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Drew Morgan
Director, Business Integration
Office of the Secretary of Defense - Comptroller
March 13, 2014
DoD Financial Management
Strategy & Initiatives
v4
OUSD(C) Strategic
Management Plan
FY 2011-2017
Strategic
Management Goals
DoD Strategic
Management Plan
FY 2014-2015
Business Priorities
Quadrennial Defense Review
Report (QDR)
February 2010
Strategic Goals
2
Sustaining U.S. Global Leadership:
Priorities for 21st Century Defense
January 2012
New Strategic Guidance
DoD Financial Management is Aligned with Higher-Level Strategic Goals
Reducethe cost
of doing
business
Championa strong and capable
financial management
workforce
Acquireresources necessary
to meet national
defense objectives
Ensurethe legal, effective,
and efficient use of
DoD resources
StrengthenDoD
Financial
Management
Reform Agenda:Increase efficiencies in
HQ and administrative
functions
New QDR
to be Released
Feb 2014
OUSD(C) Strategic
Management Plan
FY 2011-2017
Strategic
Management Goals
Championa strong and capable
financial management
workforce
Acquireresources necessary
to meet national
defense objectives
Ensurethe legal, effective,
and efficient use of
DoD resources
DoD Financial Management is Aligned with Higher-Level Strategic Goals
Changes Affecting
Everyone
The Right Skill
Sets and
Career
Framework
Getting More
out of the
Program to
Support
Mission
Confidence in
Public
Stewardship
and Improved
Efficiency
Desired
Outcomes
Emerging FM
Certification
Program
Downward
Pressure on
DoD Top Line
Demands for
Financial
Auditability
Strategy to Budget to Execution –
Knowing DoD Strategic Cascade is the Start of Knowing How You Fit in3
4
Under Audit
19.5%
Preparing for Audit
80.5%
DoD’s Current SBR Status
Source: FY 2012 DoD Statement of Budgetary Resources
Budgetary
Resources
(in millions)
Audit Opinion/Under Audit
Military Retirement Fund & Payment $122,622 10.17%
U.S. Army Corps of Engineers-Civil Works 26,961 2.23%
U.S. Marine Corps, GF 33,405 2.77%
TRICARE Management Activity - CRM 16,087 1.34%
Medicare-Eligible Retiree Healthcare Fund & Payment 15,452 1.28%
Defense Commissary Agency, WCF 7,522 0.62%
Defense Information Systems Agency, WCF 6,861 0.57%
Defense Information Systems Agency, GF 2,905 0.24%
Defense Finance and Accounting Service 1,389 0.12%
Defense Contract Audit Agency 600 0.05%
Office of the Inspector General, DoD 360 0.03%
Defense Commissary Agency, GF 357 0.03%
Subtotal Under Audit $234,521 19.47%
Preparing for Audit
Army, GF $312,151 25.91%
Air Force, GF 215,329 17.87%
Navy, GF 193,321 16.05%
Defense Logistics Agency, WCF 52,053 4.32%
Navy, WCF 33,363 2.77%
DoD Component Level Accounts 30,207 2.51%
Service Medical Activity 22,377 1.86%
US Special Operations Command 13,473 1.12%
Army, WCF 13,201 1.10%
Air Force, WCF 12,442 1.03%
Other Defense Reporting Entities 72,304 6.00%
Subtotal Preparing for Audit $970,221 80.53%
Total Budgetary Resources $1,204,742 100%
Reporting Entity Percent
“We need auditable statements,
both to improve the quality of our
financial information and to reassure
the public, and the Congress, that we
are good stewards of public funds.
We have a focused plan and are
making progress.”
5
Secretary’s View on Auditability
“ I strongly support this initiative and will do everything I can to
fulfill this commitment.”
