Client: Neal Electric

Overview

Neal Electric provides high quality electrical services to clients of various sizes and in various industries. The primary Neal Electric business groups generate over a thousand job estimates per year, many of which become successfully Neal-managed projects. Neal Electric was relying on an Excel and paper-based business workflow for its job estimation and tracking process. FSI was tasked with creating an advanced software system to replace the manual, Excel-based bid management and tracking process

Objectives

The project has the following objectives:

• Eliminate the reliance on multiple Excel spreadsheets to track a job through its complete lifecycle (from bid initiation to project close out).
• Provide a robust search capability to find bids satisfying a given criteria
• Provide comprehensive line-of-business reports on historic and upcoming bids to give insight into and uncover trends in the bidding process
• Allow multiple employees to access the system but limit their interactions based on their functional role

Results

FSI designed, built and deployed JobTracker, a Web-based, multi-user online bid management and tracking system:

• Modern Web application with an intuitive user interface based on the Microsoft .NET technology stack
• Scalable and robust SQL Server-based database backend
• Data import tool to import historic bids from Excel into the new system

JobTracker completely replaced the legacy Excel and paper-form based system used in the bid initiation and tracking process. It gave Neal Electric employees fast and easy access to up-to-date bid information from any Web browser. It also allowed the employees to collaborate during the bidding process by adding and reviewing comments on each bid item as it progressed. Additionally, JobTracker provided a robust set of reports to give Neal Electric executive enhanced insight into the bid pipeline as well as metrics on past bids (such as win/loss percentages, biggest competitors, etc.) The system has been in active use at Neal Electric since its initial deployment in Q4 2007 and has undergone several upgrades and enhancements since then.

Client: Welk Resorts

Overview

Welk Resorts Group provides timeshare and vacation rental opportunities at locations in California and Missouri. Amenities include golf, entertainment, fine dining, and access to nearby attractions. FSI was tasked to create a real-time, Web-Services based means of providing access to sales, marketing, and product data for the Finance and Marketing teams of the Welk Resorts Group.

Objectives

FSI objectives were the following:

• Provide real-time access to sales, marketing, and product data.
• Eliminate the reliance on utilizing disparate Microsoft Excel and Lotus 1-2-3 spreadsheets to create financial reports.
• Eliminate the requirement to manually transpose data between
  data sources.
• Allow Finance and Marketing personnel to obtain information via the Welk Resorts Corporate Intranet.

Results

A solution was implemented to reach “source data” automatically through the use of “Adapter” code in order to populate a structured database. Utilization of the FSI-developed XML Rules Engine greatly streamlined this process of data gathering. The new database provides a flexible and accurate representation of the Enterprise and contains the data required for reporting purposes (Updates are automated and manual intervention is not required). The first phase of financial report creation using Crystal Reports is completed. Moving forward, FSI is developing a “Digital Dashboard” that provides management with immediate access to standard reports and the ability to create new reports / views into corporate data.

Client: Mortgage Capital Management

Overview

Mortgage Capital Management (MCM) provides financial consulting services for mortgage bankers, enabling them to increase profits and reduce earnings volatility by applying sophisticated capital management techniques. MCM provides pipeline risk management, secondary marketing consulting, servicing valuation, trading and hedging services. These services are based on the proven analytical techniques, modeling and execution practices developed through close to 40 years of successful mortgage banking experience by its principals. FSI has been tasked to convert these models into a complete Web Services-based solution.

Objectives

The primary objective of the project is to re-engineer the MCM corporate IT infrastructure and modeling software to: 1) Minimize the need for human interaction, and 2) Consolidate client models. Originally MCM maintained separate models for each client which required MCM to modify each model individually whenever market changes resulted in adjustments to the base model. This severely limited the number of clients that MCM could serve and required a team of analysts to maintain the models.

