RYAN provides Functional expertise, which consists of a thorough understanding of the Air Force logistics business processes and collateral business processes as a whole and as they relate to Requirements Management Systems (RMS) and Logistics Management Data Bank (LMDB). We also provide System/computational expertise, which consists of a thorough understanding of the environments, platforms, languages, databases and techniques applied to RMS and LMDB.
RMS encompasses the automated and manual functions involved in the Air Force Materiel Command’s (AFMC) Materiel Requirements Process. This process forecasts and controls procurement and repair requirements of materiel needed for logistics support of weapons systems operated by the Air Force. AFMC manages and determines requirements for recoverable spares, consumable spares and equipment items. The items involved are in direct support of AF weapons systems and have significant impact on the AF ability to carry out its mission requirements.
The RMS system supports over 2,000 end-users primarily at three Air Logistics Centers (ALCs), Headquarters AFMC (HQ AFMC), Wright-Patterson Air Force Base (WPAFB), Ohio and Headquarters United States Air Force (HQ USAF), Washington DC. RMS interfaces with other AF Major Commands, Department of Defense (DoD) and Government agencies in exchanging logistics historical and planning data.
LMDB supports over 1,000 end-users at three ALCs, HQ AFMC, and HQ USAF. LMDB interfaces with other Air Force major commands, DoD, and Government agencies. LMDB includes two subsystems: Automated Budget Compilation System (ABCS) and Logistics Reassignments (LR).
ABCS is an automated system used to prepare budget submissions and project quarterly Inventory Buy, Repair and Term requirements for ALCs and for AFMC. It is an on-line, real time mainframe system. LR is the process by which inventory management responsibility on an individual item is transferred from one government agency to another.
Support for the Requirements Management System and Logistics Management Data Bank had been limited to basic maintenance and sustainment support at the time RYAN assumed support responsibilities due to planned sunsetting of the legacy program. After the Air Force decision to discontinue development of the Expeditionary Combat Support System (ECSS) program as part of their enterprise-wide approach, which was planned to replace RMS/LMDB, the need for enhancement to the legacy system became a priority.
RYAN worked with the Government’s Program Management Office to identify, prioritize and plan customer requirements to enhance and add functionality to the legacy RMS/LMDB systems. The team provided complete and accurate technical solutions that resulted in timely delivery of the enhanced functionality resulting in increased customer satisfaction.
The RYAN team of 18 highly skilled professionals represents a 25% reduction in the previous contract team of 24 FTEs, thus providing a cost savings to the Government while delivering an increase in service quality, innovation, business relations and productivity.
RYAN has received Very Good and Exceptional ratings on all areas of evaluation for all Contractor Performance Assessment Report (CPAR) evaluations during the contract Period of Performance (PoP).
RYAN has proposed technical solutions that resulted in delivery of (100%) 16 of 16 on-time and error-free Releases during the contract PoP. Exceeding the Performance Work Statement requirement of 95% delivery of Releases (on-time and error-free).
Ryan was recognized for providing a solution to convert Ventura software documentation to Word format eliminating the need for the Government to store hardcopy files. This conversion benefited the Government because it served as an upgrade to RMS/LMDB entire Configuration Management (CM) process and reduced the costs for printing and copying program documents. Ventura software was no longer supported by its vendor and it became incompatible with the Microsoft Operating Systems. The conversion from Ventura software to Word solved the government’s documentation problems at a cost of $66,000. The Government’s original estimate for the software conversion was $175,000, resulting in a cost savings benefit of $109,000. In addition, the conversion provided the benefits of an editable report format, ease of use and the ability to convert Adobe PDF into popular image formats.
RYAN has recommended numerous Process Improvement solutions to the Government some of which have been implemented resulting in the benefit of cost, time and resource savings to our client. We have submitted two formal technical proposals to the Government for different approaches to accomplish modernization of their legacy systems from a mainframe to a web based environment.