– Secretary Hagel, HASC Testimony, April 11, 2013
DoD FM Environment
Dramatically Lower FM Business Mission Support
Costs
Improve and Standardize Information
Ensure Auditability
Outcomes
Goals
Maximize Operational
ERPs
DoD Policy Based on
Successful Pilots
Enablers
Strategic Investment Decisions Aligned with FM
Target
Information Driven Standards-Based Reduce Cost
Simplified Affordable Secure Sustainable Auditable
Simplify the Department's FM Environment
Achieve and Sustain an Auditable Environment
Strengthen Interoperability
Achieve Compliance
Improve Decision Making
6
“Burning Platform”
Compelling Need for Rapid Business Integration
OSD-C/DCMO GovernanceDITPR
DoD IT Shared Services StrategyStandards [BEA, SFIS, SLOA, PDS]
Audit Deadlines
Challenges
• Laws, Regulations, Policies
• Culture
• Scarce Expertise
ODO/Component
Department
Federal-wide
Optimum “Enterprise”
Balance
Inherently Government
Federal Shared
Services
Commercial
Outsourcing
KEY Foundational Pieces Now In
Place
Drastic Budget Cuts/Mission
GrowthOperational Effectiveness
Visibility, Transparency
Audit Deadlines
Installation/
Command
7
Auditability
TARGET- Reduce Interfaces via Standard
Transaction Broker
- Minimize Reconciliations
- Supported Balances
327 Systems
2,000+ Point-to-Point Interfaces
Numerous Manual Reconciliations
Unsupportable Balances
FY14 FY15 FY16 FY17 FY18 FY19 FY20 FY21 FY22
# Systems,
Interfaces,
Manual
Processes
Simplified Environment and
Improved efficiencies
Potential Savings to:
Repurpose to the
Mission
Not
sustainable
at current
budget
levels
Auditability
sustainable at current
& future budget levels
8
~ 327 FM
Systems,
SNaP-IT Budget =
$719M*
Reducing the Number of Systems and Interfaces Through Standards & ERPs
Offers the Most Potential for Simplifying the Environment and
Reduce Total Cost of FM Operations and
Enable Sustained Audit by Reducing FM Systems
IT Budget
Reconciliations, Rework,
Redundant and Manual Processes,
Unsupportable Balances
Auditability, Complexity and
Issues, Point to Point, Data
Calls, Information Uncertainty
Internal Controls,
Material
Weaknesses,
Non-Standards
9
Strategic Priorities
• Simplify the FM environment: processes, standards, technology that drive
fewer systems and interfaces
• Generate reliable and auditable budget and accounting data: support
better management decisions
• Maximize capabilities of operational ERPs: drive more functionality into
ERPs and eliminate legacy systems
• Fix what matters: cost/benefit matters
Business Mission Area Outcomes
• Better financial information for business decisions
• Stronger internal controls impacting financial reporting and auditability
• End-to-end funds traceability and data flow linkage between budget and
expenditures.
