Sea

War

rior P

rogr

am (P

MW

240

)

OV

ER

VIE

WL

AS

T U

PD

AT

E:

11

May

201

0

Se

a W

arri

or P

rog

ram

(P

MW

240

) O

verv

iew

1

“The ultimate goal of our efforts within the MPTE Domain is to achieve FIT in order to meet the capability needs of the Navy … FIT is the idea of delivering the right Sailor to the right job at the right time. The right Sailor is an individual with the proper mix of knowledge, skills, and abilities to match the demands of the assignment – the right Job.”

- Chief of Naval Personnel Guidance 2008

“A diverse Total Force focused on delivering the right skills, knowledge and abilities to the Fleet fuel the innovative operational concepts and capabilities of the Maritime Strategy.”

- Chief of Naval Personnel Guidance 2008

Sea Warrior Program (PMW 240) Overview

The Need for an Integrated Enterprise to Support the Navy Total Force

In today’s global environment, our Nation’s safety, prosperity, and international relations are inextricably linked to our Sea Services. Naval personnel are engaged not only in the Global War on Terrorism but in international coalitions, humanitarian assistance, seaborne trade protection, and synchronized Navy, Marine, and Coast Guard operations. These expanding missions reflect the 21st Century Maritime Strategy, which is fundamentally transforming the Navy’s personnel supply and demand business operations. The Navy must be able to flexibly and cost-effectively tailor its Total Force (coordination of active and reserve military and government service civilians) to rapidly respond to unpredictable events. Additionally, as the Navy relies on more high-tech platforms, the need for specialized and experienced personnel increases while the total number of allocated billets decreases. In other words, the Navy must become “surgically” precise in not only identifying the right number of personnel but in providing operational forces with the right skills and experience ready for tasking.

The Deputy Chief of Naval Operations (DCNO) for Manpower, Personnel, Training & Education (MPTE) – the Navy’s Single Manpower Resource Sponsor – is adopting an enterprise supply chain model to improve management visibility of a Sailor’s professional growth and competency from recruiting through the learning and development continuum to Fleet distribution. This level of transparency is highly dependent on a seamless flow of timely and accurate information across the end-to-end business process of recruiting, accession, selection, classification, training, education, assignment, and distribution. Because these functions are not well integrated, they are currently supported by disconnected, outdated business systems and manual workflow that inhibit critical information to sea/shore users in a collaborative decision-making environment.

Role of the Sea Warrior Program (PMW 240)

Sea Warrior is the human capital component of Sea Power 211 and serves as the conceptual business framework to transform Navy MPTE. To align enterprise-level management of integrated IT solutions to this framework, the Chief of Naval Personnel (CNP) worked with the Assistant Secretary of the Navy for Research, Development, and Acquisition (RD&A) in establishing the Sea Warrior Program (PMW 240) acquisition office in June 2007. As such, PMW 240 is the single IT acquisition agent for non-tactical business operations addressing MPTE capability gaps, legacy systems, and Distance Support.

Over the past several decades, standalone IT systems have been built around individual functional areas within MPTE business operations. Although this stovepiped approach results in optimizing certain functional sub-processes (e.g.,

1 Sea Power 21, fundamental strategy for U.S. Navy transformation, Proceedings, Oct 2002

Sea

War

rior P

rogr

am (P

MW

240

)

OV

ER

VIE

WL

AS

T U

PD

AT

E:

11

May

201

0

Se

a W

arri

or P

rog

ram

(P

MW

240

) O

verv

iew

2

“Sea Warrior Program’s integrated and user-friendly IT solutions allow Sailors around the globe to direct their own professional development while supporting Fleet readiness assessment and reporting."

- Program Executive Office for Enterprise Information Systems

assigning enlisted personnel to fill sea and shore manning requirements), it sub-optimizes an essential strategic enterprise capability: the Navy’s ability to more closely match its people to billets. To that end, the role of PMW 240 is to field integrated and improved IT solutions across the MPTE enterprise that will enable the Navy’s active duty enlisted and Reserve force to direct their own professional development while supporting Fleet readiness assessment and reporting.