Results

Forward Slope performed system/software engineering tasks for the requirements, design, implementation, integration, test and support of software and associated documentation for the Command and Control applications in support of the Mortgage Capital Management business process. In addition, FSI designed, developed, tested, implemented, and deployed a comprehensive set of tools used by MCM and their customers. The tools encompass the full range of business Command and Control aids including planning tools, analyst aids, visualization tools, correlation and fusion techniques, data and information interpretation approaches and interfaces. Forward Slope developed an XML-based Rules Engine to create a customizable mechanism for performing an extensive set of calculations with customization for each MCM client. Forward Slope maintains a comprehensive set of rules common to all clients and each client has a set of custom rules specific to their needs.

FSI support to MCM has eliminated the need for MCM personnel to participate in the model-execution process and our technology tools have enabled MCM to increase its business by over 600% (i.e.,200 clients vs. 30 clients) without having to hire additional personnel.

Client: Office of Naval Research (ONR)

Overview

Forward Slope (FSI) is providing system/software engineering expertise in the development of R3V services. These services are being developed as part of the risk reduction strategy of the Consolidated Afloat Network Enterprise Services (CANES) acquisition effort. FSI is providing Open-Geospatial-Consortium- (OGC) compliant visualization components to the ONR service oriented architecture (SOA) Reference Implementation (RI) and the Command and Control Rapid Prototyping Continuum (C2RPC). FSI is also providing end-user visualization components to support the Command and Control (C2) efforts of PMW-150 and the intelligence, surveillance and reconnaissance (ISR) efforts of PMW-120.

Objectives

The objectives of this effort are the following:

• Determine the maturity, reliability and performance of open source OGC components for use in operational and tactical environments
• Determine viability of brokered Web Service Notification (WSN) to provide publish and subscribe services within the Naval network infrastructure
• Determine the effectiveness, performance and scalability of commercial mapping systems (e.g. Google Earth) to represent military operational and tactical data sets and relationships within an operational environment.

Results

The project is in progress and has resulted in the following:

• Development of complex features in the GeoServer web feature server (WFS) and integration with the GeoServer web map server (WMS) and KML generation capability and integration with the ONR SOA RI
• Development of the discovery façade as an abstraction layer for SOA service and topic discovery and integration with ONR SOA RI
• Development of a blue force “baseball card” service that provides blue force platform information for the Interrelated (I/R) Common Operational Picture (COP)
• Development of a OpenLayers-based portlet for display of geospatial information and integration into the SOA RI
• Successful initial deployment of a web processing service (WPS) to perform geospatial processing
• Successful deployment of WSN broker within the ONR SOA RI
• Successful execution of two limited technology experiments
• Successful demonstration of the I/R COP which integrates blue force order of battle with tracks, logistics, network operations, computer network defense, sensor status/readiness and planning into a single display

Client: Maritime Surveillance System

Overview

Forward Slope (FSI) is the prime contractor to the U.S. Navy Program Executive Office C4I's, PMW 740 International C4I Integration Program Office to design, integrate and install maritime surveillance systems in eight African Countries and Bulgaria.

The MSS is comprised of national command centers, regional command centers, associated radars, sensor, software and minor facility improvements. The MS program will improve vessel tracking, anomaly detection, enhance maritime interception operations and provide increased security to the world's major shipping lanes, transportation hubs, and critical infrastructure points. As part of the U.S. Navy's Maritime Domain Awareness program, MSS will foster improved data sharing between individual nations and regional partners.

Objectives

The objectives are:

• Provides various international partners a shore-based maritime monitoring system for host nations' armed forces with situational awareness functionality through multiple sensor fusion, target detection and classification capabilities.
• Provide improved regional surveillance through integration of commercial-off-the-shelf products, enabling host nations the ability to monitor their coastal waterways.
• MSS has the ability to accept real-time Automatic Identification Systems (ASI) data, providing key information such as a vessel’s name, course, speed, destination, cargo, national registry and many other pertinent data fields.