• Interoperability among business systems and E2E processes
Business Integration FM Functional Strategy
10
Reducing the Number of Systems and Interfaces Through Standards &
ERPs Offers the Most Potential for &
Achieving Auditability
Annual Campaign
Plans• Applying FM Initiative
& Enablers
• Resulting in Annual
System Retirements
System
System
System
System
System
System
System
System
System
System
System
FM ERP
System
System
System
System
Point-to-Point Interface
Point-to-Point InterfacePoint-to-Point Interface
Point-to-Point Interface
Point-to-Point Interface
System
System
System
System
System
System
System
FM ERP
System
System
Point-to-Point Interface
Point-to-Point Interface
Point-to-Point Interface
Point-to-Point Interface
System
System
FM ERP
SystemSystem
System
System
System
System
System
Point-to-Point Interface
Point-to-Point Interface
Point-to-Point Interface
Point-to-Point Interface
Point-to-Point Interface
System
Point-to-Point Interface
System
FY14
FY18
FY15
FY16
FY17
FM ERPFM ERP
FM ERP
Cross Functional ERP
Cross Functional ERPCross Functional ERP
Cross Functional ERP
Cross Functional ERP
Cross Functional ERPFM ERP
FM ERP
System
STANDARD DoD
FM TARGET
ENVIRONMENT
~ 327 Roadmap
Systems ,
Annual Budget =
$719M*
~ 120Target Systems,
Annual Budget = ~$220M
11
FM Roadmap Fiscal Year 2013
LEGEND: Color Code by System Owner – Army, Navy, Air Force, DFAS, other DoD/OSD, Multiple or
Unknown; Italics for Non-FM IRB Systems; (P) Partial Replacement
DRAFT 12
FM Systems - FY 2013 - FY 2018
Component2013 FM Systems
BaselineFM Migrating/Retiring
Systems – FY13-18FM Core Systems
FY 18
FM/FM Feeder Target
Systems- FY 18
ARMY 89 47 15 27
NAVY 60* 10 13 36
USMC 1 0 0 1
USAF 41** 9 14 14
Total Services 191 66 42 78
DCMA 2 0 0 1
DCMO 1 0 0 1
DFAS 69 14 38 17
DISA 14 7 1 6
DLA 14 7 0 7
DODDE 1*** 1 0 0
DODEA 1 1 0 0
DTRA 1 1 0 0
JOINT STAFF 1 0 0 1
MDA 3 3 0 0
OSD 3 2 0 1
OSD/DSCA 1 0 0 1
OSDCAPE 1 1 0 0
DHA (TMA) 2 0 0 2
TRANSCOM 3 2 0 1
USD(AT&L) 3 0 0 3
USD(C) 2 2 0 0
WHS 4 3 0 1
Total DoD Agencies 126 44 39 42
Unknown 10 9 0 1
Grand Total 327 119 81 121
As of 3/14/2014 DRAFT
Reporting/Cash(DDRS,DCAS)
Business Analytics tools (BA)
(DCD/DCW)
Target FM Business Systems Environment
Core ERPs (DAI , EBAS, Navy
ERP, GFEBS, DEAMS,EBS,
GCSS-A, LMP, MSC-FMS)
Treasury (GTAS, CARS, USAspending)
We Can Achieve This by Executing the FM Functional Strategy
Standard Transaction Broker (STB)
(GEX)
Component Capabilities
Functional Areas
FMBudget
InventoryAcquisition
Payroll/PersonnelTravel
Logistics
Vendors
Portal
Enterprise-wide Standard
Data, Processes and
Systems
Disbursing(ADS,DDS)
Key Question: Are any legacy Acct/FM Systems still part of FY 18 Target
Environment? i.e. SABRS??,
FAMIS, NGRMS, DTS, IPPS’, DCPS
14
• Compliance and Standards
– Standardize data
o Standard Line of Accounting (SLOA)
and Standard Financial Information
Structure (SFIS)
o Standardized data passed across
E2Es
o USSGL: logic & posting
• Leverage Technology
– Standard Transaction Broker
o Routing, translation, validation &
business rules
o Eliminate point-to-point interfaces
– Business Analytics & Intelligence
– Shared Services
• Process & Systems
Improvements
– Government-wide Accounting
(GWA)
o Direct Treasury Disbursing
o Intergovernmental (IGT)
o CARS & GTAS to support
FBWT
– Enterprise PPBE
o Standard budget development
o Funds Distribution
o Sub-allotment execution and
visibility
o Cost Management
Campaign Plans to Achieve the Strategy
15
Stringent Investment Decisions Aligned with Target
Business Intelligence Tool (BI)
Dependencies Exist Among InitiativesThe Campaign Plans Ensure Coordination and Effective Use of Enablers
SFIS/ SLOA
USSGL
DoD FM Policy Based on Successful Pilots
S
T
R
O
N
G
E
S
T
E
N
A
B
L
E
R
S
FIAR/ Sustainable Auditability
Cost Management
Evolving
Integration
Interoper-ability
Initiative Key
Compliance & Standards
Process & System
Improvements
Leverage Technology
Sub-Allotments
Funds Distribution
Standard PPBE
Treasury System Roll-out
Delinquent Debt Mgmt
IGT/IPP
Daily Cash Reporting
16
Maximize Leveraging the ERPs
GWA
Initiatives
Direct Treasury Disbursing
FY13 Strategic/FM Initiative Progress2013 Outcomes Against Plan
2013
ST
RA
TE
GIC
IN
ITIA
TIV
ES C
om
pli
an
ce
an
d S
tan
da
rds
Pro
ces
s &
Sys
tem
Im
pro
ve
me
nts
Key measurable, impactful outcomes to date
FIAR
• # SBR Assertions and
Exams
SLOA
• Implementation Plan
• System updates
SFIS / USSGL
• SFIS Implementation Plans
& Checklists in OEPs
• Schedule Validations
EFD / NGRMS
• EFD Phase I rollout cont’d
• Issue Policy, Pilot TI-97 funds
• NGRMS Material Dev.