A critical aspect of these IT solutions involves capability improvements in the afloat environment. Because access to the Internet is very limited at sea, technologies like the Navy Information/Application Product Suite (NIAPS) and Distance Support allow deployed units to exchange information with shore commands using a “replication” process via satellite connection. NIAPS/Distance Support is rapidly becoming the Fleet’s principal web-based readiness enabler, facilitating timely technical assistance, access to knowledge and education, and logistics support. Sailors use Distance Support for training, career management, collaboration, and information access wherever they are deployed. The Sea Warrior Program is responsible for managing the business technology infrastructure of NIAPS/Distance Support and improving its capabilities and processes. This includes the Global Distance Support Center –Technical (GDSC-T) – the 24/7/365 single point of entry for Fleet reach back/technical assist – and the Anchor Desk web portal.

Enterprise-level IT Integration and Acquisition as a Core MPTE Competency

The Sea Warrior Program (PMW 240) is housed within the Navy’s Program Executive Office for Enterprise Information Systems (PEO-EIS), which develops, acquires, and deploys seamless enterprise-wide information technology systems with full lifecycle support for the warfighter and business enterprise. The Sea Warrior Program is part of the PEO-EIS portfolio that includes other large-scale, mission-critical business transformation programs such as Navy Enterprise Resource Planning (ERP), the Next Generation Enterprise Network (NGEN), and other Navy enterprise business services.

PMW 240 is focused on instantiating enterprise IT management practices, processes, and execution to address time-critical business capability gaps ashore and afloat and to migrate/sustain current legacy systems (e.g., manpower, distribution, personnel and pay management, and medical reporting). To that end, PMW 240 is actively engaged with key stakeholders including OPNAV N1, N4, N6, MPTE Command Information Officer (CIO), Navy Personnel Command (NPC), Naval Education and Training Command (NETC), Navy Recruiting Command (NRC), the Navy Reserve Force (NRF), Space and Naval Warfare Systems Command (SPAWAR), Naval Sea Systems Command (NAVSEA), and other Navy activities.

PMW 240 is working to move from limited integration of MPTE functional requirements and technical solutions (current state) to a single enterprise process for definition, development, and delivery of interoperable business IT solutions both at sea and ashore (future state). The table below characterizes this long-range transformational shift.

Sea

War

rior P

rogr

am (P

MW

240

)

OV

ER

VIE

WL

AS

T U

PD

AT

E:

11

May

201

0

Se

a W

arri

or P

rog

ram

(P

MW

240

) O

verv

iew

3

HISTORICAL EXECUTION MODEL to

NEW EXECUTION MODEL

Project-oriented Approach(Focus on Functional’s Success)

to Enterprise-oriented Approach(Focus on OPNAV Success)

Decentralized, duplicative, and unregulated requirements, budget, and spending decisions

to Centralized accountability for budget control, requirements management, and acquisition rigor

Reactive “Level of Effort”-based management of individual IT projects

to Outcome-based management – Focus on integrated, Sailor- and Fleet-facing capabilities

Project authority shared between functional and development activity

to Program authority in the PMO with requirements from single N1 source

Stovepiped organizations with competing objectives and priorities

to Matrixed organizations aligned to common priorities, processes, shared goals, and objectives

Project-specific architectures, systems engineering, development, and testing

to Enterprise architecture and systems engineering with focus on data-centric, integrated systems

Duplicative processes, data, interfaces, and costs

to Portfolio of IT investments - standardized business rules, processes, data, infrastructure & lower costs

Focus Areas in Transitioning to an Enterprise IT Management Approach.

Transitioning from a “localized” systems-centric model to delivering enterprise-level IT capabilities will help ensure solutions meet Sailor, Fleet, and OPNAV expectations. This transition will also more closely align IT requirements to MPTE strategic business goals, resulting in better IT investment management and cost avoidance (e.g., evaluation and prioritization of system enhancements, economies of scale and scope). Finally, overseeing the MPTE and Distance Support technical infrastructure from a holistic perspective will drive toward the end state of providing every Sailor an equitable experience regardless of geographic location.

