Ms Kristyn E Jones Director Financial Information Management

Ms. Kristyn E. Jones Director, Financial Information Management 15 November 2010 ASA (FM&C)

Major Automated Information System (MAIS) Summary of Key Events (As of November 2010) ü Milestone A approval – June 2005 ü Milestone B approval – Mar 08 ü Release 1. 2 and “Go live” – Oct 2008 ü Release 1. 3 and Wave 1 “Go live” – April 2009 ü Milestone C approval – 30 May 2009 ü Release 1. 4 and “Mini Go live” – Oct 2009 ü “Mini Go live” – 1 Jan 2010 ü Wave 2 “Go live” – 1 Apr 2010 ü Release 1. 4. 1 – 19 Apr 2010 ü Release 1. 4. 2 and Wave 3 “Go live” – Oct 2010 Approximately 11, 000 Users across 12 Commands We’re on schedule and within budget for Full Deployment Q 1 2012 2/24/2021 As of 25 Aug 2010 2

Lessons Learned – Manage For Success Ø Engage leadership –Vice Chief Memo to Commanders Ø Use chain-of-command to actively engage all levels of the Army in the deployment process Ø Establish strong governance structure and process (must be willing to say no to new requirements) Ø Integrate PMO, Functional Proponent and System Integrator team to enable rapid escalation and resolution of issues Successful implementation requires alignment across all organizations 2/24/2021 3

Lessons Learned – Developing The Solution Ø No customization to the core COTS solution Ø Insist on significant Command Process Owner participation on project team beginning with design Ø Develop enterprise-wide processes (not Component or Command specific) Ø Establish a strong architecture team to document processes, data flows, interface requirements Ø Spiral new releases every 6 months Ø Minimize data conversions Use the ERP as designed-across the entire Enterprise 2/24/2021 4

Lessons Learned – Deploying The System Ø Apply a “Crawl, Walk, Run approach” to mitigate risk and enable continuous learning Ø Allow sufficient time to execute change management activities Ø Develop an integrated management schedule with tasks for both the program office and gaining organizations Ø Employ a command-base milestone-status reporting process Focus on getting the Army ready for the system— not just getting the system ready for the Army 2/24/2021 5

Lessons Learned – Supporting User Needs Ø Identify user challenges in the deployment process and additional time and effort to mitigate risks Ø Develop local expertise so Commands can assume responsibility for success Ø Revise and redesign training based on End User feedback Ø Sustain outreach/communications effort, including new Web 2. 0 capabilities like Milwiki Gather user feedback to determine what’s working— and what’s not 2/24/2021 6

GFEBS’ Contribution to the Army • Auditable financial statements -- enable the Army to comply with the various statutory requirements including: – Chief Financial Officers Act of 1990 (CFO) – Federal Financial Management Improvement Act of 1996 (FFMIA) – National Defense Authorization Act of 2010 • Cost management -- provide the Army with new cost accounting capability for internal management – Integrating financial, real property, total cost and performance data – Enabling better informed decision making at every organizational level – from Army leadership to operational managers 2/24/2021 7

Army Auditability Milestones Examination • Conducted by an independent public accountant (IPA) • IPA follows federal audit standards (GAO Yellow Book) and provides an opinion on findings Audit iterations • • • 8 Examination #1 – 1 Jan 2011 – Wave 1 s Examination #2 – 1 Jan 2012 – Wave 1&2 Examination #3 – FY 2013 – All of GFEBS: all users, sites, & data (including interfaces) Examination #4 – FY 2014 – All of GFEBS: all users, sites, & data (including interfaces) Financial statement audit – 1 Oct 2014 – Army General Fund Statement of Budgetary Resources – All of GFEBS and legacy environments, systems, interfaces, data, supporting documentation

Cost Management “As you consider this budget and specific programs, I would caution that each program decision is zero sum: a dollar spent for capabilities excess to our real needs is a dollar taken from a capability we do need – often to sustain our men and women in combat and bring them home safely. ” Secretary of Defense Robert Gates Opening Statement to the HASC-May 2009 Army Approach – – – Cost accounting enabled through GFEBS Enterprise cost model Enhanced analytics/reporting “Cost Culture” reinforced by Army leaders Cost training for leaders, operational managers, and RMs Provide accurate, reliable, and timely financial information and integrated functional performance data to Army 2/24/2021 9