1. ASMC, Washington Chapter 2004 Mini PDI March 30, 2004
Business Management Modernization Program (BMMP) Overview Ms. Elizabeth McGrath Deputy Director
ASMC, Washington Chapter
2004 Mini PDI
March 30, 2004

2. …we could more readily Imagine If…
…identify chemical warfare experts through an integrated employee information profile
…know what munitions are available in any given place at any given time
PURPOSE: To provide anecdotes intended to “hook” the listener and to imagine the possibilities enabled by the modernization program. This slide brings the benefits down to the personal level. THIS SLIDE IS ANIMATED
RECOMMENDED TIME: TBD
KEY POINTS:
To realize the vision of a fully capable 21st century American fighting force that is pervasive in peace, decisive in war and preeminent in any form of conflict, the defense supporting establishment they rely upon must be every bit as agile, efficient and effective as the warfighters they serve
Imagine the possibilities if we could more readily
Identify all chemical warfare experts through an integrated employee information profile
Know what munitions are available in any given place at any given time
Issue supplies in a timely manner with reduced paperwork
Purchase land and build a youth center to support a military family housing community in less time
…issue supplies in a timely manner with reduced paperwork
…purchase land and build a youth center to support a military family housing community in less time

3. The Need for Change is Clear
Services and Agencies have individual processes and over 2000 supporting systems that focus primarily on their own operations
Results are:
Costly, redundant and inefficient management of DoD resources
Accurate, reliable, timely, and informed management decision-making not supported DoD-wide
Combatant Commanders
Services
Army
Navy
Air Force
Marines
Agencies
NIMA
DISA
DLA
PURPOSE: To illustrate the current business management environment, and how we got there.
RECOMMENDED TIME: TBD
KEY POINTS:
The need for DoD-wide business management reform is well documented and long standing
DoD, Congress, OMB, the General Accounting Office and others have studied and analyzed the problems and causes associated with the current environment for many years – they have asserted that DoD needs to create an enterprise architecture to prescribe how the Department’s financial and non-financial feeder systems and management processes will interact
In the absence of a unified, strategic vision and enterprise-wide framework, Services and Agencies developed, over time, individual processes and a proliferation of supporting systems that focused primarily on their own operations
As a result, there are many single function systems versus multi-function systems; multiple systems performing same tasks; large numbers of data translations that have reduced information integrity; and the same data is stored in multiple systems
These systems do not speak the same language, do not share common information, and they do not function as a cohesive system
Our current environment prevents DoD from being able to provide timely, accurate and reliable financial management information and creating higher than necessary costs for performing the business of defense

4. Program Authority
In July 2001, Secretary of Defense (SECDEF) Donald Rumsfeld established the department-wide Financial Management Modernization Program (FMMP) under the sponsorship of Under Secretary of Defense (Comptroller) Dr. Dov Zakheim. The transformation of the Department’s financial management operations includes not only finance and accounting but also all business activities.
In May 2003, the program was renamed to the Business Management Modernization Program (BMMP) under the joint sponsorship of the Under Secretary of Defense (Comptroller) and the Assistant Secretary of Defense (Networks and Information Integration).
In September 2003, the Secretary of Defense reconfirmed this commitment by designating DoD business transformation as one of his top ten priorities.
To comply with ITMRA of 1996 and OMB Circular A-130

5. The Largest Transformation Effort in Government or Industry
Scope
How big is BMMP? It impacts:
5.4M employees, service members and beneficiaries
Paychecks and W-2’s
Personnel records and actions
Medical and Dental records, appointments, admissions and discharges
Training records, plans, and scheduling classes
Travel requests, tickets, vouchers
$400B+ /Year
267 Appropriations
124 Million accounting transactions
11.2 Million invoices
$700B+ in Assets
600,000 Buildings at 6,000 locations in 146 Countries
Treaties, Local Laws and Regulations
Leasing arrangements
Security
Environmental liabilities
Real property inventories
1,312 Major weapons systems
4.6 Million parts and supplies managed
150+ Federal Source Laws and Regulations (Ex. Title 5, 10, 32, 37)
4,200+ Specific requirements from source laws
2,274 Systems … and Counting
Different standards and interpretations of rules and requirements
BMMP:
The Largest Transformation Effort in Government or Industry

6. Mission and Strategy Mission Strategy Goals
Support the Warfighter with world-class business operations
Strategy
BMMP will lead DoD’s transformation of its business processes by:
Developing and maintaining the Business Enterprise Architecture (BEA)
Driving Domain Business Process Reengineering
Implementing a capabilities-based Portfolio Management
Performing System Assessments
Utilizing the Global Information Grid Enterprise Information Environment
Goals
More $$$ for the Warfighter
Optimize Warfighter Support
Increased Return on Taxpayer Investment
The IBM Experience:
Application and infrastructure standards
60 mail architectures to 1
1500 mail servers to 500
Unique ids and directories by application to 1 global directory and id/user
Enterprise development and deployment process
Datacenter consolidation
80 web hosting centers to 5
155 datacenters to 12
Portfolio management
16,000 apps to 6,197
Telecommunications globalization
31 networks to 1 outsourced global network
Unknown voice expense to one organization to manage
Standard client configurations
Hundreds of images and platforms to 1 standard image, 3 platforms