PMW 240 is implementing a collective program approach to transition toward an enterprise-level IT model. As part of this effort, PMW 240 is actively engaging the requirements, functional, technical, and user communities around centralized IT planning at the OPNAV Echelon I level. For example, PMW 240 is working closely with OPNAV N16 in the effort to converge MPTE enterprise roadmapping with application integration. To ensure ongoing IT performance, decentralized execution of IT projects is proceeding against a centrally managed acquisition baseline.

As the Navy enterprise accelerates alignment of ashore and afloat business operations to impact Sailor and Fleet readiness, IT leadership has become a core competency. PMW 240 has instituted a disciplined approach to IT lifecycle management and systems engineering that encompasses requirements-driven development, end-to-end testing, readiness reviews, and validation by business units, Sailors, and the Fleet prior to operational fielding. PMW 240’s IT lifecycle management process is based on standardized practices and mechanisms spanning

Sea

War

rior P

rogr

am (P

MW

240

)

OV

ER

VIE

WL

AS

T U

PD

AT

E:

11

May

201

0

Se

a W

arri

or P

rog

ram

(P

MW

240

) O

verv

iew

4

systems engineering to disposal, yet accommodates differences in incremental requirements, scope, and scalability.

Over the past year, PMW 240 has put in place foundational enterprise-level IT management processes across the Sea Warrior Program portfolio:

Integrated Master Plan and Schedule that serve as an event-based plan consisting of a hierarchy of interrelated IT product events, deliverables, and criteria to implement capability improvements using an incremental approach

Standardized system engineering and an established acquisition baseline for the Navy Career Tools suite ashore and afloat (i.e., Navy eLearning, Career Management System/Interactive Detailing, Navy Knowledge Online, Electronic Training Jacket, and Navy Training Management and Planning System)

A rigorous testing program from software unit testing, application and system integration testing, to thorough operational assessments by the OPNAV N16 Fleet Introduction Team

A formal configuration management (CM) review/approval process commensurate with responsiveness and cost risk to better manage Engineering Change Proposals (ECPs) and System Change Requests (SCRs) for applications. Includes a Configuration Control Board (CCB) and automated CM software suite

Structured product release process that includes readiness reviews, a formal Release Review Board, and integrated Sailor-facing training and communication activities to support all impacted users and stakeholders.

In addition to instantiating IT best business practices, PMW 240 is contributing significant business and functional knowledge to collaborative enterprise-level IT transformation. For example, PMW 240 is playing a leadership role in:

Developing an enterprise data management and integration strategy, focusing on standardized information exchanges and development/implementation of Authoritative Data Stores (ADS)

Assessing technical, usability, and content/presentation requirements and risk mitigation strategies for potential evolution of Navy Knowledge Online (NKO) to a Navy Enterprise Portal and eventually to Defense Knowledge Online (DKO)

Advancing enterprise Customer Relationship Management (eCRM) via the GDSC-T in Norfolk, VA and eCRM shared data environment at NSWC Crane. These efforts consolidate trouble ticket data originated at SPAWAR, COMFISC, NAVSEA, and other Navy activities and enable improved business analysis of trouble ticket data, common routing/tracking, and trend visibility across maintenance, logistics, medical, MPTE, and warfighting

Prototyping a common representation of selected billet descriptions as part of planning for an Enterprise Training Management System (ETMS).

Sea

War

rior P

rogr

am (P

MW

240

)

OV

ER

VIE

WL

AS

T U

PD

AT

E:

11

May

201

0

Se

a W

arri

or P

rog

ram

(P

MW

240

) O

verv

iew

5

PMW 240: Better IT Management through Product Line Portfolios

The Sea Warrior Concept of Operations (CONOPS), dated 29 November 2007, is the foundational document in the Joint Capabilities Integration and Development System (JCIDS), which is DoD’s acquisition decision support process for transformation. The JCIDS Initial Capabilities Document (ICD) supports the CONOPS and begins to set the foundation for addressing a broader organizational span of MPTE business and IT alignment by focusing foremost in the area of Career Development and Management (see section “Spiral One” below for details). Together, the Sea Warrior CONOPS and ICD provide requirements for an evolutionary acquisition strategy that will consistently establish enterprise-level IT integration criteria and deliver incremental capability improvements to Sailors, the Fleet, and the Navy Enterprise.