Results

The project is in progress and results to date follow:

• Established testing and integration lab
• Successful demonstration of the MSS Factory Acceptance Test (FAT) for the first delivery order in West Africa.
• System design acceptance for West Africa and Bulgaria.
• Integration of MTM300™ software with multiple radar types.
• Established Strategic In-Country U.S. Embassy relations and In-Country vendor network

Client: PEO C4I/ Tactical Networks Program Office (PMW 160)

Objectives

• Provide defense acquisition expertise for the Consolidated Afloat Network and Enterprise Services (CANES) program.
• Ensure all statutory and regulatory requirements are met within acquisition documentation in order to achieve approval at major milestones.
• Perform acquisition activities to include document development, Plan of Actions and Milestones (POA&M), and integrated master scheduling for the ACAT I program.
• Perform Pre-Acquisition activities including document development, Plan of Actions and Milestones (POA&M) and scheduling in preparation for Milestone decisions for the programs.
• Support the APM with engagements with Office of the Chief of Naval Operations (OPNAV), the Assistant Secretary of the Navy (ASN) for Research, Development and Acquisition (RDA), and the Office of the Secretary of Defense (OSD) for Acquisition, Technology and Logistics (AT&L).
• Conduct risk management in order to identify program risks regarding cost, schedule and performance for CANES.

Results

The project resulted in the following:

• Led CANES acquisition support team, mentored key government personnel, and postured program for Milestone B approval.
• Led CANES team through first successful Material Development Decision (MDD) in accordance with revised DoD 5000.01 instructions.
• Successfully completed Navy acquisition process gates 3, 4 and 5, which led to an MDD for CANES and approval to proceed to Milestone B.
• Led CANES team through OSD Peer Review in preparation for CANES proposal release.
• Provided acquisition strategy and program management advice, and incorporated key metrics to track program performance.
• Crafted key acquisition documentation and established a robust risk management process.

Client: PEO C4I/ Tactical Networks Program Office (PMW 160)

Objectives

• Provide overall Continuous Process Improvement and ASQ Certified Six Sigma Black Belt support to the Program Manager and Deputy Program Manager.
• Manage the execution of current LSS and CMMI projects and provide subject matter expert input for the development of new projects.
• Train Program Office staff to lead project teams and utilize LSS and CMMI tools and principles.
• Provide high-level program updates to Program Office leadership.
• Participate in strategic planning, resource planning and data management.

Results

The project resulted in the following:

• Managed the completion of eight LSS projects in FY09 with total savings of over $2Million.
• Managed the completion of four LSS projects in FY08 (year one of LSS deployment in program office).
• Mentored three LSS Green Belts and one LSS Black belt through certification in FY09.
• Implemented the CMMI for Acquisition Process Areas of Requirements Management and Risk Management in multiple programs.
• Provided CPI support to the Strategic Plan Development Team.
• Facilitated and participated in PMW 160 LSS Executive Steering Group meetings.
• Developed the PMW 160 Process Improvement Policy, which was tailored to support program office strategic objectives.
• Created a LSS project scorecard for the Program Manager and Program Office leadership.

SPAWAR/ Business Resource Management (BRM) Office

Overview

FMIS 2000 is a web-based system used to plan, execute, track, and manage financial information. SPAWAR Systems Center, PEO C4I, and PEO EIS utilize FMIS to administer over $3 billion annually. These funds are sent to government agencies and contractors in order to provide goods and services in support of various DoD systems. During the engagement period, FSI contributed systems analysis and financial analysis expertise in order to maintain the effectiveness and reliability of FMIS data, as well as provide Subject Matter Expertise for financial best practices across the various financial systems (FMIS, STARS, iRAPS). FSI also provided business process development, data call assistance, and training to a user community of over 200 people.

Objectives

FSI provided financial analysis and systems analysis support to the SPAWAR BRM Office for the ongoing maintenance of FMIS. FSI managed all system trouble reports (STRs), communicated requirements for STR resolution to the developers, tested new software builds designed to fix STRs and add new functionality, and saw these builds through to implementation in the production environment. In addition, FSI trained new and existing FMIS users on system functionality as it relates to SPAWAR business policies and Navy finance. FSI is also responsible for gathering and analyzing data for varying data calls using tools in Microsoft Excel and Access. This data directly impacts business decisions on future funding for SPAWAR and the PEOs.

