Department of Defense



Business Management Modernization Program

Office of the Under Secretary of Defense

Financial Management Domain

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Transition Plan

Version 1.0

February 1, 2005

FOR OFFICIAL USE ONLY

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Signature of Approval

The signature(s) below acknowledge acceptance of this draft FMD Transition Plan as final.

|David P. Smith, Date | |Date |

|Director | | |

|Financial Management Domain | | |

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Version History

|Version |Publication Date |Author |Description of Change |

|Draft V0.3 |August 27, 2004 |Marilyn Mitchell, Monica Davis |Update draft |

|Draft V0.6 |October 15, 2004 |Monica Davis, John Eberhardt, |Updated w/ comments |

| | |Michael Lumb | |

|Draft V0.8 |November 19, 2004 |Valerie Cortez, Monica Davis |Updated w/ SPB, SV-8, integrated program |

| | | |schedule, and comments |

|Draft V0.9 |November 24, 2004 |Valerie Cortez, Monica Davis |Updated w/ principal peer review comments |

|Draft V0.10 |November 30, 2004 |Valerie Cortez, Monica Davis |Updated w/ government peer review comments |

| Final V1.0 |January 19, 2005 |Valerie Cortez, Monica Davis |Updated w/ Domain Director review comments, |

| | | |SV-8, and appendix |

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Executive Summary

This Transition Plan is the Financial Management Domain’s (FMD’s) high-level plan for transitioning the financial management systems of the Department of Defense (DoD) from the Current environment to the planned future (Objective) environment. Financial management systems encompass the applications, business rules, data structures, processes, policies, and organizations for accounting, policy, and programming, planning, budgeting and execution functions. It defines the expected outcomes of the Domain’s collaborative transition efforts in terms of laying out capabilities and termination schedules.

This Plan:

• Serves as the framework to develop more detailed tactical plans that will identify specific Component programs and initiatives;

• Provides background information necessary to understand the context within which the FMD’s transition plans are stated─ the Current environment, the Objective environment, and the transition requirements and schedule to get from the Current to the Objective;

• Describes the financial management initiatives and activities that direct transition planning;

• Lays out a systematic approach for implementing the financial management portions of the DoD Business Enterprise Architecture (BEA) in increments and through continuous improvements;

• Groups portions of the enterprise into business capabilities specific to financial management, with schedules and milestones; and

• Addresses changes necessary to facilitate the transition of financial management processes and systems.

The appendices contained in this Transition Plan address the requirements of the National Defense Authorization Act (NDAA) for Fiscal Year 2005.

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Table of Contents

1 Introduction 1

1.1 PURPOSE AND SCOPE 2

1.2 BACKGROUND 2

1.3 OVERVIEW 3

1.3.1 Environment Overview 4

1.3.1.1 Current Environment 4

1.3.1.2 Interim Environment 4

1.3.1.3 Objective Environment 4

2 Transition Plan 5

2.1 Transition Strategy 5

2.1.1 Transition Initiatives 6

2.1.1.1 Standard Financial Information Structure 6

2.1.1.2 United States Standard General Ledger Transaction Library 7

2.1.1.3 Program/Budget Framework 7

2.1.1.4 Cost Accounting and Performance Based Management 8

2.1.2 Transition Activities 8

2.1.2.1 Mission Area Acquisition Oversight Strategy 9

2.1.2.2 Investment Review Board 9

2.1.2.2.1 Portfolio Management 10

2.1.2.3 Change Management 11

2.1.2.3.1 Communication Strategy 11

2.1.2.3.2 Stakeholder Management Strategy 11

2.1.2.4 Performance Management 11

2.1.3 Transition Work Products 11

2.1.3.1 Capability Release Plan 12

2.1.3.2 System Evolution Profile / SV-8 12

2.1.3.3 Integrated Program Schedule 12

2.1.3.4 Mission Area Investment Impact 12

2.2 Transition Considerations 13

2.2.1 Governance 13

2.2.2 Critical Success Factors 15

2.2.3 Assumptions and Dependencies 15

3 Next Step: Transition Plan, Version 2.0, September 2005 17

APPENDIX A. ACRONYM LIST 19

Appendix B. System INVENTORY LIST 23

Appendix C. Objective CapabilitIES 33

Appendix D. System View – 8 (SV-8) 35

Appendix E. Integrated Program Schedule 37

Appendix F. Mission Area Investment Plan 43

Appendix G. Performance Metrics 45

List of Figures

Figure 1-1: Domain Transformation Strategy 1

Figure 1.2-1: Financial Improvement Approach 3

Figure 2.2.1-1: Governance Structure 14

Introduction

The Secretary of Defense, Donald Rumsfeld, has established the Business Management Modernization Program (BMMP) to transform and modernize the Department of Defense (DoD) business and financial processes and systems, which is one of the top ten reform priorities for DoD.

To achieve the Department’s vision for financial management modernization, the Comptroller will employ a strategy, which integrates near-term improvements and long-term transformation involving both material and non-material solutions. Employing financial management standards, such as the Standard Financial Information Structure (SFIS), and processes, such as Portfolio Management (PfM), will enable the Financial Management Domain (FMD) to guide the Components (consisting of the Military Services, DoD Agencies and DoD Field Activities) in identifying core business systems to allow for the migration of systems and capabilities into a set of Common Core Solutions. Figure 1-1 is a depiction of this strategy.

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Figure 1-1: Domain Transformation Strategy

1 PURPOSE AND SCOPE

The purpose of the FMD Transition Plan is to lay out a systematic approach for implementing the financial management portions of the DoD Business Enterprise Architecture (BEA) in increments and through continuous improvements. The Plan groups portions of the enterprise architecture into business capabilities specific to financial management, with schedules and milestones. The plan addresses changes that are necessary to facilitate the transition of DoD’s financial management processes and systems within the overall transformation.

2 BACKGROUND

The DoD enterprise transition is a set of changes that DoD will make to implement the business capabilities of the Objective BEA. The activities include the data, processes, systems, policies, standards, organizational changes, and budgetary structure necessary to accomplish the transition of DoD from its Current state to the Objective environment.

The BEA serves as a blueprint for guiding the development of the Objective solutions for the FMD. In addition, the BEA provides the basis for the planning, development, and implementation of business management capabilities and systems necessary to transition DoD’s financial management operations. It will also be used to guide and leverage investments in changing financial management organizations, operations, and systems to facilitate transition.

The BEA is being developed in accordance with the DoD Architectural Framework (DoDAF), which is designed to integrate the functional and technical components of information. Part of the BEA and included as the Operational View (OV)-6 is the Enterprise Business Process Model (EBPM).

The EBPM is an end-to-end process model which serves to demonstrate how both fiscal and physical accountability for DoD resources are achieved and maintained throughout the business operations lifecycle, with a focus on interactions between operational business events and postings to financial records. The EBPM is used to determine current and objective capabilities, points of crossover within functions and processes, inefficiencies and redundancies, and both functional paths and information flows to financial record postings.

FMD is responsible for maintaining, instituting, and monitoring standards for financial management processes and systems throughout the Department. In managing these responsibilities, FMD is working with Accounting and Finance Policy and Analysis (A&FP&A), Program Analysis and Evaluation (PA&E), and the Deputy Comptroller Program Budget to coordinate these efforts in support of near-term and long-term financial management goals of the BMMP.

A&FP&A is primarily responsible for near-term initiatives such as FII (Financial Improvement Initiatives). FMD is primarily responsible for solutions for long-term transition. FII will ensure transfer of Generally Accepted Accounting Principles (GAAP), and compliant data and processes into the broader reengineered business process. The identification of material weaknesses and proposed solutions within the mid-range financial improvement plans (MRFIP) serves as a basis for the FII. Improving DoD’s business systems and financial management practices requires linkage between material and non-material solutions realized in the near term. These efforts are being performed collaboratively amongst FMD, other Domains, and A&FP&A. A&FP&A is tasked with establishing and monitoring accounting policy in concurrence with prevailing federal regulations.

