ML20212J533
| ML20212J533 | |
| Person / Time | |
|---|---|
| Issue date: | 06/30/1999 |
| From: | Congel F NRC OFFICE FOR ANALYSIS & EVALUATION OF OPERATIONAL DATA (AEOD) |
| To: | Reiter S NRC OFFICE OF INFORMATION RESOURCES MANAGEMENT (IRM) |
| References | |
| NUDOCS 9907060048 | |
| Download: ML20212J533 (25) | |
Text
5 June 30, 1999 MEMORANDUM TO:
Stuart Reiter Acting Chief Information Officer
/s/
FROM:
Frank J. Congel, Director Incident Response Organization
SUBJECT:
CAPITAL PLANNING AND INVESTMENT CONTROL (CPIC) FOR PORTABLE SATELLITE TELECOMMUNICATIONS PROCUREMENT The purpose of this memorandum is to l:rovide the CPIC documents for the portable satellite 1
units which will provide a backup communication path for the NRC Emergency j
Telecommunications System. In a memorandum to the ClO dated March 16,1999,1 alerted i
0C10 to the urgent need for this system and the time sensitivity of this procurement. As requested in Mr. Galante's March 25,1999, memorandum, IRO has coordinated the attached CPIC documentation with Mr. John Sullivan of your staff.
Given the urgency of this procurement, I request OClO review and approval of the attached CPIC documents no later than close of business on July 7,1999, to allow IRO to begin the procurement process by the end of next week.
If you have any questions conceming this procurement or the attached documents, please contact John Jolicoeur at 415-6383.
Attachments: As stated cc:
F. Goldberg J. Schaeffer J. Sullivan DISTRIBUTION:
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EAPAB\\CPIC\\PRJSCRN10.FRM (Draft, Revis d April 7,1999)
IT PROJECT PROPOSAL SCREENING FORM Purpose of this form:
(1) This form is the vehicle for the sponsor of a proposed IT project to document the business merit of I
the project. If the reviewers (OClO and the IT Business Council-ITBC) concur that the project has significant potential business merit, approval will be granted to allocate NRC funds for detailed planning of the project. The sponsor should fully describe the business value of the project so that senior management will have sufficient information to approve use of NRC funds.
j (2) This form also provides the sponsor the opportur 's to describe the background and context of the project in sufficient detail that guidance may be prepared on specific issues that follow-on planning must address. Examples of such issues are the relationship of the project to other IT projects, j
consideration of related business needs in other offices, stakeholder involvement, and need for support from 0010 or other offices.
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i Applicability:
Projects covered by this process include new applicat?on systems, major modification to existing application systems, and modifications to local and agency wide IT infrastructure. Single-user i
personal productivity applications, scientific codes, and any associated high-performance computing equipment are not included.
Process:
Proposals with estimated project phase costs of less than $500K will be reviewed by the ClO. Those with estimated costs greater than or equal to $500K will be reviewed by the ITBC. The CIO may send projects costing less than $500K to the ITBC for other criteria, e,g., projects with a significant agency wide impact. Sponsors of proposed IT projects should submit completed forms via memorandum from their Office Director to the CIO at any time during the year. An electronic copy of the submission to the CIO should be sent to John Sullivan (JAS2). Assistance in completing this form is available from John Sullivan (415-5857). Soonsors are stronalv encouraoed to contact OClO while the Form is still in the draft staae.
Sponsoring Offloe:lRO.
Contact Name/ Phone: John Jolicoeur/415-6383 w.%
r-n en Prolent Titlei ETS'Setellite Unitsi
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' Date (form completed): 6/27/99
- 1. PROJECT DESCRIPTION:
Describe the components of the project. Describe the capabilities and functionality of the database, application, or system that the project will produce.
.This project will procure portable satellite telecommunication units and service to supplement the Emergency Telecommunications System at nuclear power plants (NPP),
gaseous diffusion plants (GDP), regionel offices, and headquarters.
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- 2. BUSINESS MERIT In this section, describe the business problem the project will solve. Describe what we are doing now and how the project will address the problem. Specific items to address are:
2.1 OBJECTIVES
What are the mission needs driving this project? Specifically, how will the project improve the
' agency's ability to carry out its mission? What specific goals and measures in the NRC i
. Strategic Plan and Performance Plan will the project support? Are there any Staff Requirements Memoranda (SRM) or other relevant tasking documents?
The objective of this project is to provide a redundant form of telecommunication capability at NPPs and GDPs to supplement the current FTS 2000 based Emergency Telecommunications System (ETS). The staff had been requested to study further the advisability of providing a back-up system for ETS in the SRM issued in response to SECY-91-303, Upgreding the NRC Operations Center Emergency Telecommunications System. Last year, the staff provided options to the Commission for a post-FTS 2000 ETS in SECY-98-194, Upgrading the NRC Operations Center Emergency Telecommunications System. The SRM from this paper directed the staff to pursue near-term option 1 and mid-term (2 to 5 years) option 2. Mid-Term option 2 included use 6f portable satellite units to provide redundancy and diversity of telecommunications.
