Enterprise Planning


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  • This illustration provides a more detailed depiction of the activities that occur during each of the three BCL phases: business capability definition, investment management and execution. What makes BCL different from other approaches is it increases the focus on requirements development, which begins in the very first phase, business capability definition. DoD has found that programs often move too quickly from problem identification to acquiring a materiel solution. BCL makes sure that this does not happen. This phase is lead by the Functional Sponsor who prepares a comprehensive Problem Statement that identifies root causes of a business problem. He also provides analysis and a high level solution recommendation, which includes non-materiel as well materiel considerations. Once approved, the problem statement becomes the foundation for the Business Case. During the next phase, Investment Management , the Functional Sponsor continues to play a major role. He prepares a strong, defensible business case that addresses the root causes identified in the problem statement and includes: a program justification, costs, benefits, the return on investment for various alternatives, and a final solution recommendation. A BCL business case is different from other business cases, because it is comprehensive enough to satisfy the statutory requirements for all business case requirements across the lifecycle of the program. During this phase, the Functional Sponsor helps the Program Manager establish how the program is going to be managed. Together they develop the acquisition plan, acquisition strategy and an initial draft of the program charter. Additionally, they engage the test community to identify how program testing will be done. The next phase, Execution , begins after the DBSMC and MDA approve the business case and acquisition strategy. The Program Manager leads this phase and stays engaged with the Functional Sponsor . The solution may now be acquired and the program delivery schedule must be structured so that capability is delivered in increments of 18 months or less. After each capability delivery increment, the Business Case is revalidated, updated and approved to ensure that lessons learned are incorporated and, more importantly, that the initial gap, problem or strategic question is still valid. The BCL is a tailorable process and programs may enter at any lifecycle phase. Currently, most BCL programs entered during the Execution Phase and were not required to create BCL documentation, because demonstrated that existing program documents satisfied BCL and statutory requirements. The next few slides will focus on each BCL phase and describe the key players , major inputs and outcomes for each.  
  • Enterprise Planning

    1. 1. Enterprise Planning & Investment (EP&I) Directorate Overview Presented by: Trish Van Belle
    2. 2. EP&I improves DoD’s business operations by strengthening the synergies of the Business Enterprise Architecture, the Enterprise Transition Plan, and Investment Management, which comprise the enterprise-wide framework that enables informed decision-making, and are built on the foundations of tiered accountability and federation. EP&I’s Mission <ul><li>We develop and deliver enterprise products and services that support: </li></ul><ul><li>Governance oversight and operations </li></ul><ul><li>Investment and acquisition decisions </li></ul><ul><li>Program execution </li></ul><ul><li>Process alignment and streamlining </li></ul>
    3. 3. Enterprise Planning & Investment (EP&I) <ul><li>Program Control </li></ul><ul><li>Change Management </li></ul><ul><li>Communications </li></ul><ul><li>Internal Metrics </li></ul><ul><li>Lean 6 Sigma </li></ul><ul><li>Business Enterprise Architecture (BEA) </li></ul><ul><li>Integrated Management Information Environment (IMIE) </li></ul><ul><li>Conduct Enterprise Risk Assessments </li></ul><ul><li>Develop Mitigation Plans </li></ul><ul><li>Advise Programs & Senior Leaders on Risks and Plans </li></ul><ul><li>GAO, OMB, IG, Congress: </li></ul><ul><li>Audit Engagement </li></ul><ul><li>Responses to Recommendations </li></ul><ul><li>Outreach </li></ul><ul><li>Congressional Interest </li></ul>Resource Planning & Execution Carolyn McKnight <ul><li>Enterprise Transition Plan (ETP) </li></ul><ul><li>Strategic Alignment </li></ul><ul><li>Performance Management & Reporting </li></ul>Deputy Director Mike Boller BTA Execution & Support Director Paul Ketrick ERAM Michael Stewart <ul><li>Staff BCL Guidance & Policy </li></ul><ul><li>Support Business Systems Acquisition Process </li></ul>BCL Acquisition Support Arthur Holland AT&L Policy & Oversight Strategic Integration Trish VanBelle External Government Liaison Sheila Bahner ERAM Support Brad Mason Architecture & Information Deedee Akeo Planning Teri Beatty <ul><li>Guidance & Process for BCL </li></ul><ul><li>Guidance & Process for IRBs/DBSMC </li></ul><ul><li>IRB Execution </li></ul>BCL Support Brannan Chisolm 4
