Engineering, System Engineering, and Process Engineering Support (FA 3.2)
JPI’s team member, Deloitte, has provided end-to-end support to Space and Naval Warfare Systems Command for the Navy Enterprise Resource Planning Program that has encompassed leading the design, development, testing, implementation, and support of the financial solution. Deloitte provided services to the Navy ERP Program starting from requirements gathering, to providing technical analysis of the possible solutions, to designing and deploying the solution, and sustainment. Deloitte employed processes and methodologies to select the appropriate SAP compatible applications and its supporting hardware. Deloitte has also provided development and programming support to both system modifications and upgrades. This has involved extensive planning, designing, coding, testing, and integration with the 53 systems that interface with this Commercial Off-The-Shelf (COTS) solution. In the early phases of this program, Deloitte assisted the Government in its choice to use the SAP solution, which has the benefit of requiring less effort and cost to upgrade as well as less effort and cost to patch and maintain. Deloitte uses ITIL, ChaRM, ASAP, and CMMI methodologies. Deloitte performed this work.
System Design Documentation and Technical Data Support (FA 3.5)
Deloitte provided end-to-end services to the Navy ERP Program starting from requirements gathering, to providing technical analysis of the possible solutions, to designing and deploying the solution, and sustainment. Deloitte created a software design specification to establish a common baseline for business processes and functionality to be delivery by ERP and to capture the functional requirements which are composed of SAP ECC 5.0 and over 70+ supporting SAP software and tools (e.g., Microsoft SharePoint, Dimensions, Mercury Quality Center, etc.). During the requirements gathering process, Deloitte worked to fill in the gaps in business processes and to coordinate changes based on organizational structure shifts, which were especially significant within the maintenance community. Deloitte worked closely with the system owners to create the design documentation for the system interfaces for both inbound and outbound information processing. These are defined in 112 interface Functional Design Specifications (FDS). FDS’s are further decomposed into 536 individual Information Exchange Requirements (IER) that are documented in the Navy ERP Architecture, System View (SV-6). Deloitte developed and currently manages the data structures for all 230 system interfaces and master data components used by the Navy ERP. Deloitte also currently manages the production environment using SAP NetWeaver, which is an integrated technology computing platform that SAP markets as a SOA.
The system utilizes the IBM WebSphere Enterprise Service Bus, which, as an approved SAP vendor, has built-in connections between the two products. There is a signed Interface Control Agreement (ICA) between the Navy ERP and each of the systems that define requirements and other information. This allows for data to be exchanged and provides a required format, as well as any special information assurance requirements, points of contact, and testing support requirements. Deloitte works with the owners of these systems (e.g., the DON commands, the other Services, and the DLA) to execute the ICA and manages the relationships should any issues arise. Deloitte performed this work.
Software Engineering, Development, Programming, and Network Support (FA 3.6)
JPI developed the Recovery Act High Performance Green Building (HPGB) Database Online (RAHD Online), a web-based tool for collecting, consolidating, and reviewing HPGB project information and documents containing that information in a secure and accessible manner. By serving as a centralized data-collection tool for a project’s sustainability information, RAHD Online allows our US General Services Administration (GSA) client to deliver projects on schedule, on budget, and on green. RAHD Online simplifies the access to HPGB project information for a wide group of stakeholders including GSA Project Managers, Regional Recovery Executives, Zone Executives, and the Recovery PMO. The system contains a JPI developed built-in workflow logic which allows project information records to be submitted through different stages of review, while also generating emails to alert each review tier that the record has been submitted for Minimum Performance Criteria (MPC) Compliance Reviews; additionally, RAHD Online tracks all workflow moves and changes to MPC statuses, allowing for a fully paperless review and auditing process. JPI performed this work.
Configuration Management (CM) Support (FA 3.10)
The JPI Team provides configuration management support to GSA’s American Recovery and Reinvestment Act (ARRA) service center. JPI, hosts the service center to support internal and external customers of the ARRA PMO. Under this task, JPI develops and maintains configuration documentation in conjunction with the PMO. Through the service center, JPI addresses questions and maintains tracking for all requests received. Those questions or requests are deposited in a knowledge base that allows for a quick response to already answered questions. They are also aligned to configuration documentation to provide the ARRA PMO with an overall configuration baseline or configuration management database (CMDB). All of these activities are supported in JPI’s ePMO tool suite. The use of ePMO as a configuration repository allows for rapid and easy design of reports and also streamlines the consolidation of data from disparate financial and inventory systems. JPI performed this work.