The Year 2000 (Y2K) problem presents new challenges to the ETS which are addressed in the agency's Y2K Contingency Plan. In the SRM associated with COMSECY-98-036,
" Draft NRC Contingency Plan for the Year 2000 issue in the Nuclear Industry,' the Commission directed the staff to accelerate the acquisition of portable satellite units associated with the ETS to have them in place prior to December 31,1999 to allow an independent method of communication in the event of a Y2K rclated failure of some or all of the public switched network and / or FTS2000.
l 2.2 CURRENT SITUATION.
Provide a brief description of the current approach used to accomplish the objectives of the proposed project. Include an estimate of the annual contrectual and staff costs (obtain assistance from OClO to prepare this information, if necessary). Identify any deficiencies of the current approach. Describe the problem the project is intended to solve, if applicable. Identify any ongoing, planned or scheduled enhancements or improvements to the current approach.
Identify any ongoing, planned or scheduled supplementary, complementary, or closely rclated projects that you are aware of-Currently, the NRC uses Inmarsat terminals from the NIFC in Boise, ID to provide satellite communication. The NRC has prepositioned terminals at all four regional offices and two at headquarters. These units are dispatched to any location where satellite telecommunications are required. There are two problems associated with this practice: (1) the availability of satellite communications is reactive and (2) in the event of hurricanes which have adequate warning, yet imprecise projections of track, personnel resources are wasted by propositioning personnel with satellite units (often from multiple regions) in the general area where a hurricane is expected to strikc and then vectoring these personnel to specific sites as the path of the storm is more accurately known. This latter effort also complicates overall emergency response because of the added level of logistical coordination involved at headquarters and the regional incident 2
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R:cponse Centira.
2.2.2 BENEFITS OF PROPOSED PROJECT:
l What are the anticipated or expected, quantif;able benefits of this project? Describe the i
projected merits of the project in the following asas
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(A) staff (FTE) savings: Negligible (B) monetary savings and cost avoidance: None (C) specific quantifiable performance or service improvements: None (D) other quantifiable benefits: None What are the non-quantifiable or qualitative benefits of this projects?
Describe any projected, non-quantifiable merits of the project in areas such as, safety, service quality, improvements in efficiencies of service delivery or mission support, and accuracy of information useful for carrying out the agency's mission.
The non-quantifiable merits of this project are associated with improvements in the ability to respond to emergencies at licensed facilities following events which incapacitate the local telecommunications infrastructure (i.e. tornadoes, hurricanes, earthquakes). Prepositioning satellite telecommunication units at resident inspector offices will provide a non-terrestrially based communication path to allow rapid l
restoration of minimal communication capability at NPPs and GDPs. Communications are the bedrock of emergency response, therefore, the ability to quickly report events in the face of public switched network outages relates directly to ti e ability to assure the protection of public health and safety.
i in addition to the general incident response benefits of the satellite telephones, there is an additional benefit derived from satellite telecommunication independence from public switched network related Year 2000 problems.
2.3 RETURN ON INVESTMENT (PRELIMINARY ANALYSIS):
In this section the sponsor should present their best case for receiving approval to apply seed money to prepare a business case for the proposed project. As best as is possible at this preliminary stage, the sponsor should explain why the anticipated benefits identified above are expected to outweigh the anticipated ccsts that are likely to be identified during the preparation of the business case. Why is moving forward on the proposed project preferable to.say, inexpensive, minor enhancement or improvement to the existing system or application?
The satellite backup for ETS is being added to ensure that NRC will be able to communicate with NPP and GDP licensees in an emergency situation. Potential benefits in terms of accident mitigation significantly outweigh the expected costs of the system.
- 3. BUSINESS CASE PREPARATION If the project is approved, the next step will be to develop a detailed set of plans, called a Business Case. The Business Case is composed of:
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D;finition of requirem:nts
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Identification of one or more alternative solutions or approaches to meeting the identified requirements and evaluation of the costs, benefits, and risks of implementing these alternative solations compared to continuing with the status quo. The depth of this analysis should be commensurate with the estimated cost of the project.
3.
Preparation, in conjunction with the OClO, of a project management plan, including schedule, staffing, projected spending, and outcome-oriented performance goals / measures for the completed project.
The amount of detail required for a Business Case will vary with tha cost of the project and the number of issues associated with the project. Early identification of potential issues can shorten the review cycle and strengthen the Business Case. Information provided on potential issues will assist the reviewers in offering useful guidance on the preparation of a successful business case.-
3.1 BUSINESS CASE ISSUES:
(OClO will provide support for completing Section 3.1 upon request) 3.1.1 OUTCOME MEASURES:
What outcome measures could be used to judge the success of the proposed project? An example might be "This project is expected to reduce the time required to review and issue a new materiallicense by
%." Another might be "This project is expected to eliminate the need for 10 legacy systems and result in savings of $
per year beginning in Fiscal Year Ensure that there is at least one reliable path for voice communication from all NPPs and
- GDPs following any event, including natural disasters.
