Do n bus ops governance v 25 feb 2013

Proposal:DoN Business Operations Governance Program

RDML Ken Carodine, USNDirector, Navy Business Operations

Office (OPNAV N4R)

V 7 Feb 2013 DRAFT: Pre-Decisional

04/15/2023 DRAFT / Pre-Decisional 2

BLUF

The Department of the Navy’s ability to support Strategic Choices with Operational Excellence drives

its success. Resource, Process and Environmental Information allows prioritization of strategic

components and their supporting operations. Today, the Navy’s governance of its Business Information Technology platform challenges its ability to obtain

decision-making information.


Agenda• Why Governance?• Scoping Governance• Enterprise Architecture Definition• Current State/Issues• Recommended Future State• Next Steps• Q&A

UNCLASSIFIED

United States Fleet Forces United States Pacific Fleet

Readiness Kill Chain

Ass

ess

EndsWays

RESOURCE/ POLICY

ASSESS /PROCURE

PRE-INTRO

BASIC INTEGRATEDMAINT DEPLOY &SUSTAIN

FRTP

Surface

Aviation

Submarines

IDC

NECCWea

pon

Syst

em

Common Actions

Synchronized Training

Full Weapon System Ops

MeansPersonnelEquipmentSuppliesTrainingOrdnanceInstallationsNetworks Community / Industry

Staffs

Everyone is part of the Readiness Kill ChainEveryone needs to know their place and role in the Readiness Kill Chain

Means and Ways must support the Ends – our Deployability / Sustainment model, the FRP

SYSCOMs / CNIC / MSC

CPF / FFC Responsibility TYCOMs CSFTL/P Numbered Fleets

The Joint StaffOPNAV N1, N2/6, N3/5, N4, N8, N9

Why Governance?“Accelerate RKC Support”

• Presented by FFC in 2012

•Governed End-to-End Processes affect Readiness

•Other End-to-Ends affect Means

•Means End-to-End Processes must also be Governed

“We Must Implement the Business Kill Chain”


Why Governance?• Actionable Information for Leadership• “Business” Direction for IT Solutions• Alignment of our “System of Systems”• Alignment of Systems with the Work• Reduced IT Spend• Direct Support of Auditability

The DoN Must Change the Way it Does Business to Obtain a Change in Results


Scoping Governance• Scope– All Programs w/Systems Requiring OSD IRB Funding

Approval• Key Business Processes

– Processes critical to the success of the DoN Strategy– Processes that cross departmental and organizational boundaries

• Key Data– Data utilized in the execution of Key Business Processes – Data supporting Key Performance Indicator Metrics


Cross-Functional Alignment

NESIBN-ERP

DBCNavy

Personnel Systems

LOG-IT ExCommNavy Log Systems

BPSDoN

Financial Systems

Process Documentation Methodology & Standards

Process Documentation Repository

ERP Suitability Eval Method

DASN(AP)DoN

Acquisition Systems

Governance: Current State Examples

Data Documentation Methodology & Standards

Enterprise Data Dictionary

USMC CCB*MCTFS

FAM Governance Organizations


DoN Enterprise Architecture: Current State

Business Architecture

Information Architecture

Solution Architecture

Application Architecture

Platform Architecture

StrategySolution

Good Execution Poor/No Execution

Enterprise Architecture: The organizing logic for key business process and IT capabilities reflecting the integration and standardization requirements of the Navy’s operating model.

Sub-Components:Integration Architecture

Security ArchitectureTelecommunications Architecture


Proposed Governance Program Overview• Spans the Entire Department of the Navy• Executive-Sponsored, Top Down, Authoritative • Personnel Neutral (Zero Growth)• Key Entities

– DoN Enterprise Business Operations Governance Board (EBOGB)– DCMO– FAM Business Team– FAM Technical Team

• Changes Roles and/or Responsibilities of Existing Entities– BTC– NAVSUP Business Systems Center– DDCIO’s– Resource Sponsors– Functional Area Managers (FAM)

• Creates New Resources– Enterprise Process Repository*– Enterprise Meta Data Repository*– Enterprise Data Dictionary*– Enterprise Architecture Roadmap

*DoN Already Owns the Technology/Software


Notional Governance Program Organizational Relationships

BTC DCMO

ResourceSponsors

P&R

EBOGB

Current USN/USMC FAM Governance Orgs

NEIGB

NAVSUPBSC

Enterprise Architecture

Management Team


Modified Roles: BTC

• Chaired by Under Secretary of the Navy, VCNO, ACMC

• DUSN/DCMO Serves as Executive Secretary• Approves DoN Business Strategy and associated