Direct Treasury Disb.
• Conduct/validate pilots
• Refine enterprise model
Govt-wide Accounting (GWA)
• DoD and Treasury system
changes
Intragovernmental (IGT)
• Pilot w/ USMC, Navy
Delinquent Debt Mgmt.
• Issue Implem Guidance
Cost Management
• Est. Enterprise Prod. Team
• Define Common Cost
Elements
24 SBR Assertions
11 SBR Exams Conducted
USSGL Waiver Memo issued
Waivers requested & granted
SFIS Implementation Plans &
Checklists in all OEPs
Issued Implementation Guidance
Initiated DDM workgroup to
facilitate rollout
EFD
Phase I rollout continued
Initiated Phase 2 refinement--
system dev focus for FY14
Issued Policy; piloted TI-97 funds
NGRMS
Program refined
Leve
rag
e T
ech
no
log
y
Maximize ERPs• Components develop
plans to maximize ERP
use in the following
areas:
– Budget Planning &
Formulation
– Purchase Card
– Time & Attendance
– Internal Entitlement
(Trans. For Self)
– Treasury Disbursing
• Components develop
system sunset plans
Standard Transaction
Broker (STB)• Finalize Plan for FM
Integration
• Issue Policy and
Guidance
Business Intelligence
Tools (BI)• Pilot CivPay and MilPay
• Conclude and assess
sub-allotment pilot
• Finalize plan for FM
rollout
• Cost Management
FY13 pilot with Joint Staff, Air
Force, and TRANSCOM
resulted in proof of concept
using BIA tool to provide
traceability and auditability of
sub-allotted funds execution
2013
Part of DBC IRB Process
System updates initiated
Finalized Plan, ConOps &
awarded contract for FM
Integration-GEX: SFIS / SLOA
Centralized Service (SCS)
approach
Policy & Guidance in process
PLANNED ACTUAL
PLANNED ACTUAL
Pilots validated & expanded
Refined enterprise model re:
Standards and BI linkages; identified
additional pilots , including MOCAS
Completed system changes
IPACS daily recon pilot validated
IPP pilot validated & expanded
Navy project office established
Established Enterprise Integrated
Product Team
Draft Cost Framework developed
Expanded use of ERPs
• Treasury Disbursing by
Army and WHS
# of Systems
Retired/Migrated = 18
Components FM Strategies &
OEPs included sunset plans via
SV-8s
• Reviews completed
• Refinement initiated
2013
17
Why do we need a standard
transaction broker?
TODAY TARGET
Point-to-Point “Spaghetti” – Expensive!!! Extremely difficult to Manage or Standardize
Hub and Spoke – Cheaper, Easy to Standardize and Manage, More Scalable
* GEX is the De Facto Standard for Integration among 4th
Estate Business Systems, and is being evolved to serve as
the Target Standard Transaction Broker.