3.1.2 PROCESS BENCHMAAKING AND REDESIGN:
Describe background and project preparatory activities conducted to date. Which of the following have been accomplished:(a)_ Benchmarking comparison of NRC business practico and operations with "best practices"in other organizations? (Identify specific practices and
- organizations.) (b) Process optimization - consideration of ways to change agency operations to improve efficiency and effectiveness? (Describe how current NRC processes will be improved in conjunction with this project.)-
Agencies such as FEMA and HHS/PHS were visited, however, their responses are
- structured for response at any location where a disaster occurs, whereas the ETS is structured for response at fixed facilities. AEOD/IRD (now 1RO) did conduct an incident response self-assessment to identify possible solutions to increase efficiency and effectiveness in the incident response program. Among the findings of the self assessment was a recognition that the number of DALs could be reduced and that in many cases, licensee telecommunication systems could provide a reliable, low-cost alternative to DALs. AEOD/lRD also contracted with Booz-Allen and Hamilton to study alternatives for implementing a post-FTS 2000 ETS. This study looked at numerous options.
(NOTE: If this section does not address specifics as identified immediately above, the sponsor should include the following statement, " Benchmarking and best practices will be addressed 4
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during ths pr:paration of the Business Case")
3.1.3 INTEGRATION WITH BUSINESS AREA PLANS What business areas, functions, and processes does the proposed project support? (The sponsor should underline the business functions the proposed project supports on the list i
attached to this form at page 5.) What is the relationship of the project to current plans for the business area as a whole, i.e., what is the relationship of the proposed project to other existing or planned applications systems? What existing systems, if any, will the new system replace?
t (The sponsor should provide a list of systems to be replaced.)
This project supports the incident response program. As such, there is no direct association with any of the business areas listed below. The closest fit would be with MANAGEMENT DIRECTION AND OVERSIGHT, Monitodng and Evaluation.
Would the proposed project, once it is an operating system or application, require data that already exists in other systems? (Sponsor should provide a list of types of data that the proposed project will process.) What are the plans for integration and data sharing with other systems?
Not' applicable.
3.1.4 USERS AND OTHER STAKEHOLDERS:
If the project would create an application system, which offices would use the system? Would
- the regions use the system? How many of the agency's staff would have access to the system? N/A -
. Will the public have access to the system? No Describe actions taken to coordinate and obtain comments on the proposed project from users, and owners of related -Jata and systems, including those outside your immediate organization and office.
The regional offices and OClO have been involved in all of the policy making decialons involving the ETS and the Y2K Contingency Planning process. All Commission Papers on these subjects have been coordinated with the regions and OClO.
Describe involvement by other of,fices ( including offices that will create data for the system as well as offices that will use the system to conduct their business) anticipated to be needed during the project phase and the operations phase.
The only involvement expected will be for initial training and for record keeping associated with verifying usage data from the vendor.
3.1.5 INFRASTRUCTURE IMPACT:
i What IT infrastructure needs (PC capabilities, telecommunications, etc.) are associated with this project and when are these' capabilities needed? Identify any potential new equipment
- such as development or operational file servers that would be required by the project. Highlight any needs for infrastructure upgrades (e.g., telecommunications upgrades, software not currently on the LAN) that exceed currently planned and scheduled infrastructure capabilities.
Region IV and the Operations Center will be provided with indoor operations capability.
Depending on the cabling distance to the antennae, the PBX switches at one or both of these locations may require connection to multichannel satellite units. This will include 5
4 mounting EntInnae en the building 2, cIbling t3 th) cctslllta rsc2iving unit, and if reiquired, cibling t3 the PBX cnd cn intsrfica b grd for ths PBX.
3.1.6 STAFFING
If the proposed IT project is approved and funded, is the office prepared to manage it on a full-time Dasis? What office plans have been made for providing a project manager and necessary staffing for detailed requirements analysis, prototyping, testing, etc.? Identify specific support l
required from other NRC organizations (other then OClO) during the requirements identification
- and project development activities. Identify specific areas or functional support needed from OClO staff and the associated timing? (Possible areas are technical support during the project's implementation and installation, or post-implementation support, i.e., maintenance
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and operational support from OClO contractors.)
lRO will manage this project. This project will be managed by an Information Technology Engineer on the IRO staff. We are considering prototyping effort involving up to five satellite units, however, given the timing constraints involved in procuring the i
satellite units in time to support the Y2K contingency plan execution, this may not be possible. Specific support required from OClO will include installation, cabling and ~
integration of fixed satellite units at headquarters and region IV with the Fujitsu 9600M PBX switches at both locatioris.