Metrics*• Approves the DoN Business Dashboard*• Prioritizes Business Strategy Components*• Approves Service-Level OEP’s for OSD IRB

Submission*New Functions


Modified Roles: DUSN/DCMO

• BTC Executive Secretary*• Chairs the newly-formed EBOGB*• Translate BTC Strategic Priorities into Business Operations

Strategies• Directs the Organizational Process Views priorities*• Defines DoN Business Strategy & Metrics*• Defines DoN Business Operations Dashboard*• Coordinates Service-Level OEP’s Preparation• Accountable for the Enterprise Business Architecture*• Accountable for the Enterprise Information Architecture*

*New Functions


DoN Enterprise Business Operations Governance Board (EBOGB)

• Membership:- DoN DUSN/DCMO (Chair)- ASN-F&MC- ASN-RDA- DoN CIO- Director, Navy Business Operations

Office- Director, USMC P & R- Resource Sponsors- DDCIO-USN- DDCIO-USMC- Technical Authorities

- USN - SPAWAR- USMC - MARCORSYSCOM

• Duties assigned:- Recommends Strategy-related

Business Priorities to the BTC- Approves proposed Process and

related Systems changes- Recommends prioritizations of OEP-

related changes to the BTC- Sets DoN Standards for BPM/R- Defines Procedures for Process Review

and Approval - Approves Process Modeling/Re-

engineering updates - Ensures Business and Information

Architectures are Maintained - Approves changes to the DoN

Enterprise Business and Information Architecture

- Maintains the DoN Information Management Roadmap


Modified Roles: NAVSUP Business Systems Center

• Re-designated to Support DoN Business & Information Architecture Development and Maintenance*

• Ensures BPM/R and Data Standards*• Consists of Business Process Experts who:

– Facilitate BPM/R efforts in the FAM Governance Teams– Ensure Functional and Cross-Functional Process Understanding,

Documentation, and Mapping– Ensure Functional and Cross-Functional Data Understanding,

Documentation, and Mapping– Maintain the DoN Business Enterprise Process Repository– Supports maintaining the DoN Meta Data Repository– Supports the DDCIO-led Data Governance Team

*New Functions


New Resources

• DoN Enterprise Business Architecture– Enterprise Business Process Repository– Enterprise Metrics List

• DoN Information Architecture– Enterprise Meta Data Repository– Enterprise Metrics Catalog

• DoN Enterprise Solution Architecture– Enterprise Data Dictionary– Enterprise Architecture Roadmap


DoN Enterprise Business OperationsGovernance Board

DoN Enterprise Architecture w/Business Operations Governance





StrategySolution

Navy EnterpriseInformation Governance Board



Proposed Governance Program Outcomes

Cross-Functional Alignment

NESIBN-ERP

DBCNavy

Personnel Systems

LOG-IT ExCommNavy Log Systems

Process Documentation Methodology or Standards

Process Documentation Repository

ERP Suitability

Eval Method

DASN(AP)DoN

Acquisition Systems

Data Documentation Methodology or Standards

Enterprise Data Dictionary

FAM-based Governance Organizations

USMC CCB*MCTFS

BPSDoN

Financial Systems


Summary• Process Governance Needed to Better Utilize Means• Will Drive Standardization of Metrics, Process & Data• Will Drive Auditability• Proposed Program Spans the Entire Department of

the Navy• Executive-Sponsored, Top Down, Authoritative • Personnel Neutral (Zero Growth)• Utilizes Current Personnel and Organizations• Next to Zero Cost (Estimate < $150K)

*DoN Already Owns the Technology/Software


Next Steps• Publish Directives that:– Establishes the DoN Business Operations Governance

Program with Roles and Responsibilities– Establishes NAVSUP BSC as the DoN BPM/R Provider– Formalizes Process and Data Governance responsibilities in

the Portfolio Resource Sponsors’ organizations– Defines the NAVSUP BSC-FAM Governance Organizations

Relationship– Establishes the Requirement to Maintain a Business and

Information Architecture– Defines a BPM/R Standard

• Define Initial Key Business Processes• Incorporate Current BPM/R into the appropriate Architectures

20

Q&A


Backup


Enterprise ArchitectureEnterprise Architecture: The organizing logic for key business process and IT capabilities reflecting the integration and standardization requirements of the Navy’s operating model.

Components:Business ArchitectureInformation ArchitectureSolution ArchitectureApplication ArchitecturePlatform Architecture

Sub-Components:Integration ArchitectureSecurity ArchitectureTelecommunications Architecture


Enterprise Architecture Cycle






StrategySolution

Enterprise Architecture: The organizing logic for key business process and IT capabilities reflecting the integration and standardization requirements of the Navy’s operating model.