18
Standard Enterprise Lines of Accounting
Partner
System
Partner
System
Partner
System
Partner
System
Partner
System
Partner
System
Partner
System
MAP
MAP-5
MAP-6
HS
4 –
9
Acc
ou
nti
ng
Syst
ems
/ P
urc
has
e R
equ
isit
ion
ing
HS-
1 –
3
Treas
PAM/SPS
DFAS ADS
5.1
5.2
*MAP represents a standard data exchange with system-agnostic standard datasets
Dis
bu
rsin
g Sy
stem
s
MAP-3
MAP
Commitment
(PRDS)
MAP-1
Funds
Validation
MAP-2
Contract Award
and Reporting
(PDS)
MAP-3
Entitlement
MAP-4
Payment
MAP-5
Cash Reporting
MAP-6
AF ConWrite
DLA SPS*GWA
Noncompliant
Army
PADDS*SLOA Data not
provided
DLA eProc
Co
ntractin
g System
s
2.1
2.2
2.4
EDA
2.3
Rep
ortin
g
3.1
Proposed Pilots
Not GEX
Connected
DLA DCAS
Cash
R
econ
ciliation
6.1
AF DEAMS
DLA DAI
Army LMP
DLA EBS
GFEBS
Navy ERP
Army
CEFMS
EBAS
DFAS GAFS-
RDFAS
SABRSDFAS
STARS
WHS EBAS
Navy MSC
FMS
PR Builder
DISA FAMIS
1.4
1.5
1.6
1.7
1.8
1.10
1.11
1.12
1.13
1.14
1.15
1.3
1.9
1.2
1.1
Vendor Pay Standard Process
ERPs and Silos
21
Core Accounting:
General Funds
Core Accounting:
WCFs
Budget Formulation
& Exhibit GenerationTimekeeping &
Cost Management AcquisitionInventory &
Logistics
ODO-DAI
ODO-EBAS
Army GFEBS
Army LMP
Army GCSS
Navy ERP
MC-GCSS
AF-DEAMS
Core FM
Other
Functional
Areas…
planned
Further Leveraging Integrated ERP Capabilities Offers the Most Potential
for Reducing the Number of Systems and Interfaces
US Standard General Ledger
(Budgetary and Proprietary)
Budgetary Resource
Management
Payment Management
Financial Reporting
General Ledger Management
Funds Balance with Treasury Management
Receivables Management
Cost Management
FM Functional Strategy
Core Financial System
Functions/Capabilities
Execution-Level Planning
Programming
Budget Planning and Formulation
Exhibit Generation
Funds Distribution & Control
Prior-Year Actuals Feed
Translation to Capabilities Available
Today in the Core FM ERPs
Matching & Payment Warehousing
Disbursing
Billings & Collections
IPACS
Budget Execution/ Funds Mgmt/ Funds Control
(General & Working Capital Funds)
Commitments, Obligations, Expenditures, Reimbursables
Treasury and OMB Reporting (Standard Feeds)
Cost Accounting (GFEBS,DAI Navy ERP)
Cost Accumulation and Allocation
Timekeeping (Navy ERP uses T&A)
Acquisition
Core FM
Inventory
Payroll/ Personnel
Travel
Logistics
ERPs Offer Additional
Capabilities for Other
Functional
Areas
Standard Interfacing / Business Integration
Standard Business Intelligence and Analytics
ERP capabilities maximized today
Initiatives underway to further leverage
Further leveraging needed – Enterprise
PPBE ConOps and Cost Management
Framework / Proof of Concept underway
FM Initiatives are now underway leveraging all of
these ERP capabilities
22
Questions/Discussion
3/14/2014 9:27 AM Presentation Title 23
Back-up
3/14/2014 9:27 AM Presentation Title 24
How Does SLOA Support the FM Strategic Initiatives?FM Strategic Initiative Outcomes How SLOA Enables Each Outcome
Financial Improvement and Audit Readiness (FIAR)
SBR Assertion FY 2014Financial Statement Assertion FY 2017
• Software tracks and records audit trail at each exchange of data, business rule modification, format transformation, etc.
