October 22, 2015

U.S. Department of the InteriorU.S. Geological Survey

Tom KalvelageUSGS EROS Center

Coordination and Requirements Office (CRO) / LSDS Program Office (LPO)

2

EROS Government OrganizationOffice of the Director

F. Kelly

J. Hahn

T. Loveland

Coordination Requirements Office

T. Kalvelage

Science and Application BranchD. Hair (C. Trautwein)

Common ServicesJ. Hahn

Policy & Communications OfficeT. Holm

Data Services BranchD. Binnie

Observing Systems BranchJ. Lacey

Ensure scientists, decision makers and the public have ready access to land change

information and to safeguard and expand the

national archive of remotely sensed land data.

Collect data that positions EROS as the world’s primary source of imagery and fulfills

scientific requirements, allowing land change

monitoring, assessment and projection.

Provide an understanding of the rates and causes of

land change and how changes in land use, cover, and condition

affect people and nature.

Develop and mature definitive land change

information and knowledge products and services, and

assist customers with applications of information

to societal problems.

EROS Policy, Comm. And OutreachRecords Management

Coordinate requirements and strategy Center-wide to achieve the

EROS mission

Admin Services Branch Facilities, CITT

Institutional Capability for Land Change Monitoring, Assessment, and Projection

2

USGS Contracts - OAGR. CollierC. Hieb

3

CRO

• “Coordinate requirements and strategy Center-wide to achieve the EROS mission”• Coordinate – strategic planning, coordination across EROS, annual

planning, responding to cross-Center actions, less focus on execution

• Requirements - currently interpreted to mean ‘requirements on EROS’

• Strategy – strategic planning, annual planning, prioritization, roadmaps, process, business management, etc

• Center-wide – part of DO, expected to recommend changes across the Center to benefit the Center and our performance

• EROS Mission – as recently shown in the Strategic Plan, used priorities before the SP was finalized

• CRO Resources• Non-LPO is funded by CCOH, and kept light (no desire to go to a PMO

model unless experience points us that way) to

• LPO funded by LRS and executes LRS requirements

COORDINATION AND REQ OFFICEGGHCED0000

*4 Tom Kalvelage Comp Sci Rebecca Foster Prog Analyst

LSDS PROGRAM OFFICE*4 Thomas Sohre Comp Sci Karen Zanter Comp Sci Rodney Pater Comp Sci Vice C. Hamann Program Analyst McKenzie Rinehart Admin Student Trainee

4

CROCOORDINATION AND REQ OFFICE

GGHCED0000*4 Tom Kalvelage Comp Sci Rebecca Foster Prog Analyst

LSDS PROGRAM OFFICE*4 Thomas Sohre Comp Sci Karen Zanter Comp Sci Rodney Pater Comp Sci Vice C. Hamann Program Analyst McKenzie Rinehart Admin Student Trainee

• Standard Work• Catalyst for coordination, integration, innovation

• Leads Annual Planning Process, all Programs

• Coordinate actions to provide an EROS response

• Charter / manage teams with an EROS-wide objective (e.g EAST, EASI)

• Lead prioritization of EROS work

• Execute / originate / run EROS business management processes

• Deal with special requests and tasks outside the existing structure

• Pathfind new work and customers until final home is determined

• Provide some input into execution needs and issues

• Execution• Primary focus in execution has been coordination and early work

• Have been working metrics, measures, and Center schedules

• In FY2016, will be working an EROS Integrated Master Schedule driven by the Strategic Plan

5

CROCOORDINATION AND REQ OFFICE

GGHCED0000*4 Tom Kalvelage Comp Sci Rebecca Foster Prog Analyst

LSDS PROGRAM OFFICE*4 Thomas Sohre Comp Sci Karen Zanter Comp Sci Rodney Pater Comp Sci Vice C. Hamann Program Analyst McKenzie Rinehart Admin Student Trainee

• CRO provides at least two levels of service• Standard level of service is lightweight, driven by need

to keep overhead costs down

• LPO provides another set of levels of service for LSDS projects

• Special Topics• What support does LRS HQ want from LPO?

