ESMD Systems Integration WorkshopSI Strategy & Implementation PlanESMD Systems Integration WorkshopSI Strategy & Implementation Plan
Doug CookeDoug CookeCraig CorneliusCraig Cornelius
15 December 200415 December 2004
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Presentation Content
Overview: ESMD Objectives, Status, Acquisition Strategy
SI Organizational Structure Formulation
Strategy Team Progress: Benchmarking, Workshop
Path Forward: Decision Analysis, Implementation Plan, RFP
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The Vision for Space Exploration
Implement a sustained and affordable human and robotic program to explore the solar system and beyond
Extend human presence across the solar system, starting with a human return to the Moon by the year 2020, in preparation for human exploration of Mars and other destinations;
Develop the innovative technologies, knowledge, and infrastructures both to explore and to support decisions about the destinations for human exploration; and
Promote international and commercial participation in exploration to further U.S. scientific, security, and economic interests.
THE FUNDAMENTAL GOAL OF THIS VISION IS TO ADVANCE U.S. SCIENTIFIC, SECURITY, AND ECONOMIC INTEREST THROUGH A ROBUST
SPACE EXPLORATION PROGRAM
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Objectives
Implement a sustained and affordable human and robotic program
Extend human presence across the solar system and beyond
Develop supporting innovative technologies, knowledge, and infrastructures
Focus ISS research to support exploration goals
Use lunar activities to further science, and test approaches for exploration to Mars & beyond
Robotic exploration of Mars to prepare for future expedition
Human Expedition to Mars
Promote international and commercial participation in exploration
Major Milestones
2008: Initial flight test of CEV
2008: Launch first lunar robotic orbiter
2009-2010: Robotic mission to lunar surface
2011 First Unmanned CEV flight
2014: First crewed CEV flight
2015-2020: First human mission to the Moon
2012-2015: Jupiter Icy Moon Orbiter (JIMO)/Prometheus
Key Elements of the Nation’s Exploration Vision
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Implementing the Vision for Space Exploration…Concept Exploration & Technology Progress to Date
Lessons-learned reviewed and incorporated into management process Agency-wide, Orbital Space Plane, Next Generation Launch Technology
Lessons-learned incorporated into Risk Management Plan
Released Request for Information (RFI )(May 04) Over 1000 responses
Incorporated into Concept Exploration & Refinement (CE&R) Broad Agency Announcement (BAA)
Released CE&R BAA (Jun 04) 37 proposals received; down-select to 11; on-board 8 Sep for 6 months to validate
acquisition and requirements strategies
Released System of Systems Intramural Call for Proposals (ICP) for
Spiral 2 & beyond (May 04) 1300 Notices of Intents (NOIs) received; initial down-select to 137 full proposals; 47
projects selected (Jul 04)
Released Extramural System of Systems BAA for Spiral 2 & beyond (Jul 04) 3700 NOIs received; initial down-select to 500 full proposals; 70 selected
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Required Features & Characteristics
Developing Requirements and an Investment PlanStrategy-to-Task-to-Technology Process
Vision
NSPD
Mission Concepts & Requirements
Science Objectives & Concepts of Operations
Tasks & Technology Roadmaps
PROGRAM
MISSION
ENGINEERING
DeficienciesDeficiencies
TradeTradeStudiesStudies
Investment Plan
Operational Environments
Available Technologies
PROGRAM
MISSION
OPERATIONS
Modeling& Modeling& Simulation Simulation
Modeling/Simulation
SystemRequiremen
tDocuments
Affordable System Design & Development
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Crew Exploration Vehicle (CEV)—One ExampleSpiral Acquisition Process
Spiral nth?