• Enables matching transactions between multiple accounting/feeder systems in 1-to-1 format which can be easily reconciled
• Enables cleaner end-to-end transactional flow and processing
Standard Line of Accounting (SLOA) Improved E2E FM Information Exchange • Enables clean interoperability across the enterprise E2Es
SFIS/USSGL Compliance and Validation
• Proper Posting of Transactions in DoD Financial Systems
• SFIS Compliance Plans as part of Component OEPs
• Workbooks define and reformat subset of SFIS data (SLOA) into standard definitions
• Data compliance with Treasury and OMB standards
Enterprise Funds Distribution/Next Generation Resource Management System (EFD/NGRMS)
Integrated capability to formulate, distribute, track and execute the DoD budget
• Links transactions to the Budget/Funds Distribution data• Transformed, standard data for allocation and distribution of funds
identically across the enterprise
Direct Treasury Disbursing Standard FBWT Daily Recon Process
• Enables automatic matching of disbursement to accounting system (near real-time recon)
• Enables routing ERP data directly to Treasury• Provides necessary data to prepare a Direct Treasury Pay Ready File
Government-wide Accounting (GWA)
Daily Treasury Reporting - GWA compliance by Oct. 14Standard FBWT Daily Recon Process
• Enables translation of TAS/BETC standard data elements to ADS• Consolidates DSSNs into standard repository for daily reporting
Intragovernmental Transactions (IGT)
• Standardize IGT Process DoD-Wide• Eliminate manual processes and multiple forms• Single Repository for IGT Orders for audit readiness• Reduce IGT Eliminations material weakness
• Enables standardized MIPRs necessary data to perform eliminations• Intakes data formats into single central repository from multiple buyer
systems and transforms it into a standard format, and vice versa• Standard buyer and seller data provides data matching and reconciliation
Delinquent Debt ManagementDelinquent debt collections to treasury after 90 days, using re-engineered processes
• Enables matching and analysis of invoice data to obligation data in real-time and analyzes discrepancies between the two
• Provides flags against delinquency business rules and provides error report when rules are violated (document LOAs overpaid, etc.)
Maximize ERP Capabilities• E2E Process Improvement• Eliminate redundant capabilities in the E2Es
• Take advantage of imbedded controls within ERPs• Eliminates inefficiencies and reliance on feeder systems• Reduces need to point-to-point interfaces & downstream errors
Standard Transaction Broker Reduce/Minimize Point-to-Point Interfaces• Already connected to the GEX• Minimizes need to reconfigure legacy systems• Enables translation, validation, and routing between key E2E systems
Business Intelligence ToolsNear real-time, standards-based information and analytics from authoritative sources
• Software provides detailed reports at each exchange of data, business rule modification, format transformation, etc.
