| SUMMARY RGS
planned and implemented the rationalization and portfolio management
process for the Navy's Logistics & Readiness community.
Coordination has included the development and implementation of a
Business Case Analysis process, a Migration Planning process, and an IT
Governance process that will manage IT investment decisions across the
Logistics & Readiness community.
THE BUSINESS CHALLENGE
In 1999, the Department of the Navy awarded a contract to implement
the Navy-Marine Corps Intranet (NMCI): a consolidated, managed-service
IT network with more than 360,000 users across North America. By 2001,
NMCI had reported nearly 100,000 software applications running on Navy
legacy networks, approximately 25,000 of which were Logistics &
Readiness legacy systems. Reducing these applications became vital to
the success of NMCI. To address this problem, the Secretary of the Navy
issued a memorandum creating 23 Functional Area Managers (FAMs) within
the Navy such as logistics, readiness, finance, and personnel. The FAMs
were charged with effectively reducing the Navy's legacy systems and
applications by 95% in one year and then implementing a sustainable
ongoing portfolio management process Navy-wide.
HOW RGS HELPED
Using RGS' Integrated Change Management (ICM) methodologies, RGS was
the change management facilitator who helped the Navy's Logistics &
Readiness community develop its governance structure, including all
organizations involved in the application rationalization effort,
functional and sub-functional area managers, data managers, systems
command representatives, the Navy's IT program office, and Navy senior
leadership. RGS also established and executed effective communication
mechanisms across the entire organization including collaborative
intranets, regular meetings of senior leadership, and participant
surveys. In addition, RGS led the development of specific tools to help
communicate and standardize business case analyses (BCA), Migration
Planning and IT Governance processes across the Navy Logistics
community. The BCA, Migration Planning and IT Governance processes
enabled a rigorous, accurate, consistent and repeatable solution to
facilitate application reduction. RGS' BCA, Migration Planning and IT
Governance processes achieved several successes:
- Highly detailed, but user-friendly analytical tools and guidance
- Approved documentation after every step of the process to support the final application rationalization decisions
- An executable migration plan to ensure implementation of the rationalization decisions
- An IT Governance process to evaluate, select and manage IT investments
The completed products were distributed initially to the Logistics
& Readiness community, and subsequently shared and implemented
Navy-wide.
BENEFITS DELIVERED
RGS has worked closely with the Navy to develop and implement a
strategy for change that links the Portfolio Management process to
specific changes in business practices, applied technology, and human
capital. Specific outputs include:
- BCA Planning Guide
- Migration Planning Guide
- IT Governance Structure
- Training on tools and processes for key stakeholders within the Logistics community.
- Developing practical and meaningful performance metrics to encourage participation from key stakeholders.
The result of RGS' efforts has been a reduction of Logistics &
Readiness legacy systems from 15,003 to 2,759 over a 2-year period.
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