7. BEA provides one DoD Reference Business Process Model that ensures:
Business Enterprise Architecture (BEA)
GOALS
BEA provides one DoD Reference Business Process Model that ensures:
Enable Interoperability throughout DoD
Single interpretation of requirements:
Standard rules and policies
Standard rules and policies are embedded into
operational processes
Business transaction and event standards are
explicitly embedded into operations information
exchanges
Consistent and unique Data Model and Dictionary
Achieve Operational Process Excellence
One DoD Business Enterprise Architecture Reference
Business Process Model that provides the foundation to
enable end-to-end operational excellence
Embed DoD’s Net-Centric Enterprise Services in
Business Enterprise Architecture
Provide link to Federal Enterprise Architecture
Enhance Portfolio Management
Transition Planning based on Business Enterprise
Architecture to achieve capabilities based on target
processes
Relevant “As Is” analysis
The Business Enterprise Architecture achieves practical value in leading DoD business transformation by driving:
Investment Decisions
Business Process Re-engineering Opportunities
Acquisition Programs
Legacy remediation
Alignment of proof of concept initiatives with the BEA
Removal of barriers for Business Transformation and Improvement
Legislative Changes
Policy Changes

8. Business Enterprise Architecture
Transition Process
BMSI/Domains
Domains
Continuous Improvement
Transition Plan
Business Process Reengineering
Business Enterprise Architecture
Capabilities
(Initial Capability Document (ICD), Capability Development Document (CDD))
Portfolio Management
Acquisition Programs (Streamlined)
Legacy Remediation (Refresh, Replace, Retire)
GOAL:
Incorporate unambiguous requirements, rules, regulations, and priorities upfront in the acquisition process.

9. Business Process Detail and Elaboration
Notional
Process Flow

10. Transition Planning and Portfolio Management
Schedule and Milestone Plan;
Capability Maturity Profile;
Packaged and Segmented Capabilities and Requirements;
Compliance Plan; and
Change Management and Communications Products.
Portfolio Management
Capabilities-based
Memo on Information Technology Portfolio Management signed by DEPSECDEF (March 22, 2004)
Management Initiatives Description (MID) 918 (Draft)
Systems Assessments

11. Systems Review: Roles and Responsibilities
Stakeholder domains review program’s self-assessment, make decision or identify issues
Program performs self assessment addressing architecture and programmatic criteria
Lead Domain prepares recommendation package
BMSI prepares certification package for Comptroller approval
Stakeholder Domains review recommendation package
Lead Domain signs memo, delivers final recommendation package to BMSI
Program requires funding or is up for milestone review
Program provides self assessment and supporting documents to Component
All domain issues/concerns must be resolved prior to Lead Domain signature.
BMSI and Lead Domain review outstanding issues, Partner Domains optional
Recommendation package includes cover memo summarizing evaluation results
Lead Domain is responsible for communication with Program Manager throughout process
Lead Domain hosts issue resolution meeting with program and domains
Lead Domain provides ongoing guidance to Program
Comptroller approves certification package
Program executes next phase based on leadership direction
Component verifies compliance with Component architecture and portfolio
Program provides self assessment and supporting documents to stakeholder domains

12. Path to Business Transformation
Map BEA to Federal Enterprise Architecture (FEA)
By July 2004
Integrate DoD business processes
Incorporate Increment One-relevant requirements and transactions into processes
Focus on processes related to DoD material weaknesses
Focus on requirements, transactions, and data relevant to Unqualified Audit Opinion and Asset Accountability
By October 2004, fully update all architecture artifacts to reflect end-to-end perspective
First release of next increment by April 2005

13. DOD-WIDE INCREMENTS Enterprise Focus 1 / 2 / 3
FOCUS: Re-engineer the processes and identify the information requirements necessary to implement a modern integrated net-centric Business environment that supports the Warfighters’ needs
Increment 1:
Sub-focus: Achieve unqualified audit opinion for consolidated DoD financial statements, including related processes to achieve Asset Accountability and address other Material Weaknesses
Sub-focus: Achieve total personnel visibility to include: military service members, civilian employees, military retirees, and other US personnel in a theater of operations (including contractors and other federal employees)
Increment 2:
Sub-focus: Align acquisition practices with Government & Industry best practice benchmarks
Sub-focus: Achieve total asset visibility and accurate valuation of assets (includes Operating, Materials and Supplies; Inventory and Property; Plant and Equipment)
Sub-focus: Enhance force management through position accountability and visibility (military and civilian)
Sub-focus: Improve military health care delivery through a more efficient healthcare claims system, more accurate patient diagnostic coding, and joint medical material asset visibility
Sub focus: Improve environmental safety and occupational health
Increment 3:
Sub-focus: Implement Planning, Programming, Budgeting and Execution (PPBE) process improvements in accordance with Joint Defense Capabilities Study recommendations for a capabilities-based PPBE process
Sub-focus: Achieve integrated total force management
Sub-focus: Improve installation management

