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DISTRIBUTION A. Approved for public release: distribution unlimited (3 October 2017)
AFCEA NOVA
16th Annual Naval IT Day
October 3, 2017
P R O G R A M E X E C U T I V E O F F I C E ( P E O )
E N T E R I S E I N F O R M AT I O N S Y S T E M S ( E I S )
A c q u i s i t i o n P a n e l
2
CAPT Don Harder
Principal Deputy Program Executive Officer
Enterprise Information Systems
PEO EIS
3
WE UNLEASH THE POWER OF INFORMATION
4
PROGRAMS
DON ENTERPRISE SOFTWARE LICENSING (ESL)
PMM 172.4 (Maj Matthew Clinger)
Chartered to consolidate 118 Navy legacy data centers into
20 or less enterprise hosting sites by FY20
• Navy data center consolidation
• Navy Enterprise Data Center (NEDC) management, and
• Navy commercial cloud broker
NAVAL ENTERPRISE NETWORKS (NEN)
PMW 205 (CAPT Ben McNeal)
NAVY MARITIME MAINTENANCE ENTERPRISE SOLUTION –
TECH REFRESH (NMMES-TR)
PMS 444 (Mr. Bruce Urbon)
DATA CENTER APPLICATION OPTIMIZATION (DCAO)
DCAO (Mr. Duong Hang)
NAVY ENTERPRISE BUSINESS SOLUTIONS (EBS)
PMW 220 (Mr. Shannon Seay)
GLOBAL COMBAT SUPPORT SYSTEM – MARINE CORPS
(GCSS-MC)
PMW 230 (Mr. David Hansen)
SEA WARRIOR PROGRAM (SWP)
(Mr. Patrick Fitzgerald) PMW 240
Modernizes information systems/tools used to plan,
manage, and execute Navy shore maritime maintenance
• Replace outdated GOTS systems in use since 1990s
• Will leverage existing commercial products, services
and COTS solutions
Streamlines acquisition and management of
enterprise-wide software licenses
• Improves buying and negotiating power
• Maximizes discount and cost savings
• ~$814M cost avoidance from FY12 to Q2/FY17
Manages enterprise-wide Information Technology (IT)
Networks with more than 730K users worldwide
• Navy Marine Corps Intranet (NMCI)
• OCONUS Navy Enterprise Network (ONE-Net)
• Next Generation Enterprise Network (NGEN) contract
Aligning Navy’s money, manpower, and materiel
• Navy Enterprise Resource Planning (ERP) used to
manage 1/2 of Navy’s budget
• Planned Electronic Procurement System (ePS)
• Timekeeping with the Standard Labor Data
Collection and Distribution Application (SLDCADA)
GCSS-MC/Logistics Chain Management (LCM) provides
USMC with deployable LCM technology for 22K users
world-wide
• End-to-end asset visibility
• Reduced need for on-hand inventory
A portfolio of Manpower, Personnel, Training, and Education (MPT&E) systems that enable the Navy to support Navy human resource
management, as well as enterprise business systems (EBS) that support business operations.
• One of the largest Navy portals with 1 million users
• The most extensive eLearning solution in DoD
• The Navy’s military personnel ERP solution
• NAVY 311 and global distance support systems
• Manpower, personnel, training, & education mobile apps
• Systems deployed on 150 ships and 75 subs
PORTFOLIO
5
6
Addressing some of the current PEO EIS priorities:
NMCI AND NGEN RE-COMPETE
CAPT Ben McNeal – Program Manager for Naval Enterprise Networks (PMW 205)
N1 TRANSFORMATION
Mr. Patrick Fitzgerald – Program Manager for Sea Warrior Program (PMW 240)
DON CLOUD STRATEGY
Mr. Dan DelGrosso – Technical Director, Program Executive Office for Enterprise Information Systems
PEO EIS PANEL
7
CAPT Ben McNeal, Program Manager, PMW 205
NAVAL ENTERPRISE NETWORKS - PMW 205
8
• History and Perspective
• Closing the Gap: Today’s Challenge
• Clarify Business Outcomes
• Industry Role
Any App
Anytime Anywhere Any Device
CAPTAIN MCNEAL INTRODUCTION
NEN CAPABILITIES OVERVIEW
End User
Network
Accounts
Hosting
Directory
Services
Data StorageBrowsers
EU ComputingCollaboration
Mobility
Operating Systems
COIs
Video
Voice
BoundaryWireless
Enterprise
Messaging
Cyb
er S
ec
urity
Network
Access
Control
Security
Event Mgmt
Identity
Access
Mgmt
Mobile Data
Protection
Security
Configuration
Management
DMZ
NCIS
Enterprise
Log Mgmt
9
9
NMCI OVERVIEW
10
ONE-NET OVERVIEW
11
across
…globally across
multiple
networks…
…while complying
with dynamic
requirements…
…to hundreds of
thousands of end
users…
…involving many
stakeholders…
…in a constrained environment on a network that is
continuously under attack.
