50% OF INCREMENT 1, WAVE 2

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1 FEBRUARY 2017 ISSUE 10 G C S S - A R M Y 50% OF INCREMENT 1 WHAT WE DO? FIELDING& T R A I N I N G STATUS YEAR IN REVIEW 2016 PHOTOS OF 2016 PG.1 PG3 PG.4 PG.5 PG.6 Our Vision: Continuously improving the capability of our soldiers war fighting superiority by dominating through supply chain over match Global Combat Support System-Army 50% OF INCREMENT 1, WAVE 2 FULL SYSTEM DEPLOYMENT By Jim McDonough, Program Management Division, PMO GCSS-Army On 4 November 2016, the Global Combat Support System-Army (GCSS-Army) reached a major milestone in the full system deployment of Increment 1 by surpassing the 50% completion mark for Wave 2. The Product Manager for GCSS-Army divided the system deployment for Increment 1 into two waves in order to reduce risk and turbulence on the Army units receiving the solution. Wave 1, which replaced the Standard Army Retail Supply System (SARSS), the Single Stock Fund/Middleware (SSF/MW) and the Funds Control Module (FCM), completed fielding in November Wave 2 replaces the Property Book Unit Supply Enhanced PBUSE and the Standard Maintenance System Enhanced (SAMS E). Full deployment for Wave 2 began in August 2015 and is scheduled for 100% completion in November The Wave 1 solution involved approximately 14,000 users throughout all Army components, while Wave 2 users number approximately ten times that many or 140,000 users. Lessons learned from the Wave 1 deployment helped the GCSS-Army Deployment Team implement Wave 2 efficiently and effectively. With the completion of Wave 2 system deployment in November 2017, GCSS-Army Increment 1 will have moved the Army closer to its goals of achieving total asset visibility and reducing the logistics footprint. To mark and celebrate this important milestone, the PdM GCSS-Army held a ceremony and lunch at Challen Hall, Fort Lee, Virginia on 4 November 2016 that included Soldiers from the 244th Quartermaster Battalion, members of the Combined Arms Support Command (CASCOM), the System Integrator for GCSS-Army and members of the GCSS-Army team. LTC Hayward, the PdM GCSS-Army, spoke to the audience about the significance of the GCSS-Army deployment to the Army s combat readiness and sustainment efficiency. Mr. Harold Whittington from the CASCOM staff and Mr. Billy McCain from the PdM GCSS-Army staff also made remarks, stressing the teamwork that has gone into the successful development, test and evaluation, deployment and sustainment of GCSS-Army. Following the ceremony, the PdM GCSS-Army hosted a pizza lunch for all attendees. Approximately 100 people attended. 1

