1. Ms. Kristyn E. Jones Director, Financial Information Management
15 November 2010

2. We’re on schedule and within budget for Full Deployment Q1 2012
Major Automated Information System (MAIS) Summary of Key Events (As of November 2010)
Milestone A approval – June 2005
Milestone B approval – Mar 08
Release 1.2 and “Go live” – Oct 2008
Release 1.3 and Wave 1 “Go live” – April 2009
Milestone C approval – 30 May 2009
Release 1.4 and “Mini Go live” – Oct 2009
“Mini Go live” – 1 Jan 2010
Wave 2 “Go live” – 1 Apr 2010
Release – 19 Apr 2010
Release and Wave 3 “Go live” – Oct 2010
Approximately
11,000 Users across 12 Commands
We’re on schedule and within budget for Full Deployment Q1 2012
8/12/2019
As of 25 Aug 2010

3. Lessons Learned – Manage For Success
Engage leadership –Vice Chief Memo to Commanders
Use chain-of-command to actively engage all levels of the Army in the deployment process
Establish strong governance structure and process (must be willing to say no to new requirements)
Integrate PMO, Functional Proponent and System Integrator team to enable rapid escalation and resolution of issues
Successful implementation requires alignment
across all organizations
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4. Lessons Learned – Developing The Solution
No customization to the core COTS solution
Insist on significant Command and Process Owner participation on project team beginning with design
Develop enterprise-wide processes (not Component or Command specific)
Establish a strong architecture team to document processes, data flows, interface requirements
Spiral new releases every 6 months
Minimize data conversions
Use the ERP as designed--
across the entire Enterprise
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5. Lessons Learned – Deploying The System
Apply a “Crawl, Walk, Run approach” to mitigate risk and enable continuous learning
Allow sufficient time to execute change management activities
Develop an integrated management schedule with tasks for both the program office and gaining organizations
Employ a command-base milestone-status reporting process
Focus on getting the Army ready for the system— not just getting the system ready for the Army
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6. Lessons Learned – Supporting User Needs
Identify user challenges in the deployment process and add additional time and effort to mitigate risks
Develop local expertise so Commands can assume responsibility for success
Revise and redesign training based on End User feedback
Sustain outreach/communications effort, including new Web 2.0 capabilities like Milwiki
Gather user feedback to determine what’s working— and what’s not
8/12/2019

7. GFEBS’ Contribution to the Army
Auditable financial statements -- enable the Army to comply with the various statutory requirements including:
Chief Financial Officers Act of 1990 (CFO)
Federal Financial Management Improvement Act of 1996 (FFMIA)
National Defense Authorization Act of 2010
Cost management -- provide the Army with new cost accounting capability for internal management
Integrating financial, real property, total cost and performance data
Enabling better informed decision making at every organizational level – from Army leadership to operational managers
8/12/2019

8. Army Auditability Milestones
Examination
Conducted by an independent public accountant (IPA)
IPA follows federal audit standards (GAO Yellow Book) and provides an opinion on findings
Audit iterations
Examination #1 – 1 Jan 2011 – Wave 1 s
Examination #2 – 1 Jan 2012 – Wave 1&2
Examination #3 – FY 2013 – All of GFEBS: all users, sites, & data (including interfaces)
Examination #4 – FY 2014 – All of GFEBS: all users, sites, & data (including interfaces)
Financial statement audit – 1 Oct 2014 – Army General Fund Statement of Budgetary Resources – All of GFEBS and legacy environments, systems, interfaces, data, supporting documentation

9. Cost Management Army Approach
“As you consider this budget and specific programs,
I would caution that each program decision is zero sum: a dollar spent for capabilities excess to our real needs is a dollar taken from a capability we do need – often to sustain our men and women in combat and bring them home safely.”
Secretary of Defense Robert Gates
Opening Statement to the HASC-May 2009
Army Approach
Cost accounting enabled through GFEBS
Enterprise cost model
Enhanced analytics/reporting
“Cost Culture” reinforced by Army leaders
Cost training for leaders, operational managers, and RMs
Provide accurate, reliable, and timely financial information and integrated functional performance data to Army
8/12/2019