Air Force Research Laboratory (AFRL) was created by consolidating multiple Air Force research laboratories into one agency. AFRL now consists of nine Technical Directorates in addition to the Office of Scientific Research. The AFRL Headquarters is responsible for overseeing the technical and financial strategies of the laboratories. This included the budget formulation and internal/external reporting.
When the agency was created, most of the directorates already had information technology solutions and processes in place for budget formulation and forecasts. In 2006, the headquarters division was still searching for the best processes and systems to consolidate and standardize the budget formulation and reporting process.
The AFRL’s business processes had been linked through manual intervention, spreadsheets and paper reports - no common, consistent data system existed. Across the AFRL enterprise, business processes were fragmented and non-standard leading to data inconsistency. Additionally, the Laboratories had incomplete or inconsistent toolsets ranging from small, customized databases to paper case files with varying degrees of completeness. The initial integrated enterprise capability set provided automated capabilities that focused on EBS framework development and deployment and brought AFRL capabilities for plans and program support along with fundamental applications for financial management, planning and programming and integration and operations; however, by 2010, EBS also provided AFRL with enterprise-wide internal business processes supporting the additional capability areas, including collaborative work areas, communities of practice, document management, records management and work flows, planning and budgeting integrated project and portfolio management and reporting and financial management (FM) support capabilities and grew more challenging to manage.
How We Helped
RYAN, as a subcontractor to Jacobs Engineering Group, Inc., is providing Cognos Support to the AFRL Enterprise Business System (EBS) Program Office at Wright Patterson Air Force Base (WPAFB). RYAN consolidated four existing "super labs" in order to improve efficiency, reduce duplication, and allow the addition of new capabilities such as Science and Technology (S&T) as AFRL moved toward its long-range vision. The AFRL Commander determined that the four Laboratories (AF Major Commands, AF Materiel Command product centers, and the Under Secretary of the AF for Acquisition's staff) were using independent, non-linked applications for human resources financial management, planning and programming, and integration and operations environments. Specifically, processes were linked through manual intervention, spreadsheets, and paper reports, but no common, consistent data system existed. Internally, business processes, especially in planning and programming, were fragmented and not standardized across the Laboratories, leading to data consistency problems. Additionally, the Laboratories had incomplete or inconsistent tool sets ranging from small, customized databases to paper case files with varying degrees of completeness. AFRL then established the Enterprise Business System program under AFRL Core Strategy E, "Fully Integrate AFRL Business Operations," to establish common business practices, data definitions, and enabling tools across the consolidated Laboratory environment.
RYAN established common business practices, data definitions, and enabling tools across the AFRL consolidated Laboratory environment. The RYAN Team implemented the AFRL Enterprise Data Model (EDM), which is the blueprint for understanding and leveraging AFRL data as it exists within the integrated enterprise, and exercising the business be the published documentation of AFRL enterprise data. The AFRL EDM was implemented as the AFRL Data Repository (ADR), which is the "single truth" source of AFRL enterprise operational data. The ADR evolved as a series of builds in concert with other EBS system initiatives. The ADR is utilized as the central component of the AFRL Enterprise Data Architecture (EDA). The EDA is the blueprint for AFRL enterprise data management and integration, and is a key component of the AFRL Enterprise Architecture. The plan for achieving the desired enterprise data management capability within AFRL is the Enterprise Data Management Plan (EDMP). The EDMP includes the policies, roles, standards, and concept of operations necessary to establish enterprise data management within AFRL.
The benefits to AFRL were numerous. The cycle time for data calls was significantly reduced. No longer did the AFRL Headquarters analysts have to spend 2 – 3 weeks each quarter consolidating spreadsheets from the directorates. The analysts also didn’t have to manually manipulate data to prepare reports and answer management inquiries. The analysts were now able to focus on the quality of the data and the impact on the organization.
With the improved quality of data, AFRL managers and executives could now rely on the information to make business decisions. The information was now at their fingertips in a timely manner. The executives now had more insight into all the directorates and the AFRL organization as a whole. The quality and timeliness of the information from which decisions are made has increased substantially.
