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NASA's Wallops Flight Facility in Virginia National Aeronautics and Space Administration NASA’s “Big Bang” Service Delivery Transformation: Shared Services in the Cloud Paul Rydeen NASA Shared Services Center (NSSC) Enterprise Service Center (ESC) Program Manager Agenda • National Aeronautics and Space Administration (NASA) Overview • NASA Shared Services Center (NSSC) Overview • Where We Are Today • The Migration To The Cloud • Top Takeaways NASA Vision • We reach for new heights and reveal the unknown for the benefit of humankind NASA Mission Statement • Drive advances in science, technology, aeronautics and space exploration to enhance knowledge, education, innovation, economic vitality and stewardship of Earth NASA Centers The National Aeronautics and Space Administration (NASA) • 17,605 Civil Service employees and 28,693 contractors at or near 10 Field Centers and NASA Headquarters • Four Mission Directorates: – Aeronautics Research Mission Directorate – Human Exploration & Operations Mission Directorate – Science Mission Directorate – Space Technology Mission Directorate • NASA’s FY17 budget is $19.0 billion What is the NASA Shared Services Center (NSSC)? • A business model for delivering support services • Provides high-quality service and achieves cost savings for NASA • Opened for service in March 2006 Why Shared Services for NASA? • Reduces resources expended for support • Provides better quality, more timely services at lower cost • Improves data integrity, consistency, and accountability • Standardizes core business processes • Facilitates process re-engineering and automation • Leverages consolidated spending with vendors to negotiate better terms and prices • Promotes strategic management of NASA resources NSSC Vision Unparalleled Service NSSC Mission To provide timely, accurate, high-quality, cost-effective and customer-focused support for selected NASA business and technical services. Financial NSSC Procurement Agency Business Management Human Resources Services Enterprise Services Divisions Services Support Services • Grants Awards & • Accounts Payable • Benefits & Retirement • Customer • Budgeting Admin. • Accounts • Personnel Action Contact Center and Resource Processing Consolidated Receivable Enterprise Management • • eOPF • Contract • Employee Travel • Training Service Desk Management Expense Report • In-Processing • Document • Enterprise Payments • Leave Imaging and License (Foreign, • Information Materials Processing Management Domestic, and • Classification Appeals • NCCIPS • HR surveys Support of ETDY) (Robotic • • SES • Agency I3P • Employee • Drug Testing Processing Contracts Relocation • Financial Disclosures Automation) • SBIR/STTR Services • Payroll Contracts Awards • (ETDY Transition) • Awards & Admin. • Employee Notices NSSC Services • Work for NASA Simplified • • Unemployment Acquisitions Compensation Threshold (SAT) • Federal Employees’ • P-Card Workers Compensation • Suitability Adjudication for Civil Servant New Hires • (Classifications) Decision and Implementation Problem Statement: • Current environment dependent on a solution that was approaching EOL • The market offered new alternatives for cloud products (SaaS) not previously available • Need to upgrade w/ no disruption of service • Need to consider TCO, risk, and benefits while encouraging innovation High-Level Planning Business case requirements begun and design 2015 2017 2012 Early 2016 2014 deployment of and beyond Service Catalog 2011 2013 Development Early deployment of CSI & Need for Go-Live! upgrade Asset Mgmt. & invoice Stabilization & new business Initial reconciliation tool identified ServiceNow discovery enhancements, pilot sessions Perf. Analytics Where We Are Today • 2500 “fulfiller” users (Software-as-a-Service [SaaS] subscribers) • 45,000 potential self-service users + members of the public • 70,000 active IT assets being managed in the system • 600,000 contacts per year • 350,000 incident tickets • 130,000 cases (HR / PR / FM) • 120,000 catalog requests Organizational / Business Approach • Adopted Agile / Scrum methodology to facilitate this massive undertaking • Used ServiceNow’s Software Development Lifecycle (SDLC) application to keep teams organized and on track • Application was quickly tailored to meet NASA’s specific needs for this project • Needed external help to complete project • ServiceNow technical consultants • Additional testers • Agile / Scrum coach Lesson Learned: Use Agile / Scrum for quick wins through iterative development. Also eases change management (training happens faster because users are hands-on earlier.) Training • Existing staff needed training to be successful • Agile / Scrum methodology • ServiceNow out-of-the-box (OOTB) functionality • Technical Team needed additional training • ServiceNow