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Figure 1.2-1: Financial Improvement Approach

The BMMP area represents the architecture that both the near-term and long-term initiatives must comply with in order to develop standardized functionality throughout DoD. Figure 1.2-1 illustrates that each of these organizations work together to assist with the development of the near-term and long-term solutions for the Department.

3 OVERVIEW

The FMD Transition Plan provides an introduction, overview, description of the transition activities, and work products that support the overall plan. The appendices provide the working documents of the plan that will be frequently updated as the transition progresses. These work products provide key concepts, strategies, and methodologies required to facilitate a successful transition from the Current state to the Objective environment ─ detailing the products or elements, their inter-relationships, and the integration efforts necessary to support the transition.

The appendices contain:

• The schedule and milestone plans that define the specific tasks and actions necessary to achieve the transition, including the Integrated Program Schedule, and the System View (SV)-8 (System Evolution Description.);

• The performance measures used to gauge transition progress; and

• The investment impact that will address the management of planned and programmed resources for technology investments of the Components.

FMD is responsible for maintaining this Plan. FMD will provide updates in conjunction with the evolution of the BEA and the progress of the FMD activities and in accordance with the NDAA.

1 Environment Overview

This section provides a definition of the Current, Interim, and Objective environments. The FMD Transition Plan work products outline and summarize FMD portions of the BEA environments.

1 Current Environment

The Current enterprise environment is described as “an overly complex, and error prone IT environment, including (1) little standardization across DoD, (2) multiple systems performing the same tasks, (3) the same data stored in multiple systems, and (4) manual data entry into multiple systems.”[1]. The Current environment is encapsulated in the FMD Transition Plan through the systems inventory. The systems inventory lists DoD’s financial management systems and their functional characterization. This systems inventory is the primary input to the Plan’s SV-8.

2 Interim Environment

The Interim environment is a transitory period in which financial management systems will be assessed, processes reengineered, and decisions made to facilitate transitioning from the Current to the Objective environment. The transitory period will span several years as the systems and processes of the Objective environment are incrementally implemented.

3 Objective Environment

The Objective environment addresses how DoD intends financial management to operate in the future and what information will be needed to support these future operations. The Objective environment will:

• Address the deficiencies and weaknesses of the Current environment;

• Facilitate the achievement of an Unqualified Audit Opinion (UAO) for consolidated DoD financial statements; and

• Enhance the Planning, Programming, Budgeting and Execution (PPBE) process.

Transition Plan

The FMD Transition plan will transform the Current environment to the Objective environment. The vision of FMD is to manage in an efficient, business-like manner in which relevant, reliable, and timely business information, affirmed by clean audit opinions, is available on a routine basis to support informed decision-making at all levels. To realize this vision, two specific goals have been established for the Domain:

Goal 1: Provide timely, accurate, reliable, and useful financial, budgetary, and performance information for business management.

Objective 1.1: Achieve unqualified audit opinion on consolidated DoD financial statements.

Objective 1.2: Integrate execution and performance metrics throughout the planning, programming, budgeting, and execution process.

Objective 1.3: Link resource requirements to strategic outcomes.

Objective 1.4: Provide DoD decision makers timely access to financial, budgetary, and performance information.

Goal 2: Enable improved business operations

Objective 2.1: Utilize the BEA to transform Domain operations from as-is to to-be.

Objective 2.2: Systematically enable efficiency and productivity improvements to PPBE operations.

FMD plans to achieve these goals through the execution of key actions. The following sections detail these actions.

1 Transition Strategy

FMD is responsible for developing the overall financial management transition strategy. The key activities and products of the strategy are outlined, managed, and maintained in the Transition Plan. The plan will enable the Domain to manage information technology (IT) portfolios, as well as provide policy changes and guidance to the Components. In turn, the Components fund, charter, and guide the organizations and programs that will ultimately implement the business policies and standards for capabilities (practices, processes, roles, and information systems) and the associated behavioral, organizational, and operational changes.

The transition is defined in two parts:

• Activities FMD can direct (the Domain Baseline)

• Activities that require coordination across DoD (the Coordinated Activities)

Central to the successful transition of DoD is a collaborative approach between the Domains and the Components.

FMD controls the Domain Baseline that contains the initiatives and activities associated with transition. This Domain Baseline is developed from FMD planning and analysis efforts such as PfM and acquisition oversight strategy.

The Coordinated Activities are controlled by the Domains, Components, and Programs, collectively enabling them to execute and manage the enterprise-wide transition from the Current state to the Objective environment. The description of these activities will result from coordinated planning and analysis efforts facilitated through change management and the Investment Review Board (IRB).

The Domains coordinate changes to the processes, drive transition, and manage portfolios. The Components integrate changes within their mission areas while the organizations and programs implement the changes.

Integration of the Domain Baseline and Coordinated Activities will result in a comprehensive plan that includes cost, schedule, and performance measures to transition the financial management community to its Objective environment.

1 Transition Initiatives

FMD initiatives will be used to impart the standards that will facilitate progression to a core set of solutions. The Domain is compiling and managing standards that will be the foundation of, and serve as, enabling mechanisms for transition from the Current environment to the Objective environment. These standards will be implemented incrementally as systems and processes adopt them at various times through system deployments, modifications, and policy updates.

1 Standard Financial Information Structure

SFIS is an enterprise-wide data structure that supports the Department’s budget, cost/performance management, and external reporting requirements. SFIS provides the means to categorize financial information along multiple dimensions as a common DoD business language. This structure supports comprehensive corporate financial management and federal financial reporting that is consistent with the Chief Financial Officer (CFO) Act. SFIS provides the ability to collect and summarize detailed information consistent with appropriate user levels. Collectively, this captured information is used to support financial and performance reporting requirements. The reporting structure provides the necessary access to information accumulated by the financial management systems using the financial and related information classification structures.

SFIS embodies the end-to-end defense financial management process, which enables traceability of budget resources throughout a transaction’s lifecycle (i.e., commitment of funds to disbursement). Specifically, SFIS provides a consistent basis to:

• Link program execution to performance, budgetary resources, and actual financial information;

• Enable costing and valuation of DoD programs, assets, and liabilities;

• Allow future core financial systems to “talk” to each other using the same language, achieving interoperability;

• Establish tracking and audit traceability of transaction level financial information, enabling auditable financial statements;

• Summarize and analyze financial data for reporting;

• Provide a financial data framework that is compliant with federal requirements and consistent with private sector leading practices; and

• Enable an integrated business environment with drilldown capabilities for information retrieval.

2 United States Standard General Ledger Transaction Library

The United States Standard General Ledger (USSGL) Transaction Library includes standard transactions (transaction type, definition, title, required USSGL account debits and credits), posting logic, and data sets for each DoD business events. The Office of Management and Budget (OMB) Circular No. A-127 requires common processes to be used for processing similar kinds of transactions throughout an integrated financial management system to enable transactions to be reported in a consistent manner. It also requires financial events to be recorded by applying the requirements of the USSGL at the transaction level. The USSGL Transaction Library will allow DoD to comply with all of these requirements.

The USSGL Transaction Library will indirectly help to address DoD’s financial statement weaknesses, as they relate to information that eventually is reported through the financial transaction process. It will specifically address DoD’s material weaknesses related to unsupported accounting entries, and reconciliation of fund balance with Treasury by providing a consistent and standard means for recording transaction information. The USSGL Transaction Library will enable processes to ensure that:

• Transactions are handled consistently, regardless of their point of origin;

• Transactions are controlled properly to provide reasonable assurance that the recording, processing, and reporting of financial data are properly performed; and

• Authorized transactions are complete and accurate.

Each transaction in the USSGL Transaction Library is linked to specific data elements in the SFIS to enable future systems to automatically generate financial transactions based on SFIS data values populated from business events. Each USSGL Transaction Library transaction is also linked to the EBPM in order to define:

• Each process that triggers a financial transaction;

• The specific transaction (or range of transactions) that the process will trigger; and,

• The combination of SFIS and transaction data that needs to be populated as a result of the process.

3 Program/Budget Framework

The Program/Budget (P/B) Framework initiative consists of a standardization effort to define a new Program and Budget data structure and development of management guidelines for maintaining the structure. This effort includes the identification and definition of current programmatic and budgetary data elements required by the Office of the Secretary of Defense (OSD) and its Components and will build upon those data elements documented as part of SFIS. Additional activities to comprise this initiative include the development of a logical data model and the definition of data requirements for internal and external reporting.