04 05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 2004 05 06 07 08 09 10 11 12 13 14 15 16 17 18 19 20
VisionVision
• CEV Init Flt• 1st Launch Lunar Robotic Orbiter
1st Crewed CEV Flt
1st Human Moon Mission
1st UncrewedCEV Flt
Mars (2020+)
Mars (2020+)
Spiral Nth
Systems Engineering
Critical Milestones Non-advocacy ReviewsIndependent Cost Reviews
Crewed Space Flight in LEO
Crewed Space Flight in LEO
Moon:
Ext. Duration
(2015-2020)
Moon:
Ext. Duration
(2015-2020)
Spiral 1
Spiral 2
Level 0, 1…
Requirements
Requirements
Level 0, 1…
System Demonstration
System Integration
DesignReadiness Review
CB
SRR SFR PDR CDR
System Demonstration
System Integration
DesignReadiness Review
CB
SRRSRR SFRSFR PDRPDR CDRCDR
Tech Maturation for
Spiral insertion
Tech Maturation for
Spiral insertion
Production &Deployment
Operations& SupportSystem
IntegrationSystem
Demonstration
System Development and DemonstrationDesign
ReadinessReview
FRPDecision
TechnologyDevelopment
OT&E
Concept Refinement
ConceptDecision
Production &Deployment
Operations& SupportSystem
IntegrationSystem
Demonstration
System Development and DemonstrationDesign
ReadinessReview
FRPDecision
TechnologyDevelopment
OT&E
Production &Deployment
Operations& SupportSystem
IntegrationSystem
Demonstration
System Development and DemonstrationDesign
ReadinessReview
FRPDecision
TechnologyDevelopment
OT&E
Concept Refinement
ConceptDecision
ProgramInitiation
Production &Deployment
Operations& SupportSystem
IntegrationSystem
Demonstration
System Development and DemonstrationDesign
ReadinessReview
FRPDecision
TechnologyDevelopment
OT&E
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Vision Requires System-of-Systems IntegrationCross-Agency Coordination & Integration
Transit andLaunch Systems
CrewTransport
Launch
CrewSupport
Supporting Research
Resource Identificationand Characterization
Biomedical Countermeasuresand Limits
Surface andOrbital Systems
LandingSystems
SurfaceMobility
Comm/Nav
Commonality/EvolvabilityFor Future Missions
MarsCandidates
TelescopeCandidates
Outer Moons Candidates
Technology Options
Long-DurationHabitation
Surface Power andResource Utilization
Pre-PositionedPropellants
The Human: anEssential Element
of theSystem of Systems
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Vision Leads to Implementation Strategy
Mars Robotic Missions
Lunar Robotic Missions
NASA led Human Lunar Missions
Human Mars Missions
Commercial Lunar Objectiv es/ Opportunities
Lunar Security Objectives/ Opportunities
Research and Technology
Space Shuttle and ISS
• Education
• International
• Privatization
• Multiple Customers
• Exploration
• Basic and Applied Science
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Presentation Content
Overview: ESMD Objectives, Status, Acquisition Strategy
SI Organizational Structure Formulation
Strategy Team Progress: Benchmarking, Workshop
Path Forward: Decision Analysis, Implementation Plan, RFP
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NRC Report Findings & Key Considerations
Standing up SI model is critical near-term requirement
Focused on traditional Constellation Systems Integration tasks
No single model (e.g. Center-Based, Non-Aerospace) is ideal
NASA Centers and Prime Contractors scored well, with deficiencies
NASA HQ understaffed on systems engineering capabilities required to execute the function
Attracting government engineering talent to DC will be a challenge
Space domain expertise is essential
Hardware engineering & integration expertise is essential
Standing up a new corporate entity would take time
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Government-Only ResponsibilitiesNRC Report Findings
“Regardless of the systems integration approach selected, systems integration tasks related to the areas below (among others) should remain a government function.” accident investigations approval of cross-contract system interfaces astronaut selection, training, and certification handling of extraterrestrial material (lunar and Martian) high-level requirements definition interactions with other federal agencies international interfaces and agreements launch approval operations planetary protection and quarantine relations with the public, the Administration, and the Congress Safety Independent assessment space medical and health issues top-level budget authority use of nuclear material (in partnership with the Department of Energy)
“Rather than subcontract work back to the government, it would be better for the government to reduce the scope of work of the nongovernmental systems integrator.”
