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Defense Travel System Limited - Paying the Way.

Extracts from this document...

Introduction

Baker College Center for Graduate Studies On-Line Masters of Business Administration Assignment of Course: BUS 565 Information Resource Management Submitted to: Mr. Jack Garrison Submitted by: Jeffrey L. Musgray Location of Course: Baker College On-Line Date of Course Meeting: 13 Feb 03-26 Mar 03 Date of Submission: 23 Mar 03 Title of Project: Defense Travel System Limited - Paying the Way Certification of Authorship: I hereby certify that I am the author of this paper and that any assistance I received in its preparation is fully acknowledged and disclosed in the paper. I have also cited any sources from which I used data, ideas or words, either quoted directly or paraphrased. I also certify that this paper was prepared by me specifically for this course. Student Signature: Jeffrey L. Musgray Running head: DTSL THE RIGHT TRACK Defense Travel System Limited-Paying the Way Jeffrey L. Musgray Baker College TABLE OF CONTENTS PAGE CERTIFICATION 1 TITLE PAGE 2 TABLE OF CONTENTS 3 ABSTRACT 4 INTRODUCTION 5 OVERVIEW 7 FUNCTIONALITY 9 IMPLEMENTATION 11 LESSON LEARNED 21 CONCLUSION 23 REFERENCE 25 Abstract This integration portfolio project is an applied project in the implementation phase of the Systems Development Life Cycle (SDLC). Its' purpose is to analyze the process used to convert one travel pay system to another. It will depict the planning, implementation, maintenance, functional aspects of Defense Travel System-Limited (DTS-L) and obstacles the team overcame to prepare United States of Army Europe (USAREUR) for the migration to the full web-based version of Defense Travel System (DTS). Introduction As technological advances have caused business to move from snail mail to Email, it has provided different avenues for business to go to an almost paperless operation. The U.S. Army has also taken this approach in the financial field, in that the Department of Defense (DOD) has directed the reengineering of defense travel. The new system needed to be a seamless, paperless, automated system that meets the needs of individual travelers, force commanders, and process owners (such as finance and accounting services). ...read more.

Middle

travel, initial issue of the DMDC download of personal information to the site or request information from unit if DMDC file is not available, and an review & update the site fielding guide based on issues raised during the command visit. Additionally, training for DTA are scheduled, help desk personnel identified and organization structure is built into DTS-L. Six and five weeks prior to start-up date During this time, the LDTAs, help desk staff, and servicing finance battalion trainers will take a thorough 5 day session on the duties, responsibilities that are inherent with their job. Four weeks prior to start-up date This time is dedicated to building the organization server, training organizations database administrators (DBAs) and reviewing business processes. Three weeks prior to start-up date The team will concentrate much effort on the building of a help desk to support the users at a Tier II level. This involves the continued training of help desk members, software loading and problem solving scenarios. After this setup, the team will move on site and stay with organization until live date. Onsite week one This week entails, identifying and building shells for routing and group structures, data file scrub of collect data from S1 or DMDC file. The identifying of business practices that do not conform with DOD and brigade policies is a milestone that must be completed for success. Also worksheets that assist DTA in defining groups, routing lists, organizational naming structure, identifying the hierarchy of the units and permission levels relative to their jobs are reviewed. This stage is scheduled to last two weeks, dependent on the DTA comprehension skills and other unforeseen problems. Onsite week two and three It is recommended that icons be loaded on client PCs. Once the software is loaded, DTA (Defense Travel Administrators) must populate the database with the following critical items within the system: Organizations/Sub-organizations * Design a structure that supports the installation/agency population based on specific organizational needs and requirements (i.e. ...read more.

Conclusion

Problem: USAREUR travel system required unique parameter settings that were being reset back to original settings. DTA, IMO and TRW help desk were perplexed as to why. This was a critical issue that needed to be resolved before conversion and further fielding of Europe. Solution: Contacted programmers to resolve issue, meanwhile team developed means to retain current settings. After talking with programmers, it was revealed that thick client loads were the problem. Removed IMOs ability to load thick clients and requested special disk that turned off function. Problem: Three days after going public, help desk noticed problems in routing on documents that should have been corrected during LPV. Solution: DTA made immediate corrections Problem: USAREUR Information Management department, issued message to halt deployment of system into units due to CTO (Certificate To Operate) not on file. Solution: Commander and PMO set meeting with IM and received interim permission. Additionally, received buy-in from DCG (Deputy Commanding General) in writing concerning implementation. Problem: USAREUR elements called to deployment in support of IRAQ situation, which made implementation a low priority and support minimal or non-existent. Solution: DTS-L team reduced to two personnel and tasked to find units that are not involved and willing to use the system. Conclusion DTS-L is the current DOD travel payment system that adheres to DOD travel regulations (JFTR 2001) and will continue until the implementation of the DTS full version. As depicted, there is no absolute way to devise a team, plan a project and execute it. But, experience tells one that firstly, the project team must be well rounded with leadership, cohesiveness and technical expertise. It is well advised to have a detailed plan, assignment of duties and benchmarks established and met. Unfortunately, as with the initial stages of this project, the lack of command support will most likely prove a devastating to the success of the project. In any case, the team must be proactive and able to adjust to unforeseen problems. DTS-L will continue to move forward and with the fast past of technological advancement, it will be a success. Failure is not an option. ...read more.

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