4 Cost Accounting and Performance Based Management

Performance-based management is a systematic approach to performance improvement through an ongoing process of establishing strategic performance objectives; measuring performance; collecting, analyzing, reviewing, and reporting performance data; and using that data to drive performance improvement.

Cost/Performance information collected during execution provides feedback to the planning and budget population. Strategic guidance is adjusted based on this feedback. The revised strategic guidance translates into changes to annual performance plans and budgets, which enables more efficient and effective decision-making.

Standard Cost Accounting Methodology will be used in conjunction with SFIS to allow DoD to implement Performance Based Management. The Standard Cost Accounting Methodology and Data Structure will enable DoD to link Budget to actual execution, fully cost programs, perform cost analysis, and satisfy Government Performance and Results Act (GPRA) performance measurement requirements. The Standard Cost Accounting Methodology and Data Structure are based upon externally mandated requirements defined by the U.S. Treasury, OMB, Federal Accounting Standards Advisory Board (FASAB), and Joint Financial Management Improvement Plans (JFMIP).

2 Transition Activities

FMD’s Transition Plan is central to its strategy and is intended to manage the complexity and magnitude of the challenge. The plan will be implemented in iterative cycles whereby each cycle reduces the overall complexity and number of financial processes and systems and further aligns them with the financial management portion of the BEA. FMD is managing and performing tasks as mandated by the NDAA and the Comptroller certification process that, when correlated, result in activities used in determining and outlining transition specifications.

The following bullets summarize the activities being performed within FMD to enable and direct financial management transition:

• Analyze System Assessment Data - PfM analyzes the system assessment data to make investment recommendations on IT systems. The Investment Review Group (IRG) will analyze BEA and Federal Financial Management Improvement Act (FFMIA) compliance, cost/schedule/performance shortfalls, and functional overlap with other systems/investments, and rank systems by capabilities. The IRG presents a decision package to the IRB. The decision package summarizes the analysis, recommendations, and rationale for that recommendation, identifies stakeholders involved, and any cross-Domain issues. The IRB will make recommendations for system designations for the near-term system priorities.

• Identifying and Prioritizing Systems - Systems are identified and prioritized from the system inventory by major milestones, budgeted sustainment/operational costs, and other program factors.

• Perform System Assessments - Perform system assessments based on business case, technology, architecture, and cost schedule performance results. The assessments determine if systems are fully compliant, partially compliant, or non-compliant with Domain requirements and architecture.

• Update Architecture/Identify Functional Capability - FMD has developed capabilities required to facilitate a successful transition within DoD. The business capabilities were developed in collaboration with other Domains through work sessions and the requirements were reviewed and incorporated into the BEA through the use of the EBPM.

• Assess Capability Gap – The capabilities of the systems in the FMD portfolio will be assessed against the desired end state functional capabilities to determine what capability gaps exist. Analysis will be performed to determine the most cost effective way to fill the gap with either a non-material solution or an IT solution for new starts, System Change Request’s (SCR), or existing systems.

• Perform Change Management – Change Management will be used to coordinate the FMD transition implementation decisions with the Domain stakeholders and Components.

• Define and Update Performance Metrics - Performance management will be used to assess the status of the transition as well as its effectiveness.

The tasks being managed and performed at FMD are described within and authority assigned by the NDAA. The tasks are separate yet, due to the resulting activities, are interrelated and dependent. This section will outline the task in proper context as to the resulting activities.

1 Mission Area Acquisition Oversight Strategy

The FMD Acquisition Oversight Strategy addresses the governance and oversight of planned and programmed resources for technology investments of the Components. The NDAA provides the Domains with the authority to govern IT investments of the Components. FMD has created a Charter that outlines the roles, responsibility, and authority of the Domain. In accordance with the NDAA, the Domain has established an IRB dependent upon the Domain PfM process to identify and prioritize IT investments. Mission needs and functional gaps of the Domain have been assessed and identified in the Initial Capabilities Document (ICD). Through the PfM process the Domain will oversee and sponsor solutions that meet the mission needs and bridge the gaps identified in the mission area.

2 Investment Review Board

The FMD IRB is chaired by the Office of the Under Secretary of Defense (Comptroller) (OUSD(C)) Deputy and includes executive level representation from the OSD Staff and the DoD Components. Its procedural approach is based on Capital Planning and Investment Control (CPIC) as set forth in the Clinger-Cohen Act of 1996. It also supports DoD requirements outlined in the NDAA.

The IRB will review proposals and recommendations from the IRG regarding investments in information systems and resources. The IRG is composed of business and portfolio analyst, functional, and system experts. The IRG includes the FMD PfM experts and component stakeholders.

1 Portfolio Management

PfM is an integrated approach to overseeing IT investments. The policy and procedures of PfM comply with the OMB Circular No. A-130 and DoD Directives 8000.1 and 8100.1.[2] PfM provides supporting activities such as compiling systems data, performing analysis and drafting recommendations for the IRB. The recommendations include a summary of the analysis and the rationale behind the recommendations. Functional overlap between systems will be identified and systems with high degrees of overlap will receive additional scrutiny to determine their place in the Objective architecture and the system’s overall performance against its peers. PfM utilizes the outcomes of FMD system assessment process to facilitate the IRB. System assessments utilize the system inventory to determine the systems to assess and prioritize the assessments in order of FMD goals and objectives.

1 System Inventory

PfM maintains the FMD system inventory. The system inventory is compiled from the IT Registry, the Information Technology Management Application (ITMA) Database, Business Modernization and System Integration (BMSI) Systems Inventory, and data calls to the Components and Agencies. The systems inventory is a listing of DoD’s business systems, along with their functional characterization. It provides the raw material and data for the system assessments.

2 System Assessments

FMD uses a structured assessment process to gather information needed to support portfolio analysis processes and decisions. The assessments include reviews of the system’s underlying technology, Component approved business case or economic analysis, architectural compliance, and cost, schedule, and performance results against established program baselines.

The system assessment criteria are tailored for new system initiatives, systems under development (at each acquisition milestone), and for systems in sustainment. The system assessment criteria will allow a composite of the entire portfolio capabilities to be captured; aiding in identifying redundant programs and a capabilities gap.

3 Change Management

FMD facilitates transition through a series of acquisition strategy activities, that, when connected to specific stakeholders (Component, Domain, Governance), create change management touch points. These change management touch points are handled through FMD’s change management strategy that involves strategic communications management and specific stakeholder tactics.

Key to the Domain’s approach is the Domain’s change management strategy for influencing key stakeholders who are responsible for driving both material and non-material solutions throughout the transition.

1 Communication Strategy

FMD’s communication objectives for the next 12-18 months include building awareness of the long-term strategic direction and program activities while communicating the progress and success of the transition efforts. The FMD communications strategy to support transition consists of a two-tiered approach: (1) mass communications to broad audiences, and (2) targeted communications to key stakeholder groups.

2 Stakeholder Management Strategy

Engaging and deepening the level of commitment to transition among key, empowered stakeholders are the single most critical success factor within FMD’s control. Stakeholder Management (ShM) combines technology and process to manage the stakeholders, communication, and education channels, as well as, the content, issues, and contact schedules that will be applied by the Domain’s leadership.

The Change Management and Communications Plan provides a methodology to proactively move the people and process within DoD towards efficient transition and encourages buy-in and support from DoD audiences, in addition to key stakeholders.

4 Performance Management

Performance management utilizes metrics to quantify the status, progress, and effectiveness of the transition initiatives. The metrics are comprised of available and accurate information; focus on the goals and targets set within FMD, and support decision-making throughout the organizations involved with DoD financial management.

FMD uses a proven methodology, consistent with the Federal Enterprise Architecture (FEA) and Performance Reference Model, and a collaborative approach to develop and support performance metrics and management. Refer to Appendix G for FMD performance metrics.

3 Transition Work Products

The transition work products are the documented results of the transition activities. The information contained within these products is interconnected and dependent. Therefore, changes to one product may affect another product.