Key Reason for Government Role in System-of-Systems
Integrator Model
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Defining a System-of-Systems Integrator ModelUse Organizations Where They Are Most Capable
Performance on criteria highly complementary between NASA, Aerospace Companies, & Other Options
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Preliminary Findings & Analysis
“Systems Integration” Will Take Place At Multiple Tiers Must be prepared to support with maximum efficiency, minimum bureaucracy
Need for SI functions across Agency & Directorate, in addition to Constellation
SI authority should reside with execution responsibility @ lowest possible level
System-of-Systems Integration Demands Creative Solution No single model evaluated by NRC offers complete solution
Complete expertise and competence is not available in any one sector
Certain functions can only be executed by government personnel
“Hybrid model” using government and industry strengths is attractive
Strong imperative for solidifying Constellation SI function prior to CEV award
ESMD SI Model Will Be Built-Up Over Time Near-term solution may evolve to different Long-term solution
Time-phased plan for developing capabilities is required
Systems Integration Will Take Place at Multiple Tiers Tiers structured around functional responsibilities
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Systems Integration Functions:Tiers Based on Level of Execution Responsibility
Tier Function Architecture Requirements Resource Management PM Processes Program Approach Critical SI Functions
Tier A Inter-Directorate & Agency Alignment
Formulate overarching exploration strategy and approve key architecture to enable
Strategic & Capability Roadmapping, Core Competency Management, Strategic Plan Formulation
Agency budget allocation & negotiations, New initiative process inputs
ESMD PMC Administration, ESRRB Administration
Manage interfaces to Centers, Directorates and Agency offices @ policy level, overseeing issue resolution at multiple levels; Managing interfaces to other government Agencies, academic institutions, etc.; Managing interfaces to International partners, Defining International strategy
Tier B Division Interface Management
Aligning positions on major/key architecture and exploration strategy (STT)
Final disposition & validation of requirements documents
Program Planning (Cost estimate coordination, Budget formulation, Program control & execution, Contracting Strategy and Execution)
Config Control PM Processes (SEMP, SAMP, PMHandbook)
Programmatic Risk Assessment
Tier C Development Program Integration
Analysis, approval & oversight of major/key architecture and system development decisions (particularly when interdependent between Themes/PEOs)
Requirements validation, Synchronizing acquisition strategy & requirements formulation
Allocation of resources within Development Programs Division, including analysis of acquisition strategy, schedule, costs, and performance parameters
Defining PM Processes (SEMP, SAMP, PMHandbook)
Alignment of program content & schedules across Themes/PEOs [Analysis, approval, & oversight of Acquisition Program Baselines (APBs), Key Performance Parameters (KPPs)]
Alignment of research & technology investment with systems development activities
Tier D Constellation System-of-Systems Integration
Support major/key architectural decisions, acquisition strategy and program schedule formulation, and resource allocation at the Constellation System-of-Systems (Theme/PEO) level (Includes budget/program advocacy)
Refinement/flowdown of SS requirements to Systems and Elements, including: (1) SS and System Requirements V&V, (2) Operational sequence definition & block diagrams, etc,
Management of program resource allocations and institutional support requirements for SS and System-level programs, including gov't engineering workforce support
Oversee and manage execution of PM Process in accordance with Directorate/Agency guidelines
Refinement and control of program approach and phasing for SS and System level development; Definition and management of implementation requirements such as affordability, reliability, redundancy, commonality
Establishment and management of critical systems integration functions:-- development of functional and system interface requirements, configuration management and control (including SS change control board)-- mission assurance and safety including SS failure mode and effects analysis (FMEA)-- SS risk analysis and risk reduction programs
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Systems Integration Organization:Structured Based on SI Execution Tiers
Requirements Formulation /Systems Integration
Engineering Mgt / ITA /IPAT Administration
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Organizational Design Mechanisms:Product/Activities/Interfaces Matrix
SEMP Section
Product OPR Support B/L Output to Frequency Type
4.1 Exploration Architecture4.1 Exploration Integration Plan (long-range projection of SS
evolution with associated cost estimates including rationalization of priorities; defines logical mission sets and spirals; functions as an architecture-level initial capabilities document) Principal Tier A/B integration product – tightly coupled with STTDP
SI/SP&AO RQ, DP ? POP, Master Schedule, Acquisition
Planning Section 4.3.1
One Architecture; update as evolves
Plan
4.1 Cost as An Independent Variable (CAIV) targets per mission, system configuration, technology, etc. - balanced and prioritized versus the Vision schedule and NASA/ESMD strategies
SI/SP&AO RQ, DP ? Capability Requirements Development,
Section 4.2
One Architecture; update as evolves
Plan
4.1 Exploration Architecture: SI/DI&RV RQ, DP ? Section 4.2 One Architecture; update as evolves
Concept
4.1 Architecture Operational View RQ - ? One Architecture; update as evolves
Concept
4.1 Architecture Systems View RQ DP ? One Architecture; update as evolves
Concept
4.1 Architecture Technical View RQ DP ? One Architecture; update as evolves
Concept
4.1 Architecture Analysis of Alternatives SI/DI&RV RQ, DP ? Section 4.2 One Architecture; update as evolves
DD
4.1 System of Systems Requirements (Programmatic, Technical, and Guidelines; spanning all the level 0 requirements; including the science and operations requirements; defining multiple spirals)
RQ SI/SP&AO, SI/DI&RV,
DP
? Section 4.2 One Architecture; update as evolves
Rq
4.1 Architecture Interface/Interoperability Requirements (e.g., Interface with Eastern Test Range)
RQ DP ? Section 4.2 One Architecture; update as evolves
Rq
4.1 Technology Requirements (high impact, multi-use across systems, for use in downstream spirals; subject to change as specific system designs evolve; compiled/summarized in Strategy-to-Task-to-Technology Development Plan (??))