Information System (IS) Development, Information Assurance (IA), and Information Technology (IT) Support (FA 3.12)
JPI’s Suite of Planning Tools project has taken project management tools such as the Project Management Plan (PMP), Project Definition Rating Index (PDRI), Acquisition Plans, Charter, and Prospectus Builder and moved them from the Domino platform to the GSA instance of Salesforce.com. JPI utilized a five person development team of which members are fully certified in both Lotus Notes / Domino and Salesforce to ensure the transition was technically sound and quick. Much of the quantitative data in the Suite of Planning Tools originated in other PBS enterprise systems (e.g., Oracle and SQL Server) and was pulled on a nightly and weekly basis. JPI provided support of the Suite of Planning Tools Help Desk and Issue Tracking Center and integrated the Help Desk tracking system with system online help updates.
Under various task orders issued to JPI, numerous web-based tools and enhancements were developed for the Project Information Portal (PIP) and Suite of Planning Tools projects, including:
- TBRR / OBRR builds to support development;
- Continual development and integration with Oracle-based GSA systems, including Capital Projects and the Financial Management Information System (FMIS);
- J2EE applications for all reporting and navigation for the PIP, which allowed for more user access and faster complex reporting;
- J2EE-based EVM graphical toolset;
- All data tables and transfer methods for the PIP and the Suite of Planning Tools to Business Intelligence (BI) delivery;
- A LEED scorecard for building projects; LEED tracking and compliance reports; a customer facing Versatile Internet Platform (VIP) site that allows individual registration and subscription to updates; and
- Full user registration, re-registration, and help desk services.
JPI performed this work.
Interoperability, Test and Evaluation, and Trials Support (FA 3.14)
JPI has proven test and evaluation processes. JPI structures test cycles to be iterative so that test planning and observation can adapt to changes brought up in initial testing stages. It is expected that as observation and testing of the system components begins, new scenarios and risks will be identified. For various software releases, JPI’s test team has successfully planned testing cycles, executed tests, and given accurate test summary reports for successful deployment to Production. JPI always certifies each testing activity of every release before closing out the testing process.
For instance, the GSA PBS Project Information Portal (PIP) underwent a transformative development cycle to integrate with a new GSA PBS enterprise project tracking system. JPI’s testing team was involved from the beginning stages to help the entire development team plan for potential risks, identify testing scenarios and use cases, and estimate testing duration and resources. Throughout the resulting design, development, and testing cycles, the JPI Test Manager observed daily feedback and weekly summaries as test cases were executed and provided overviews to the Development Lead and Project Manager so high risk considerations could be dealt with quickly and efficiently. The JPI Test Manager ensured all bug reports were resolved – either fixed, workaround provided, or designation that the report was non-critical. Thus, all activities were finally certified in the Test Summary Report provided to the GSA PBS OCIO. JPI performed this work.
Logistics Support (FA 3.16)
JPI has provided logistics support services through its work on transformation efforts, such as the stand-up of the Deputy Commandant for Mission Support (DCMS) organization and completion of the USCG Logistics Transformation effort. JPI’s staff stood-up the five USCG Logistics and Service Centers (LC/SC) throughout the DCMS. Each LC/SC had unique functions and responsibilities; therefore, JPI established an Integrated Master Schedule (IMS) to monitor project milestones, action items, issues, and risks for each LC/SC. JPI provided logistics support services for the Small Boat Pilot as well as scaled and refined the transformation process to modernize 785 USCG boats, 320 USCG units, the 8,000+ personnel assigned to those units. JPI created the buy list of infrastructure required for unit transformation and helped to establish the Independent Government Cost Estimates (IGCE) and the Statements of Work (SOW) for Acquisition Personnel to purchase and distribute $2M of materials throughout USCG. JPI developed and reported project metrics and milestones, which tracked the Small Boat transformation from conception to completion. JPI has also provided logistics support services in supporting the Logistics Transformation Program Integration Office (LTPIO) by overseeing efforts to modernize and integrate the USCG’s logistics footprint. In addition, JPI has supported the stand-up of the DHS Logistics Integration Office (LIO) with the vision of achieving an integrated Logistics capability to support operational requirements. JPI performed this work.
