By Army Office of Business Transformation & Under SecArmy Public AffairsDecember 19, 2013
WASHINGTON (Dec. 19, 2013) -- Under Secretary of the Army Joseph W. Westphal recently released the Army Business Management Strategy, which serves as the primary planning and execution document for activities associated with Army Business Transformation.
"We are shaping our force structure and developing resourcing strategies to meet the new defense strategy. Through an adaptive approach, we are establishing a solid foundation for continuing business transformation across the Army," said Westphal while discussing the importance of the Army Business Management Strategy.
The Army Business Management Strategy, or ABMS, consolidates multiple planning directives and requirements into one integrated strategic planning document that nests under the Army Campaign Plan.
The ABMS clarifies the roles and responsibilities of Business Mission Area stakeholders from the Chief Management Officer through major commands of the institutional Army, and down to individual business system owners. The strategy provides detailed plans regarding business IT portfolio modernization and cost reduction activities, and it integrates the Enterprise Resource Planning systems within overall portfolio activities.
Significantly, the plan links Business Mission Area information technology investments and compliance requirements to Institutional Army activities and the Network Mission Area. Finally, the Army Business Management Strategy codifies the alignment between the Department of Defense's Business Enterprise Architecture and the Army's business activities.
-- What has the Army done?
In 2013, the Army's business transformation focused upon four interrelated activities. First, the Army accelerated its development of the Army Business Systems Architecture that captured Army business operations and satisfied statutory requirements from the National Defense Authorization Acts of 2009 and 2010.
Second, Army leaders developed a plan to reduce costs across the entire Army business system portfolio through 2018.
Third, the Army organizations underwent an extensive array of audits and examinations to prepare for achieving its 2014 Statement of Budgetary Activity requirements. And fourth, the Army executed a series of enterprise-directed business process re-engineering 'deep dives' and command-directed Lean Six Sigma efforts that conferred over $2 billion in benefits, in 2013.
-- What continued efforts does the Army have planned for the future?
The Army Business Management Strategy directs business IT portfolio reductions in excess of $400 million over the next five years. During this time, the Army will streamline many processes across the Institutional Army to make those processes more efficient and effective.
These processes will touch virtually every facet of a Soldier's transactions within the Army -- from initial entry induction through retirement, to all pay and benefits, and across many aspects that touch the training, equipping, and readiness functions of Army units.
-- Why is this important to the Army?
Fiscal pressure compels the Army to make its institutions more efficient and effective. We must drive costs out of Army processes so we can use scarce resources to preserve end strength, readiness, and modernization efforts--providing readiness at best value.
Link to Army Business Management Strategy (FOUO; milSuite registration and log-in required): https://www.milsuite.mil/book/groups/army-obt/content?filterID=contentstatus
For additional information please visit the Office of Business Transformation's page at: http://www.army.mil/obt/ or email: firstname.lastname@example.org