| SUMMARY In
an effort to standardize local area networks on all U.S. Naval vessels,
the Deputy Chief of Naval Operations for Warfare Requirements and
Programs (OPNAV N6/7), partnered with RGS to establish CENTRIXS
(Combined Enterprise Regional Information Exchange System) as a program
of record and to plan, program and budget for all ships to have an
Integrated Shipboard local and wide area network as apart of its
standard C4I infrastructure and architecture.
THE BUSINESS CHALLENGE
The Integrated Shipboard Network System (ISNS), also known as Afloat
Networks, is a high priority program of the Secretary of the Navy
requiring deploying ships to be outfitted and/or back fitted with a
local and wide area network, to enable the Navy to maintain it's
competitive advantage in the battle over C4ISR (Command, Control,
Communications, Computers, Intelligence, Surveillance, Reconnaissance)
and Space Warfare.
The challenge, in this constrained budgetary environment, was to
effectively provide fleet-wide mission capability on a budget
significantly less than what the project initially projected.
HOW RGS HELPED
To accomplish this daunting task, the responsible Navy Program
Office (OPNAV N61C4) engaged RGS to provide end-to-end programmatic and
technical support in which our team laid out a detailed strategy to
thoroughly evaluate multiple planning alternatives, develop budget and
resource allocation models and submit the Program Objective Memorandum
(POM) to the Office of the Secretary of Defense.
Our team assisted the Integrated Shipboard Network Requirements
Officer sort through a complex collection of technical and political
issues in order to identify and assess ISNS hardware and software
systems and performed a cost-benefit analysis of each.
Then, using Industry and Government best practices, RGS conducted a
rationalization of potential IT solutions and investments being
considered by Chief of Naval Operations staff. By rationalizing the
Navy's communications infrastructure, RGS helped save millions
annually, while laying the groundwork for future savings through
recurring cost reductions each year. This cost savings was accomplished
by documenting capabilities assessments as needed during the budget
cycle, conducting background research, reviewing, validating and
documenting the end-to-end needs assessments for Afloat Networks and
converting those needs to unit level program dollars and fielding plans
during the Planning, Programming, Budgeting, and Execution (PPBE)
process.
Next, we provided detailed cost models and spending plans (based on
data collected from Fleet Operational Forces for N6 budget submittals
and Program Reviews), to support evaluating viable fielding
alternatives within specified operational constraints.
Finally, RGS provided the process, tools, and alternatives to solve
complex "what if" budget drills while maintaining a firm threshold on
capability requirements. We provided analysis of different fielding
options to meet mission requirements and mapped those fielding options
against budget constraints and mission capabilities to ensure that the
Navy could achieve the objectives within the funding allocated.
BENEFITS DELIVERED
RGS added "best value" to many facets of this project. The RGS team
developed an innovative database to allow for analysis of multiple
scenarios simultaneously during the programming phase. We assisted our
client in establishing the much needed coalition network as a program
of record starting in fiscal year 2006. RGS also played a key role in
the successful project implementation of the Integrated Shipboard
Network modernization plan which was completed on time and within
budget. Notable benefits to the Navy include the creation of a reusable
"roadmap" enabling what-if scenarios to be quickly and efficiently
answered. The Navy now has institutionalized the learning curve by
creating a knowledge library of Afloat Network documents, meeting
minutes, action items, results, and progress over the last five years,
and created efficiencies and collaboration amongst other programs by
identifying and documenting other functional areas with which ISNS and
CENTRIXS systems interact and affect. Finally, RGS established a
fielding plan and coordination schedule based on related systems
availability, to enhance the POM submittal process by establishing a
step-by-step work process flow design, and creating an entry point for
documenting and understanding ISNS issues and alternatives.
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