3.1,7 ACQUISITION PLANS-What IT equipment, software, and development service purchases are anticipated and what general acquisition approach is planned? Have you explored whether a commercially-available i
"off-the-shelf" application might satisfy your requirements or do you intend to develop a 1
customized application? If acquisition vehicles other than those available through OClO are i
anticipated, the office should highlight these and provide justification.
This program will procure commercially available satellite telephones and satellite telecommunication service. WE anticipate that the hardware and services will be procured via a GSA contract which provides for direct purchase of equipment and services through 8A firms. A study by Booz-Allen & Hamilton compared the prices available from the GSA contractors to commercially available (open market pricing) and found the GSA contract prices to be below market price. Subsequent to that study, l
Iridium (the preferred alternative) announced decreases in phone handset prices and the monthly service fee.
3.1.8 SECURITY REQUIREMENTS:
Would the project create an application system that processes classified or sensitive data?
(See definition in the glossary of Management Directive, Volume 12, Security) No.
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3.1.9 PRELIMINARY ESTIMATED COST FOR PROJECT PHASE:
l What is the estimated cost category of the Project Phase of the proposed IT investment? (An IT investment proposal becomes a project when its functional requirements are identified, has been approved to proceed, is funded, has a project team in place, and has a project workplan l
defiried. It remains a project until it becomes an installed operational system). Cost categories l
are (1) Less than $250K (2) $250K to $499K, (3) $500K to $1M, (4) Over $1M but less than
$3M, and (5) $3M or more.
3,1.10 ESTIMATED SEED MONEY:
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q Assuming the proposed proj:ct is approv:d to procxd, what is tho estimatsd amount of seed L,
mon;y th t will b3 r:quir:d to pr: para th3 busin ss case for the project? No furth:r seed money is anticipated. Funding for the project has been approved and the business case was developed under the Booz-Allen and Hamilton task.
- 4. OTHER INFORMATION:
Please provide any additionalinformation which will be relevant to the review of the project and the preparation of the business case.
- 5. BUSINESS AREA CONTEXT:
I PLEASE UNDERUNE BUSINESS FUNCTION (S) THE PROPOSED PROJECT SUPPORTS i
MISSION-RELATED %)SINESS AREAS Program Direction Budget Planning Management MANAGEMENT DIRECTION AND OVERSIGHT Funds Control Providirig Direction Acccunting Planning Moview/ Audit Organizing Monitoring and Evaluation HUMAN RESOURCES MANAGEMENT Program Management INSPECTIONS, INVESTIGATIONS, AND Recruiting, Hiring, Selection ENFORCEMENT Managing Compensation Program Direction Managing Staff Utilization Planning inspections and Investsations Providing Organization Management Performing inspections and Investigations Managing Workplace Environment Documenting Inspections and Investigations Managing Labor-Management Relations Performing Enforcement Providing Staff Training and Development LICENSING / APPROVAL INFORMATION RESOURCES MANAGEMENT Program Direction Program Direction Receiving Application IT Infrastructure Performing Technical Review information Systems Performing Legal / Adjudicatory Review Information Management Decision Making Records Management IDENTIFYING AND ASSESSING SAFETY FACILITIES AND PROPERTY MANAGEMENT CONCERNS Program Direction Program Direction Facility Operations Scoping Concerns Property Operations Obtaining / Communicating Information Determining Significance ACQUISITION MANAGEMENT Taking Action Program Direction Planning Acquisitions RULEMAKING Pre-Award Process Program Direction Award Process Developing Rulemaking/ regulatory Post-Award Administration Guide Plan Formulating Initial Package Formulating Subsequent Packages EXTERNAL AFFAIRS Program Direction informittion Collection info:mation Transmission / Notification EXTERNAL AFFAIRS (Continued)
Representation Extemal Assistance Coordination with External Organizations SUPPORT BUSINESS AREAS FINANCIAL MANAGEMENT 7
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DEFINITIONS:
1 APPLICATION SYSTEM: Computer hardware, software and procedures designed to capture, store, manipulate, retrieve and report data /information. For purposes of this Screening Form, single-user, personal productivity applications (e.g., a spreadsheet which is not shared),
scientific codes and any associated high-performance computing equipment are not included.
BUSINESS CASE: The justification and implementation plan of a project. It must include requirements identification, cost-benefit-risk analysis of alternatives, and a project management plan which includes detailed plans for staffing, spending, and schedule.
INFRASTRUCTURE: Includes hardware, software, services, equipment, and components
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necessary to support local and enterprise-wide information technology requirements. This includes desktop systems, customer service, network components and services, telecommunications components and services, operational support, and maintenance.
INSTALLED OPERATIONAL SYSTEM: A project enters into the " installed operational system" phase when it has been installed and tested, users are trained and the sponsor has formally accepted the system, application, enhancement, or infrastructure augmentauon.