1 Capability Release Plan

The implementation of the FMD portion of the BEA will provide enhanced capabilities in DoD’s Objective environment. These enhancements will be implemented in a time-phased Capability Release Plan (CRP) coordinated with the Components implementing the capabilities and integrated with other Domains. The CRP provides a guide to coordinate Portfolio Management decisions and ShM and Communications. Capabilities articulate the highest level of functional and non-functional requirements that the FMD and BEA is expected to satisfy.

To establish the CRP, the FMD will:

• Identify the current capabilities provided within the Department;

• Identify capabilities to be provided in the Objective environment; and

• Develop a strategy to transition from Current to Objective capabilities.

The FMD’s desired capabilities are defined in the FMD ICD. The CRP is integrated with the SV-8.

2 System Evolution Profile / SV-8

The purpose of the Systems Evolution Profile (SV-8) is to provide a guideline, or high-level roadmap, from which to review current systems.

The SV-8 provides a view of the changes that will occur across the financial management business systems during the transition. The inventory provides the systems to be represented in the SV-8. The SV-8 provides information on existing plans for the future of each system, groups together systems providing similar functionality, and shows the evolution of the systems over the course of the transition based CRP.

The SV-8 is provided in Appendix D. The information presented in the SV-8 is not conclusive and is continually being updated.

3 Integrated Program Schedule

The Integrated Program Schedule reflects synchronized program transition activities with milestones. Coordinated transition activities are displayed in the project Work Breakdown Structure (WBS) that presents inter-related hierarchical tasks, task dependencies, deliverables, and task assignments. The schedule is derived from the FMD Plan of Action and Milestones (POA&M) and system assessment criteria submitted to PfM.

The Integrated Program Schedule is provided in Appendix E. The information presented in the schedule is not conclusive and is continually being updated.

4 Mission Area Investment Impact

The FMD investment impact addresses the management of planned and programmed resources for technology investments of the Components. The investment impact is dependent upon the FMD PfM process to identify and prioritize IT investments. The Domain will be developing a resource plan to incorporate guidelines from OMB Circular A-11 and the CPIC process. The resource plan will require visibility of Component fiscal programming actions and proposed cost savings/avoidance offerings through a standardized business case analysis, to include Exhibits 53 and 300. As a function of PfM, the IRB is FMD’s formal body responsible for approval/disapproval of all IT investment decisions. The results of the IRB will be managed through the resource plan. The resource plan will also identify both financial and non-financial resources that will be part of the mission area investment impact.

2 Transition Considerations

FMD has developed a governance structure and identified key success factors that are important to a successful transition. Assumptions, constraints, dependencies, and risks have been identified and will be re-assessed throughout the transition as necessary.

1 Governance

Governance describes how and by whom the identified financial management solutions will be implemented within the DoD.

Transition entails engaging the Department’s Principal Staff Assistants (PSAs) to build and manage five key functional areas, called Business Domains, and the Enterprise Information Environment (EIE) Mission Area that cut across the Components. The Under Secretary of Defense (Comptroller) (USD[C]) is coordinating with the USD(Acquisition, Technology and Logistics) (USD[AT&L]), Personnel and Readiness (P&R), and the Assistant Secretary of Defense (Networks and Information Integration)/Chief Information Officer (ASD[NII]/CIO) ― in overseeing the major activities undertaken in implementing financial management transition. Figure 2.2.1-1, below, provides an overview of the governance structure.

Figure 2.2.1-1: Governance Structure

The Governance structure is comprised of the following organizations

• Defense Business Systems Management Committee (DBSMC) - This group serves as the management committee and is responsible for facilitating BEA development, maintenance, and compliance. It also performs budget reviews for BEA project implementation and addresses cross-Domain issues within transition.

• Financial Management Domain - FMD collaboratively leads DoD’s financial management transition tasks including extending support to and strategically planning with partner Domains. Each Domain is responsible for managing a BEA-Compliant Portfolio and Transition Plan, providing a communications vehicle among DoD Components.

• DoD Financial Management Components - DoD Components will assist with transition activities by: establishing governance facilitating participation, cooperation, and enterprise-wide integration; and strategically planning transition to BEA-compliant systems and processes.

• EIE Mission Area - The Global Information Grid (GIG) EIE includes all software associated with the operation of EIE assets and the development environments and user productivity tools used in the GIG. Also, a common set of enterprise and mission specific services, called GIG Enterprise Services, which provide awareness of, access to, and delivery of information on the GIG.

FMD is responsible for overseeing the implementation of the accounting and budgeting financial management operations, and for modernizing the Department’s PPBE processes, systems, and standards.

2 Critical Success Factors

Critical success factors represent the essential features that make a project successful. The conditions must exist in order to achieve goals and are covered by the full scope of the various transition planning products that make up the DoD financial management transition. Successful transformation of DoD will require these critical success factors:

• Governance – A clear understanding of roles and responsibilities for the program.

• Stated Performance Measures – Stated performance objectives at all levels must be clearly communicated.

• Joint Responsibility and Collaboration – DoD financial management transformation is achievable if responsibility is distributed across the Domains and collaboration is imperative. Participation helps stakeholders across the Domains to better understand the reasons for change and impacts to their activities.

• Program Compliance – A well conceived, implemented, and enforced compliance strategy results in compliance issues being identified, tracked, and managed throughout the duration of the program.

• Leverage of Existing Processes and Initiatives – DoD currently uses stringent processes for funding, acquisition, and PPBE. BEA compliance must be incorporated into these existing processes.

• An Incremental Approach - Implementing the FMD portion of BEA incrementally lowers the overall risk involved and maximizes success by allowing DoD to begin reaping the benefits of its efforts earlier, while continuing to enhance the requirements for the end-state.

• Open Communication and Feedback – Communication with internal stakeholders, such as the Domains, Services and Agencies and external stakeholders such as Government Accountability Office (GAO), OMB, and DoD/Congressional Committees.

• Broad-based Training and Knowledge Transfer – All stakeholders who will be affected by the change need training on new and updated policies, procedures, and systems and integration of new organizational roles.

3 Assumptions and Dependencies

This Transition Plan is based on the following assumptions:

• BEA is the target environment of the DoD business operations

• Funding for the transition will be sufficient to accomplish change

• Schedule dates reflect the FMD commitments that will be incorporated into future Component and Program implementation plans

In terms of implementing the BEA, the most important dependencies will be integration and alignment with the acquisition decision support systems.

The acquisition decision support systems consist of: Joint Capabilities Integration and Development System (Chairman, Joint Chiefs of Staff Instruction (CJCSI) 3170.01D and Chairman, Joint Chiefs of Staff Memorandum (CJCSM) 3170.01A), Defense Acquisition System (DoDD 5000.1 and DoDI 5000.2), and PfM (DoDD 8115).

Integration and alignment of the transition process includes planning, scheduling, funding, authorization, execution, and performance measurement activities.

Next Step: Transition Plan, Version 2.0, September 2005

As the BEA rollout continues and FMD progresses in its activities, the Transition Plan will be updated to reflect the most current capability requirements. The next version of the Transition Plan will include up-to-date IRB decisions supporting the SV-8. Also, supporting documentation will evolve providing additional guidance for Components and other Domains in their transitioning activities.

