e-Finance White Paper

e-Finance…
A Systems Optimization
White Paper

Booz•Allen & Hamilton’s Approach to
Optimizing HQ AFMC’s Systems for e-
Finance

JUNE 22, 2001

BOOZ•ALLEN & HAMILTON – Systems Optimization White Paper

Table of Contents
INTRODUCTION.....................................................................................................1
BACKGROUND.......................................................................................................2
Booz·Allen & Hamilton...................................................................................................................................2
Organization....................................................................................................................................................2
BOOZ•ALLEN & HAMILTON'S APPROACH TO E-FINANCE..................................3
e-Government Capability................................................................................................................................3
Our Staff..........................................................................................................................................................3
Mission.............................................................................................................................................................3
Approach..........................................................................................................................................................4
Implementing the Approach............................................................................................................................5
Strategic Profiling............................................................................................................................................6
Independent Assessments and Business Modeling..........................................................................................7
Implementation and Innovation......................................................................................................................9
SERVICES & EXPERIENCE..................................................................................11
ECONOMIC & BUSINESS ANALYSIS...................................................................12
APPENDIX A.........................................................................................................13
Past Performance...........................................................................................................................................13
CONTACT LIST.....................................................................................................17

TABLE OF CONTENTS – PROPERTY OF BOOZ-ALLEN & HAMILTON I

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INTRODUCTION

Booz∙Allen & Hamilton, Inc. (Booz∙Allen ) recognizes that e-Government has many
facets involving an Agency's or Service's organizational functions, such as e-Finance, e-
Procurement, e-Logistics, etc… Each of these sub-sets of e-Government have their own
unique challenges and critical success factors. This White Paper presents a broad
approach that will be applied to meet the need for independently assessing the financial
systems of the US Air Force Material Command's (AFMC), with the goal of readiness for
e-Finance.

Booz∙Allen does not recomend using standard or "cookie cutter" approaches to meet the
needs of our Clients. We feel that each Client is unique in their own way, therefore we
taylor our approaches and methods to sucessfully satisfy their exclusive needs.

For government organizations, transitioning from paper-based to electronic processes,
thinking "strategically" about information technology (IT) and making the link between
performance and goals is not optional, it is legislated. To be compliant and to remain
"competitive" in the e-Government environment, agencies must make decisions that
look beyond traditional paradigms associated with achieving a positive financial rate of
return. They must capture and weigh the intangibles that characterize organizations
and the benefits or value that enable them to satisfy their mission and their customer's
needs.

The development of a methodology to appreciate "value" is complex. It must be
approached from multiple perspectives and with a focus on what is truly important to
ensuring the success of an organization. Defining a measurement of value requires an
understanding of what an organization must achieve in order to serve its constituency.
They must have a method for comparing alternatives that considers both the financial
impact and value impact of the initiative.

Developing an approach to measure the value of any aspect of e-Government requires a
deep understanding of strategic, economic, and business analysis as well as an
understanding of the requirements of legislative and executive mandates. It requires the
ability to translate this understanding into workable tools and solutions capable of
providing timely and accurate answers to complex questions.

Booz∙Allen & Hamilton has been providing a myriad of services including strategic
planning, capital planning (including business case analysis), information assurance,
independent financial systems assessments, and change management, to government
organizations for over 50 years. Working side by side with government regulatory
bodies, agency leaders and program managers, we have leveraged our experience to
develop the techniques that allow government leaders to make better business decisions.
Our tools and approaches have been supported by organizations such as the Office of
Management and Budget and the Chief Information Officer's Council.
INTRODUCTION PAGE 1

PROPRIETARY INFORMATION. SEE RESTRICTIONS LISTED ON THE TABLE OF CONTENTS PAGE.


