Transforming the Business of the Army
The Office of Business Transformation develops business strategy and policy, enables governance, and promotes best-in-class business practices to improve efficiency and facilitate innovative solutions and improvements across the Army.
SPOTLIGHT: COI TECH TALK – Transitioning from Excel to Python
Business Mission Area Related Training and Education Information
Community of Interest Tech Talk
Thursday, 25 February, 2021, 1200-1300 EST
MS Teams (Live Event)
Featuring: Transitioning from Excel to Python - Using the Pandas Library
Discussion: The Office of Enterprise Data Analytics will host a Community of Interest Forum on the basic cleaning and analysis functions of the Python Pandas library. Topics covered will include match/indices, pivot tables, if functions, cleaning numeric data, making graphs, and a discussion of a use case involving banking data. For those of you looking to move beyond excel, or if you are just a Python beginner, this Forum is for you.
Challenge: Many U.S. Army soldiers and civilians face business problems which can be done in Excel using tools like pivot tables and match/index/vlookup. While Excel is a versatile tool, it has its limits in terms of transparency, replicability, and scaling up to working with multiple input files. By moving your analyses to Python either locally or using one of the platforms the Army has available for coding, data analysts and data scientists can solve many of these problems.
The Guest Speaker of the Forum is the Acting Secretary of the Army, Hon. John E. Whitley
*A special thank you to ASA FM&C and Ms. Abigail Haddad for putting this Tech Talk together.
Please reach out to us if you would like to contribute or learn more about the DS & IA Community of Interest
The Army's Community of Interest (COI) for Data Science and Intelligent Automation is a collaboration and learning forum for communication addressing Data Science & Intelligent Automation related issues. The Army Analytics Mission Areas Forum highlights useful information that improves the Army’s understanding and access to platforms, tools, experts, and events. It also aids the COI in understanding the evolving demand for enterprise-level data analytics solutions.
The Creation of OBT
Congressional efforts to drive business transformation within DoD began as financial management reform in the 1980s and 1990s. Initially, efforts were viewed as an issue for the Department’s Comptroller, but this view evolved to be recognized as an enterprise issue due to the cross functional nature of data, processes, and systems. Congress established CMO positions at the Deputy Secretary of Defense and Under Secretary levels to facilitate enterprise level efforts and cultural change. Congress then established service-level offices to support the CMOs, so with the NDAA ‘09, Sec 908, OBT was born!
OBT supports the Chief Management Officer (Under Secretary of the Army) in driving business transformation initiatives, performing army business system portfolio management, achieving an integrated management system, developing enterprise architecture, and ensuring continual business process reengineering (NDAA ‘10, Sec 1072).
Army Business Transformation focuses specifically on improving the business processes and information technology that drives the Institutional Army. The Institutional Army generates the trained and ready land forces that fulfill a broad array of defense missions. The magnitude and scope of the Army’s business transformation effort makes it one of the most complex projects ever attempted. The interdependencies between functions and processes defy simply, directed solutions. With the unpredictability of future missions and fiscal challenges, neither the Army nor the Nation can risk mission failure.
In addition to improving the way we generate forces, we must properly manage the demands we place on our ecosystems, environment, electromagnetic spectrum and supplies of energy and water. The Army’s multi-faceted approach enables the Army to preserve readiness and fulfill commitments within lower budgets. In preparation for this responsibility, the institutional Army must perform its activities faster, smarter and cheaper to provide trained and ready forces at best value for the Nation today and in the future.
Twelve Functions of Business Transformation
Develop and mature enterprise-wide, scalable decision analytics capabilities to harness the full business value of Army information sources through a broad range of descriptive, diagnostic, predictive and prescriptive analytics that enable better decision-making, improve cost visibility and promote transparency of Army operations with full implementation of EDAS Objectives by EOY 2021. Facilitate the performance assessment of goals, objectives, policy, programs, studies and other efforts that support the strategic direction of Army Business. Provide general analytic support to OBT leadership and functional areas as needed. Conduct routine performance reviews to OBT and Army senior leadership related to achievement of business objectives contained in both strategy and policy.