Sub-Components:Integration Architecture

Security ArchitectureTelecommunications Architecture


Modified Roles: DDCIO Navy/USMC

• Ensure Alignment of Business & Information Architectures (Process and Data) with Solution, Application, and Platform Architectures*

• Recommends Changes to BTC Strategic Priorities & Metrics*

*New Functions


Modified Roles: Resource Sponsors

• Presents and Coordinates Process and Technology priorities at the EBOGB*

• Coordinates Resource Planning with EBOGB Priorities*• Develop and Maintain a Business Process/Systems

Capability Matrix for Supported Business Processes and Systems*

• Ensure Process & Data Documentation for Assigned Business Areas Occurs in Appropriate Repositories*

• Develop Transition Plans to Implement Process and Associated System Change*


Modified Role: Functional Area Manager (FAM)

• Leads the FAM Business and Technical Teams*• Coordinates Business Process Mapping and Re-

Engineering Activities*• Coordinates with the DoN Business Operations

Governance Board*• Validates Function and Cross-Functional Process and

Data Alignment*• Reviews FAM Business and Technical Team products

for DoN Business Operations Governance Board Approval**New Functions


New Entity: FAM Business Team

• Under the Direction of the FAM, – Conducts Business Process Mapping and Re-

engineering Activities– Consists of:• NAVSUP Business Process Analyst/Consultant

(Facilitator)• FAM Process Steward• FAM Data Steward• Subject Matter Experts (As Needed and Assigned)


New Entity: FAM Technical Team

• Under the direction of the FAM,– Coordinates Data Alignment and Standardization

with Business Process Mapping and Re-engineering activities

– Provide input to Business Team on Systems Impacts of Business Process Changes

– Consists of• DDCIO (USN/USMC) Data Governance Representative• FAM Data Steward


Concept of Operations - Examples

• N-ERP Expansion• Log IT ExComm POR• New Requirement• Business Intelligence Initiative


Governance Implementation Challenges

• Organizational Patience• Key Process Identification• Specialized Skillset• Time to Value


DoN Business Operations Governance Process


DoN Business Operations Governance Process – Detail Flow


DoN Business Operations Governance Process – Detail Flow


DoN Business Operations Governance Process-Detail Flow

Process and Data

RDML Ken Carodine, USNDirector, Navy Business Operations

Office (OPNAV N4R)

Objective

• Define Process, Data, Process and Data Standardization

• Describe the Interplay between Process & Data

Process

Task A Task B Task C

A collection of related, structured activities or tasks that produce a specific service or product

http://en.wikipedia.org/wiki/Task_(project_management)

Process

Process Drives Everything

Create, Read, Update, and/or Delete Data

A

ED

B

Data

C

Values of qualitative or quantitative variables, belonging to a set of items.

http://en.wikipedia.org/wiki/Value_(computer_science)

http://en.wikipedia.org/wiki/Qualitative_data

http://en.wikipedia.org/wiki/Quantitative_data

http://en.wikipedia.org/wiki/Variable_and_attribute_(research)

Inventory

SalesAccountsReceivable

Price List

Data from a System

Inventory

Sales Order Management Process

Salesperson Sales Manager ShippingCredit Manager

Take Customer

Order

Customer Invoice

Check Order Price

Checked Invoice

Approve Customer

Credit

Approved Invoice

Ship Goods

Shipped Order

Data

Inventory

Price List

AccountsReceivable

Sales

Inventory

Salesperson Sales Manager ShippingCredit Manager

Take Customer

Order

Customer Invoice

Check Order Price

Checked Invoice

Approve Customer

Credit

Approved Invoice

Ship Goods

Shipped Order

Sales Order Management Process


BLUF

The Department of the Navy must make its Business IT platform more effective. This will require the DoN to evolve from a “Systems-Focused” to a “Process-

Focused” approach for managing information. Bringing Process-to-Systems Governance to the DoN

will require commitment to new and modified organizational methods and structures, and skills.


BLUF

The Department of the Navy must make its Business IT platform more effective. Not only

must the Business IT platform support auditability, provide accuracy, and increase efficiency, our Business Systems must also

provide actionable information to leadership.


Notional Governance Program Organizations & Relationships

BTC

EBOGBNEIGB

Current USN/USMC FAM Governance Orgs

NAVSUPBSC

DCMO

ResourceSponsors

MCBEO

Documents

Do n bus ops governance v 25 feb 2013