Proven savings through investment management process.

AuthorO'Brien, Theresa

[ILLUSTRATION OMITTED]

The Investment Management Process (IMP) has been an extremely effective tool in managing the Defense Business System (DBS) IT portfolio. Since it was first created as part of the 2012 National Defense Authorization Act (NDAA), IMP has generated significant savings for the Air Force (AF) and has been an effective tool in the creation of a more honed Organizational Execution Plan (OEP).

NDAA 2012 required the use of

Business Enterprise Architecture (BEA) and Business Process Re-Engineering (BPR) as components to initially build the OEP with updates annually based on changing factors like mission, strategy, or budget constraints.

Three outcomes of IMP show proof of its success. First, over the last three planning and budgeting cycles, the AF has realized savings of $124M, which is a 13% reduction over the first OEP certification submission in FY13 (see graphic). Second, the processes required by IMP have now become institutionalized into AF Business Portfolio Management and OSD has recommended to Congress that DoD no longer require detailed oversight, but a reduced level of review. Finally, the AF Service Development and Delivery Process (SDDP) (AF Manual 33-402) that implements BPR and BEA at the system level is now being utilized across the Department.

The IMP realizes savings by aligning to mission priorities, eliminating duplicative legacy systems, and transforming DoD IT operational environment to applications that will deploy on a common computing infrastructure. BEA and BPR warrant additional discussion due to their importance in the success of the OEP.

Business Enterprise Architecture Role in IMP's Success

Savings realized from the BEA are found in the following functions:

* Re-use of existing system capabilities (highlighted in the BEA);

* Improved business processes (with BEA system-to-process alignment);

* Immediate access to standards review and application (with BEA functional area standards listing); and

* System-to-system interfaces (with the BEA system interface listings).

Re-use of existing system capabilities:

Several critical AF business transformation initiatives have completed steps within SDDP and generated reference models (Performance, Business, Data, Services, etc.) as common frameworks for reference and use. These reference models, developed under guidelines from the Federal Enterprise Architecture (FEA) Framework, DoD Architecture Framework (DoDAF) 2.0, and BEA 10.0, help the Air Force identify capability gaps, as was the case with the following four key systems:

* AF Human Resource Management portfolio's Case Management Tracking;

* Analysis & Reporting System (CMTARS) and future core capability in the AF Logistics and Material Readiness portfolio's Maintenance Repair & Overhaul Initiative (MROI);

* AF Logistics...

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