Anatomy of the TSA High Speed Operational Connectivity Program

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• Anatomy of the TSA High Speed Operational
  Connectivity Program

Strong Business Need, Disciplined Teamwork,
Success
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Over 400 Federalized Airports
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Hi-SOC Airport FunctionalityThe Definition of
Success

• Connectivity to All TSA Controlled Space (LAN)
• Networked Check Points, Baggage Areas
• Networked Training Rooms, Office Space
• WAN Connectivity to TSA Hosting Center
• VoIP Intelligent Phones
• Migration to XP and Email
• Security and Remote Access VPN

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Hi-SOC Component Efforts Projects as of
February 2005






Sept
Oct
Nov
Dec
Jan
Feb
Mar
Apr


JFK Complete
FSD Deployment
Phase I 16 Sites
9/10ContractAward
12/3112 SitesComplete
10/4First Site Prep Proposal Receipt
11/18DCA Complete
10/11SiteSurveyComplete
Pago Pago, SaipanComplete
Guam Complete
Phase II Additional SitesSite prep funds
from AvOps
2/9AvOps PR received
Myrtle Beach Complete
HQ User Migration
3/3175 Migrations Complete
2/725 Migrations Complete
9/10Phase IContractAward
Closeout
10/29Phase IIContractAward
12/15PilotStart
1/10MigrationStart
1,900 Pentagon City, Veridian, Crystal Gateway
Users
2/93 Pilot Sites Complete
11/17ContractAward
215 Sites
7/1TransitionComplete
MPLS Enterprise
1/17Hosting Center Standup Complete

11/19Contract Award
1/25Hosting Center Standup Complete
11/15Deployments Complete
11 FSDsComplete
VoIP Field Deployment
11 FSD sites20 AvOps Priority Sites



Airport Deployment
Site Survey Requirements Transmitted
10 Airports
Hi-SOC Milestone Chart v13.0
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Hi-SOC Program Status

• FSD Deployment (Tom D.)
• Five week delay due to DSL installation barriers
• Funds continuing to arrive for additional sites
• HQ User Migration (Al P.)
• 60 of migrations completed, over 1,100 users to
  date
• Deployment on schedule to complete April 2005
• MPLS Enterprise Deployment (Mark K.)
• Nearly 40 of sites finished
• Completion on target for June 2005
• VoIP Enterprise Deployment (Ray P.)
• Deployments complete to initial sites
• Resolution of small site issue underway
• Airport Deployment (Bill Z.)
• LAX site kickoff teleconference this week
• Critical path shortened by five weeks via survey
  sequencing

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Hi-SOC Precedence Diagram
9 9
68 68
Start Leasing MOAAgreements
Accept Leasing MOA Agreements
0 0
0 6
7 8
19 33
34 43
54 68
44 53
9 18
Questionnaire
Requirements Teleconference
Kick Off Meeting Site Walk
Statement of Work
General Contractor Bids
Unisys Cost ProposalGeneration
TSA Cost Proposal Approval
START
34 53
19 33
9 18
54 54
Order/Conduct VoIP Survey
Out of Box Solution? Security
Develop Security Processes
Begin
Certification Process Three artifacts
69 70
71 110
111 116
SOW Requirements
Installation
Security
Permitting
Schedule Alignment withAirport
WOS Order Generation
Acquisition
Infrastructure
147 151
166 170
152 166
117 146
71 86
116 116
DD250
Site Installation
Cable Plant Circuitry Installation
Deliver Artifacts
Security Certifications Complete
Final Security Certification
152 155
156 156
Migration
Migration DD250
170 170
71 115
156 156
152 155
Order/Procure VoIP
VoIP DD250
Install VoIP
FINISH
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Listening Points

• Program Management Topics?
• Managing benefits, stakeholders, governance
• Embracing change to optimize benefits
• Project Management Topics?
• Triple constraints
• Resisting change to protect the baseline
• PM Tools?

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Hi-SOC Anatomy At-A-Glance

• Strong Business Need
• Understood the stake holders
• Communicated the consequence of inaction
• Clearly articulated the program benefits
• Disciplined Team Work
• Practices grounded in PM Standards
• Built repeatable processes
• Worked together effectively
• Success
• Understood the desired goal
• Communicated the desired goal
• Delivered the desired goal

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The Backbone of Success

• Developing the Project Requirements
• WBS Modeling and Schedule Development
• Staffing Plan (Team Building)
• Communications Planning

• Working with Acquisitions and Budgeting
• Deployment
• Quality and Close Out
• Documentation, including the Hi-SOC Case Study

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Functional Requirements

• General requirements had to be singularly defined
  at each airport
• If you have been to one airport you have been to
  one airport
• Implementation of Hi-SOC restricted by
  constraints of each airport