14. BMMP Key Players: Roles & Responsibilities
Secretary of Defense – Department’s transformation leader…business transformation is one of DoD’s “Top Ten Priorities”
Under Secretary of Defense (Comptroller) and the Assistant Secretary of Defense (Networks and Information Integration) / DoD Chief Information Officer – Co-managers of all BMMP efforts
Principal Staff Assistants (Domain Owners) – within their respective functional areas via the Domain structure
Lead business transformation
Establish and maintain a Domain governance process
Manage the Domain portfolio and transition plan
Assist in the extension of the BEA
Perform system reviews
Represent the Domain’s perspective in resolution of cross-Domain issues
Business Modernization and Systems Integration Office (BMSI)
Serves as the program management office for BMMP
Responsible for developing and maintaining the BEA (the blueprint that prescribes how DoD business systems interact)
The Secretary of Defense is DoD’s transformation leader responsible for changing the Department’s business operations and systems.
The Under Secretary of Defense (Comptroller) and the Assistant Secretary of Defense (Networks and Information Integration)/ DoD Chief Information Officer are co-managers and responsible for providing policy direction and oversight of all BMMP efforts.
The Principal Staff Assistants (Domain Owners) are responsible for guiding all business transformation execution activities to ensure processes, systems, data, and investments are compliant to Business Enterprise Architecture within their respective areas.
Business Modernization and Systems Integration Office (BMSI) as the program management office for BMMP, is responsible for developing and maintaining the DoD-wide blueprint, known as the Business Enterprise Architecture (BEA). The BEA will prescribe how the Department’s financial and non-financial feeder systems and business processes interact.
Domains – six functional and one technical – are responsible for the following: leading the business transformation within the Domain; establishing and maintaining a Domain governance process that ensures representation of the Components and appropriate Federal agencies; managing its respective portfolio to ensure implementation of and compliance with the BEA and transition plan; performing system reviews and approving initiative funding as part of portfolio management; assisting in the extension of the enterprise architecture; guiding implementation activities; and representing the Domain’s perspective in resolution of cross-Domain issues.

15. BMMP Governance Structure
Business Domains
OUSD(C) -- Accounting & Finance
(ACC/FIN)
SecDef
DepSecDef
OUSD(AT&L) -- Acquisition
(ACQ)
BMMP Executive
Committee
OUSD(P&R) -- Human
Resources Management (HRM)
BMMP Steering
Committee
OUSD(AT&L) -- Installations
& Environment (I&E)
Roles and Responsibilities:
Leading business transformation within the Domain
Assisting in the extension of the BEA
Establishing and maintaining a Domain governance process that ensures representation of the Components and appropriate Federal agencies
Managing its respective portfolio of systems to ensure implementation of and compliance with the Business Enterprise Architecture (BEA) and transition plan
Guiding implementation activities
Performing system reviews and approving initiative funding as part of portfolio management
Representing the Domain’s perspective in resolution of cross-Domain issues
OUSD(AT&L) -- Logistics
(LOG)
Domain Owners
Integration Team
(DO/IT)
OUSD(C) -- Strategic Planning
& Budgeting (SPB)
Business
Enterprise Architecture
Review and Change
Control Board
OASD(NII)
Enterprise Information Environment
(EIE) Mission Area
= Business Domains
= DoD Mission Areas
= BMMP Program Office
Business Modernization
and Systems Integration
(BMSI)
3/4/04 Version

16. Where we fall within DOD/ the Global Information Grid (GIG)
Business
Mission Area
Warfighting
Mission Area
Governance
Governance
JS/OSD Working
Portfolio Definitions
and Governance
Accounting & Finance
Domain
Installations
& Environment Domain
Acquisition Domain
Human Resources Management Domain
Logistics Domain
Strategic Planning
& Budgeting
Domain
Business Management Modernization Program (BMMP)
working with the
Enterprise Information Environment (EIE) Mission Area
Core Enterprise Services
Domain
Core Enterprise Services
Domain
Governance across the GIG Architecture spans five Mission Areas that include DoD and IC information related activities.
The GIG Architecture starts with the Users – Computing platforms, Weapons platforms, Personal digital devices, Warfighters, Business support, and complex multi-platform systems.
Data assets are managed at the enterprise level and for specific communities of interest (COI).
The five Mission Areas are composed of operating or supporting domains with a Governance structure and Capability Integrator for cross Domain issues.
Similarly, Cross Mission Area Governance addresses issues, needs, policies, and investments that span the five Mission Areas.
Governance & Capability Integration (Management Functions) – Requirements, Policies, Investments, Engineering Development, Interoperability, Information Assurance/Security, Quality of Service/Class of Service
Computing Infrastructure
Domain
Communications
Domain
Governance
Enterprise Information Environment
Mission Area

17. BMMP … Next 30 Days Business version of JV2020 Re-set Program Baseline
Establish and Measure BMSI and Domain Performance Measures
Balanced scorecard approach
Determine “Total Cost” of BMMP
Systems Inventory

18. BMMP Website

19. ** Password Required for .mil Users **
BMMP Portal
** Password Required for .mil Users **
Instructions for Obtaining a Password are Located on the Portal Homepage