BACKGROUND

Booz·Allen & Hamilton
Founded in 1914, Booz∙Allen & Hamilton is one of the oldest and largest full-service
management consulting organizations in the world. Over the years, the Firm has grown
from a general management consulting firm into its present position of providing
thought leadership and specialized management and technical services in such areas as
digital transformation, economic & business analysis,
and technology assessment. In our 87 years of
operation, we have conducted well over 55,000
assignments for more than 10,500 clients in virtually all
industrial, commercial, governmental, and institutional survey of federal
government leaders
fields. named Booz·Allen as
the #1 IT consulting
Organization firm serving the federal
government market
The organization of the Firm includes a wide spectrum
of specialized service groups. The combination of these
groups provides Booz·Allen with a comprehensive base
of expertise from which individuals possessing the
necessary skills may be assembled to bring to each
challenge the professional talents required by the assignment. We offer a broad range of
services in the areas of information technology, management consulting, technology
management, economic and business analysis and e-Government. We work with our
clients to develop tailored solutions based on our understanding of the client
environment and our functional expertise.

By leveraging the experience and knowledge housed in our business units, the Firm is
able to provide a great depth of understanding to each challenge it encounters. For
example, Booz∙Allen's leadership and innovations in the area of e-Business, including
the publication of numerous studies and sponsorship of business symposia, are
leveraged in the Firm's approach to e-Government.

Throughout its existence, Booz·Allen’s objective has remained clear – to enhance total
client performance by providing the insight, objectivity, judgment, and expertise
required for the resolution of complex corporate and government issues. The firm is
committed to the design of realistic, achievable recommendations and plans of action.
Quality, value, mutual trust, and respect have resulted in a client base in which 80% of
our engagements come from clients we have served before.

BACKGROUND PAGE 2



BOOZ•ALLEN & HAMILTON'S APPROACH TO E-FINANCE

e-Government Capability
To every challenge Booz∙Allen undertakes, it applies the whole of its corporate
experience and the knowledge of its staff to create integrated, comprehensive and
objective solutions. Our e-Government services leverage "best business practices" and
government "lessons learned" into our understanding of government regulations and
requirements as well as information technology. It provides government organizations
with the spectrum of services required to succeed in the e-Government environment.

Our Staff

We are the strategist… Booz∙Allen recognizes that its greatest resource
the realist… lies in the experience, expertise, and innovative
the technologist … spirit of its personnel. For that reason, the Firm
the thinker… has developed a staff of professionals that reflect
the doer… the diversity of issues and skills essential for
the transformer. success. From specialists in organizational and
These are Booz·Allen' s process change to experts in information
intrinsic values &
architecture and economic and business analysis,
capabilities.
Booz∙Allen staff bring together the knowledge
Ralph Shrader and experience required to approach e-
Chairman & CEO Government from multiple perspectives. In
Booz·Allen & Hamilton addition, our staff understands and has
"The Courage to Soar" experienced the frustrations and successes
associated with the day to day management and
execution of the business of government.

Numerous organizations have called upon Booz∙Allen staff to address their
constituencies and to participate in their formation of e-Government policy and thinking.
Our professionals have been invited to present our understanding and approach to e-
Government at seminars and conferences catering to decision-makers at all levels of
government.

Mission
In its fullest sense, e-Government is about transforming how government delivers on its
mission. Characterizing the challenge are numerous factors: an aging or limited
workforce, minimal IT sophistication, long and complex buget processes, stovepiped
organizations, risk aversion, processes or procedures that focus on accountability rather
than cost efficiency, direction by mandate and redundant, paper-based operations.
Booz∙Allen is prepared to lead our clients on the path to attaining mission success.

CAPABILITY, STAFF, MISSION PAGE 3



Approach
To avoid frustration, government decision-makers must incorporate the new
dimensions and requirements of the changing technological environment: changing
customer expectations, workforce cultural changes, rapidly changing
technology/implementation, external value quantification, major security/privacy
drivers, information as an economic asset, enterprise architecture integration complexity,
changing or non-existent standards, and alternative funding options. The bottom line
question is: “How do government decision-makers plan & manage successfully in this
dynamic environment?” The answer is: “Through business planning services that
support organizations at each phase of e-Finance transformation…”

strategic profiling independent assessment implementation &
& innovation
business modeling

strategic planning

improvement planning
Technical Architecture
Baseline Analysis
Process Architecture
Baseline Analysis Justification & Other Information
Organizational Analysis business case analysis
Technical and Functional life cycle costs
Needs Assessment
performance management
cost/benefit
Gap Analysis return / value of investment
Customer Identification risk assessment Performance Measurement
Cost Drivers acquisition strategy Economic Analysis
Business Drivers Cost, schedule & performance Knowledge Management
Identification of goals
Performance Metrics evms
cost & schedule baselines

enterprise strategic plan improvement plan post implementation review

APPROACH PAGE 4



Implementing the Approach
This approach provides structured planning to support the transition from the
conceptual, to the structural, to the operational. The value of our approach is maximized
by leveraging our understanding of the linkage between the strategy, economic and
business drivers as well as the performance measurements. While partnering with
AFMC FM, Booz∙Allen will create a conceptual road map that will enable the
identification of strategic business objectives, business drivers, and target mission critical
improvements.