Enterprise
Deliver critical
capabilities…
End User
Cyber Security
Network
MCEN
THE CHALLENGE
12
CURRENT STATE FOCUS
• Customer Experience Developing in-depth Customer Profiles to understand the demand signal
and move from a reactive to proactive service provider
• Network Transformation Preparing for Unified Communications and Productivity Services
Alignment to Navy Cloud First Strategy
Closing the Digital Gap
• Rapid Change Management in the Digital Era Windows 10
Productivity Services
Mobility
13
THE TRANSFORMATIONUSN ENTERPRISE HISTORY
Strategic transformation to provide the DON with secure, efficient,
and affordable IT capabilities.
Regional
capabilities
CO/COIncreased
C2
Prepared for competition
by purchasing
infrastructure and
intellectual property
Modernized networkHundreds of
networks and
contracts
Enterprise
security
standards
The Evolution of NMCI
Pre-2001 2014 - 20182001- 2010
Operation
ROLLING TIDE
NMCI/ONE-Net
(FY14-20)Local
security
standards
Se
cu
rity
C
ap
ab
ilit
ies
Today
2010 - 2014
JRSS
alignment
CoSC: Keep the
Lights On
Pre-NMCI: The
Wild West
NMCI: Build the
Enterprise
NGEN: Secure,
Integrated, Agile
Future
State
2018 - Future
One contract
Consolidated and
standardized,
increased capabilities
over time
GO/COIncreased
C2
One contract
Increased C2
Increased Cost Visibility
Increased Gov’t Authority
Decreased Cost
Modernized Network
Multiple contracts
Enhanced C2 & Cyber Security
Increased Speed
Increased Mobile Capability
Unified Capabilities
Joint Alignment
14
NGEN-R STATUS
Current State Future State
Single-Source Delivery Model Multi–Source Delivery Model
Multiple Vendors Service provisioning, delivery and integration using
multi – sourcing approach
Transforming from a single-source service model (on-premises) to a multi-source (on &
off premises) service delivery model – flexibility is needed in the future state to change
approach when warranted
ProductivityCommercial
Cloud Hosting
Service Management , Integration &
Transport Collaboration
Services
Enterprise
Messaging
Voice Services
File Share Services
Platform as a Service
(PaaS)
Infrastructure as a
Service (IaaS)
Cloud Orchestration
Software as a
Service
(SaaS)
Core Network
Services (SDN)
Storage as a Service
(STaaS)
Device Management
Hardware & Initial
Core Build
Data Center Facility
Services
Business ContinuityService Desk
Project Management
Architecture
Management
Demand
Management
Systems Engineering
Performance
Management
Multi Provider
Coordination
Service Catalog
Management
Logistics
Management
Security
Engineering/CND
Knowledge
Management
Service Validation
and Test
Infrastructure Core
Build
Service Strategy
Computer Network
Defense
Information Security
Professional
Services
All IT Services in portfolio delivered by a
single vendor for the entire enterprise.
Single Prime Vendor
34 NGEN Services – Single Contract
Enterprise Network
Voice,
Video
& Data
IAEnd
User
Support
Testing
Eng. Design & support
Ent. Operations
Data Storage
Ent. Messaging
App Hosting
Ent Web Portal
Collaboration
Directory
COOP, DR &Bus
Continuity
File Removal
Elec. SW Delivery
WAN Services
BAN & LAN Services
VOIP Options
UNCLAS Mobile Phone
Classified Mobile
Phone
Video Teleconference
Cross Domain
Security
Security Config. &
Mgmt.
Boundary, DMZ & COI
Malware Detect and
Protection
Security Event Mgmt.
Security & IT Cert and
Accreditation
Authentication and
Authorization
Network Access
Control
End User Computing
COTS HW and SW
Remote Access (RAS)
Print Services
Service Desk
Desk Side Support
End User Training
NetOps and IA
Training
Testing Svcs.
11 2 3
Procurement
activities executed
by DCAO
End User
Hardware
Change Drivers
2 Primary Contracts plus Commercial Services
Mobile Device &
Application Mgmt.