Rationalize the business system portfolio through active portfolio management to eliminate system redundancies, reduce investment in legacy systems, reduce costs and achieve accountability of systems with 100% of BMA domains completing TIME portfolio analyses and use analysis. BMA Government and Portfolio Management also establishes an integrated ERP environment supporting specific lines of business while enhancing overall enterprise agility, performance assessment accountability, decision-making and overall effectiveness, where the integrated ERP enclave is established and functioning within DISA DECC.
Facilitate the improvement of Army capabilities to enhance cybersecurity within the Business Mission Area to prevent unauthorized disclosure of national security information from Army defense business systems where 100% of Army business systems have standard authorization to operate without conditions by EOY 2019.
Mature the Army Business Enterprise Architecture (ABEA) into an integrated enterprise architecture capable of supporting the full spectrum of business transformation analysis and where the ABEA taxonomy is implemented across the BMA. Expand user base by 10% annually. Move the EDSC to IOC.
Advance the Army Enterprise Knowledge Repository (EKR) to final operational capability to ensure business and technical data required at enterprise level are organized and harmonized across all E2E business processes and maintained in a single authoritative repository, and with 10% expansion of user base annually.
Identify and build relationships with key oversight committee professional staff members to communicate the accomplishments achieved and challenges confronting the Army’s efforts to improve its business operations and transformation efforts.
Develop, refine and promulgate Department of the Army strategy, policy and guidance in support of Army business operations and business transformation to provide ready forces in the most efficient and fiscally responsible way to the Nation. Provide for prepotency of Integrated Management Systems across the depth and breadth of the business enterprise. Promote approaches to innovation and its supporting concepts for improving the effectiveness and efficiency of Army Business.
Provide a flexible, enterprise performance measurement capability that aggregates key performance indicators from multiple functional domains, providing a strategically-focused representation of performance to inform decision-making and resource allocation.
Facilitate the development and implementation of OSD reform initiatives, supporting the President's goal of improving the efficiency, effectiveness and accountability of the Executive Branch and Secretary of Defense's goal to drive transformational improvements of business systems, processes and policies.
Drive implementation of Army reform efforts that free up time, money and manpower for the Army's highest priorities and empower subordinate commanders to make more timely and effective decisions. Enable enterprise level Army reform initiatives that change culture, push authorities, responsibilities and resources to the lowest level of command, reduce low-value activities and improve business processes.
Facilitate the development of an Army capability to identify and reduce costs associated with waste and variation in Army business processes to support growth in operational force structure and enable better decision-making, improve cost visibility and promote transparency of Army operations.
Institutionalize the Army's approach to Business Process Management through the establishment of BPR and CPI Centers of Excellence, the development of a curriculum and the creation of a cadre of BPR and CPI practitioners by EOY FY21. Deliver world class training (virtually and in-class) and execute enterprise-level projects that result in significant business process efficiencies, optimize cost savings and improve the Army's ability to deliver readiness, modernization and reform at best value.
Improve management and delivery of OBT Business Systems capability to Army User Bases to best provide reliable and secure web-based Business Systems Capability for the Army to improve effectiveness and achieve efficiencies.
Change the Army’s educational culture and structure to embrace and include, business acumen through incorporation into curricula in ILE, CES, Advanced Course, and SSC, GO and SES training.
Deliver a multi-phase approach to Army Business Operations Modernization including consolidation of the major Army ERPs onto a single platform to deliver better visibility to Army commanders, enable Army auditability, improve Army operational resilience, and contribute to improved readiness.
Establish improved, efficient and effective internal OBT administrative and management processes to better support OBT’s ability to develop strategy and policy, enable objective governance, champion best business practices and facilitate solutions in improving Army Business Operations.
Improve the management of the full spectrum of OBT's resources with the rigor to meet internal day-to-day business operations and the flexibility to adapt to emerging requirements while practicing good stewardship and customer support in accordance with Audit Readiness Standards and Fiscal Law.
Director, Office of Business TransformationMr. Robin Swan
Director, Business Process ImprovementDr. Charles Brandon
Chief, Business Planning and AssessmentMs. Jennifer Mootz
Chief, Business Systems GovernanceMs. Audrey Smith
Manager, Business Training & Education ManagerMr. Chris Craft
Architect, Enterprise ArchitectureMr. Marco Temaner
ARCHITECT, ENTERPRISE SOLUTION ARCHITECTMs. Susan Murphy
Chief, Performance and Assessment DivisionCOL Jason Lerner
Chief, Reform Management OfficeMs. Linda Kotulan
Legislative StrategistMr. Paul Shigeta
Chief, Strategic Management SystemMr. Marco Temaner
The Office of Business Transformation is organized into nine offices that oversee and manage multiple Army programs, functions, and initiatives.