Cost ManagementConsistent cost data and management across the Department
• Enables use of cost management codes and OCC for cost reporting• Provides the cost management information on every purchasing
transaction which will facilitate Full Cost Accounting3/14/2014 DRAFT-For Official Use Only25
FM Strategic Initiatives to Achieve Target StateUpdated Campaign Plans
2014
ST
RA
TE
GIC
IN
ITIA
TIV
ES
Co
mp
lia
nc
e a
nd
Sta
nd
ard
s
2015 2016 2017 2018
Delivers Measurable Outcomes Over the Next Five Years
FIAR• Achieve SBA audit readiness
• % of DoD FBWT validated
• % mission critical assets
validated for Existence &
Completeness
SFIS / SLOA **• JITC: SFIS/SLOA
Validations begin
• GEX/SCS Crosswalks
completed for Pilots
• GEX/SCS MAPS 1-3 Pilots
• SFIS/SLOA Centralized
Services Proof of Concept
complete
USSGL **• JITC: USSGL Validations of
Chart of Accounts, Posting
Logic, and DDRS Trial
Balances begins
• All USSGL Waiver requests
addressed & validated
Transparency
• Comply FFATA & OMB Jun
12, 2013 memo
• Qtrly .validate Grants awards
(obl.) in Fin. Systems &
USASpending.gov
• # Qualified / Unqualified
SBA/SBR Opinions
• # Assertions and Exams
For Core/Target systems:
• SFIS 10.0 system updates
complete
• System SFIS/SLOA
interface compliance
• JITC SFIS/SLOA
Validations continue
• Improve interoperability
within E2Es
• GEX/SCS Deployed or
additional pilots underway
For Core/Target systems:
• JITC Compliance
validations continue
• Improved posting of
accounting transactions
within the lifecycle of
accounting events
• Review and report
completed FIAR FROs for
Contract and Vendor Pay
• Continue to validate Grant
awards (obligation data)
between Fin. Systems &
USASpending.gov
• # Qualified / Unqualified
SBA/SBR Opinions
• # Assertions and Exams
• Continued SFIS compliance
• Improved Interoperability
within an E2E
• Improved audit readiness
• Improved FBWT Recon
• Improved execution data
• Improved trial balances
• Improved audit readiness
•Continue with Bronze and
Review and report completed
FIAR FROs for Contract and
Vendor Pay
•Continue to validate Grant
awards (obligation data)
between Fin. Systems &
USASpending.gov
• Achieve full audit readiness
for all DoD Financial
Statements
• # Assertions and Exams
• # Qualified / Unqualified
Opinions
• Full Integration & Std. of
Acct. Sys. Contract/Grant
Writing Systems to EDA via
GEX
• Federal Spending
Transparency for Contract
and Grant awards as part
of Wave 4 of the FIAR
Plan
• # Exams
• # Qualified / Unqualified
Opinions
** Initiatives heavily leverage or intend to leverage ERPs as enabler
3/14/2014 26
FM Strategic Initiatives to Achieve Target State2014
ST
RA
TE
GIC
IN
ITIA
TIV
ES
Pro
ce
ss &
Sys
tem
Im
pro
ve
me
nts
2015 2016 2017 2018
Direct Treasury Disbursing **• Pilot Vendor Pay (GFEBS)
• Pilot MOCAS
Cash Reporting• Support deployment of
Enterprise Recon Tool
Intra-governmental (IGT)/IPP• Define IPP federal-wide rollout
via Navy with Std Trans Broker
integration
• Rollout to Army
• Publish Std. Data Set
Delinquent Debt Mgmt.• Begin Pilot w/GFEBS
Treasury System Roll-out
(CARS & GTAS)• GTAS implementation
• Test CARS upgrades
• Integ w/Std Trans Broker
Standard PPBE **• NGRMS: Incr 1 sys dev
• Work with Prog. Budget –
redefine budget formulation/
planning process (i.e. budget
exhibits)
Fund Distribution (FD) **• Complete requirements phase II
Sub-Allotment Execution **• Submit Problem Statement to
DBC to request funding for AoA
for DoD-wide solution
Cost Management **• Develop Cost Framework
• Perform proof of concept/ pilot
(likely Army)
• Define data elements & issue
policies
• Pilot & Evaluate Civilian Pay,
Military Pay, Travel Pay
• Rollout Enterprise Recon Tool
• Assess pilot results
• Expand transactional volumes
with all components
• Evaluate GFEBS Pilot results,
determine future
implementations
• Complete GTAS DoD rollout
• Complete CARS DoD rollout
• NGRMS: Continue Incr 1 sys
dev; implement Q4
• Explore Budget capability in
ERPs
• Implement GF TI-97 in two
steps
• Develop FD Phase III req.