INFORMATION TECHNOLOGY (IT): The hardware and software operated by the NRC or by a contractor of the NRC or other orgdnization that processes information on behalf of the NRC to accornplish an agency function, regardless of the technology involved, whether computers,>
telecommunications, or others.
IT PROJECT PHASE: A proposed IT investment becomes a project when its functional requirements are identified, it has been approved to proceed, it is funded, it has a project team in place and it has a project work plan defined. It remains a project until it is canceled or it produces an installed operational system.
LIFE CYCLE COSTS: For purposes of the CPIC analysis, life cycle cost is the project cost (see definition below) plus 5 years of operations and maintenance costs. The do not include the
" pre-project" or planning costs which are considered " sunk" or spent.
MAJOR MODIFICATION TO AN APPLICATION SYSTEM: Changes to an existing application system, hardware or software, that go far beyond slight adjustments to the functionality.
Adjustments including significant equipment and/or hardware changes or many data elements, reports, queries and process changes would be considered major. Adding, deleting or i
changing a few data elements or a few reports / queries would be considered a minor enhancement or maintenance.
NEW APPLICATION SYSTEM: Automation of a manual process or changes to an existing application significant enough to require a complete system rewrite.
PROJECT COST: (See definition of IT Project Phase above.) Cost incurred during the-by an IT project phase, including costs incurred by support offices. Includes full time equivalents (FTSs). Project cost differs from Life Cycle Cost, which includes operations and maintenance.
RETURN ON INVESTMENT (ROI):
Determining ROI essentially requires answering the questions, "What are we getting for our money and other resources spent on a project?" and " is the ' sum' of the estimated benefits
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and expected outcomes greater or less than the ' sum' of the estimated budget and resources that will be required for the project and its resulting application?" The estimated benefits and outcomes may be quantifiable or non-quantifiable. ROI should take into account the risks 8
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BUSINESS CASE FOR PORTABLE SATELLITE TELEPHONES l
REQUIREMENTS IDENTIFICATION AND DEFINITION Mission need - Reliable communications are needed between NRC HQ and Regions, nuclear power plants (NPP), and gaseous diffusion plants (GDP). These l.
communications must be reliable even following natural disasters which such as hurricanes which often render local telecommunications systems inoperable for extended periods of time.
Ot@ctives - The objective of this project is to provide a redundant form of telecommunication capability at NPPs and GDPs, to supplement the current FTS 2000 l
. based Emergency Telecommunications System (ETS). The year 2000 (Y2K) problem i -
presents new challenges to the ETS which are addressed in the agency's Y2K Contingency Plan. In the SRM associated with COMSECY-98-036, " Draft NRC j
Contingency Plan for the Year 2000 issue in the Nuclear Industry," the Commission directed the staff to accelerate the acquisition of portable satellite units associated with the ETS to have them in place prior to December 31,1999 to allow an independent
. method of communication in the event of a Y2K related failure of some or all of the,
public switched network and / or FTS 2000.
The need to'obtain a back-up network for the FTS 2000 based ETS dates back to the last upgrade of ETS. The staff had been requested to study further the advisability of J
. providing a back-up system for ETS in the SRM issued in response to SECY-91-303,
" Upgrading the NRC Operations Center Emergency Telecommunications System." Last year, the staff provided options to the Commission for a post FTS 2000 ETS in SECY i
98-194, also titled " Upgrading the NRC Operations Center Emergency Telecommunications System." The SRM from this paper directed the staff to pursue near term option 1 and mid-term (2 to 5 years) option 2. Mid term option 2 included use of portable satellite units to provide redundancy and diversity of telecommunications.
i Infotiation manaaement Problem - Terrestrially based telecommunication systems such as FTS 2000, its follow-on FTS-2001, and the public switched network are not always available due to network congestion, network hardivare or software failures, or natural disasters.
1 Scope - The scope is restricted to the non-terrestrial alternatives to FTS 2000, FTS i
2001, and the Public Switched Network.
Stakeholders - NRC stakeholders include the regional affices, OCIO, and IRO.
External stakeholders include licensees, state and local governments, and the public surrounding NPPs and GDPs (increased telecommunication reliability for coordinating event response).'
i Benchmarking / redesign review - Agencies such as FEMA and HHS/PHS were visited, however, their programs are structured for response at any location where a dise ster occurs, whereas the ETS is structured for response at fixed facilities.
AEOD/lRD (now IRO) did conduct an incident response self-assessment to identify possible solutions to increase efficiency and effectiveness in the incident response program. Among the findings of the self assessment was a recognition that the number i
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l of DALs could be reduced and that in many cases, licensee telecommunication systems could provide a reliable, low-cost alternative to DALs. AEOD/lRD also contracted with Booz-Allen and Hamilton to study alternatives for implementing a post-FTS 2000 ETS.
