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. SPOTLIGHT: Data Science & Intelligent Automation Community of Interest May Tech Talk Business Mission Area Related Training and Education Information

Army Business News

OBT News

Data Science & Intelligent Automation Community of Interest May Tech Talk:

Opening: LTG Thomas Horlander, Military Deputy, ASA (FM&C) Featuring: Code Repositories and Transformation Environment (CReATE) A special thanks to the Chief Information Office's (CIO) Enterprise Cloud Management Agency (ECMA), and 1LT Macdonald, Mr. O’Malley, and Mrs. Hunt, for putting this session together. The challenge: How to empower software teams across the Army to work together more efficiently across the software development lifecycle. This session: The CIO ECMA's CReATE and the Army Software Factory team provides a DevSecOps pipeline and platform for Army Software Developers to deliver secure software capability to warfighters, which supports modernizing Army Software Development by providing the cloud native Enterprise DevSecOps ecosystem for US Army software product teams. CReATE delivers a capability of basic software development management/storage/build tools, and security testing to facilitate initial pilot application teams, and initialize a scalable framework for the Army. When: Date: Wednesday, May 26th Time: 12p - 1p EDT Teams Meeting Link: Link Phone Line: 1-571-388-3904 Phone Conference ID: 786 299 869#

Army Business Management Plan 2021-2025

Download the ABMP This month, the Army Office of Business Transformation has released the 2021 to 2025 Army Business Management Plan (ABMP). The ABMP articulates how the Army will systematically and continuously improve business processes, methods, and practices. It enables the Army to free up time, money, and personnel for higher priorities, and enables faster, better, and resource-informed decisions.  Superseding the Army Business Strategy  , the ABMP includes a number of new features: Establishes the Army Integrated Management System as the means to continuous and systematic reform  Establishes the Army Core Principles  Aligns initiatives with strategic outcomes and goals (People, Data Enabled Enterprise, and Business Operations and Processes) Establishes criteria for designating Army Business reform initiatives  Incorporates a balanced scorecard framework 
  • The Army Integrated Management System (IMS) facilitates the systematic and continuous identification, adjudication, implementation, and assessment of business reform. The IMS Framework allows the Army to better manage its business operations by: better integrating of the Army’s people, processes, data, and information enabling resource informed decision making  supporting good stewardship  enabling a focus on evolving priorities 
  • The ABMP indroduces the Army Business Core Principles. The Business Core Principles are beliefs and behaviors that guide Army business and create a basis for action, feedback, and ongoing success. Valuing People The workforce is the cornerstone of Army business. Approaches to recruitment, retention, development, engagement, empowerment, diversity, and inclusion build the capability and capacity to effectively address current and future business challenges. Stewardship & Auditability Leaders, at every echelon, are accountable for stewardship of the tax dollars they receive and the proper execution of business processes, including associated internal controls and the audit readiness of their organizations. Management by Fact Army business leaders and managers measure and analyze performance to support business needs and strategy, extracting larger meaning from data and information to support evaluation, decision making, improvement, and innovation. Ethics & Transparency Reflects the mandate for ethical behavior in all business transactions to secure public trust and empower the workforce to make effective decisions. Key to this principle is consistent, candid, open communication; accountability; and the sharing of clear and accurate information. Systems Perspective Army business leaders manage holistically,​ ensuring the totality of functions delivering​ DOTMLPF-P to fulfill the Army’s Title 10​ requirements operate as a unified whole to​ fulfill operational requirements and support​ strategic objectives. Managing for Innovation Army leaders and managers support a work environment that promotes entrepreneurship, pursuit of intelligent risk, and failure tolerance to make meaningful change that improves the effectiveness and efficiency of business processes and operations.

ABMP Goals, Objectives, and Reform Initiatives

  • The Army has the workforce capability and capacity to quickly and effectively address current and emerging business needs; it promotes an organizational culture characterized by high performance, engagement, and valuing of diversity and inclusion. Objective 1.A. Talent Management: Acquire, develop, employ, and retain both uniformed and civilian talent needed to achieve Total Army Readiness Software Factory The Race for Talent The Army Assessment Program Direct Commission Objective 1.B. Personnel Management: Improve the effectiveness and efficiency of approaches to military personnel pay, assignments, separations, decorations and awards, and force management Integrated Personnel and Pay System Army Talent Alignment Process Merit Based Promotions Objective 1.C. Management Training & Education: Develop the human capital capabilities to cultivate, actuate, and sustain enterprise-wide business acumen related to leadership and management, process improvement, and resource informed decision-making among all operating and generating force leaders Develop and Deliver Business Transformation Training Programs Incorporate Business Transformation and Management Competencies in Civilian Career Program Requirements Management in Army Doctrine Objective 1.D. Diversity and Inclusion: Promote business operations improvement and innovation through a culture of inclusion that leverages the diverse backgrounds and characteristics, knowledge, skills, and creativity of the force Project Inclusion
  • Army leaders and managers at all levels use data and information effectively to guide process management toward the achievement of key organizational results, anticipate and respond to rapid or unexpected organizational or external changes, and identify best practices to share across the enterprise. Objective 2.A. Data Analytics: Advance the Army’s data analytics capability to a maturity level in which data is a driver of continuous improvement and innovation, information is regarded as a strategic asset, and analytical insights optimize business process performance. Vantage and Big Data Platform Big Data Platform (Gabriel Nimbus) HQDA Analytics Lab (HAL) Evolving Installations into Connected Platforms Enterprise Installation Energy Bill Management & Data Analysis Smart Installation Test & Demonstration Capability Command Accountability and Execution Review Objective 2.B. Data Infrastructure: Establish and sustain the Army’s data infrastructure to enable the consistent and effective use of data analytics to enhance the efficiency and productivity of business operations, increase collaboration and interoperability, and reduce operational costs. Cloud Migration EBS Convergence Portfolio Management/Business System Rationalization Enterprise IT Architecture Enterprise Business Architecture Enterprise Systems Architecture Deep Green Data Management and Data Science Education and Training Objective 2.C. Governance: Integrate data and information governance into all aspects of Army business operations and processes to ensure that high data quality exists throughout the lifecycle of the data and that data controls supporting Army business objectives are implemented.  Data Plan Data Governance
  • The Army designs, manages, improves, and innovates business operations and processes to control costs, improve performance, and support readiness and modernization strategic objectives. Objective 3.A. Processes: Continuously improve the effectiveness and efficiency of Army business processes for improved financial and operational performance and to control the overall costs of business operations. Post-Production Software Support Army Fiscal Data Structure PEG Reviews/Deep Dives Regionally Aligned Readiness and Modernization Model Army Reform Initiative Military Personnel Program Review and Program Update Brief Process Program Operating Memorandum Requirements to Validation Process Robotic Process Automation to Clear General Fund Enterprise Business System Unmatched Transactions Prioritization of Contractor Government Space Usage Food Service Modernization Defense Health Agency Transition Facility Consolidation Investment Program Objective 3.B. Structure:  Optimize the organizational structure of Army agencies and activities involved in delivering Title 10 functions for efficiency.  Chief Information Office Establishment Stationing for a Modernizing Army Office of the Provost Marshal General Organizational Review Objective 3.C. Acquisition: Transform Army approaches to the acquisition of goods and services to maximize the value of every dollar entrusted by Congress. Acquisition Reform Category Management Army Contract Efficiencies Course Enterprise Installation Energy Utilities Procurement
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!
Our Purpose 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.
  • 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
  • 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
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. 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.
Regulations/references 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