To improve acquisition alignment, visibility, and execution toward ashore and afloat business IT integration, PMW 240 is instituting a portfolio management approach.

The MPTE enterprise application framework – currently transitioning from conceptual to operational – begins to establish an enterprise model for program alignment to the user-facing capabilities described in the Sea Warrior CONOPS and ICD. While each application may perform a specific function (e.g., processing Sailor applications during job requisition cycles), elements of each application directly influence the ability to close ICD-identified capability gaps (e.g., assessing skill gaps, delivering tailored training based on job/competency requirements, allowing interactive participation in career growth, etc.). In addition, the PMW 240 portfolio-based concept seeks to begin consolidating multiple decision-making layers and financial management processes around enterprise-level product lines composed of business IT projects, solutions, and assets (e.g., data) that support the Navy’s Total Force (see conceptual diagram on next page).

The Automated Information Systems (AISs) currently in the PMW 240 portfolio include selected systems and interfaces that are staged for a transformed way of doing business across MPTE. Staging enables IT products in incremental development to be delivered and proven out at a lower cost before transitioning to full-rate production and deployment, thereby conserving research and development (R&D) modernization funds.

Working with the MPTE CIO, PMW 240 is building an integrated technical foundation and application architecture to modernize AIS deployments afloat and ashore that align to business capabilities. Based on evolutionary acquisition practices, PMW 240 is delivering incremental IT improvements that are supportive of the evolving MPTE enterprise while sustaining legacy and feeder systems until they are retired or migrated in accordance with an enterprise-level IT transition plan. For example, the technical concept entails a shared application services model with security standards, Authoritative Data Stores (e.g., consolidating data sources such as the Navy Personnel Database (NPDB) and Navy Manpower Program and Budget System (NMPBS)), continuity of operations, migration to the Navy’s next-generation network backbone, and billet-based human resources management for distribution/order writing, training, and manpower management.

“Career Development and Management (CDM) capabilities … allow individuals to have more choice in their careers … and will create an environment in which people are more likely to be placed in positions that complement and build skills, which will lead to increased readiness and engagement.”

Initial Capabilities Document for Navy Workforce Career Development and Management

(18 December 2007)

6

Navy Career Tools

Career Management System/Interactive Detailing (CMS/ID)

Navy eLearning (NeL)

Electronic Training Jacket (ETJ)

Navy Training and Management Planning System(NTMPS)

Navy Knowledge Online (NKO)

Learning Management System (LMS)

Learning Content Management System (LCMS)

Afloat Integrated Learning Environment (AILE)

Navy Information Application Product Suite (NIAPS)

Total Force Manpower Management System (TFMMS)

Total Force Authorization and Requirements System (TFARS)

Navy Reserve Order Writing System (NROWS)

Navy Military Personnel Distribution System (NMPDS)

Enlisted Assignment Information System (EAIS)

Officer Assignment Information System (OAIS II)

Navy Training Reservation System (NTRS)

Navy Manpower Requirements System (NMRS)

Personalized Recruiting for Immediate and Delayed Enlistment (PRIDE)

Medical Readiness Reporting System (MRRS)

Personnel System (PERSYS)

Navy Enlisted System (NES)

Officer Personnel Information System (OPINS)

Navy Personnel Database (NPDB)

Organizational Prior Approval System (PS-OPAS)

NPCR

DEPT

Reserve Headquarters Support (RHS)

Inactive Manpower and Personnel Management Information System (IMAPMIS)

Reserve Integrated Management System/Financial Management (RIMS/FM)

Production Support/DISA

Navy Standard Integrated Personnel System (NSIPS)

Web Standardized Territory Evaluation and Analysis for Management (WebSTEAM)

Geo-Replicator Software Suite Framework (previously iOra)

Global Distance Support Center (GDSC)

ETMDS (eLearning replacement)

Applications aligned to integrated IT product lines and business capabilities.