conceptual...
strategic profiling strategic
goals
missio
macro level weighted decision enterprise strategic
perspectives criteria plan
visio
transformation
targets
transformation targets
to the structural…
independent assessments & business modeling

identify viable alternatives improvement
independent
reduce redundancy cost / benefit analysis cost, schedule &
business case
plan
assessments
improve controls analysis decision metrics performance & goals
calculate baselines
COTS evaluations earned value
implement/remove compare alternatives management
systems risk assessment

to the operational...
implementation & innovation

post implementation
performance
review
knowledge managementproject control
economic analysis
measurement

IMPLEMENTING THE APPROACH PAGE 5



Strategic Profiling
A key element of strategic profiling involves defining the techniques and methods
required for achieving the desired outcomes. As it relates to the AFMC, strategic
profiling must consider, in terms of performance, the current state of the organization
and the vision of the organization in the future. Targets established in strategic planning
should stretch organizations, driving advantages and increasing the ability of the
organization to compete competitively and operate effectively.

as - is
what is the organization's
mission?

what are the current
systems, business
processes and How does your organization have to
technologies? perform in an environment
characterized by…
to - be
what’s working… what competition for limited budget
isn’t?
dollars
rapidly changing technology and what will be the
customer expectations organization’s role in the
future?
metric demands for fiscal accountability
and business-like operations... what will customers expect?
baselines leadership driving new/changing
requirements what systems or
technologies will/should be
available?

what external factors will
drive change?

performance
targets

STRATEGIC PROFILING PAGE 6



Independent Assessments and Business Modeling
During the independent assessments and business modeling phase, the concepts
developed in the Strategic Plan are given structure. Additional issues and
considerations may include: identifying redundancy in systems, strengthening internal
controls, evaluating the feasibility of implementing or removing specfic systems, COTS/
Build assessments, COTS evaluation and selection, and an awareness of security and
privacy issues or enterprise application integration complexity.

The chart below depicts how Booz∙Allen would supprt the AFMC’s move from the
Strategic Planning phase to the Independent Assessment and Business Modeling phase.
The example presents a high level breakdown of the steps involved in conducting an
analysis of alternaltives.

analysis of alternatives
strategic plan

Identify / Define
Evaluation Alternatives

1 2 3

determine compliance with
requirements, costs, benefits & risks
for candidate alternatives

calculate decision metrics &
compare candidate alternatives

select
alternative(s)

ASSESSMENTS & MODELING PAGE 7



The outcome of the independent assessments and business-modeling phase is the
improvements plan. This plan is the functional road map guiding the implementation
of management decisions regarding operational improvements. Key elements of a
successful improvement plan include: independence from the issues, understanding of
needs, justifications, compliance, business case analyses, costs/benefits, defendable cost
estimates, risk assessments, acquisition strategy, performance goals, and schedule
complexity.

Under the direction of the AFMC leadership, Booz∙Allen will link the organization’s
strategies to achievable improvement initiatives, while maintaining the focus on the
broader vision of e-Finance. The AFMC Improvement Plans will identify key issues
such as system replacement initiatives, system redundancy evaluations, and the
feasibility of bringing on new or "outside" systems.

ASSESSMENTS & MODELING PAGE 8



Implementation and Innovation

Characteristics of performance measures vary based on management levels. Since the
AFMC is an Air Force-wide command, a multi level performance measurement matrix
will be required to satisfiy the unique performance demands and requirements of each
level of management. The matrix will cross reference performance measures with
stakeholder concerns.