• What scope does LRS want from LPO? (In many cases it would be helpful to us to have LPO work with all LRS, or at least all no-year funded, work)

• Upcoming CPIC/FITARA/IT Transformation – impacts and relationships at EROS

6

LSDS Work Breakdown Structure (WBS)

7

LSDS Program Office (LPO) Scope• Coordinates information sharing between LRS Program, EROS Director’s Office, EROS Branches, and

LSDS Projects• Regular communication with LRS & EROS DO

• LSDS Integrated Program Team (IPT)

• LSDS Program Decision Board (PDB)

• Manages the LSDS IT Investment• 1 of 5 “Major” IT Investments in USGS

• Facilitates centralized LSDS IT Security• LSDS is a separate USGS Security A&A Boundary (1 of 9 in USGS)

• Leads Strategic Planning for LSDS Projects• Annual Planning and Budgeting across LSDS Projects

• Strategic Planning and Portfolio Management within LSDS (SI IPT)

• Architecture Studies (i.e. AST), New Mission Formulation (i.e. LS-Next)

• Support for EROS Architecture Study Team (and Implementation Team) … EAST

• Maintains the LSDS System Engineering Handbook

• Provides acquisition guidance to LSDS Projects • COR for Landsat Science Team (LST) & Aerospace (FFRDC)

• Serves as the LSDS Program knowledge center for best practices, lessons learned, etc.• Centralized management planning (scope, schedule, risk, cost, CM)

8

LSDS Management Information System

• LSDS Management Information System comprised of tools that are scalable to effectively integrate and manage the LSDS Program processes of:• Scope - DOORS

• Schedule – Primivera / MS Project

• Earned Value Management (EVM) – Deltek CORBA

• Risk - IRIS

• Document Mgmt – Docushare, Sharepoint

• Configuration Mgmt – Serena, Sharepoint

• The LPO provides centralized support services for the Projects such as:• Purchase requisitions and maintenance renewals for software/hardware used by two or more

projects

• Risk board administration (4), Configuration control board administration (2)

• Personnel computer resources including desktops, laptops, and cell phones

• Standardized document templates, forms, and tech editing guidelines

• The LPO develops and maintains LSDS Management Plans in support IT Investment requirements (and industry best practices)

8

LSDS-445LSDS Program Mgmt

Plan

LSDS-451LSDS Asset Mgmt

Plan

LSDS-448LSDS Change Mgmt

Plan

LSDS-456LSDS Fin & Perf

Reporting Rqmts Doc

LSDS-389LSDS IPMS Description

LSDS-499LSDS Procurement

Mgmt Plan

LSDS-475LSDS Quality Mgmt

Plan

LSDS-496LSDS Risk Mgmt Plan

LSDS-467LSDS Schedule Mgmt

Plan

LSDS-460LSDS Scope Mgmt

Plan

LSDS-482LSDS Stakeholder & Comm Mgmt Plan

LSDS-525LSDS Systems Engr

Handbook

LSDS-471LSDS Cost/Financial

Mgmt Plan

LSDS-478LSDS Staff Mgmt Plan

LSDS-529USGS Technology Control Plan (TCP)

9

LSDS IT Investment• Annual Planning

• Major Business Case (formerly known as Ex. 300)

• Investment Re-baseline Request (as needed)

• Monthly Control Reporting• Performance, Costs, Risks, Schedule

• Investment Artifacts• Program Charter, IPT Charter, Risk Management Plan,

Acquisition Plan, Annual Operational Analysis (OA), Alternatives Analysis, Post Implementation Review (PIR)

• Affect IT Dashboard “score”; Potential TechStat

• Governance• LSDS PDB, LSDS IPT

• USGS IRB (Reselection Slides)

• Related: FITARA (Federal IT Acquisition Reform Act)

10

LSDS IT Security• Focus on IT Security Compliance for LSDS

• SOP’s (alignment with NIST 800-53)

• Continuous Monitoring (scanning)

• POAM Maintenance & Review

• Business Continuity Planning (annual tabletop exercise)

• Business Impact Analysis (annual)

• Role-based Security Training

• Re-certification of external accounts

• Security Operations within Projects• Patching, etc

• Related: FITARA (Federal IT Acquisition Reform Act)