Business Planning and Assessment (BPA)
The Business Planning and Assessment Office works with leaders in the Army, industry, and academia to develop, test, and implement innovative ideas. The office also enables Army Business Mission Area performance management, supports the development, review, and update of Army business strategies, and conducts annual Business Strategy assessments.
Develop, refine and promulgate Department of the Army strategy, policy and guidance in support of Army business operations and business transformation to provide ready forces in the most efficient and fiscally responsible way to the Nation.
AI2 supports the Army Innovation Strategy by collecting innovative ideas from across the force and presenting them to experts for consideration and implementation.
The Balanced Scorecard is an enterprise performance tool that aggregates key performance indicators from multiple functional domains in order to better inform resource allocation decisions.
The IMS initiative advances IMS concepts and practices across the business enterprise through advocacy, education, and incorporation into Army doctrine.
Business Process Improvement (BPI)
The Business Process Improvement Office develops and implements strategies for shifting resources to high-value activities. It develops and implements reforms to eliminate unnecessary or obsolete compliance requirements and reduces the cost of mission-support operations.
The Army Contracting Efficiencies (ACE) Course is designed to equip a cadre of Army soldiers and civilians with the skills to increase efficiency of the requirements-to-procurement process. The course will empower participants with the approaches and mindsets to drive efficiencies across the Army, to improve the timeliness and efficacy of requirements, and to ensure best practices are applied across the acquisition process.
The course is an immersive, 10-day, in-person “Boot Camp” followed by a ~12- week Capstone project.
The Boot Camp will impart leading technical and execution best practices. Technical modules include discussions on ways to identify efficiencies in requirements generation, supply market analysis, total cost of ownership evaluation, and contracting. The execution skills will provide in-depth problem solving and communications training designed to help shape “how” participants think – not “what” they think.
The Capstone project will serve three primary purposes. First, the Capstone will provide the Army tangible benefit in terms of efficiencies and cost reductions achieved. Second, organizations will be able to have this newly developed expertise deployed against their toughest challenges. Finally, participants will be able to apply the lessons and skills developed in the in-person phase thereby deeply ingraining the new way of working. While the topic for Capstones may vary across participants, Capstone projects will serve a mission-critical need that may identify solutions that may be employed more widely.
The course is designed for soldiers and civilians with a current position focused on and expertise in requirements generation, contracting, acquisition, and/or category management. Participants should have sufficient time remaining at their current organization to enable skill and knowledge transfer and radiation across the organization. An ideal participant should be comfortable using Excel to manipulate and analyze data. There are no grade or rank requirements.
The CPI program trains and enables practitioners across the Army to improve the performance of Army business operations. The programmatic approach is a synthesis of scientific management systems thinking, systems dynamics, and Army performance improvement methodologies.
BPR is a logical approach for assessing process weaknesses, identifying capability gaps, and implementing innovation and optimization opportunities to achieve breakthrough improvements in operational performance. The approach goes beyond traditional process improvement by focusing on the holistic environment including the people, process, policy, technology, and information affecting the current and future states. BPR focuses on end-to-end business processes rather than functional silos, producing new process outcomes and maximizing the use of commercial best practices in enabling technology.
The EBM course is designed to help students become familiar with principles of business management within the business mission area. The course enables students to maximize reform opportunities, develop the civilian workforce, and increase operational readiness IAW AR 5-1 Management of Army Business Operations.
Lean Six Sigma is a team-focused managerial approach that seeks to improve performance by eliminating waste and defects. It combines Six Sigma methods and tools and the lean manufacturing/lean enterprise philosophy, striving to eliminate waste of physical resources, time, effort and talent while assuring quality in production and organizational processes.
Business Systems Governance
The Business Systems Governance Office is responsible for Business Mission Area governance, validation of business system requirements, conducting portfolio management and certification of funds.