Performance Measures Stakeholder Concerns

Did the strategy work to Did the strategy work to
achieve desired results? Outcome achieve desired results?
Is it worth the investment? Measures Is it worth the investment?
Is the public satisfied? Senior Is the public satisfied?
Leadership

Was the service delivered How fast is the program
in a timely manner? progressing?
Was it useful to the customer? Are commitments being met?
Is it what the customer Output Measures Are we meeting functional
needed? Mid-tier Management users needs?

Number of customers served
correctly within specified Are costs managed well?
time frame. Activity Measures Is information flowing
Error rate per 1,000 CPRs. Program/Project Level efficiently among
Data exchange rates systems?
among AISs.

DO NOT OVER MEASURE
If you have too many measures, chances are that you are measuring the same thing more than
once. This can result in an aggregated result that is statistically INVALID.

With performance measures, beneficial gains can be realized through the following
channels: the reduced cost of measurement by employing statistical sampling methods,
adjusting data to reflect the influence of factors outside program control, identifying data
IMPLEMENTATION AND INNOVATION PAGE 9


BOOZ•ALLEN & HAMILTON - Systems Optimization White Paper

sources and the confidence level in those sources, deploying data source collection
methods and tools, determining the weight of each measure according to objectives and
strategies, and identifying the link betweens measures and objectives and how those
may impact other measures.

If developed objectivly and calculated correctly, performance measures will allow the
AFMC to evaluate the success factors of their improvment initiatives, make informed
decisions for modifiying approaches, e.g. scope and scale, and provide evidence and
support for making difficult decsions , such as canceling an initiative.

Our service offerings described in this Paper are scalable to accommodate incremental
efforts. For example, limited time and funding demands quick turn around benefit
analysis and calculation of decision metrics. Additionally, “honest broker” services
replace or verify sales-driven vendor claims along with , analyses of a “portfolio” of
candidate solutions or alternatives. Alternatively, enterprise-wide efforts may also be
considered. The magnitude and level of risk exposure demands specific economic and
business analysis, which generates the data required to develop a portfolio of
investments in improvement initiatatives or in future planning. Incremental and
enterprise-wide efforts may be instituted where needed - in the strategic profiling phase,
the independent assessment and business modeling phases, or the implementation and
innovation phases.

IMPLEMENTATION AND INNOVATION PAGE 10



SERVICES & EXPERIENCE

Booz∙Allen's current e-Government
BoozAllen& HamiltonClientsRecognized
∙
forE-GovernmentTransformation service offerings provide the capabilities,
Efforts… tools and techniques required for a
holistic approach to overcoming the
E-Gov2000PioneerAwardRecipients challenges associated with all phases of
♦ TheDefenseMedicalLogisticsStandard e-Government transformation and all
SupportProgram services in the e-Government value
♦ TheNextBusSystem
chain. A key discriminator of
♦ ThePacificMedicalNetwork
Booz∙Allen's e-Government services is
E-Gov1st AnnualLearningAwardfor our experience as government partners.
Leadership,Excellence& Innovation Booz∙Allen's staff have been in the
♦ ArmyNationalGuardDistributive "trenches," supporting government
TrainingTechnologyProject clients for over 50 years. Our hands-on
TheHammerAward experience in government business, our
♦ TheInternalRevenueService corporate experience in e-Business and
our enthusiastic drive for innovation
have helped us to develop e-
Government services that work in the real world.

The firm's portfolio of clients represents virtually every category of government,
institution, and business. The firm has served 78 of the 100 largest departments of the
Federal Government, 36 state governments, numerous cities and counties, and other
local agencies. Overseas, Booz·Allen has provided services to both commercial and
government clients on an ever-increasing scale since the early 1950s. We have
conducted assignments in over 90 countries worldwide.

Diversity of client base and projects, depth of experience and an unbiased focus are what
make the Booz·Allen difference and make engagements successful. The ability to apply
these diverse skills in partnership with our clients is our competitive advantage. We are
proud of our reputation for excellence and are committed to delivering a quality
product.

Appendix A provides a brief sampling of assignments that we have performed for
federal clients. These examples of Booz∙Allen's work demonstrate the scope and multi-
dimensional approach of our Firm's e-Government services. Key to these services is
Booz∙Allen's economic and business analysis capabilities encompassing the skills and
methodologies required to discern the value of any e-Government initiative in helping
an organization maintain focus, understand its performance requirements, and
ultimately fulfill its mission.

