OBT

Office of Business Transformation

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. To sign up for our mailing list and to receive the latest updates and information from OBT, please email usarmy.pentagon.hqda-osa-obt.mbx.webmaster@mail.mil SPOTLIGHT: Enterprise Data Analytics July COI Tech Talk & Learning Army Credentialing Assistance Program Business Mission Area Related Training and Education Information

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Community of Interest July Tech Talk

Wednesday, July 28th 12p-1p EST MS Teams Link Flyer Featuring: The 2021 Deep Green Readiness Challenge Opening: COL Cedric Gaskin, Enterprise Data Analytics (EDA) Chief, Office of the Secretary of the Army - Office of Business Transformation This Session: The winning competition team - an Army National Guard organized team comprising CW4 Christopher Kehl, MAJ Dustin Berry, and MAJ Jason Felker - will present results, findings, and recommendations from their Machine Learning-based solutions. All three members of the team will brief.

Enterprise Data Analytics & NetCom Learning Army Credentialing Assistance Program

Get ready to enhance your skill-set by earning industry-recognized credentials with the Army CA Program! We invite you to choose from our vast list of up-to-date Technology Skills, learn from our expert, certified instructors, earn high-demand credentials, advance your IT career, and reach your goals. CLICK HERE for registration and schedules. Applicants must register for classes by August 1st and complete classes by September 30th Download our PDF for more details. Drop-In Assistance Days with Registration, Application and Certification Learning Path help Wednesday - July 28th (11:00am - 2:00PM EST) (click for link) Every NetCom Learning program bundle includes: Hands-on, official, Certified instructor-led training AND self-paced e-Learning All course materials, labs, and books Exam prep software (6 months of online access) Exam voucher (plus a free repeat voucher if needed) Flexible Scheduling Registration Days: Student Assistance with NetCom Help Desk Team to provide Learning Paths Contact Us: Please call John Andrews at (202) 869 -2502 or email john.andrews@netcomlearning.com Start your credentialing journey! Contact us for a quote then apply online at Ignited
  • AWS Certified Big Data - Specialty AWS Certified Cloud Practitioner AWS Certified Developer - Associate AWS Certified DevOps Engineer - Professional AWS Certified Security - Specialty AWS Certified Solutions Architect - Associate AWS Certified Solutions Architect - Professional AWS Certified SysOps Administrator – Associate
  • Cisco Certified Network Associate (CCNA) Cisco Certified Network Professional (CCNP) Enterprise Cisco Certified Network Professional (CCNP) Security Cisco Certified Network Professional Collaboration (CCNP Collaboration) Cisco Certified Network Professional Data Center (CCNP Data Center) Cisco Certified Network Professional Service Provider (CCNP SP)
  • CompTIA A+ CompTIA Advanced Security Practitioner (CASP) CompTIA Cloud Essentials CompTIA Cloud+ CompTIA Cybersecurity Analyst (CySA+) CompTIA Linux+ CompTIA Network+ CompTIA PenTest+ CompTIA Security+ CompTIA Server+ Network Computer Technician (A+ and Network+)
  • ITIL 4 Foundation
  • Microsoft 365 Certified: Developer Associate (MS-600) Microsoft 365 Certified: Fundamentals (MS-900) Microsoft 365 Certified: Messaging Administrator Associate (MS-203) Microsoft 365 Certified: Modern Desktop Administrator Associate (MD-100/MD-101) Microsoft 365 Certified: Security Administrator Associate (MS-500) Microsoft 365 Certified: Teams Administrator Associate (MS-700) Microsoft Certified: Azure Administrator Associate (AZ-104) Microsoft Certified: Azure AI Engineer Associate (AI-102) Microsoft Certified: Azure AI Fundamentals (AI-900) Microsoft Certified: Azure Data Engineer Associate (DP-203) Microsoft Certified: Azure Data Fundamentals (DP-900) Microsoft Certified: Azure Data Scientist Associate (DP-100) Microsoft Certified: Azure Developer Associate (AZ-204) Microsoft Certified: Azure DevOps Engineer Expert (AZ-400) Microsoft Certified: Azure Fundamentals (AZ-900) Microsoft Certified: Azure Security Engineer Associate (AZ-500) Microsoft Certified: Data Analyst Associate (DA-100) Microsoft Certified: Power Platform App Maker Associate (PL-100) Microsoft Certified: Power Platform Fundamentals (PL-900)
  • Certified Associate in Project Management (CAPM) PMI Agile Certified Practitioner (PMI-ACP) PMI Professional in Business Analysis (PMI-PBA) PMI Risk Management Professional (PMI-RMP) Program Management Professional (PgMP) Project Management Professional (PMP)
Integrated Management System Course Overview and Instruction (pdf) The Integrated Management System (IMS) course is designed to develop understanding of the Army’s IMS framework as a blueprint for leading and managing high-performing organizations. With this understanding, students will be able to critically assess operations of their own organizations and provide recommendations for their continuous improvement. It requires between 20 and 30 hours of pre-work and four days of virtual classroom time. Within 90 days after the final classroom day, the student is required to submit and end-of-course project which will required up to 40 hours to complete. Nominations are due NLT 13 August. The course is virtual from 21-23 September with an orientation on 7 Sep. One Page Bio Template (doc) Nomination Form (pdf)
  • This course is designed to develop understanding of the Army’s IMS framework as a blueprint for leading and managing high-performing organizations. With this understanding, students will be able to critically assess operations of their own organizations and provide recommendations for their continuous improvement. It requires between 20 and 30 hours of pre-work and four days of virtual classroom time. Within 90 days after the final classroom day, the student is required to submit and end-of-course project which will required up to 40 hours to complete.