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APPENDIX A. ACRONYM LIST

|A&FP&A |Accounting and Finance, Policy and Analysis |

|ABC |Activity Based Costing |

|ASD (NII)/CIO |Assistant Secretary of Defense (Networks & Information Integration)/Chief Information Officer |

|AT&L |Acquisition, Technology & Logistics |

|BEA |Business Enterprise Architecture |

|BMMP |Business Management Modernization Program |

|BMSI |Business Modernization and System Integration |

|BPR |Business Process Re-engineering |

|CFO |Chief Financial Officer |

|CIO |Chief Information Officer |

|CPIC |Capital Planning and Investment Control |

|CRM |Customer Relationship Management |

|CRP |Capability Release Plan |

|CSM |Communications and Stakeholder Management |

|DBSMC |Defense Business Systems Management Committee |

|DFAS |Defense Finance and Accounting Service |

|DoD |Department of Defense |

|EBPM |Enterprise Business Process Model |

|EIE |Enterprise Information Environment |

|FASAB |Federal Accounting Standards Advisory Board |

|FEA |Federal Enterprise Architecture |

|FFMIA |Federal Financial Management Improvement Act |

|FMD |Financial Management Domain |

|FMR |Financial Management Regulation |

|FY |Fiscal Year |

|GAAP |Generally Accepted Accounting Principles |

|GAO |Government Accountability Office |

|GIG |Global Information Grid |

|GPRA |Government Performance and Results Act |

|ICD |Initial Capabilities Document |

|IRB |Investment Review Board |

|IT |Information Technology |

|IRG |Investment Review Group |

|ITMA |Information Technology Management Application |

|JCIDS |Joint Capabilities Integration and Development System |

|JFMIP |Joint Financial Management Improvement Plan |

|JOC |Job Order Costing |

|MRFIP |Mid-Range Financial Improvement Plans |

|NDAA |National Defense Authorization Act |

|OMB |Office of Management and Budget |

|OSD |Office of the Secretary of Defense |

|OUSD(C) |Office of the Under Secretary of Defense (Comptroller) |

|OV |Operational View |

|POA&M |Plan of Action and Milestones |

|PfM |Portfolio Management |

|PSA |Principal Staff Assistants |

|SACS |Standard Accounting Classification Structure |

|SECDEF |Secretary of Defense |

|SFIS |Standard Financial Information Structure |

|SMP |Schedule and Milestone Plan |

|ShM |Stakeholder Management |

|SV |System View |

|TV |Technical View |

|UAO |Unqualified Audit Opinion |

|USD |Under Secretary of Defense |

|USSGL |United States Standard General Ledger |

|WBS |Work Breakdown Structure |

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Appendix B. System INVENTORY LIST

|FMD System Inventory |

|System Acronym |System Name |Owner |

|A10 WIN |A10 WIN |Navy |

|A3910 |Automated 3910 |Navy |

|ABC |Activity Based Costing Models |ARMY |

|ABCM |Activity Based Costing Management |Navy |

|ABCT |Activity Based Cost Tracker |Navy |

|ABIS |Activity Based Information System ABC/ABM |Navy |

|ACCPAC |CFSC NAF Financial Management |Army |

|ACDB |Automated Cost Data Base |ARMY |

|ADS |AUTOMATED DISBURSING SYSTEM |DFAS |

|AFCOS |Automated Fund Control & Order System |Army |

|AFMTS |AETC Financial Management Tool Suite |Air Force |

|AIMDS |AUTOMATED INCOMING MESSAGE DISTRIBUTION SYSTEM |DFAS |

|AIMS |Accounting and Information Management System |DECA |

|AIMS |Accounting and Information Management System |Navy |

|ALTP |Automated Labor Transfer Process |Navy |

|AMCOS |Army Manpower Costing System |ARMY |

|ANGAS |ARNG Command Level Accounting System |Army |

|APN-6 IFL |APN-6 Interim Finance Ledgers |Navy |

|APNE |Accounts Payable NISE East |Navy |

|ARFMS |Army Reserve Financial Management system |Army |

|ARS (ADOPT) |ADOPTION REIMBURSEMENT SYSTEM |DFAS |

|ASI |Material Automated Information System (in ITMA) ASI |Navy |

|ASIFICS |AIRLIFT SERVICE INDUSTRIAL FUND INTEGRATED COMPUTER SYSTEM |USTRANSCOM |

|ASIPS |Automated Stars Inquiry and Posting System |Navy |

|ASK-FM |Army Shared Knowledge-Financial Management |DFAS |

|ASKIT |Aviation Store Keeper Information |Navy |

|AT&T BE |AT&T Billing Edge |Navy |

|ATMsatSea |Automated Teller Machines at Sea |Navy |

|AUTODOC |Automated Funding Document System |Navy |

|AVEDS |Automated Voucher Examination and Disbursement System |DLA |

|BARS |BASE ACCOUNTS RECEIVABLE SYSTEM |DFAS |

|BCES |Baseline Cost Estimating System, v4 |Army |

|BDI |Business Data Input (SILTS) |Navy |

|BEBS |BOOK ENTRY BOND SYSTEM |DFAS |

|BELLSOUTH BM |Bell South Bill Manager |Navy |

|BIS |Business Information System |Navy |

|BLAS |Base Level Accounting System |Navy |

|BRIG BUD - Charleston |Brig Budget - Charleston |Navy |

|BRIG BUD Miramar |Brig Budget Miramar |Navy |

|BSA |Business Services Application |Navy |

|BSPO MS |Business and Strategic Planning Office Management System |Navy |

|BTS - WD |Billing and Tracking System - WD |Navy |

|BULB |Unit Level Billing |ARMY |

|C8-REIMB |C8-REIMB |Army |

|CA |Accounting |Army |

|CAB |Cargo and Billing System |USTRANSCOM |

|CAFRMS |Centralized Accounting and Financial Resources Management System |DTRA |

|CAPRS |Cost Accounting and Production Report System (H036A) |Air Force |

|CAPS |COMPUTERIZED ACCOUNTS PAYABLE SYSTEM - Windows (and CLIPPER) |DFAS |

|CAPS |Commercial Accounts Payable System |Navy |

|CAR50 |Contractor Hours |Army |

|CARDS |CONSOLIDATED ACCOUNTING REPORTS AND DISTRIBUTION SYSTEM |DFAS |

|CATS - NETWAR |Consolidated Area Telephone System |Navy |

|CBA |CENTRALLY BILLED ACCOUNTS CONVERSION PROGRAM |DFAS |

|CBA Recon |Centrally Billed Accounts Reconciliation Module Bank Card Processing |Navy |