The EBS project ensures industry best-practices are incorporated by organizations supporting the Army Business Mission Area. This transformation enables the Army to leverage commercial-of-the-shelf and best of breed solutions, modernizes back-bone business systems, and increases readiness from the headquarters level to the tactical edge.
Business Training and Education
The Business Training and Education Office is focused on transforming the Army’s educational culture and structure by incorporating business best-practices into Army course curricula (ILE, CES, Advanced Course, and SSC, GO and SES).
Army regulation 5-1 , Management of Army Business Operations, prescribes policies and responsibilities for managing business operations supporting the Army's execution of its primary functions (organize, man, train, equip, and sustain force) under U.S. Code: Title 10.
The Army Enterprise Architecture office manages the evolution, development and maintenance of the Army Business Enterprise Architecture (ABEA), maintains the Enterprise Knowledge Repository (EKR), assists with the execution of the annual Organizational Execution Plan (OEP)/Portfolio Review (PfR) processes, assists with DBS Acquisition process (BCAC), and provides Architecture-based analytics to inform Portfolio Management.
ABEA captures functional domain, subject matter expert, and policy EA information in order to model and document Army Enterprise Architecture directly in the Enterprise Knowledge Repository. Interactive workshops and training are conducted on a a regular basis to assist the Army architecture community in providing and developing their respective portions of the ABEA.
Enterprise Data Analytics
EDA manages an enterprise-wide scalable data analytics capability that enables both analysts and their leaders to predict and solve problems, optimize resourcing decisions, and deliver enhanced readiness.
The Army's Community of Interest (COI) for Data Science and Intelligent Automation is a collaboration and learning forum for communication addressing Data Science & Intelligent Automation related issues with respect to knowledge about and access to platforms, tools, experts, and events, etc. within the Army Analytic Mission Areas. The forum aid in the Advanced analytic community meeting the evolving demand for enterprise-level data analytics solutions by leveraging descriptive, diagnostic, predictive, prescriptive, and cognitive analytics and intelligent decision-support.
Deep Green is an emerging collaboration capability designed to leverage the spirit of competition, bringing together cross-functional teams and executive sponsors to solve the Army’s acute business and analytics problems.
HAL, or the Army's Analytics Center of Excellence (ACE), is focused on leveraging analytics to address enterprise-level questions, developing and deploying strategic direction throughout the Army, and maturing the broader data analytics community.
The Reform Management Office, in support of Army strategic priorities, facilitates the implementation of Army reform initiatives that free up time, money, and manpower for investment into higher priority efforts (readiness and modernization), and empower commands to make more efficient, timely, and effective data-driven decisions.
ARI 2.0 focuses on driving reforms to improve processes, procedures, and structure at the Army enterprise level. Commanders and Staff Principals are empowered to conduct internal reforms that result in efficiency gains and enable timely data-driven decisions at the lowest possible level.
Army category management (CM) is the business practice of buying common goods and services as an enterprise to eliminate redundancies, increase efficiency, deliver more value and identify savings which can be reinvested into higher Army priorities. CM uses a structured approach to manage strategic requirements, maintain oversight of acquisition and cost management processes to enable elimination of redundancies, increase efficiency and effectiveness, and improve end-user satisfaction.
The Solutions Architecture office leads the Business Solution Integration Practice Area, which works to sustain current levels of efficiency and effectiveness while simultaneously pivoting to meet strategic objectives best enabled by modern technologies. The office also incorporates six enterprise-level activities: decision analytics, transition strategy, capital planning and investment control, demand management, data management, and ERP integration.
Strategic Management System
The Strategic Management System (SMS) is the Army Enterprise Program of Record for Performance Management that aggregates key performance indicators from multiple functional domains and provides a strategically focused representation to the Army's Senior Leadership. SMS provides executive dashboards with SUCCESSFUL (green), PARTIALLY SUCCESSFUL (amber), or UNSUCCESSFUL (red) ratings with metric data, while providing a dynamically updated briefing capability with live data, embedded email, alerts, and interactive comments.
AR 5-1 Management of Army Business OperationsSharePoint Locations
Office of Business Transformation
Business Planning and Assessment
Business Process Improvement
Business System Governance
Enterprise Data Analytics
Strategic Management System
Office of Business Transformation
Business Process Improvement
Business Process Reengineering
Strategic Management Systems