RQ DP, PO ? Section 4.3.1 One Architecture; update as evolves
Rq
4.1 Infrastructure and Facility Requirements (high impact, multi-use; documented in STTDP (??) or Investment Plan)
RQ DP, PO ? Section 4.3.1 One Architecture; update as evolves
Rq
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Tier A: Inter-Directorate & Agency Alignment
Formulate overarching exploration strategy and approve key architecture to enable strategy
Strategic & Capability Roadmapping, Core Competency Management, Strategic Plan Formulation
Agency budget allocation & negotiations, New initiative process inputs
Manage interfaces to HQ Offices, Centers, ESMD POC Administration
Managing interfaces to International partners, Defining International strategy
Managing interfaces to other government Agencies, academic institutions, etc.
ESRRB Administration
Tier A Configuration Management Data Management
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Tier B: Division Integration & Requirements Validation
Aligning positions on major/key architecture and exploration strategy (STT)
Requirements coordination/approval/handoff/V&V, Synchronizing acquisition strategy & requirements formulation
Program Planning (Cost estimate coordination, Budget formulation, Program control & execution, Contracting Strategy and Execution)
Defining Directorate Processes (SEMP, SAMP, PMHandbook)
DPMC Administration
Tier B Configuration Management Data Management
SEPARATE
Risk Assessment, Safety & Mission Assurance
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Tier C: Development Programs Division Integration
Analysis, approval & oversight of major/key architecture and system development decisions (particularly when interdependent between Themes/PEOs)
Allocation of resources within Development Programs Division, including analysis of acquisition strategy, schedule, costs, and performance parameters
Analysis, approval, & oversight of Acquisition Program Baselines (APBs), Key Performance Parameters (KPPs)
Alignment of program content & schedules across Themes/PEOs
Alignment of research & technology investment with systems development activities
Support maintenance & execution of SEMP, SAMP, PMHandbook
Tier C Configuration Management Data Management
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Tiers A-C: Organization/Acquisition Strategy
Assumptions: Government personnel will be used to meet functional requirements
(especially from unfunded capacity) unless function can’t be filled by government workforce or is inherently non-governmental (e.g. scheduler)
Full set of functional requirements staffed at HQ
Acquisition Strategy Key Characteristics: Need: Domain experts to support agency strategy & budget formulation,
management of interfaces to other Directorates, Centers, and external Agencies
Need: Systems engineers to support architecture alignment with agency strategy, requirements approval & coordination, program planning, and definition/administration of directorate processes
To be resolved: Availability of sufficient government workforce to staff HQ requirements
Possible use of SI Contractor to provide analytical support
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Tier D: Constellation System-of-Systems Integration
Support definitions of: architecture/requirements/resource allocation Support major/key architectural decisions, acquisition strategy and program
schedule formulation, and resource allocation at the Constellation System-of-Systems (Theme) level (Includes budget/program advocacy)
Refinement/flowdown of System-of-Systems requirements to Systems and Elements, including: (1) System-of-systems and System Requirements V&V, (2) Operational sequence definition & block diagrams, etc.