|CCF |Construction Cost Factors |ARMY |

|CCS |Civilian Costing System |ARMY |

|CCSS |COMMODITY COMMAND STANDARD SYSTEM |DFAS |

|CDASS |Cost Distribution Accounting Subsystem |Navy |

|CDB |CENTRAL DATABASE ACCOUNTING SYSTEM |DFAS |

|CDMS/DMS |Comptroller Document Management System |Navy |

|CDS |CENTRALIZED DISBURSING SYSTEM |DFAS |

|CDS (2) |CONTRACTOR DEBT SYSTEM |DFAS |

|CEEMIS |Corps of Engineers Enterprise Management Information System |Army |

|CEFMS |Corps of Engineers Financial Management System |Army |

|CEFT |  |DFAS |

|CEXP |Cancellation Exporter |Navy |

|CFASS |CENTRAL FINANCE & ACCOUNTING SUPPORT SYSTEMS |DFAS |

|CFIS |Comptroller Financial Information System |Air Force |

|CHOOSE |CASH HISTORY ON-LINE OPERATOR SEARCH ENGINE |DFAS |

|CIMS (2) |Corporate Information Management System |Army |

|CISTR |CONTRACT INQUIRY SYSTEM FOR TRACKING AND REPORTING |DFAS |

|CMCS |Cash Management Control System |Air Force |

|CMS2 |Corporate Management System II |Army |

|COBRA |Computer Optimized Batch Reconciliation Application on the Web |Navy |

|COMS |Contract Operations & Management System |TMA |

|COSMOD-II/124N |AETC Installation Training Cost Simulation System |Air Force |

|CPAB |CIVILIAN PAY ACCOUNTING BRIDGE |DFAS |

|CPAS |CENTRAL PROCUREMENT ACCOUNTING SYSTEM |DFAS |

|CRIS |Commanders Resource Integration System |Air Force |

|CRISPS |CONSOLIDATED RETURNED ITEMS STOP PAYMENT SYSTEM |DFAS |

|CRS |CASH RECONCILIATION SYSTEM |DFAS |

|CRS - SEA |Contract Reporting System |Navy |

|CRS-CO |CONTRACT RECONCILIATION SYSTEM - COLUMBUS |DFAS |

|CTS SSC CH |Cash Transfer System |Navy |

|CVB |Commercial Venture Billing |DLA |

|CWPS SEA |Corporate Workload Planning System |Navy |

|DAP |Defense Agencies Program |DFAS |

|DARPA FIS |DARPA Financial Information System |DARPA |

|DBMS |DEFENSE BUSINESS MANAGEMENT SYSTEM |DFAS |

|DCAS |DEFENSE CASH ACCOUNTABILITY SYSTEM |DFAS |

|DCAS (2) |Database Commitment Accounting System |ARMY |

|DCAS Convert |DCAS Convert |Army |

|DCD/DCW |DFAS CORPORATE DATABASE/DFAS CORPORATE WAREHOUSE |DFAS |

|DCI |Data Collection Instrument |Navy |

|DCMS |DEPARTMENTAL CASH MANAGEMENT SYSTEM |DFAS |

|DCPRUNPR |DCPRUNPR |Navy |

|DDARS |DEFENSE DISBURSING ANALYSIS REPORTING SYSTEM |DFAS |

|DDCS |DECA Dishonored Check System |DFAS |

|DDRS |DEFENSE DEPARTMENTAL REPORTING SYSTEM |DFAS |

|DDS |DEPLOYABLE DISBURSING SYSTEM |DFAS |

|DEAMS |Defense Enterprise Accounting and Management Systems |USTRANSCOM |

|DELTEK |DELTEK Accounting System |Army |

|Dept 97 |Department 97 Application |DFAS |

|DFRRS |DEPARTMENTAL FINANCIAL REPORTING AND RECONCILIATION SYSTEM |DFAS |

|DIFMS |DEFENSE INDUSTRIAL FINANCIAL MANAGEMENT SYSTEM (DFAS and Navy) |DFAS |

|DIFS |DEFENSE INTEGRATED FINANCIAL SYSTEM |DFAS |

|DIMES |Defense Information Management Executive System |DISA |

|DIT |DEPOSIT IN TRANSIT |DFAS |

|DJAS |DEFENSE JOINT ACCOUNTING SYSTEM |DFAS |

|DMIF-IFGL |AIR FORCE INDUSTRIAL FUND GENERAL LEDGER SYSTEM |DFAS |

|DOPS |DISBURSING OFFICE PROCESSING SYSTEM |DFAS |

|DRO |DISBURSING RETURNS OVERSEAS AND AFLOAT ACTIVITIES |DFAS |

|DSFC |Distributed Shop Floor Control System |Army |

|DSNVA |DSN and Pager Use Validation and Auditing System |Air Force |

|DSSQR |DIFMS Support Services Queries & Reports |Navy |

|DTRS |DEFENSE TRANSPORTATION PAYMENT SYSTEM |DFAS |

|DTRS-A |DEFENSE TRANSPORTATION PAYMENT SYSTEM - ACCOUNTING |DFAS |

|DWAS |DEFENSE WORKING CAPITAL FUND ACCOUNTING SYSTEM |DFAS |

|EAFSS |Eglin Accounting Finance Support System |Air Force |

|EAS |ENTITLEMENTS AUTOMATION SYSTEM |DFAS |

|E-BIZ |E-BIZ |DFAS |

|EBM |Enterprise Business Modernization |DISA |

|EC/EDI |ELECTRONIC COMMERCE/ELECTRONIC DATA INTERCHANGE |DFAS |

|ECS |ELECTRONIC CERTIFICATION SYSTEM |DFAS |

|EDM |ELECTRONIC DOCUMENT MANAGEMENT (EDM) PROGRAM |DFAS |

|EIC |Electronic Invoice Certification |Navy |

|eSTADIS |STA Directorate Information System |Army |

|ESTU |Equipment, Space and Telephone Utilization |ARMY |

|EUD |ELIMINATION OF UNMATCHED DISBURSEMENTS |DFAS |

|FABS |Financial Accounting and Budget System |DISA |

|FADS |Fuel Automated Data System |Navy |

|FADS |Fuels Automated Dispensing System |Army |

|FAMIS |Financial Accounting Management Information System |DISA |

|FAMIS - CSD |Financial Accounting Management Information System |DISA |

|FAMIS - TSEAS |Financial Accounting Management Information System |DISA |

|FAMS |DTS-W Financial & Asset Management System |Army |

|FAS (2) |Finance and Accounting System |Army |

|FASTDATA |Fund Administration and Standardized Document Authorization (plus TMA) |Navy |

|FCT |Facility Cost Transfer |Navy |

|FHASS |Flight Hours Accounting Subsystem |Navy |

|FIABS |Financial Inventory Accounting & Billing System (D035J) |Air Force |

|FIRST (2) |Financial Information Retrieval System Team-Up |Army |

|FITS |Flight Information Tracking System |Navy |

|FLAGS |Financial Labor Accounting Reporting Guidance system |Army |

|FLEX 7731 |Flex Remittance Processing System |Army |

|FMFS |Foreign Military Financing System |DSCA |

|FMS - NSMA |Financial Management System - NSMA |Navy |

|FMS-NG |Financial Management System - NEXGEN (NSA) |NSA |

|FMSOL |FMS-On Line |ARMY |

|FORCES |Force Organizational Cost Estimating System |ARMY |

|FOS |FINANCIAL OPERATIONS SUPPORT |DFAS |

|FOSTR |Funds Off Station Transfer Request System |Navy |

|FRBS |Fixed Rate Billing System |Army |

|FRS-ACCTG |FINANCIAL REPORTING SYSTEM - ACCOUNTING |DFAS |

|FSU |Funding Structure Utility |Navy |

|GAFS |GENERAL ACCOUNTING AND FINANCE SYSTEM - BASE LEVEL |DFAS |

|GAFS-R |GENERAL ACCOUNTING AND FINANCE SYSTEM-REHOST |DFAS |

|GFEBS |General Fund Enterprise Business System |Army |

|GFMCOST |Government Furnished Material Cost Tracking System |Navy |

|GLAC (M204) |General Ledger Accounting System |DLA |

|GPC |Global POV Contract |ARMY |

|HITS |HAWAII INFORMATION TRANSFER SYSTEM APPLICATION |Navy |

|HQARS |HEADQUARTERS ACCOUNTING AND REPORTING SYSTEM |DFAS |

|IAPS |INTEGRATED ACCOUNTS PAYABLE SYSTEM |DFAS |

|IBOP |INTERNATIONAL BALANCE OF PAYMENTS |DFAS |

|ICAR |Integrated Command Account Report |Army |

|ICBS |International Digital Communications Consolidated Billing System |Navy |

|ICP |Integrated Cash Processing System |Navy |

|IFTS |Integrated Financial Tracking System (might belong to DFAS) |Air Force |

|IGTS |Intra Governmental Transaction System |DFAS |

|IMPS |Integrated Management Processing System |Navy |

|INCMAS |ISSOP Non-Contractual Memorandum Accounting System |Navy |

|ISB |INSTALLATION SUPPLY BUFFER |DFAS |

|JOCAS II |Job Order Cost Accounting System II (DSD H096) |Air Force |

|JONAS |Job Order Number Automation System |Navy |

|JOW |Job Order Numbers on the Web |Navy |

|KDSS |KEYSTONE DECISION SUPPORT SYSTEM |Air Force |

|KEUT |Key Emulation Utility |Navy |

|LACES |Labor Cost System |Navy |

|LANMIS |Local Area Network Management Information System |Navy |

|LCCE |Life Cycle Cost Estimating Model |ARMY |

|LNP/T |Local National Pay/Travel |Army |

|Local DW |Local Data Warehouse - Port Hueneme |Navy |

|LRS |Labor Reporting System |Navy |

|MAFR |MERGED ACCOUNTABILITY AND FUND REPORTING SYSTEM |DFAS |

|MANUFACTURING |Job Order Number Tracking |Navy |

|MAP |DSCA 1000 System (MAP) |DSCA |

|MAS |METRICS ANALYSIS SYSTEM |DFAS |

|MCI WP |MCI Worldcom Perspective |Navy |

|MDEP |MicroComputer Data Entry Program |Navy |

|MFCS - PC |Material Financial Control System - Retail Afloat - Personal Computer |Navy |