VTC
Hardware & Initial
Core Build
Services
End User Core Build
Services
WAN Services
Customer Support
Governance
Tools
ITSM BAN/LAN Services
Wireless Services
Remote Access
Services
4
15
11
NGEN-R SMITSprint Process
4 18 25 1 8 15 22 29 6 13 20 10
AUG OCT
27 3 17
NOVSEP
SLRs/QASP
Projects
Sections L & M **SLRs/QASP
**Projects
**Sections L & M
Industry1 V 1
PWS Base Services
ONE-Net Tran/Conv
Process Guides
CDRLs /Artifacts / **PWS/ONE-Net/Process Guides
Industry1 V 1
IndustryEng Days
Industry Reviews Complete
Reduction of ~4 weeks of schedule
Delivered
Some risk / concerns
On track
** Second Pass Industry Review
16
• Participate in Bidder’s Library– Virtual Document Sharing Capability
– Instructions on how to register will be posted on https://e-
commerce.sscno.nmci.navy.mil within the next week
– All interested industry partners encouraged to use this resource to stay
current on program and contract information
• Respond to RFIs
• Industry Days
• Candid Feedback
• Share best practices– Industry/Government Meetings
– Symposia
– Federal Centers of Excellence
– One-on-One Engagement
VENDOR ENGAGEMENT
17
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Mr. Patrick Fitzgerald, Program Manager, PMW 240
SEA WARRIOR PROGRAM - PMW 240
19
Manages a portfolio of systems that enable the Navy to support Navy human resource management, criminal justice, fleet support, afloat business applications, Navy and DoD portfolio management, Department of Navy administration, mobility and joint aviation aircraft scheduling
Scope: 60+ IT investments, 7 lines of business, 7 sponsors
SWP’s portfolio includes: Navy Standard Integrated Personnel System (NSIPS)
Interim Navy Enterprise Intranet (iNAVY)
Total Force Manpower Management System (TFMMS)
Mobile Applications (enhanced self-service, content on demand)
Learning Management System (LMS)
Navy Training Management and Planning System (NTMPS)
Personalized Recruiting for Immediate and Delayed Enlistment (PRIDE)
My Navy Portal (MNP)
Career Management System-Interactive Detailing (CMS-ID)
Navy Information/Application Product Suite (NIAPS)
NAVY 311
Naval Justice Information System (NJIS)
Joint Air Logistics Information System (JALIS)
DON Tasking, Records and Consolidated Knowledge Enterprise Repository (DON TRACKER)
DoD Information Technology Portfolio Repository (DITPR) and DON Application and Database Management System (DADMS)
Risk Management Information (RMI)
Pay Modernization (Pay Mod)
Authoritative Data Environment (ADE)
SEA WARRIOR PRGRAM OVERVIEW
20
Overly Complex Data Management Authoritative Data Spread Across Many Systems
Poor Ratio of Manual to Automatic Data Entry
Fragmented Data Center Management
Limited Sailor Self-Service Complicated User Interfaces
Few HR Actions Available through Self-Service
Multiple Points of Entry through Various Portals
No Mobile Access
Limited Sailor Self-Service Systems Overly Complex, Antiquated, Customized and Labor-Intensive
Many Workarounds Required
Increasing Cost for Limited Value
CURRENT MPT&E CHALLENGES
21
MPT&E CURRENT STATE
8 of these 42 Systems use 5-10 languages
42 Systems Use Multiple Languages
21 Total Languages Across 55 Systems
10 Systems are 31+ years old
Average Age: 15 years
11 Systems Use Multiple Operating Systems
9 OS Across 55 Systems
55 Systems Across N1/CNP
Functional CommandsBUPERS
NETCCNRCUSNA
22
APPLICATION RATIONALIZATION: TRANSFORMATION LEGACY TO FUTURE
ADE (DATA)
MPTE CORE
SINGLE POINT OF
ENTRY
223 Applications and Other
Entities
55 Legacy Systems
73 Data Centers and
Networks*
NTMPS
WASSPERSTEMPO
PRIMS
OPINS
OPAS
NSIPS
NRC-LS
NPDB
NES
NEAS
MRRS
IMAPMIS
DEPT.
C-WAY
CRMADMITS
OAIS II
NMCMPS-S
NMCMPS
NROWS
EAIS
CMS-ID
MY ED.
LMS-DL
LAS
ETRMS
DODVES
CETARS
AIM
WEBSTEAM
WEBRTOOLS
PRIDE MOD
NETFOCUS
NASIS
CMSA-ARS
CIRIMS
ARM
RHS
TFMMS
NMPDS
NMRS
MAJIC
FASTDATA
CARIS
NSIPS
EMPRS
NPDB
CETARSTFMMSPRIDE MOD
C-WAY
ADE
IPP
S-N
LS
CR
M
NMPBS
INFRASTRUCTURENIAPS
NPRST
Millington TRANET Saufley
Field
MNPBOL
Fewer Applications and
Other Entities
1 System of Systems
4 Enterprise Service
ProvidersPersonnel /
Pay
Transfers /
Accessions
Recruiting
HR
Manpower
Advancement
s / Promotions
Training /
Education
Financial
8
Functions
Personnel /
Pay
Transfers /
Accessions
Recruiting
HR
Manpower
Advancements
/ Promotions
Training /
Education
Financial
8
Functions
New IT Services
Transformation
Navy.com
*Includes Network Sites
MPT&E will transform its existing portfolio to a single system of systems architecture.
Enterprise
Services
Financial
Management
Organizational
Management
Recruiting &
Accessions
Workforce
Development
Distribution
Fleet & Family
Support
Personnel
Management
Lines of Business
23
Personnel & Pay Modernization Single Award IDIQ
RFI Oct 2017
Estimated Value: $900M
Anticipated: Full & Open 30% small business participation
Projected Award 4Q FY19
Primary integration vehicle for MPT&E IT Transformation
PMW 240 OPPORTUNITIES:MPT&E IT TRANSFORMATION INTEGRATION VEHICLE
24
Mr. Dan DelGrosso, Technical Director, PEO EIS
CLOUD STATEGY
25
Contact Us:
QUESTIONS & ANSWERS
http://www.public.navy.mil/spawar/PEOEIS/
@ PEOEIS Navy PEO EIS
http://www.secnav.navy.mil/innovation/inncell/
PEO EIS Innovation Cell
