business operations continue
• Data Conversion
• Transitioning Old Business to a new business
  framework
• Different levels of granularity with end-to-end
  process partners

21
Financial Benefits of Navy ERP
22
Work Force Mgmt Benefits of Navy ERP (Cont)
23
Benefits of Navy ERP (Cont)
23