• Re-engineer process to
support auditability and
reduce manual processes
• Measure cost of ops/ lines of
business using Cost
Framework
• Utilize cost data to inform
budget planning
• Commence full deployment
across DoD Enterprise
• Integrated Cash
reconciliation, forecasting
and visibility
• Maximize DoD trading
partner volumes
• Expand to non-DoD Trading
partners
• Full use of new business
processes & systems
• Full use of new business
processes & systems
• NGRMS: Incr 2 sys dev
• Continue integration with FM
ERPs, BA & FD
• Exchange and recon of
budget data in unified data
model
• Visibility and auditability
across all components
• Manual processes
eliminated
• Measure cost of ops/ lines of
business using Cost
Framework
• Utilize cost data to inform
budget planning
• Complete rollout
• Full use of new business
processes & systems
• Full use of new business
processes & systems
• Complete rollout to ODOs
• Full use of new business
processes & systems
• NGRMS: Implement Incr 2 Q3;
start Incr 3 sys dev Q2
• Complete integration with FM
ERPs, BA & FD
• Provide system solution with
string internal controls to
support FY17 audit readiness
• Further refinement & metrics
tracking
• NGRMS: Implement Incr 3
Q3; start Incr 4 sys dev Q2 to
be implem FY19 Q3
• Visibility of enterprise-wide
PPBE information
• Further refinement & metrics
tracking
Go
vern
men
t-W
ide A
cco
un
tin
gE
nte
rpri
se P
PB
E
*In addition to other performance measures specifically noted in the plans
** Initiatives heavily leverage or intend to leverage ERPs as enabler3/14/2014
27
FM Strategic Initiatives to Achieve Target State
2014
ST
RA
TE
GIC
IN
ITIA
TIV
ES
2015 2016 2017 2018L
eve
rag
e T
ec
hn
olo
gy
Delivers Measurable Outcomes Over the Next Five Years
Std Transaction Broker
(STB)• Establish DISA hosting &
DFAS management of SCS
• Identify Business Rules and
Validation Rules for the
GEX/SCS for SFIS/SLOA
Business Analytics (BA)• DCFO/BIO will present
Problem Statement to DBC in
2Q14 to request funding for
AoA for DoD-wide solution
• GEX evolves to Target
STB
• # transaction sets
sending SLOA data
correctly
• # Point-to-point
interfaces reduced for
FM SLOA systems
• Expand Sub-Allotment
solution to Army, Navy,
SOCOM & 4th Estate
• # transaction sets
sending SLOA data
correctly
• Remaining point-to-
point interfaces
eliminated for FM
SLOA systems
• Near real-time
standards-based
information and
analytics from
authoritative sources
• # transaction sets
sending SLOA data
correctly
• Continue refinement of
BA tools
• Operational use of BA
tools to inform decision
making
• # transaction sets
sending SLOA data
correctly
Shared Services• Define SS as part of
comprehensive SM ConOps
• # SSP evaluations
completed
• # SSP pilots conducted
• # SSP evaluations
completed
• # SSP pilots conducted
• # SSP pilots expanded
• # SSP evaluations
completed
• # SPP pilots conducted
• # SSP pilots expanded
• All duplicative FM
Target system
capabilities are
consolidated under
Shared Services
3/14/2014 28
1/8/2014 29
Decision Tree to Determine Target FM SystemsTotal FM Inventory
(327)
Retired/
Unfunded in
2013?
Legacy System?
Can ERP provide
capability prior to
2018?
Componen
t ERP?
No
No
No
No
No
Strategic
IT Enabler
No
Is this a Required
Unique Capability?
Non-Target(19)
Non-Target(88)
Non-Target (??)
Target Systems(??)
Target Systems(??)
FM or XFunct
Yes
Yes
Yes
Ye
sFM
XFunc
t
No
Target Systems(??)
Target Systems(??)
Yes
Yes
LEGEND
Target Systems (??)
Non-Target Systems (??)
Total Current FM
Inventory (327)
i.e. Std.
Transaction broker,
Bus. Intelligence
tool
No
Non-Target (??)