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WBS and Modeling

• Built the WBS and Implementation Model
• Modeling Risk comprised of Airport differences
  and individual constraints
• Developed a loose scheduling model, impacting
  ability to baseline project schedule

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Milestone Development

• The September 20, 2006 Milestones
• 70 Category X and I Hi-SOC (Major)
• 100 Category II, III, IV High Speed Data
  Connectivity to Administration and Training Areas
  (Smaller)
• 100 High Speed Data Connectivity to all TSA
  computers No Computer Left Behind

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The Pilot

• Ten large and complex airports
• Assisted with original requirements and schedule
  modeling
• Provided risk forecasting

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Airport Workbooks

• Communications And Discovery Tool To
• Work with airports
• Standardize approach to performing kick off
  meetings
• Schedule site walks with airports, government,
  and contractors
• Provided
• Detailed scope discovery for each site
• The communications process
• An information sheet on Hi-SOC
• Schedule Development Tool
• Contact List
• Airport Risk Register

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Hi-SOC Staffing

• Concept
• Team Building What was needed to efficiently
  complete all project requirements (Staffing)
• Worked in a Matrix Environment (Dispersed
  Authority)
• Fixed Roles and Responsibility (Clearly Defined
  Ownership)
• Team Elements
• Project Management Office
• Security
• Legal
• Real Estate
• Acquisitions
• Finance

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The Hi-SOC War Room (PMO)

• Streamlined Communications
• Enabled Daily Team Building
• Accentuated Fixed Roles and Responsibilities
• Institutionalized Project Area Ownership
• Co-located Individual Regional Teams
• Deputy Project Lead (Contractor)
• Regional Engineer
• Regional Information System Security Officer
  (ISSO)

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Program Communications Infrastructure

• Effective Communications A critical success
  factor for the Hi-SOC Program
• It was better to over communicate when there was
  doubt than not communicate and have
  misinformation
• Standardized meeting processes were invaluable
• Published meetings notes every time
• Kept individuals accountable for action

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Communications (Continued)

• Daily meetings 0900
• Weekly IPT meetings
• Internal
• With contractors
• Standardized meeting and reporting processes
• Open communications
• Understood the inter workings of other offices
• Understood roles and responsibilities
• Managed Change Control through sound
  communications
• One Team, One Goal, One Message

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You Know What They Say About Assumptions

• The money is not always there starting October
  1st
• The contract is not always available on October
  1st
• Our acquisition year ended July 1st for contracts
• Our acquisition year ended June 1st for Purchase
  Requests
• ALWAYS Keep A Good Working Relationship With
  Acquisitions and Finance Instant Risk
  Mitigation

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Calling in Re-Enforcements The Army

• The US Army Information System Engineering
  Command Experiment (ISEC)
• The Bridge Contract (Unisys) not available until
  January 26, 2006
• Needed an instrument to begin project
  implementations to meet Sept 30th Goals
• Assigned ISEC 12 airports to begin initial Hi-SOC
  work

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Managing the Budget

• Managed gt100 million budget
• Full-time finance manager a MUST
• Conducted multiple briefings for Deputy CIO to
  validate budget requirements
• Managed and tracked all purchase requests
• Managed and tracked all procurement activities
• Committed and obligated all funding in a timely
  manner

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Quality and Close Out

• Airport Project Acceptance (Check List)
• Managing Fiber Leases into the Future
• Multiple Vouchers
• Data Repository Captured Airport-Specific
  Information

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Documenting and Archiving the Project and
Processes

• Conducted lessons learned session after major
  milestones
• Celebrated success with team gatherings,
  promotional stories
• Built extensive library of all program
  documentation
• Created the Hi-SOC Case Study and Archival
  Document

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Hi-SOC Results to Date

• Major Airports
• 90 received Hi-SOC
• 100 scheduled to be achieved 4/30/08
• Medium To Small Airports
• 87 have Hi-SOC
• 100 scheduled to be achieved 11/30/07
• Over 99 of TSA computers have network
  connectivity
• Hi-SOC infrastructure is now ready and will
  maximize the ROI for numerous, mission critical
  software applications

TSA now has a proven example for how to use
repeatable, disciplined PM techniques for IT
endeavors
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In Closing

• Ask yourself Is this program management or
  project management?
• Effective use of PM techniques can improve any
  effort at any time.
• PM discipline from within is possible in any
  organization.
• One size cannot fit all.

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Keep Sharing Promising Practices

• Bill Ziegler, PMP
• William.Ziegler_at_dhs.gov, 571-227-3868
• Kriste M. Jordan, PMP
• Kriste.Jordan_at_dhs.gov, 571-227-1453

Federal PM Case Studies
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