|MFCS - Retail Afloat |Material Financial Control System - Retail Afloat |Navy |

|MFCS PX02/04 |Material Financial Control System |Navy |

|MFCS-PX06 |Material Financial Control System - Inventory Accounting and Billing Module |Navy |

|MFMS |Multifunctional Information Distribution System (MIDS) Financial Management System |Navy |

|MICROSNAP (SMARTS) |MICROSNAP Ships and Mals Automated Reconciliation Tracking System |Navy |

|MIDAS |Multi Integrated Database Accounting System |Army |

|MISCCP |Miscellaneous Cost Posting (DOS Editor) |Navy |

|MISCW2 |MISCELLANEOUS W-2 SYSTEM |DFAS |

|MOCAS |MECHANIZATION OF CONTRACT ADMINISTRATION SERVICES |DFAS |

|MOMENTUM |Momentum Financials |Navy |

|MPCC |Military Paper Check Conversion |Navy |

|MRP II |Manufacturing Resource Planning II - Cincom Control |Army |

|MSC |MILITARY SEALIFT COMMAND |Army |

|MSC FMS |MILITARY SEALIFT COMMAND FINANCIAL MANAGEMENT SYSTEM (DFAS and Navy) |Navy |

|NAFAS |NON APPROPRIATE FUND ACCOUNTING SYSTEM |Air Force |

|NAFISS |NONAPPROPRIATED FUND INFORMATION STANDARD SYSTEM |DFAS |

|NAFMIS |Non-appropriated Funds Management Information System |Air Force |

|NAF-T |NAF Transformation |Air Force |

|NAPS |NAVFAC Accounts Payable System |Navy |

|NAVY CASH |Navy Cash |Navy |

|NMCRS |Navy-Marine Corps Relief Society |Navy |

|NPPI |NAVY PROMPT PAYMENT INTEREST |DFAS |

|NUWC FMS |NUWC (NEWPORT) FINANCIAL MANAGEMENT SYSTEM |Navy |

|NXGNFMS |Financial Management System - NSMA (FMSNexGen) |Navy |

|OA Database |Operating Agency Data Base |Army |

|OARS |Obligation Adjustment Reporting System |Air Force |

|ODS |OPERATIONAL DATA STORE |DFAS |

|OFF |Oracle Federal Financials |TMA |

|OFF |Oracle Federal Financials |Air Force |

|OLRV |ON LINE REPORT VIEWING |DFAS |

|OP |ONE PAY |DFAS |

|OPTAR |Local Operating Target |Navy |

|ORO |Outgoing Reimbursable Orders |Navy |

|OROS |OROS Analyzer (Activity Based Costing) |Navy |

|OSCAR - AIR |Onsite System for Contract Administration and Reporting |Navy |

|OSMIS |Operating and Support Cost Management Information System |Army |

|PARIS |Purchase and Reconciliation Information System |Navy |

|PAYS |Accounts Payable System |ARMY |

|PC |Personal Computer System |Navy |

|PIES |Payment Invoice Entry System |Navy |

|PMIRS |PREVALIDATION MANAGEMENT INFORMATION REPORTING SYSTEM |DFAS |

|PMIS |Project Management Information System |Army |

|POPB |Phone Office Phone Bill |Navy |

|POWERTRACK |POWERTRACK |DFAS |

|PPTAS |Personally Procured Transportation Audit System |Navy |

|PRIDE (2) |Program Resource Intranet Database Environment |Army |

|PT |Price Tracking |Navy |

|PWCMIS |Public Works Center Management Information System |DFAS |

|PWCWTMS |PWC Washington Telephone Management System |Navy |

|RAMCAS |Recreation and Mess Central Accounting System |Navy |

|RCAS RPAM |Retirement Point Accounting Management |Army |

|RCDB |Resource Control Database |Air Force |

|RDMS-ARTRAMS |RDMS-Army Transaction Management System |ARMY |

|RECERT |CHECK RECERTIFICATION |DFAS |

|RIMS(FM) |Reserve Integrated Management System (Financial Management) |Navy |

|RIMS(PH) - F |Real Time Integrated Management System (Port Hueneme) |Navy |

|RMP |Re-utilization Modernization Program |DLA |

|ROVC |Repair of Vessels Credit |Navy |

|RPTWEB |Report Web |DARPA |

|RS |Reimbursement System |Army |

|SAAMSS |Security Assistance Automated Management Support System |Army |

|SABRS |STANDARD ACCOUNTING BUDGETING AND REPORTING SYSTEM |DFAS |

|SAFES |Specialized Accounting & Finance Enterprise System |Air Force |

|SAMS |SUSPENSE/AGING MONITORING SYSTEM |DFAS |

|SAP FIMS+ |SAP Financial Information Management System Plus - SPAWAR |Navy |

|SAVES |Standard Automated Voucher Examination System |DECA |

|SBC |Service-Based Costing |ARMY |

|SCC Carderock |Service Cost Center Carderock |Navy |

|SCRT |STANDARD CONTRACT RECONCILIATION TOOL |DFAS |

|SDAF |SPECIAL DEFENSE ACQUISITION FUND ACCTG SYSTEM |DFAS |

|SDPS |SAVINGS DEPOSIT PROGRAM SYSTEM |DFAS |

|SDSS |STANFINS DLR Screen System |Army |

|SGLI |SERVICE MEMBER GROUP LIFE INSURANCE NON-PAY SYSTEM |DFAS |

|SIFS |STANDARD INDUSTRIAL FUND SYSTEM |DFAS |

|SKYTEL EB |SKYTEL Electronic Billing |Navy |

|SMARTS |Ships and Mals Automated Reconciliation Tracking System |Navy |

|SMAS |STANDARD MATERIAL ACCOUNTING SYSTEM |DFAS |

|SMIRF |Standard Management Reports for Finance |Army |

|SNIPS |STANDARD NEGOTIABLE INSTRUMENT PROCESSING SYSTEM |DFAS |

|SOMARDS |STANDARD OPERATIONS AND MAINTENANCE, ARMY R&D SYSTEM |DFAS |

|SORS |SALARY OFFSET REPORTING SYSTEM |DFAS |

|SPIDR |SPRINT Interactive Desktop Reporter |Navy |

|SPOMIS |System Program Office Management Information System |Air Force |

|SRD I |STANDARD FINANCE SYSTEM - REDESIGN I |DFAS |

|SS |SHIPSTORES |DFAS |

|STABS |Standardized Billing to STARS-FL |Navy |

|STANFINS |STANDARD FINANCE SYSTEM |DFAS |

|STANFINS-DE |STANFINS DATA ENTRY SYSTEM |ARMY |

|STARS |STANDARD ACCOUNTING AND REPORTING SYSTEM |DFAS |

|STARS FL |STANDARD ACCOUNT AND REPORTING FIELD LEVEL |Navy |

|STARS-HCM |Standard Accounting and Reporting System- HQ Claimant Module |DFAS |

|STATIS |Student Training Analysis and Tracking Information System |Navy |

|STRIPES |Stripes Standard Account and Reporting SYSTEM REMOTE INTERACTIVE PROGRAM FOR ELECTRONIC|Navy |

| |SUBMISSIONS | |

|SYMIS - COST |Shipyard Management Information System - COST |Navy |

|SYMIS - COST - MF |Shipyard Management Information System - Cost - Mission Funded |Navy |

