DISA Computing Services Transformation Announcement

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DISA Computing Services Transformation
Announcement

14 March 2003
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What Are We Today?

• A professionally run data processing organization
• Tightly coupled with customers particularly at
  some sites
• Service provider and customer collocated
• Not as secure, available, efficient as we should
  be
• Too much process
• Too hard to bring in new work
• Too hard to acquire things
• Not easily or quickly scalable

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Must Remain Relevant

• Change Speed Velocity
• We have a lot of organizational friction
• Too many SLAs
• Too many bills
• Too much process
• Need to be more scalable

Reduced agility
Transformation is a continuing journey not an
event
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Assessing the Environment

• Changes driven by
• The need to retain military control
• Preservation/enhancement of security/availability
• Understanding the criticality of the data
  processed
• Pursuit of best practices
• Continuous comparison against commercial entities
• Business-focused data processing
• Sprint MCI WorldCom Bank of America
• NASDAQ NYSE
• Outsourcers
• EDS ACS

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Things to Remember

• This is not about DISA Computing Services
• This is not about numbers and cost
• This is about combat support processing
• and what is best for this country
• This is about stewardship of the taxpayers money
• Prudence and good judgment will prevail

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Initiatives

• Consolidation of systems management
• Consolidation of mainframe processing and
  implementation of assured computing
• Consolidation of DFAS server processing
• Management restructuring
• Elimination of non-core work

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Transformation Features
Self-financed in DWCF

• Mainframe consolidation
• 5 IBM sites to 3
• 3 Unisys sites to 2
• DFAS server consolidation
• Systems management center (SMC) consolidation
• 15 sites to 4
• Enhances scalability
• Restructured management to centralize business
  and overhead functions

Early 2003 start 30 months to complete
Through technology and based upon best
commercial practices
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Transformation Results

• Transformation of combat support processing
• Saves substantial money
• 416M FY03-06 143M per year at end state
• Reduces civilian end strength
• 1200 billets
• Streamlines processes and management
• Enhances a trusted, continuously available
  environment for information
• Applies assured computing concepts
• Retains military control
• Dramatically improves scalability
• Accommodate IC data processing
• Prepare to host net-centric enterprise services

All reflected in POM
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Computing Services The Bottom Line
On-board September 30, 2002 2,345
Projected by the end of FY 05 1,173 (may vary
as needed for actual implementation)
On-board March 10, 2003 2,229
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Unisys Mainframe Processing

• SMART Phase I already selected the two Unisys
  mainframe sites
• Ogden
• Oklahoma City
• San Antonio workload to be gone in FY 2003
• Consider all Unisys processing as legacy
• No further Unisys selection necessary
• Results Designation of Ogden Oklahoma City as
  Unisys mainframe processing sites

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OS/390 Mainframe Consolidation

• Business case and risk analyses determined that
  existing five sites should be consolidated to
  three
• Rank sites using fair, objective, quantifiable
  and defendable criteria reflecting best military
  value
• Facilities, Availability, Environment and Risk
• Top three sites will be selected from ranked list
• Results Selected Mechanicsburg, St. Louis and
  Ogden as three OS/390 processing sites

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DFAS Server Consolidation

• DFAS requested consolidation of server workload
  into two mainframe processing sites
• DFAS workload scattered over many processing
  sites consolidation makes DFAS consistent with
  other customers
• DFAS consolidation saves 2.0M per year
• Consolidation offers potential for
  rationalization of DFAS processing, fewer points
  of contact for DFAS HQ CDAs
• Consolidation increases DFAS efficiency and
  effectiveness, and positions them to implement
  the FMIP
• Rank sites using fair, objective, quantifiable
  and defendable criteria reflecting best military
  value
• Facilities, Availability, Environment and Risk
• Top two sites will be selected from ranked list
• Results Selected Ogden and Mechanicsburg as
  DFAS server sites

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Management Restructuring

• Engineering and Architecture
• Business Management
• Combines traditional overhead functions
• Centralizes Resource Management, Business
  Management, Workforce Management, Logistics
• Regional offices aligned by customers
• Establishes senior customer reps at NCR
  Headquarters
• Establishes liaison positions at SMCs