    4. 4. Key Initiatives & Products - Statutory Required by Title 10, section Sec. 2222, “Defense business systems: architecture, accountability, and modernization” <ul><li>Investment Review Board </li></ul><ul><li>(IRB) </li></ul><ul><li>Defense Business Systems Management Committee </li></ul><ul><li>(DBSMC) </li></ul><ul><li>Business Enterprise Architecture (BEA) </li></ul><ul><li>Enterprise Transition Plan </li></ul><ul><li>(ETP) </li></ul><ul><li>March Congressional Report (MCR) </li></ul>Product/Service <ul><li>Collect/adjudicate requirements </li></ul><ul><li>Build/maintain/update </li></ul><ul><li>Author/aggregate </li></ul><ul><li>Print/publish </li></ul><ul><li>Deliver to Congress </li></ul><ul><li>Operations and policy support </li></ul><ul><li>Staff support </li></ul>EP&I Role DBSMC IRB
    5. 5. Key Innovations and Services Innovation/Services <ul><li>Flexible to program needs </li></ul><ul><li>Targeted expertise </li></ul><ul><li>Uses existing artifacts </li></ul><ul><li>Measurable feedback </li></ul><ul><li>Risk mitigation </li></ul>Enterprise Risk Assessment Methodology (ERAM) <ul><li>Better decision support </li></ul><ul><li>Transparency </li></ul><ul><li>Process improvement and efficiency </li></ul>Integrated Management Information Environment (IMIE) <ul><li>Better requirements definition </li></ul><ul><li>Faster delivery </li></ul><ul><li>Less bureaucratic oversight </li></ul>Business Capability Lifecycle (BCL) Benefits
    6. 6. Business Capability Lifecycle IRB/DBSMC Decision Point Functional Lead Acquisition Lead/ Functional Support Execute Policy and Process Changes Integrated Management Information Environment Gap, Problem, Question Program Definition Certification/Acquisition Decision Investment Recommend Solution Package Conduct Solution Analysis Validation (Pilot/Prototype) Lessons Learned Continue to Execute Program or END Annual Reviews, Acquisition Decisions Execution Execute Program Validate Business Case, Asses Risk & Business Metrics Review and Approve Capabilities Guidance, Assumptions Priorities Definition Conduct Analysis (Process, Metrics ) Develop & Validate Outcomes
    7. 7. EP&I FY 09 Goals and Objectives Transform business operations to achieve improved warfighter support while enabling financial accountability across DoD Guide the transformation of business operations throughout DoD and deliver Enterprise-level capabilities - Deliver Ever-Improving Business Support to the Warfighter Enable Vigorous Execution Facilitate Collaborative Accountability Rapidly deliver business enterprise capability Enable informed decision making for business investments BTO Enterprise Outcome BTA Performance Goals BTA Outcome EP&I Performance Objectives & Goals (5 – year) EP&I Focus Areas (1 - year) Develop and sustain external stakeholder relationships Transform Centered on E2E Transform Visibility & interoperability Transform Approach Demonstrate success to stakeholders Transform Acquisition and Implementation EP&I Performance Targets (3 - 9 month) <ul><ul><ul><li>Reduce ERP risk E2E Contract performance visibility Implement BEA </li></ul></ul></ul><ul><ul><li>Valued & visible EA collaborator Program management BCL due-diligence mechanism </li></ul></ul><ul><ul><ul><li>Effective IMIE Stakeholder relations Deliver on IRB operations </li></ul></ul></ul><ul><ul><li>Operationalize BCL Develop portfolio management Strategically align BTG </li></ul></ul><ul><li>Improve resource management Effective LSS Achieve mission objectives </li></ul><ul><li>Standardize ETP & MCR Results-focused MCR Metrics strategy </li></ul><ul><li>Streamline planning Expand influence EP&I communication capabilities </li></ul><ul><li>Congressional outreach and responses Visibility of successes Congressional information campaigns </li></ul>
    8. 8. Looking Forward <ul><li>BEA Content </li></ul><ul><li>Data standards </li></ul><ul><li>End-to-end processes that support ERP implementations </li></ul><ul><li>Warfighter support </li></ul><ul><li>Modifications to satisfy new DoDAF version </li></ul><ul><li>Usability and visualization capabilities </li></ul><ul><li>Interative </li></ul><ul><li>ETP and MCR Content </li></ul><ul><li>Capability metrics </li></ul><ul><li>Success stories </li></ul><ul><li>Policy/Guidance Updates and Realignment </li></ul><ul><li>Update BEA compliance policy to increase rigor and support interoperability </li></ul><ul><li>Update IRB policies </li></ul><ul><li>Business Transformation Guidance </li></ul><ul><li>Acquisition Policy </li></ul>Warfighter Support Demonstrate success Transform interop-erability and information visibility Transform Business systems and services Transform End-to-End processes
    9. 9. Looking Forward (Continued) <ul><li>Framework Development </li></ul><ul><li>New BEA CM governance model aligned to new DCMO structure </li></ul><ul><li>Enterprise portfolio management concepts </li></ul><ul><li>Process Improvement </li></ul><ul><li>Automate manual internal processes </li></ul><ul><li>Workflow capability </li></ul><ul><li>LSS management </li></ul><ul><li>Change Management </li></ul><ul><li>Stakeholder engagement including Congressional/OMB outreach </li></ul><ul><li>E-learning </li></ul><ul><li>Communications content </li></ul><ul><li>Branding </li></ul>Warfighter Support Demonstrate success Transform interop-erability and information visibility Transform Business systems and services Transform End-to-End processes
    10. 10. Q&A <ul><li>Audience, please come forward to the floor microphone for a maximum of three questions. </li></ul>
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