Training Support (FA 3.18)
JPI’s training support centers on the following steps: stakeholder needs assessment; training strategies and methods; and program assessment measures. Those steps provide strategies to assess existing training programs and identify user's’ current proficiency levels, training preferences, successes, and challenges when using the system; identify metrics for measuring the training initiative’s impact; and ensure training initiatives are coordinated and targeted for the most pressing needs. Instructors then conduct training according to dates, times, and locations agreed upon with the Government. In addition to developing and delivering classroom training and information sessions, JPI also provides onsite project support, online help, customized job aids, and quick reference guides for users of each training session, as required. As ongoing training support to the USCG’s C4IT Service Center, JPI is currently developing Lean Six Sigma Green Belt and Executive Sponsor courseware using an Instructional Systems Design (ISD) process and corresponding artifact build out. To date, JPI has delivered the Needs Analysis and Learning Objectives documentation and is currently developing the instructional courseware (which will be delivered in August of 2012). Following the completion of the courseware, a Training Implementation Plan to include when the courses will be piloted, will be delivered. The final deliverable of the process JPI is following will be the Evaluation Plan, which will outline how JPI will review and evaluate each training phase, perform evaluations (external) and refine the courseware to improve it. Once completed, this training curriculum will be made available to over 3,000 C4IT professionals within the USCG. JPI performed this work.
Program Support (FA 3.20)
JPI’s proven Project Rigor approach, described in more detail in the following Management Approach section, provides a low-risk, highly efficient, and cost-effective solution to meet SeaPort-e’s needs. JPI actively monitors project status using this methodology and facilitates regular meeting management and planning sessions to evaluate performance, revise the work plan, and assess whether the program is achieving its objectives. JPI uses this Project Rigor approach for all its client project management and Project Management Office (PMO) initiatives and tailors it appropriately for each Federal client. JPI has supported over 15 PMO efforts, from USCG Command, Control, Communications, Computers, Intelligence, Surveillance, and Reconnaissance (C4ISR) projects to the DHS Chief Financial Officer (CFO) budget processes.
Using our repeatable processes, JPI has supported the development and facilitation of 50 USCG MSPAIT offsites. All offsites were summarized in meeting minutes and actions were incorporated into the Rigor process and followed up on to completion. A post MSPAIT case study noted that the Rigor process was “effective in keeping participants informed, tracking progress against stated milestones, and identifying new risks as they arise.” After JPI facilitated 12 CSD management working sessions, it was noted in a USCG C4IT Service Center Centralized Service Desk (CSD) Implementation White Paper that JPI’s Rigor process “allowed the CSD Implementation team to maintain repeatable project management activities, including project plan development and management, active oversight of project status within the team, tracking the production of key deliverables and artifacts, and providing regular task updates on the FLAG / SES level.” JPI performed this work.
Clerical and Administrative Support (FA 3.21)
JPI’s has experience providing clerical and administrative support services to the USCG (HQ and Service Center levels). For meetings, JPI captures, summarizes, and disseminates meeting decisions and minutes; updates project plans; captures key action items and issues; and follows up with the clients. Each analyst documents attendees, captures discussions, identifies actions and decisions in meeting minutes, assigns timeline for follow-on actions, disseminates documentation and actions to participants, and incorporates actions into the project plan.
In addition, JPI is accomplished in document preparation and dissemination. JPI prepares and updates project plans and documentation. JPI also reviews and drafts documents, reports, reference material, and other project documentation through technical writing and editorial support services, as required, to include formatting, proofing, editing, and copying. JPI uses a tiered approach of resources, including technical editors, proofreaders, Subject Matter Experts (SME), and writing documentation experts within its clerical and administrative support areas to produce top quality documentation on every project. All materials are captured in the Rigor report and published on the project’s document management system. JPI performed this work.
Public Affairs and Multimedia Support (FA 3.22)
JPI’s communications and public affairs personnel specialize in assessing a communications environment; understanding the client’s needs; and developing solutions in various areas, including change management, program development, employee communications, public relations, reputation management, and issues monitoring. JPI’s approach is to learn the client’s business, allowing the team to create campaigns that work to resolve communication issues before they arise.
JPI also has experience building and managing communications strategies that align with the project delivery goals and expectations. JPI uses communication tactics to enhance project awareness by targeting leadership and stakeholder expectations in constant and reiterative ways. This allows JPI to identify messaging and tailor communications programs in ways to benefit the client by achieving desired results, raising overall awareness, and/or affecting the bottom line.
Strategically, JPI institutes a communications approach that works to address the big picture and assess the best campaigns to deliver results. To shape strategic plans into actionable efforts, JPI employs tactical methodologies including issues research, situational and environmental evaluation, stakeholder analysis, document creation, marketing collateral, and communications materials for all levels of leadership. This methodology has been applied during the USCG’s Centralized Service Desk (CSD) implementation effort and at the Coast Guard’s Office of C4 & Sensors Capabilities (CG-761) and Director of the Mission Support Integration Office (DCMS-5) levels as part of ongoing public affairs and communications support to those organizations. JPI performed this work.
JPI SEAPORT-E Point of Contact:
Please direct any questions about JPI's SEAPORT-E program to Mr. Jon Steen at 703-867-6081 or email@example.com or JPI Contracts at 540-443-9240 or firstname.lastname@example.org.