This study looked at numerous options.
j Data. functional. and infrastructure reauirements (System Development Life Cycle Manaaement Standard S-3051. Project Definition and Analysis Document, if reauired) - Not applicable. This is not an application system.
REQUIREMENT DESCRIPTION NRC REQUIREMENTS NAME Coverage Determines the availability of a Coverage throughout the Continental service within the United United States (CONUS) in order to reach all States. Also determines the NPPs.
feasibility of in building Indoor coverage for heacquarters and in coverage.
Arlington, TX regional office Mitigation of Measures the aumber of calls immediate access to communications in the e
Congestion Risk each gateway and satellite is event of an emergency capable of processing at one Understand the potential for congestion to time. Also determines the ensure this backup solution is viable and likelihood of network successfLi congestion due to the number of users on the network at one time.
Ease of Use Measures ease of use of the Non-disruptive installation; building service including call set up, modifications to nuclear power plants are dialing plan, size / weight of not feasible handset, installation time, and Minimal training training required Portable, small handsets to ensur6 the use i
of terminals while mobile Minimal set up and log on for users who need to access communications during emergency operations Simple dialing plan required for users who are not accustomed to using new i
technology Extended cattery life is also a consideration in the event of a power outage Degree of Determines whether calls can 100% independernce from the PSN in the Independence from be placed independent of the event that service is disrupted the PSN PSN Network Determines whether service 100% Y2K compliance for all network Survivability can be maintained when the components required network is incapacitated by outages due to physical or logical causes. Measures the level of redundancy in all network components (space and ground segments). Also determines whether network is Y2K compliant
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l Interfaces with other systems - Depending upon method selected for ino s service at HQ or R IV, the system may interface with the PBX switch in one or both locations.
No interfaces with NRC computer networks.
Potential solutions - Since there is no current backup to the ETS, we did not look at the "no action" option. Among the available technologies, cellular and fixed dish satellite systems were eliminated from consideration due to their vulnerability to natural disasters. The technology of choice, therefore, was portable satellite telecommunication. The possible systems analyzed were Inmarsat, TMl, Iridium, and American Mobile Satellite Corporation (AMSC). Inmarsat was eliminated because it is a marine communication system which is not supposed to be used for land based communications (FCC waiver required) and TMI was eliminated because it is a foreign firm (Canadian) which does not have permanent license to sell the service in the United States.
COST / BENEFIT / RISK ANALYSIS Summarv - This analysis will evaluate the cost, risk and abilPv 'o satisfy the requirements of two alternatives for providing satellite ETS as a backup for the terrestria! ETS. Benefits (in terms of contributing to the agency's mission) are the same as those attributable to the terrestrial system and are not discussed here.
Obiectives - The objective of this project is to provide a redundant form of telecommunication capability at NPPs and GDPs, to supplement the current FTS 2000 based Emergency Telecommunications System (ETS). The year 2000 (Y2K) problem presents new challenges to the ETS which are addressed in the agency's Y2K Contingency Plan. In the SRM associated with COMSECY-98-036," Draft NRC Contingency Plan for the Year 2000 issue in the Nuclear Industry," the Commission directed the staff to accelerate the acquisition of portable satellite units associated with the ETS to have them in place prior to December 31,1999 to allow an independent method of communication in the event of a Y2K related failure of some or all of the public switched network and / or FTS 2000.
The need to obtain a back-up network for the FTS 2000 based ETS dates back to the last upgrade of ETS. The staff had been requested to study further the advisability of providing a back-up system for ETS in the SRM issued in response to SECY-91-303,
" Upgrading the NRC Operations Center Emergency Telecommunications System." Last year, the staff provided options to the Commission for a post-FTS 2000 ETS in SECY 98-194, also titled " Upgrading the NRC Operations Center Emergency Telecommunications System." The SRM from this paper directed the staff to pursue near term option 1 and mid-term (2 to 5 years) option 2. Mid-term option 2 included use of portable satellite units to provide redundancy and diversity of telecommunications.
Backaround - Currently, the NRC uses Inmarsat terminals from the NIFC in Boise, ID to provide satellite communication. The NRC has prepositioned terminals at all four regional offices and two at headquarters. These units are dispatched to any location where satellite telecommunications are required. There are two problems associated with this practice: (1) the availability of satellite communications is reactive and (2) in the event of hurricanes which have adequate warning, yet imprecise projections of track,
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personnel resources are wasted by prepositioning personnel with satellite units (often from multiple regions) in the general area where a hurricane is expected to strike and then vectoring these personnel to specific sites as the path of the storm is more i
accurately known. This latter effort also complicates overall emergency response because of the added level of logistical coordination involved at headquarters and the regional incident Response Centers. The Commission has expressed concern about this situation on previous occasions. The staff had been requested to study further the advisability of providing a back-up system for ETS in the SRM issued in response to SECY-91-303, Upgrading the NRC Operations Center Emergency Telecommunications System. Last year, the staff provided options to thd Commission for a post-FTS 2000 ETS in SECY-98-194, Upgrading the NRC Operations Center Emergency Telecommunications System. The SRM from this paper directed the staff to pursue l
near-term option 1 and mid-term (2 to 5 years) option 2. Mid-Term option 2 included i
use of portable satellite units to provide redundancy and diversity of telecommunications. In the SRM associated with COMSECY-98-036," Draft NRC Contingency Plan for the Year 2000 issue in the Nuclear Industry," the Commission directed the staff to accelerate the acquisition of portable satellite units associated with the ETS to have them in place prior to December 31,1999.