IT Capabilities within the Sea Warrior Spiral One Release

Sea

War

rior P

rogr

am (P

MW

240

)

OV

ER

VIE

WL

AS

T U

PD

AT

E:

11

May

201

0

PM

W 2

40 O

verv

iew

7

Completed “Spiral One” Capabilities for Career Development and Management

A foundational IT capability release (Spiral One) of the Sea Warrior Program has put evolutionary acquisition for MPTE into practice. Sea Warrior Spiral One was completed on track to allow Active duty enlisted Sailors to personally submit job applications via the Internet starting June 2009. This release also bundled capabilities that support knowledge management, online learning, career planning, and personal development for both the Active and Reserve Components.

Following Spiral One, PMW 240 is continuing to deliver incremental improvements toward an integrated Navy Career Tools suite in the NIAPS/Distance Support (disconnected) and Internet (connected) environments while laying the technical and business process foundation to deliver ongoing modernized enterprise IT solutions.

Improvements for Sailors and the Fleet

The primary focus of Spiral One has been the web-based Career Management System/ Interactive Detailing (CMS/ID), the centerpiece application within the Navy Career Tools suite. Today, Active enlisted Sailors within their requisition detailing window can use CMS/ID to conduct a tailored job search of available Navy billets, view their professional file and duty preferences, and negotiate orders via the Internet). This new functionality has freed up more of the Command Career Counselor’s (CCC) time to advise junior Sailors on career development and to conduct important Career Development Boards. Additionally, Commanding Officers use CMS/ID (Internet) to review and comment on Sailor job applications in support of their command’s mission.

With CMS/ID, job “matches” can be based on skills, preferences, move cost, or policy. In addition, Sailors can view their professional and personal information including current assignment, perform-to-serve (PTS) status, security clearance status, duty and school histories, performance and evaluation history, and physical fitness assessment (PFA) results.

As part of Spiral One, an earlier release of CMS/ID achieved the goal of providing comparable functionality to Active and SELRES Sailors, thereby building initial automated bridges to support the Active-to-Reserve transition process. Ongoing operational assessments of CMS/ID are demonstrating a well-designed application toward enabling self-service Navy Career Tools for the Total Force.

Fundamental to the career success of every junior Sailor is active leadership engagement from his or her Command Master Chief and Command Career Counselor. CMS/ID does not replace these critical roles but rather complements them by providing career advisors with access to timely and transparent job opportunity information to help chart a junior Sailor’s professional path of education and advancement. Additionally, CMS/ID is an important step toward enabling the Navy to achieve FIT by using automated "gates" and "flags" that will help ensure the right Sailor – having the right training and skills – is placed in the right billet.

Sea

War

rior P

rogr

am (P

MW

240

)

OV

ER

VIE

WL

AS

T U

PD

AT

E:

11

May

201

0

PM

W 2

40 O

verv

iew

8

Improvements in Delivering Integrated IT Capabilities

From a business transformation perspective, Sea Warrior Spiral One has been a priority delivery that has helped to advance integrated career management solutions while sustaining Navy-wide, mission-critical personnel and professional development.

Spiral One was an important step in maturing PMW 240’s systematic product development and fielding process, which emphasizes extensive quality control and user acceptance testing. For example, as part of Spiral One CMS/ID underwent a rigorous testing program that involved operational assessment activities being jointly supported by PMW 240, OPNAV N16 FIT, NPC, COMNAVSURFOR, COMNAVAIRFOR, COMNAVRESFOR, and NAVSEA.

The Way Ahead

As the Navy enterprise evolves from stovepiped, legacy personnel management constructs to a more contemporary Continuum of Service model, PMW 240 and its stakeholder recognize that technology is a critical partner in the process. To that end, we have implemented a systematic and sustainable methodology for IT lifecycle management and established proactive, collaborative relationships with stakeholders in leading application and data integration efforts and driving down operating costs. We are focused on optimizing IT investment by effectively managing the dynamic ashore and afloat business IT requirements through proven technologies, best practices, and a modular contracting approach.

Finally, our team of dedicated individuals is working toward common and measurable outcome goals, the core of which is to make life better for our Sailors and enable improved FIT for the Navy.

For more information contact:Sea Warrior Program (PMW 240)Public Affairs OfficerMCCS Maria Escamillamaria.escamilla@navy.mil(817) 782-1753DSN 739-1753