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Management Restructuring

• Programs and Systems Implementation
• Operations
• Operational control and technical leadership of
  the SMCs
• Processing Elements report to Operations
• Central staging and configuration management site
• Lines of business

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Remote Management of Processing Elements

• Objectives
• All systems management will be consolidated into
  four SMCs
• Strategy
• Establish Processing Element sites with minimal
  staffing for facilities/physical security, touch
  labor
• Utilize ESM/automation tools to remotely manage
  servers, mainframes, communications at Processing
  Elements
• Transition application knowledge and customer
  support to SMC Operational Support Teams (OSTs)

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Selection Approach

• Ultimate goal is timely, low risk, successful
  trans-formation of computing operations and
  organization
• Build on proven methodology
• Selection criteria should be objective,
  quantifiable, fair, defendable and consistent
  with previous usage
• Leverage existing capabilities to minimize
  implementation risk and maximize savings
• Consolidate and centralize to gain economies of
  scale, operating efficiency and reduced cost to
  DOD
• Maintain management flexibility by retaining
  lights-dim sites with optimal staffing
• Transformation planning must result in a single,
  integrated plan addressing operational functions,
  technology issues reorganization

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SMC Selection (1)

• Consolidating operational control and system
  admin functions into System Management Centers is
  the driving force behind computing Transformation
• Consolidate SMC functions now performed at 17
  sites
• Each architecture must be supported by at least
  two sites
• Solution must meet implementation timeline too
  few sites drag out the implementation timeline
  too long, delaying savings and increasing
  implementation risk
• Leverage existing capabilities by selecting sites
  that havethe largest workloads
• Select minimum number of sites needed to ensure
  survivability, maximize probability of
  operational success and minimize cost
• Minimum of three sites required to provide the
  redundancy necessary to guarantee high overall
  availability

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SMC Selection (2)

• Leverage existing capabilities by selecting SMC
  sites using workload criteria
• Designate sites remaining that support all 3
  architecturesas SMCs
• Designate largest (most MIPS) OS/390 site as an
  SMC
• Designate largest (most total servers managed)
  Server siteas an SMC
• Designate largest (most SUPs) Unisys site as an
  SMC
• Results Selected Ogden, Mechanicsburg,
  Montgomery and Oklahoma City as Systems
  Management Centers

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Central Staging Site

• Central receipt and staging location for new
  server and comm equipment
• Objectives
• Provide single technical and logistics entry
  point for receipt control
• Centralize asset management and inventory control
• Standardize configuration build
• Management approach
• Located at Chambersburg to capitalize on
  Logistics, FSO, Processing Element co-location
• Core of technical expertise, to be supplemented
  with contractors based on workload

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Processing Elements

• All workload remotely managed from SMCs
• 24x7 touch labor
• Comm devices
• Storage media management
• Site overhead
• Facilities management
• Hardware support
• Physical security
• Five government civilians and up to 10
  contractors (2 per shift)
• Plus a few site uniques

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Transformation Selections
Selected Sites
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Management Restructuring

• Centralize/consolidate management and overhead
  functions
• Retain non-mainframe, non-SMC sites as lights-dim
  operations with optimal staffing
• Results
• SMCs Montgomery, Oklahoma City,
  Mechanicsburg, Ogden
• Processing Elements Huntsville, San Diego,
  Denver, Jacksonville, Warner Robins, Rock Island,
  St. Louis, Denver, Dayton, Chambersburg, San
  Antonio, Norfolk and Puget Sound
• Headquarters Virtual HQS at multiple
  locations

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Management Restructuring

• Transition over the next 30 months
• DECC and detachment structure will be eliminated
• All business functions will be integrated and
  consolidated into a single, virtual management
  organization located in several places
• Transition plan will be developed between each
  DECC and the new Business Management Office for
  the migration of specific functions