  • Note: Nominees will require the endorsement of a sponsor who should be the senior leader of their organization or his/her designated representative. 1. Complete the attached nomination form. 2. Complete the attached bio (limit to 1 page with no pictures). 3. Once nomination has been signed by both the nominee and the sponsor, return nomination form and bio to Army_IMS@army.mil by <insert date>. 4. Questions or concerns about the IMS Course or the nomination process can be directed to Army_IMS@army.mil. Responses will be provided within 24 working hours.
  • The Army is a huge enterprise. If the Army’s annual operating budget were revenue, the Army would rank 15th on the Fortune 500 list of the largest U.S. corporations. It is comprised of nearly 1.4 million people and operates in over 180 countries on every continent. Such a large enterprise requires skilled leaders, adept in organizational and strategic leadership to achieve successful mission outcomes, but it also requires world-class management. Yet, while the Army defines leadership as the activity of influencing people by providing purpose, direction, and motivation to accomplish the mission, it has developed neither a definition nor doctrine for management. As a consequence, the professional development of both uniformed and civilian personnel in the Army is leadership centric with occasional review of management related topics. At best, this is not enough to develop the management skills needed to effectively and efficiently operate an enterprise the size of the Army. Although managers must also lead, management is distinct from leadership by its focus on controlling the human, financial, physical, and information resources of an organization to reach its goals. Moreover, the Duncan Hunter National Defense Authorization Act for FY 2009 (Section 908) requires the Department of Defense to “achieve an integrated management system for business operations of military departments.” Accordingly, AR 5-1 (Management of Army Business Operations) establishes the Army’s IMS that supports the integration of the Army’s people, processes, data, and information. It is based on the Baldrige Excellence Framework, an internationally recognized model for developing and sustaining high performing organizations. Developed by the National Institute of Standards and Technology, it has been used by the highest performing public and private organizations in the U.S. since 1987. In short, it is a world class management framework for world class management of the Army enterprise that is relevant and scalable for all Army organizations.
  • The pre-work and instruction will facilitate familiarity with and use of key IMS concepts and criteria to critically assess organizational performance and to identify strengths that are important to sustain as well as opportunities for improvement that must be addressed. Participants will work in small, virtual group settings to develop an understanding of the framework but will use their learnings to individually assess their own organizations’ management systems and develop improvement plans that can be shared with their sponsor and other leaders. Pre-work includes: Fielding and analysis of 1-2 surveys to understand strengths and opportunities for improvement through the eyes of the organization itself. (4-6 hours) Readings on IMS and its supporting criteria. (2-4 hours) Development of an Organizational Profile to facilitate an in-depth understanding of students’ own organizations. (5-8 hours) Assessment of a case study used to train Baldrige Award examiners. (9-12 hours)
  • This course is designed for both civilian and uniformed personnel serving in leadership and management roles between the ranks/grades of O-4 and O-6 and GS-13-15. The ideal participant serves in a capacity that imparts a broad understanding of the organization’s mission, its approaches to planning and operations, and human resources management. Understanding of how the organization interfaces with its higher headquarters and other key stakeholders will also be beneficial.
  • Mr. Robin Swan Director, Office of Business Transformation Mr. Robin Swan
  • Mr. Harris Quddos Deputy Director, Office of Business Transformation Mr. Harris Quddos
  • Mr. Bakari Dale Director, Office of Enterprise Data Analytics Mr. Bakari Dale
  • Dr. Charles Brandon Director, Business Process Improvement Dr. Charles Brandon
  • Ms. Jennifer Mootz Chief, Business Planning and Assessment Ms. Jennifer Mootz
  • Ms. Audrey Smith Chief, Business Systems Governance Ms. Audrey Smith
  • Mr. Chris Craft Manager, Business Training & Education Manager Mr. Chris Craft
  • Mr. Marco Temaner Architect, Enterprise Architecture Mr. Marco Temaner
  • Ms. Susan Murphy ARCHITECT, ENTERPRISE SOLUTION ARCHITECT Ms. Susan Murphy
  • COL Jason Lerner Chief, Performance and Assessment Division COL Jason Lerner
  • Ms. Linda Kotulan Chief, Reform Management Office Ms. Linda Kotulan
  • Mr. Paul Shigeta Legislative Strategist Mr. Paul Shigeta
  • Mr. Marco Temaner Chief, Strategic Management System Mr. Marco Temaner

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.

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. BPR milBook
  • 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. LSS milBook

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.

Enterprise Architecture

  • 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.

Reform Management

  • 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.

Solutions Architecture

  • 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.
DIRECTION AND GUIDANCE Acting Secretary of Army Hon. John E. Whitley has released the Army Directive 2021-18 (Use of People Analytics Data/Data Omnibus). This directive supersedes Army Directive 2017-04 and establishes a data-sharing policy and framework to support Army People Analytics. AR 5-1 Management of Army Business Operations Army Business Management Plan 2021-2025 (Hi Res) Army Business Management Plan 2021-2025 (Lo Res) SHAREPOINT LOCATIONS Office of Business Transformation Business Planning and Assessment Business Process Improvement Business System Governance Enterprise Architecture Enterprise Data Analytics Reform Management Solutions Architecture Strategic Management System MILSUITE LOCATIONS Office of Business Transformation Business Process Improvement Business Process Reengineering Strategic Management Systems CONTACT Email: usarmy.pentagon.hqda-osa-obt.mbx.webmaster@mail.mil