Assumptions -
- The NRC is interested in studying solely mobile satellite solutions,
- Only services available prior to September 1999 to ensure that the NRC buys a mature service
- Only material and technical information available on the open market were utilized
- Facility modifications to nuclear power plants are not feasible
- Private calls between two users (full duplex voice communications) is a required function; data and dispatch are not required
- Security is not a mandated requirement Description of Alternatives - Since there is no current backup to the ETS, we did not look at the "no action" option. Among the available technologies, cellular and fixed dish satellite systems were eliminated from consideration due to their vulnerability to natural disasters. The technology of choice, therefore, was portable satellite telecommunication. The possible systems analyzed were Inmarsat, TMI, Iridium, and American Mobile Satellite Corporation (AMSC). Inmarsat was eliminated because it is a marine communication system which is not supposed to be used for land based communications (FCC waiver required) and TMI was eliminated because it is a foreign firm (Canadian) which does not have permanent licenso to sell the service in the United States. IRO contracted with Booz-Allen and Hamilton to study these options. Additional information concerning the alternatives may be found in the attached report of this study.
9 e
I.
l l
Summary table como'arina non-recurrina and recurrina costs of alternatives Note that this table will differ from the cost comparisons in the Booz-Allen and Hamilton study. These tables are based on current pricing reflecting a change in iridium pricing on the GSA contract. Also included in this table is an increase in the number of handsets from 80 to 90. For comparison purposes, recurring costs are based on 10,000 minutes of use per year and maintenance costs estimated at $15K/yr.
System Nonrecurring Recurring (5 yrs of ops)
Totals FTE FTE FTE Iridium 205.3K
.2 159.5K
.1/yr=.5 364.8K
.7 AMSC 288.4K
.2 184.5K
.1/yr=.5 472.9K
.7 Summary table comparina ability to satisfy reauirements TECHNICAL EVALUATION CRITERIA IRIDIUM AMSC Coverage H
H Mitigation of Congestion Risk R
R Ease of Use H
R Degree of Independence from PSN H
R Network Suvivability H
R TOTAL 16 12 H=4 / fully met requirements; R=2 / partially fulfilled requirement; E = 0 / requirement not met Details concerning evaluations of Iridium and AMSC with respect to the requirements a'a attached.
I f.,;
L
)
I' L
Summary table comparina risks of alternatives Bridium
)
I l
Risk Evaluation Financial stability of company Compaq has not met sales expectations in the first three quarters of operations Heavy debt burden Iridium has revised marketing strategy Discussed situation with NCS and DISA. Both expect that Iridium will continue to operate. (Note DOD continues to purchase tridium handsets and has ordered a ground station (gateway)).
GSA has discussed situation with Iridium management and has expressed confidence in continuing operation.
, Potential blockage The system is under subscribed. Blockage due to network congestion is highly unlikely.
Y2K compliance
-._..-Scheduled to be Y2k compliant on July 1,1999.
.~...
Risk Evaluation Y2K Compliance Gateway not scheduled to be Y2K compliant until fourth quarter
]
1999.
_ _ _ _.The system is under subscribed. Current utilization 6% of capacity.
Potential blockage independence from public Uses SS7 (same signaling used by PSN). Potential for common switched network (PSN) mode Y2K failure.
Single point failure Problem with only system ground station can cause loss of service for voice calls.
Terminal requires user to be able to determine satellite Operator error bearing and declination and point the antenna to the satellite Takes about a minute to log on
+-b.a Requires higher level of training than Iridiumb.**.
.L
- d' e,.
+.p..-.
.m.-4
.i _- * -.-
-e.
Discussion of the return on investment of the alternatives - Retum on investment cannot be discussed in the classical sense with respect to the satellite phone system.
This system does not result in reduced FTE or reduction in other operating costs.
However, the value in incident response of having assured communications with NPPs and GDPs which is independent of any damage to or blockages in the public switched network far outweighs the total (five year cost) of this system (approximately $363K).
Sensitivity analysis - N/A Recommendation - Iridium best meets the technical requirements and is cheaper.