system administration • Scripting in ServiceNow Lesson Learned: Start educating your entire organization before you start anything. Hold familiarization training and OOTB lab sessions, especially for LOB SMEs who will have to help train and write requirements. Laying the IT Service Management (ITSM) Foundation • Successful project go-live would be for naught without strong IT service support once we were in production • A functioning ITSM suite was critical to post-deployment operations • Robust web services integrations with third-party contractor systems were also required for hand-offs to L2 Laying the IT Service Management (ITSM) Foundation (cont.) • Call Tickets • These are “quick tickets” for intake & triage at Tier 1 • Integrated with Tier 0 & email to leverage automation • Integrated with Incident Mgmt. & Case Mgmt. applications for handoff to Tier 2/3 when needed • IT issues are transferred to Incident Management • Good foundation for routing & tracking issues • Tier 2 = NSSC or external Service Providers (Tier 2 tasked within our system or via Web Services Integrations) • Tier 3 = NSSC Civil Servants or external suppliers Laying the IT Service Management (ITSM) Foundation (cont.) • Administrative issues are transferred to Case Mgmt. • Extended the OOTB HR Case Mgmt. application to all LOB’s (HR / PR / FM / Support Operations) • L2 = NSSC Service Providers • L3 = NSSC Civil Servants • Service Catalog • Built well-defined entry points at ESD Tier 0 for ~250 IT services • NASA users cannot call ESD to request these items (self-serve only) • Implemented data-driven routing to approvers and fulfillers • Created functionality for automatic schedule-driven catalog requests • Created web services integrations with third-party vendors • Expanded to non-IT service areas after go-live (HR / PR / FM) Tier 0 Self-Service Portal • Created a next-generation self-service portal using ServiceNow Content Mgmt. System (CMS) • Portal focuses on making information and actions easy to find and use • Utilized Twitter Bootstrap to implement a responsive design that provides intuitive navigation across device types • Site allows users to search knowledge, reset passwords, access quick links, submit and view tickets, view assets assigned to them, leave feedback, and access our custom notifications tool • Work is in progress to migrate from the CMS into a true service portal Lesson Learned: Adopt a constant message: This will not look like X (insert your legacy system here)! Top Takeaways • Select a single-platform tool with fully integrated modules and reporting • Start educating your entire organization before you start anything • Use project team members who are knowledgeable with your selected system and with your business processes • Use Agile / Scrum for quick wins through iterative development; and • Adopt a constant message: “This will not look like the legacy system.” Thank You Paul Rydeen ESD Service Office Manager NASA Shared Services Center https://www.nssc.nasa.gov/ [email protected] Photos are all available via NASA Image of the Day: Slide 1: Expedition 46 flight engineer Tim Peake of the European Space Agency (ESA) shared this stunning nighttime photograph with his social media followers on Jan. 25, 2016, writing, "Beautiful night pass over Italy, Alps and Mediterranean." Space Station Flyover of the Mediterranean Slide 2: For the first time in almost 40 years, a NASA human-rated rocket has completed all steps needed to clear a critical design review (CDR). The agency’s Space Launch System (SLS) is the first vehicle designed to meet the challenges of the journey to Mars and the first exploration class rocket since the Saturn V. NASA’s Space Launch System Design ‘Right on Track’ for Journey to Mars Slide 3: A composite of seven images shows the full moon at perigee, or supermoon, during a total lunar eclipse on Sunday, Sept. 27, 2015, in Denver. The combination of a supermoon and total lunar eclipse last occurred in 1982 and will not happen again until 2033. Slide 4: Sunrise from the International Space Station: NASA astronaut Reid Wiseman posted this image of a sunrise, captured from the International Space Station, to social media on Oct. 29, 2014. Wiseman wrote, "Not every day is easy. Yesterday was a tough one.“ Wiseman was referring to the loss on Oct. 28 of the Orbital Sciences Corporation Antares rocket and Cygnus spacecraft, moments after launch at NASA's Wallops Flight Facility in Virginia. The Cygnus spacecraft was filled with about 5,000 pounds of supplies slated for the International Space Station, including science experiments, experiment hardware, spare parts, and crew provisions. The station crew is in no danger of running out of food or other critical supplies. Slide 5: This self-portrait of NASA's Curiosity Mars rover
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