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3 DO? WHAT WE TECHNICAL MANAGEMENT DIVISION- SYSTEM ARCHITECTURE and documenting the details to accomplish the goal. Operational views are the foundation - that is where requirements or capabilities are defined. System views, on the other hand, document how the system will complete the tasks you defined in the operational views. A lot of programs do architecture just to check the block because it is mandated that programs over a certain budget are required to have architecture. The GCSS-Army program has a very robust, integrated architecture -- meaning all the various views relate and connect to each other -- that we actually use. I could cite some regulations and throw out words like SV, TV, and OV, but that would bore you and architecture is much more than that. By Beverly Whitmore, Technical Management Division, PMO GCSS-Army When I was approached about writing an article about Technical Management Division (TMD), I thought Sure, how hard can it be? It s where I work! What I discovered is that while I know most of the people in the organization chart, the sections they are assigned to, and I even know a little about what they do to help GCSS-Army succeed, there is a lot going on that I have no idea about! I m sure this is true for every division in this program and each section is responsible for so much more than a short paragraph can cover. Almost daily, in casual conversation, someone will ask, What does that person do anyway? TMD is comprised of a number of distinct yet inter-related teams, including Test Management, Configuration Control, System Architecture, Interface Management, DFPS/MTOE Sustainment, Audit Readiness, and Contract Support. I ll stick with the area that I am most comfortable talking about and probably, one of the areas that perplexes people the most: Architecture! Have your eyes glazed over yet? Have you ever built a house, or a swing set, or even put together furniture from IKEA without a set of plans or instructions? You can learn the hard way that if you don t follow the steps, the outcome may not be what you planned. It s the same with an information system. First there is a gap, from that requirements or capabilities are defined, then you have a concept. System architecture is the process of developing a plan All of the program s capabilities (requirements), business processes, interfaces, information exchanges, data elements, RICEFW objects, T-codes, even the units and types of users for the system are documented in the GCSS-Army architecture. What do we do with all this information? Besides checking the block, We use it to answer questions from agencies about what GCSS-Army does or doesn t do, what type of data the system requires from other systems, what we provide to other systems, and what roles users need to do their jobs or perform a particular T-code. Architecture also helps the government enforce that the system integrator (SI) maintains and updates the functional and technical documentation whenever changes are made to the system. Probably the biggest consumer of the GCSS-Army architecture is the Test Team. Anytime there is a change to the system due to a change request (CR) or help desk ticket (HDT), the objects or code affected has to be identified. One way the test team uses the architecture is to determine what other processes could be affected by the change. The team can then create regression tests to ensure that when a fix or change goes into production, it does not have an unintended ripple effect or cause new problems. The SV-10c models provide processes that can be linked together to create a full end to end process to ensure that the complete process works, not just the task. Critical paths are created identifying the most probable or vital path that a user would use to accomplish their job. These critical paths are used 3

4 as the outline for more comprehensive test script creation. Trading partner interface data is also maintained in the architecture. The actual information (data) being passed between systems includes how often the interface runs, how the data is passed, how many records are exchanged, how large the records are, the accuracy of the data. There is too much to mention here, and it is all in the architecture. Also, in order to obtain and keep the system s interoperability certifications, both Joint and inter-army, and retain the Authorization to Operate (ATO), external agencies, such as Joint Interoperability Test Command (JITC) and Chief Information Officer/G6 (CIO G6), review the architecture products to understand how the system is expected to perform and system data logs are examined to ensure that GCSS-Army is accomplishing the mission in accordance with the architecture documentation. We currently have about 532 models with over 3,600 unique system functions. Add all that together with the hundreds of attributes defining every aspect of the models, and let s just say the page count is staggering. Thank goodness we don t have to print it all out on paper! FIELDING UPDATES Wave 1 (SARSS, SSF/MW and FCM replacement): % Complete Wave 2 (PBUSE and SAMS-E replacement): -- 56% Complete -- Fielding Group 21 entered Blackout phase on 12 January PdM GCSS-Army is collecting lessons learned from all fielding groups -- Fielding Group 22 entered Blackout phase on 9 February 2017 OMING UPC WAVE 2 EVENTS: -- FG 22 is in the D minus 30 window -- FG 23 is in the D minus 60 window -- FG 24 is in the D minus 120 window Fielding Group 18 Property Value: $ 7,199,311,567 Total Converted to Date: ~$173,067,105,387 UPCOMING E V E N T S 8 FEB -ADVANCE PARTY MOVE TO FELDMAN HALL 16FEB -MAIN PARTY MOVE TO FELDMAN HALL 4

5 YEAR IN REVIEW FEB FEldman hall renovation starts FG10 completed apr change of charter FG12 completed jun cpt rieser s msm on departure FG14 completed aug change of charter FG16 completed oct rebranding motto contest FG18 completed DEC feldman hall signed over to pmo FG20 completed jan FG9 completed MAR FG11 completed may jul FG15 completed sep FG17 completed nov undersecretary of Defense fin mgt award wave 2 50% complete. FG13 completed FG19 completed 5

6 award cermonies change of charter Wave 2 50% Complete holiday party 5