SERVICES & EXPERIENCE PAGE 11



ECONOMIC & BUSINESS ANALYSIS

Booz∙Allen's Economic and Business Analysis (EBA) Team is composed of nearly 300
professional staff located throughout the country who possess the spectrum of skills
required for investment and strategic business planning (e.g., business case analysis),
performance measurement, and program management/evaluation. Our staff blends
high quality education and training with industry expertise and hands-on government
experience. EBA provides an integrated mix of core competency service offerings in
Cost and Economic Analysis, Business Management and Analysis, and
Accounting/Financial Management and Analysis.

EBA's staff of professionals hold advanced degrees and "real-world" expertise in areas
such as public policy, economics, finance, business, telecommunications and
engineering. EBA boasts the following group statistics:

• 35% hold advanced degrees in such disciplines as business, economics,
engineering, and information systems
• 10% hold professional certifications as Government Financial Managers, Cost
Estimators/Analysts, Professional Contract Managers, and Public Accountants
• 55% have over 10 years of experience

To provide clients with superior economic and business analysis support, EBA
maintains a collection of commercial-off-the-shelf decision support and cost estimating
tools and databases. In addition, the Team has invested in the development of
proprietary tools, including numerous cost estimating models that provide us with the
ability to help our clients make better business decisions.

EBA is committed not only to providing sound support to our clients, but also to going a
step further. Through active involvement with industry associations and use of our
skills and day-to-day government experience, develop methodologies and tools that
work. Among our staff are leaders in the “cost community” (e.g., Society of Cost
Estimating and Economic Analysis) and individuals who have been called by
government and professional organizations to present our thinking on subjects such as
"Federal Government IT Capital Planning."

Remaining in sync with the challenges facing our government clients, EBA has been on
the forefront of defining the business planning required to make e-Government work.
Various members of our staff have been asked by professional and industry
organizations to present our approach to challenges such as “Benefit Valuation” and
“Preparation of an e-Government Business Case.”

EBA TEAM PAGE 12



APPENDIX A

Past Performance
Booz·Allen was tasked with determining whether
NASA Integrated Financial
Management Project – business systems that interface with the current
Feasibility Analysis
Systems Interface Analysis Financial Accounting System (FAS) will be supported
in the future Integrated Financial Management System
(IFMS) environment – even if the functions these
systems provide won’t be provided for in the IFMS as delivered by the COTS vendor.
Specifically, Booz·Allen executed the task to identify each of these site-specific systems
to determine whether cost and effort should be expended to interface them with the
IFMS. Our Client tasked us with presenting alternatives regarding the feasibility of
interfacing these systems with the IFMS. The information presented examined the Job
Entry Tracking System (JETS) used by the Manufacturing Engineering Directorate
(MeD). The study results were presented to the NASA Glenn IFMP Steering
Committee, which utilized the information to determine whether cost and effort would
be expended to interface JETS with the IFMS.

NASA Integrated Financial As part of the IFMP implementation effort at the
Management Project – Glenn Research Center, the IFMP Transition Manager
Systems Inventory tasked Booz·Allen & Hamilton with developing a
Center-wide inventory of existing systems and
programs. This systems inventory identified sources
of duplicate data and functionality, non-integrated systems and manual processes that
are currently employed at Glenn. From this analysis, Booz·Allen supported NASA
Glenn in further developing the Center's requirements and strategies for data
conversion. Our compilation of the systems inventory provided a distinct picture of the
current systems environment and data structures that existed at the Center. Once
completed, data conversion plans were finalized and executed. The following
methodology was utilized in compiling the systems inventory and other supporting
documents. Flowcharts of the main processes and unique systems were created to
supplement the systems inventory and to present a graphical depiction of Glenn's
computing environment. These flowcharts highlighted the data interaction that occurs
between the various systems and the types of data shared between them. This data
interaction was mapped out on the system flowcharts and input into a database. This
information will allow the Client to assess which systems should be used to extract data
for the data conversion and data clean up.