Results

The project resulted in the following:

• Successfully tested and implemented seven new FMIS builds, resulting in the correction or addition of over 100 STRs.
• Conducted over 20 FMIS classes, training over 100 end users from varying backgrounds and skill levels.
• Assisted with data analysis/presentations for data calls.
• Assisted with continuing business process development, including the implementation of a new policy for all FMS (Foreign Military Sales) funding to be planned, executed and tracked in FMIS.

Client: PEO C4I/ Tactical Networks Program Office (PMW 160)

Objectives

• Provide program management support, database management and business process improvement expertise in support of PMW 160.
• Support all facets of a Navy ERP implementation, including preliminary migration support activities, “cutover” and post “golive” tasks.
• FSI’s key contributions include: role-mapping of program office personnel, user account management, creation of “direct projects” and participation in “pre-teach back” sessions designed to improve training curriculum.
• Provide Navy ERP transactional training to new personnel and functional end user support and training to PEO C4I, SPAWAR HQ, SSC PAC and SSC LANT.
• Functional Subject Matter Experts in use of Navy ERP for financial management operations.
• Serve as a “Best Practices” resource for Navy financial assistance for Navy ERP.

Results

The project achieved the following results:

• Letter of Appreciation from SPAWAR for our participation as a Team SPAWAR Program Management Navy ERP site trainer and our membership on the ERP Project Systems – Program Management Integrated Product Team (IPT).
• Supported the Navy ERP migration for PMW 160 by developing Navy ERP User Account Set-up Instructions and roll mapping all PMW 160 personnel within Navy ERP.

Client: PEO C4I/ Tactical Networks Program Office (PMW 160)

Objectives

• Provide defense acquisition expertise for the Consolidated Afloat Network and Enterprise Services (CANES) program.
• Provide program and acquisition management expertise in the sustainment of the Integrated Shipboard Network System (ISNS) Increment 1 program, CENTRIXS-M Program, and the Submarine Network (SUBLAN) program.
• Management of schedules involving ship installations, systems engineering efforts, and document management.
• Perform Pre-Acquisition activities including document development, Plan of Actions and Milestones (POA&M) and scheduling in preparation for Milestone decisions for the programs.
• Ensure all statutory and regulatory requirements are met within acquisition documentation in order to achieve approval at major milestones.
• Provide financial and budget management support in preparation and maintenance of Program Objective Memorandums (POM), Program Reviews (PR), budgets, and Spend Plans.
• Provide acquisition documentation, briefing material, fielding plans, and budgetary reports in support of program requirements.
• Perform risk management in order to identify program risks regarding cost, schedule and performance.

Results

The project resulted in the following:

• Provided input resulting in successful milestone decisions of several Acquisition Decision Memorandums (ADMs).
• Created briefings for the fleet and DoD leadership outlining the current status and future direction of the ISNS, CENTRIX-M and SUBLAN programs; briefs included PEO C4I Seminars, ACTs, Fleet Stakeholders brief, Fleet C4I Seminar, and JCIDS FCB brief for CPD approval.
• Led CANES team through first successful Material Development Decision (MDD) in accordance with revised DoD 5000.01 instructions.
• Led CANES acquisition support team, mentored key government personnel, and postured program for Milestone B approval.
• Supported acquisition authority to procure and field End of Life (EOL) replacement for very old legacy software and hardware systems.
•  Strategic input resulted in PEO C4I decision to procure and field the ISNS CCE system and pursue research and development efforts towards a Service Oriented Architecture (SOA) solution.
• Provided input resulting in the successful Acquisition Coordination Team (ACT) program milestone decision.
• Moved programs in line with SECANAVINST 5000 series and PEO C4I Instruction regarding system modification process and procedures.
• Strategic input resulted in clear acquisition strategy to develop and field the CENTRIXS-M capability to the fleet with strict adherence to DoD acquisition instructions and guidelines. Previously, the program had limited acquisition rigor.