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StaffingDenver PE
25
StaffingProcessing Element Columbus
Baseline - 9/30/02
Civilian
284
Contractor
36
Current civilian on-board
269
End-state
SMC
0
PE
15
HQ
0
Total
15
Civilians
5
Contractor
10
Civilian loss from current
264
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NOC Denver Restructuring
NOC On-Board Strength as of 30 Sep 2002
93 Disestablish NOC (except DMS) -83 Establish
Network Services NIC 26 Establish DISN Help
Desk 14 TOTAL IMPACT -43 Projected
Strength (30 Sep 2005) 50
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State-by-State
Restructuring
TOTAL TOTAL

SITE START STAFF NET CHANGE
END STAFF Alabama CSHQ
Montgomery 37 -1 36 SMC
Montgomery 59 62 121 CSPE
Huntsville 44 -39
5 California CSPE San
Diego 53 -48
5 Colorado CSHQ
Denver 54 31 85 CSPE
Denver 47 -42
5 Florida CSHQ
Pensacola 6 10 16 CSPE
Jacksonville 62 -57 5
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State-by-State
Restructuring
TOTAL TOTAL

SITE START STAFF NET CHANGE
END STAFF Georgia CSPE
Warner Robins 62 -57 5 Illinois
CSPE Rock Island 49 -44
5 Missouri CSHQ St.
Louis 0 3 3 CSPE St. Louis
207 -183 24 Ohio
CSHQ Dayton 11 -11 0 CSPE
Columbus 284 -279 5 CSPE
Dayton 71 -62 9 NOC
Columbus 93 -43 50 A total of 93
personnel are assigned to NOC Denver however, 34
are resourced from Computing Services. The
remaining 59 are resourced by the
Telecommunications portion of the Defense Working
Capital Fund.
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State-by-State
Restructuring
TOTAL TOTAL

SITE START STAFF NET CHANGE
END STAFF Oklahoma CSHQ
Oklahoma City 0 9 9 SMC Oklahoma
City 227 -92 135 Pennsylvania
CSHQ Chambersburg 72
22 94 CSHQ Mechanicsburg 60
-13 47 SMC Mechanicburg 258
-94 164 CSPE Chambersburg 72
-67 5 Texas CSPE
San Antonio 116 -110
6 Utah CSHQ Ogden
0 0 10 SMD Ogden 296 -118
178
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State-by-State
Restructuring
TOTAL TOTAL

SITE START STAFF NET CHANGE
END STAFF Virginia CSHQ
Fall Church 76 77 153 CSPE
Norfolk 29 -24
5 Washington CSPE Puget
Sound 9 -7
2 OCONUS 43 -7 36
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Computing Services Processing
Element Denver
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Planned
Transformation Actions
MIGRATION
INITIATIVE FROM TO COMPLETE SMC
Consolidation Remote Network
Mgmt Denver Ok City May 03 Remote Server
Mgmt Denver Ok City Jul 03 Management
Restructuring Jul 03 Non-Core/Legacy Apr
04
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Human Resources Timeline
Announce CSD Transformation 14 Mar 03 Open
DISA Referral Program 14 Mar 03 Conduct Town
Hall Meetings Apr - May 03 Conduct DFAS RIF
Briefings Apr - May 03 Review of OPFs by
Employees 31 Mar 4 Apr 03 Update Resumes
(Employees) 7 Apr 15 Apr 03 Open VSIP/VERA
Window 14 Apr 2 May 03 Conduct Mock RIF
2 Jun 6 Jun 03 Issue Mock RIF
Notices 9 Jun 13 Jun 03 Review Need to Open
Addl V/V Window 23 Jun 31 Dec
03 Issue Final RIF Notices/Mandatory PPP
Registration 9 Feb 13 Feb 04 Affect RIF 8
Jun 11 Jun 04
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Human Resources Support

• DOD Priority Placement Program
• DISA Referral Program
• Relocation Bonuses
• Retention Allowances
• Spouse Placement
• Permanent Change of Station
• Voluntary Early Retirement Authorization (VERA)
• Voluntary Separation Incentive Pay (VSIP)
• Expanded VSIP Phase II
• Reduction In Force (RIF)