As evidenced by our longevity on this project (we have been supporting AFRL since 2006), the prime is very pleased with RYAN’s performance as well as the customer. We consistently meet and/or exceed all contractual requirements. RYAN has met all scheduled goals and technical performance requirements.
RYAN works closely with the Department of Homeland Security (DHS), Customs and Board Protection (CBP) Financial Services Management Center (FSMC) to meet customer support requirements for more than 60 distinct business processes.
CBP is one of the world's largest law enforcement organizations and the world’s first full-service border entity with the responsibility of keeping terrorists and their weapons out of the U.S. while facilitating lawful international travel and trade. On a typical day, CBP welcomes nearly 1 million visitors, screens more than 67,000 cargo containers, arrests more than 1,100 individuals and seizes nearly 6 tons of illicit drugs. (Source: http://www.cbp.gov/about).
RYAN helped CBP’s FSMC acquire and maintain the technical expertise required to support the myriad of business processes associated with providing CBP a full suite of financial services including but not limited to payroll, procurement, accounting, and vendor management.
As a law enforcement organization, CBP’s computing platforms and support is understandably optimized to support this mission. While this ensures CBP’s core mission is fully supported by its information technology infrastructure and technology services, other services that fall outside of the core business model may not receive the same level of support. This is particularly true when you consider 50 or more unrelated business processes for a very small population as compared to the law enforcement entity.
Providing talent to support a diverse, complex, and low density technology environment along with understanding the business processes and their cyclical nature would provide CPB’s financial center a stable computing environment – with reliable and timely customer support.
How We Helped
RYAN provided a small but technologically diverse team to meet CBP finance center’s need to support a wide variety of third party and specialized government applications to enable each business unit to focus on the functional mission.
To achieve this RYAN provided the following four major services:
Hi Performance Delivered
CBP originally chose RYAN because of its great reputation and small business status. CBP continues to work with RYAN because our team:
RYAN has provided support to the United State Air Force (USAF) on the Defense Enterprise Accounting and Management System (DEAMS) Program utilizing Independent Verification and Validation (IV&V) services to assess the financial management processes and systems.
The Office of the Secretary of Defense established the DEAMS Program to transform financial management processes and systems. The DEAMS program’s goal is to deliver a single integrated financial system for United States Transportation Command (USTRANSCOM), the United States Air Force (USAF) and Defense Financial and Accounting Services (DFAS).
USAF selected the Oracle 11i e-Business Suite as the core Commercial-Off-The-Shelf (COTS) solution to meet the DEAMS Program goals. DEAMS will create, capture, validate, and report reliable, accurate, and timely financial data for decision makers across the enterprise. The Department of Defense (DoD) committed to having fully auditable financial statements by 2017.
An IV&V approach was chosen to address all aspects of the DEAMS program including Reports Conversions Interfaces Extensions Workflows (RICEW), programs, interfaces, configurations, test plans, and sustainment plans necessary for the DEAMS Systems Integrator (SI) to provide a ‘turn-the-key” solution that can be used as delivered by the SI without additional components or modifications.
RYAN provided a technologically diverse team to meet the DEAMS IV&V requirements. The use of IV&V is an industry accepted “best practice” for reducing the risk associated with large-scale Information system development/configuration and implementation.
RYAN’s IV&V Team established an independent function providing program assessments to the DEAMS Program Management Office (PMO) thus reducing risk. These assessments addressed the Program Management Office’s and System Integrator’s use of disciplined program management best practices during the planning and execution of the DEAMS program.
RYAN’s IV&V Team provided the following assessments:
The IV&V Team provided information on overall program status including the effectiveness of management processes being utilized and the identification of any potential risks that could affect the project with respect to cost, schedule and performance and identified PMO process weaknesses that increase project risks to program office management.
As evidenced by our Contractor Performance Assessment Reports (CPARs) on this project (we have been supporting DEAMS since 2009), DEAMS Program Management is very pleased with RYAN’s performance.