|TBO |TRANSACTIONS BY OTHERS |DFAS |

|TBS |Telephone Billing System |ARMY |

|TCIS |TRANSPORTATION CLAIMS IMAGING SYSTEM |DFAS |

|TDOP |Travel De-Obligation Process |Navy |

|TEARS |Telephone Entry and Reporting System |Navy |

|TELCOM |TELCOM Billing System |Navy |

|TFAS |Trust Funds Accounting System |WHS |

|TFMS |Transportation Financial Management System |USTRANSCOM |

|TFMS-M |TFMS-Military Surface Distribution and Deployment Command |USTRANSCOM |

|TGET |TRANSPORTATION GLOBAL EDIT TABLE SYSTEM |DFAS |

|TIBS |China Lake Telephone Integrated Billing System |Navy |

|TMS SCSC |Telecommunications Management System |Navy |

|TR |Travel |Army |

|TRMS |Trident Resource Management System |Navy |

|TSS |TRANSPORTATION SUPPORT SYSTEM |DFAS |

|UIC/DODAAC |UNIT IDENTIFICATION CODE / DOD ACTIVITY CODE SYSTEM |DFAS |

|ULNAPS-I |USAREUR Local National Pay/STANFINS Interface |Army |

|UMIDS |UNIFORM MICROCOMPUTER DISBURSING SYSTEM |DFAS |

|VAS |Voucher Attachment System |DFAS |

|VEMS |Value Engineering Management System |Army |

|VISTA |Visibility Info Storage Tool for Ammunition |Army |

|VPIS |VENDOR PAY INQUIRY SYSTEM |DFAS |

|WAAS |Washington Headquarters Services Allotment Accounting System |WHS |

|WAAS-MOD |Washington Headquarters Services Allotment Accounting System |WHS |

|WARS |Warehouse Analytical Reporting System |Navy |

|WIMS |Workload Information Management System |Army |

|WinEst |WinEstimator |Army |

|WMIS |WRAIR - (Walter Reed Army Institute of Research) Management Information System |ARMY |

|WSCRS |Weapon System Cost Retrieval System (H036C) |Air Force |

|WSMIS |White Sands Management Information System |Army |

|WYPC |WORK YEAR AND PERSONNEL COST REPORTING |DFAS |

|XDISB |CROSS DISBURSING |DFAS |

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Appendix C. Objective CapabilitIES

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Appendix D. System View – 8 (SV-8)

* See BEA systems migrationV5.ppt file

* Verification of Financial Management system functional capabilities, system descriptions, system migration dates and sunset dates are currently pending confirmation from Components and other Defense Agencies. This SV-8 is in Draft form and is subject to change.

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Appendix E. Integrated Program Schedule

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Appendix F. Mission Area Investment Plan

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Appendix G. Performance Metrics

|Goal 1 |Provide timely, accurate, reliable, and useful financial, budgetary, and performance information for business management |

|Objective 1.1 |Achieve unqualified audit opinion on consolidated DoD financial statements, and beyond |

| |FMD1.1.1 |Elimination of Weaknesses (MRFIP): Percent of auditor identified material weakness eliminated |

| | |for each material weakness category |

| |FMD1.1.2 |Auditability of Statements (MRFIP): Percent of balance sheet financial statement line items and |

| | |other financial statements that have passed the scrutiny of audit |

| |FMD1.1.3 |Increment 1 Requirements Integration: Percent of BEA extended to incorporate financial management|

| | |business rules and information exchange requirements in DoD end-to-end business processes. |

| |FMD1.1.4 |UAO BPM: Percent of BPM completed on Financial Management business processes to institutionalize |

| | |practices and systems that will consistently produce an unqualified audit opinion on DoD |

| | |consolidated financial statement |

| |FMD1.1.5 |New Weaknesses: Number of NEW financial material weaknesses, qualifications, or negative |

| | |findings identified by auditors or DoD annually on consolidated DoD financial statements |

| |FMD1.1.6 |Weakness Solutions (Material & Non-Material): Percent of financial Material Weaknesses for which|

| | |material or non-material solutions have been designed and approved by domain |

|Objective 1.2 |Integrate execution and performance metrics throughout the Planning, Programming, Budgeting, and Execution process |

| | |Metrics Under Development |

|Objective 1.3 |Link resource requirements to strategic outcomes |

| | |Metrics Under Development |

|Objective 1.4 |Provide DoD decision makers timely access to financial, budgetary, and performance information |

| | |Metrics Under Development |

|Goal 2 |Enable improved business operations |

|Objective 2.1 |Utilize the Business Enterprise Architecture (BEA) to transform domain operations from as-is to to-be |

| |FMD2.1.1 |Portfolio Capability Migration: Composite index reflecting degree to which Financial Management |

| | |portfolio provides to-be capabilities via to-be systems |

| |FMD2.1.1A |Capability Gap Closure: Percent of all financial capabilities required for Increment 1 being |

| | |provided by approved material solutions or by core systems |

| |FMD2.1.1B |System Capability Consolidation: Portfolio-wide average number of systems that duplicate 80% or |

| | |more of the functional capabilities of a given system |

| |FMD2.1.1C |Migration to Core: Percent reduction in number of users of non-core systems |

| |FMD2.1.2 |Personnel Performance Integration: Percent of metrics linked to by at least one individual's |

| | |performance plan |

| |FMD2.1.3 |Material Solution Implementation: Percent of planned key material (new starts, SCRs, brownouts) |

| | |transformation initiative milestones achieved in quarter |

| |FMD2.1.4 |Systems Eliminated: Number of DoD systems eliminated from Domain portfolio. |

| |FMD2.1.5 |Non-Material Solution Implementation: Percent of domain-initiated non-material (non-IT system) |

| | |solutions implementation plans approved, initiated, and completed. |

| |FMD2.1.6 |Portfolio Quality: Quality of system decision information in Domain portfolio. |

| |FMD2.1.6A |System Inventory Quality: Average system inventory information validity score |

| |FMD2.1.6B |System Assessment: Percent of systems within domain inventory that have been formally assessed |

| |FMD2.1.6C |System Dollars under Management: Percent of known IT funding dollars under portfolio management |

| | |by Financial Management Domain |

| |FMD2.1.7 |Certifications Days Outstanding: Average number of days requests for comptroller certifications |

| | |have been pending referral by Financial Management domain. |

| |FMD2.1.8 |Program Execution: Program execution performance based on obligation rates and POAM status |

| |FMD2.1.8A |Obligation Rates: Obligation rates on funds from all sources (O&M, RDT&E, Procurement) |

| |FMD2.1.8B |POAM Execution: Percent on-schedule on extant mid-range POAM milestones |

| |FMD2.1.9 |Certification Outlog (pending >30 days): Percent of certification referrals made to BMSI in |

| | |pending status more than 30 days |

| |FMD2.1.10 |IRG Outlog (pending > 90 days): Percent of IRG Recommendations in pending status > 90 days |

|Objective 2.2 |Systematically enable efficiency and productivity improvements to Planning, Programming, Budgeting, and Execution |

| |operations. |

| |FMD 2.2.1 |PPBE BPM Completed Percent of Domain business process re-engineering (BPR) completed on Planning,|

| | |Programming, Budgeting, and Execution (PPBE) Processes |

| |FMD 2.2.2 |PPBE BPM Aligned with BEA: Percent of Domain reengineered business processes aligned with the |

| | |Business Enterprise Architecture (BEA) |

| | |Additional Metrics Under Development |

| |Pass-Through Metrics from Other Organizations |

| |FMD1.1.7 |Accuracy: Accuracy index comprised of USD(C) metrics 6 & 10 reflecting appropriations with |

| | |negative balances and fund balance with treasury |

| |FMD1.1.8 |Unsupported Adjustments: Dollar value of unsupported accounting adjustments (USD(C) Financial |

| | |Operations Metric 2) |

| |FMD1.4.1 |Timeliness: DFAS timeliness index comprised of DFAS metrics PMI 175 "Timeliness of Accounting |

| | |Reports to Customers", PMI 202 "Resolve Pay Problems within 30 days" and PMI 269 "Overage |

| | |Commercial Invoices on Hand") |

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[1] GAO Report DoD Business Systems Modernization: Important Progress Made to Develop Business Enterprise Architecture, but Much Work Remains, September 2003, GAO-03-1018.

[2] OMB A-130 - Management of Federal Information Resources; DoD Directive 8000.1, “Management of DoD Information Resources and Information Technology, March 20, 2002; DoD Directive 8100.1, “Global Information Grid (GIG) Overarching Policy,” September 19, 2002.

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Program / Budget Framework

Domain Portfolio Mgt

Commitment Accounting

Cost Accounting

Commonality of Language

USSGL

SFIS

BPR

*

DIMHRS

DDMS

CDS

DDS

DCAS

ADS

MOCAS

*BSM

*LMP

GFEBS

DEAMS

*Navy ERP

NXGNFMS

SABRS

E-Biz

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