Appendices -
1, Cost details based on latest pricing
'2. Detailed analysis of requirements
/
PROJECT MANAGEMENT PLAN Prolect Schedule 7/7/99 Complete CPIC process 8/9/99 Contract placed with J. Tidrow and Associates 8/23/99-12/1/99 Handsets delivered and training conducted 8/30/99 Contractor recommendation for HQ and R IV configuration 10/1/99 Indoor service established at HQ and R IV Spendina Plan -
=
Aug-Dec 1999
$39.4K/ month Jan 2000-Jul 2004
$2.9K/ month Staffing plan -
Project Officer-John R. Jolicoeur, IRO (required 0.2 FTE in 1999,0.1 FTE for the remainder of the contract)
Regional Office Property Custodians - 8 hours9.259259e-5 days <br />0.00222 hours <br />1.322751e-5 weeks <br />3.044e-6 months <br /> ea. Between August and November 1999 OCIO HQ cabling project manager - 16 hours1.851852e-4 days <br />0.00444 hours <br />2.645503e-5 weeks <br />6.088e-6 months <br /> between August and Octcber 1999.
DIRMA in RIV support for cabling inside service - 16 hours1.851852e-4 days <br />0.00444 hours <br />2.645503e-5 weeks <br />6.088e-6 months <br /> between August and October 1999 Outcome-oriented performance coals - Ensure that there is at least one reliable p' ath for voice communication from all NPPs and GDPs following any event, including natural disasters.
Statement of conformance with the aaency's standards for SDLCM. IT architecture infrastructure. data and network standards - Not applicable The proposed IT Investment will not result in shared benefits or costs with other Federal agencies or state or local governments.
I i
i 1
k-
1 Cost Details Based on Latest Pricina l
I l
Iridium l
1.
Motorola Satellite Series 9500 portable phone packages with magnetic mount external
)
antenna, charger, automobile lighter adapter, charging stand and spare battery.
90 ea. @ $1495.00
$134,550.00 2.
Indoor Units (assurning Motorola multi-channel unit) i 2 ea. @ $18,025.00
$ 36,050.00 Installation (16 hrs
- 2 sites * $125.00/hi)
$ 4,000.00 Cabling (HO and Region IV)
$ 2.200.00 Total $ 42,250.00 3.
Service Initiation Charge 90 ea. @ $250.00
$ 22,500.00 4 ea @ $250.00 (indoor units)
$ 1.000.00 Total $ 23,500.00 l
4.
Travel (assuming two day trips)
From To Airfare Per Diem Auto
- of trips total Fayetteville, NC NRC HQ 390.00 306.00 86.00 2
1564.00 Fayetteville, NC Reg.I 450.00 252.00 78.00 1
780.00 l
Fayetteville, NC Reg.11 314.00 256.00 78.00 1
648.00 Fayetteville, NC Reg, lll 350.00 324.00 86.00 1
760.00 l
Fayetteville, NC Reg. IV 350.00 220.00 78.00 2
1296.00 Total 7
5048.00 Total nonrecurring
$205,348.00 5.
Arc tal Usage l
10,000 Min. @ $1.99 / min.
$ 19,900.00 l
l 6.
Annual Maintenance (option years)
$15,000.00 APPENDIX 1 L
-~
. 7.
Totals Nonrecurring.
Recurring Total
. Year 1
$205,348.00
$19,900.00.
$225,248.00 Year 2 0-
. $ 34,900.00
$ 34,900.00
~ Year 3 0
$ 34,900.00
$ 34,900.00 Year 4 0
$ 34,900.00
$ 34,900.00 Year 5
-0
$ 34.900.00
$ 34.900.00 Total.
. $205,348.00
$159,500.00
$364,848.00 AMSC-1.
OmniOuest ST 251 portable satellite unit 90 ea; @ $2,499.00'
$224,910.00 2.
Indoor Units i
Westinghouse 2-channel phone 2 @ $16,500.00
$ 33,000.00 Global Data interface for PBX 4 @ $585.00
$ ' 2,340.00 Installation (16 hrs
- 2 sites * $125.00/hr)
$ 4,000.00 Cabling (HQ and Region IV)
$ 2.200.00 Total $ 41,540.00 3.
Service initiation Charge 94 eac @ 50.00 -
$ 4,700.00
- 4. -
Auto accessory package (TMU-to-GO).
10 ea. @ 1,725.00
$ 17,250.00 Total nonrecurring
$288,400.00
- 5.
Travel not computed because training not offered under this GSA contract 6.
Annual Usage 10,000 min. @ $2.49
$ 24,900.00 7.
Annual Maintenance (option years)
$ 15,000.00 l
l
~
1 8.
Totals Nonrecurring.
Recurring Total Year 1
$288,400.00
$ 24,900.00
$313,300.00 Year 2 0
$ 39,900.0Q
$ 39,900.00
' Year 3 0
$ 39,900.00
$ 39,900.00 Year 4 0
$ 39,900.00 -
$ 39,900.00 Year 5 0
$ 39.900.00
$ 39.900.00 Total
$288,400.00
$184,500.00
$472,900.00 1
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