Definition of implementation requirements such as reliability, redundancy, commonality
Refinement and control of program approach and phasing for Super-System and System level development
Establishment and management of critical systems integration functions: Development of functional and system interface requirements and configuration
management Configuration management and control (including System-of-Systems change
control board) Mission assurance and safety including System-of-Systems failure mode and effects
analysis (FMEA) Definition of test & evaluation, safety & mission assurance approaches System-of-Systems risk analysis and risk reduction programs
Management of institutional support requirements for Super-System and System-level programs, including gov't engineering workforce support
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Tier D: Constellation Organization/Acquisition Strategy
Assumptions: Government team will provide systems engineering & integration functions necessary to
complete Spiral 1 System-of-Systems design through SRR in FY2006(3rd Q) Initial acquisition strategy should support path to desired end-state SI organization (include key
problem areas in RFP for contractor proposal) Government retains Total System Performance Responsibility Constellation Program and SE&I Offices co-located (location TBD)
Acquisition Strategy Key Characteristics: Need: Gov’t (HQ/Center) integration & domain expertise, and system responsibility Need: Contractor hardware experience and capability that ensures quality SE&I (but excluding
non-hardware contractors may not be ideal) Need: Capabilities of non-aerospace companies in integration of complex multi-element
systems on schedule, on budget Contractor team will ramp up through Spiral 1 SRR and support Spiral 2 Pre-Phase A systems
engineering functions Contract Award ~January 2006
To be resolved: Desired End-State SI Org Model Gov’t SI Workforce Responsibilities Use of SI Contractor to Support Technology Program Integration Function SI Contract Stipulations:
Ownership of Element Prime Contracts, Hardware Exclusion/Conflict of Interest Teaming vs. Individual Contracts for different company-type capabilities
COTR Level
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Tier D: Other Theme Systems Integration
Support definitions of: portfolios/requirements/resource allocation Support portfolio formulation, acquisition strategy and program schedule formulation,
and resource allocation at the ESRT/HSRT/Prometheus (Theme) level (includes budget/program advocacy)
Flow-down of Spiral 1-n System-of-System/System/Elements requirements to research/technology product requirements; Definition of threshold schedule requirements for research/technology infusion based on spiral requirements flow-down
Definition and management of implementation requirements such as reliability, redundancy, commonality
Refinement and control of program approach and phasing for system development and technology portfolio management
Establishment and management of critical systems integration functions: Support of role in Strategy-to-Task-to-Technology process
Systems engineering of research/technology project requirements and interfaces
Support management of technology maturation and infusion process
System development & technology risk analysis and risk reduction programs
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Tier D: Other Themes Organization/Acquisition Strategy
Assumptions: Government personnel will be used to meet functional requirements
(especially from unfunded capacity) unless function can’t be filled by government workforce or is inherently non-governmental (e.g. scheduler)
Functional requirements may be staffed at HQ, Centers, other locations
Acquisition Strategy Key Characteristics: Need: Domain experts to support research/technology product
requirements formulation and portfolio management
Need: Systems engineers to support insight into system development activities, technology maturation & infusion
To be resolved: Availability of sufficient government workforce to staff HQ requirements
Possible use of support contractor to fill gaps, non-government functions
How will contract(s) for non-government support be managed separate from Tier D Constellation Systems Integrator contract?
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Presentation Content
Overview: ESMD Objectives, Status, Acquisition Strategy
SI Organizational Structure Formulation
Strategy Team Progress: Benchmarking, Workshop
Path Forward: Decision Analysis, Implementation Plan, RFP
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ESMD SI Strategy Team
Co-Leads Doug Cooke Craig Cornelius
RFP & Implementation Plan Lead Dale Thomas
Organizational Design & Analysis Lead Vince Bilardo
ESMD DAA-SI Betsy Park
ESMD Requirements Division Representatives Don Monell Scott Altman
ESMD Development Division Representatives Mark Borkowski John Hutt
Constellation Theme Systems Engineering Garry Lyles Chris Crumbly
Other Theme Representatives Richard McGinness Terry Allard John Warren
System Integrator Implementation Team Reps Rajiv Doreswamy (RFP)
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Benchmarking ProcessEvaluating Host Orgs per Evaluation Criteria
Organizations in blue are potential benchmarking targets
Virginia Class Submarine ProgramVirginia Class Submarine Program
BechtelBechtel
Proctor & GambleProctor & Gamble
NextelNextel
Chevron TexacoChevron Texaco
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Industry Engagement Workshop Process
InvitedOrientation
Briefings
End StateOption
Synthesis 2
Contract Type,Teaming Structure,
Incentive DesignAssessment
Statutory, Regulatory,Policy
Assessment
Transition,Cost and Schedule
Tactical Assessment
ReadAheads
Session Briefouts Adjourn
Evaluate Options for
Day 2 Focus
SE&I Strategy
TeamExecutive Session
Pre-Workshop Wed 15Dec AM Wed PM Thu 16Dec AM
• NRC Report• Strategy Team Options
• Benchmarking Site Visit Summaries
SplinterTeam
Briefouts
EvaluationCriteria
Development
End StateOption
Synthesis 1
Splinter 1
Splinter 2
Splinter 3
Policy Splinter
Transition Splinter
Acquisition Splinter
Thu PM
Tue 14Dec PM
SE&I Strategy Team
AdditionalInputs
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Presentation Content
Calibration: Key Findings & Assumptions
SI Organizational Structure Formulation
Strategy Team Progress: Benchmarking, Workshop
Path Forward: Decision Analysis, Implementation Plan, RFP
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System-of-Systems Integrator Acquisition PlanSI Model & RFP Formulation Process Flow
Key
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Key Decision Events
Team RecommendsOrg & Acq Strategy
Detailed ImplementationPlan Approved,
RFP Team Kick Off
Industry & CentersRecommend
Options
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