APPENDIX A PAGE 13



Booz∙Allen pulled together staff from our
GSA / Office of E- Commerce
Infrastructure Assurance Center of Excellence and
PKI/Smartcard
Business Case Analysis Economic and Business Analysis Team (EBA) to
create the right team to help the General Services
Administration develop a Public Key
Infrastructure / Smart card Business Case Analysis. The business case approach was
designed for use by any Federal agency considering an investment in Public Key
Infrastructure (PKI) on smart cards for government wide applications. By following the
business case methodology, decision makers will be able to determine for themselves
whether the investment costs of PKI/smart cards are justified and whether investment
benefits outweigh the risks. Two supporting case studies, one for the Department of
Veteran Affairs and a second for the Federal Deposit Insurance Corporation (FDIC),
were also created to demonstrate the business case process.

The Federal Insurance Administration (FIA) was
FEMA Federal Insurance
Administration committed to improve the National Flood Insurance
IT Concept of Operations Program (NFIP) through more efficient and effective
operations that were defined by strategic business
priorities and enabled by business processes that
incorporate the most appropriate IT capabilities. Per FIA's request, Booz∙Allen
developed a comprehensive e-Government strategy and corresponding e-commerce
capabilities to make this vision a reality. As part of the assignment, Booz∙Allen analysts
determined the value of the current information and technologies based on their
usefulness within the current Program context. The analysis included common and
specialized technologies that were being used by NFIP and were built on the various
discussions of the value of current information. The Information Value Analysis
identified opportunities for improving the use of information and technology to support
the key NFIP business functions. Booz∙Allen's involvement in this effort also included
the development of a cost/benefit analysis of alternatives and the development of
tactical and strategic IT plans.

Booz·Allen prepared a cost benefit analysis for
Department of Veteran Affairs
Electronic Imaging of the Veterans Benefit Administration to
Compensation & Pension determine if implementing an imaging system
Claims Cost Benefit Analysis (Virtual VBA) to process compensation and
pension claims would be cost beneficial.
Through discussions with industry experts and
imaging vendors, a concept of operations was developed to adopt industry best
practices into VBA's business processes. Based on this concept of operations, the costs
and benefits of four implementation alternatives were analyzed. In addition to cost, both
qualitative and quantitative benefits were identified and analyzed. The qualitative
benefits included the impact of an electronic work environment on customer service, the
VBA workforce, and the compensation and pension process. The quantitative benefits
included the reduction in supply, facility, and mail costs. Virtual VBA costs were

APPENDIX A PAGE 14


BOOZ•ALLEN & HAMILTON - Systems Optimization White Paper

assessed and compared to the expected benefits the organization could achieve from
redesigning its processes and implementing an electronic work environment.

APPENDIX A PAGE 14



Booz∙Allen performed an evaluation and
Social Security Administration
alternatives analysis for the Reengineered
Reengineered Disability System
Business Case Analysis Disability System (RDS), a software program
intended to assist Title II and Title XVI
disability claims processing. Booz∙Allen
completed a rigorous analysis of sunk costs for RDS development. The Firm also
developed a cost element structure, collected relevant cost data, constructed a cost
model, and developed cost estimates for completing and implementing RDS and several
alternatives. Initial findings resulted in the decision by SSA to cease development of the
RDS program. To provide recommendations on a future course of action, Booz∙Allen
performed a drill-down analysis of the viable alternatives that consisted of a workload
analysis, a cost/benefit analysis of a proposed electronic folder concept, and cost
estimates for the development of an "intake" software program for initial disability
claims and for improving the state disability determination service's processing systems
and software.
Immigration & Naturalization Service
Fingerprint Project Booz·Allen conducted a cost-effectiveness
analysis to determine the optimal
methodology and technology required to
capture fingerprints and forward them electronically to the Federal Bureau of
Investigation (FBI). Booz·Allen analyzed the quantifiable and unquantifiable benefits of
various alternatives and conducted a preliminary market survey of FBI-certified
fingerprint scanning technologies. Based on the results of the cost-effectiveness
analysis, Booz·Allen supported INS in its time-critical requirement to procure Live-Scan
technology and technical support for 125 sites across the United States. Booz·Allen has
recommended a procurement and acquisition strategy that combines proposals and
product demonstrations in the evaluation of best valued bids.

APPENDIX A PAGE 15



CONTACT LIST

CONTACT LIST PAGE 16


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