Interoperability and SystemIntegration Conference

HRMS & FMMPApril 3, 2003

2

DIMHRS Supports the Secretary of Defense’s Top ‘10’ FY04 Priorities

1. Successfully Pursue the Global War on Terrorism

2. Strengthen Joint Warfighting Capabilities

3. Transform the Joint Force

4. Optimize Intelligence Capabilities

5. Improve Force Manning (Develop 21st

century human resource approach)

6. New Concepts for Global Engagement

7. Counter the proliferation of WMD

8. Homeland Security

9. Streamline DoD Processes

10. Improve Interagency Process, Focus and Integration

DIMHRS Transformation Goals•Better Service to the Military and and their families•Ensuring the best use of human resources•Put the right person in the right place at the right time•Providing timely and accurate information to authorized users•Ensuring visibility and accountability of our military personnel to authorized users

3

DIMHRS & FMMP Share the SameFunctional and System Goals

• Modernization of the business of DoD include:– Policies– Processes– Organizations– Systems

• Role of an Enterprise Architecture– Provides a business-wide model of business policies,

processes, organizations and systems– Will drive out undesirable duplication of effort

while establishing required functional linkages

4

Linking DIMHRS & FMMP FunctionalGoals

• DIMHRS – Commonbusiness practices for allcomponents within themilitary personnel andpay functions

• Transform businessoperations to bettersupport the Servicemember, OSD and otherFederal Agencies, thepersonnel and paycommunity and thepersonnel and paydecision makers

• Use commercial practicesand COTS with as littlemodification as possible

• FMMP - Common businesspractices for all componentswithin DoD functions

• Transform businessoperations to provideaccurate, reliable and timelyinformation to bettersupport decision-makers

• Use commercial practicesand COTS with as littlemodification as possible

5

DIMHRS & FMMP Took A SimilarApproach

• Pre-DIMHRS– Focus on functional needs and requirements, incorporate best practices and

BPR (Strategic Plan, High Level Functional Model)– Assessment of legacy systems and data (Baseline Functional Matrix, Data

Model, Data Standards)– Target quick wins “up front” (Several BPR successes)– Use of an outside advisory group to validate approach and recommend best

practice solutions (Defense Science Board)• DIMHRS

– Chartered by DepSecDef– Directed in Congressional Law– Use stakeholders to document requirements, issues, COTS gaps, (Details of

Personnel to JR&IO for Comprehensive Analysis)– Work with the entire functional community to resolve issues, view documents

(Joint Integration Group, Executive Steering Committee)– Has high level support from Under Secretary of Defense / Deputy Secretary of

Defense– Use Independent Advisors to review and validate work (Institute for Defense

Analysis – cost, alternatives feasibility and bench marking; QuantitativeSoftware Management (QSM) – cost and schedule for development )

6

FMMP Integrating DIMHRS Work

• We have provided the FMMP• IDEF models• Function Process and Activities Report• Operational Requirements Document• business rules• information requirements• data elements• interface information

• Now in the process of integrating within the FMMPprocess

7

OUSD (P&R) Participation in FMMP

OUSD (P&R)Executive Leadership

OUSD (P&R)Sub-Domain

Owners

OUSD (P&R)Domain Owner

Designee

FMMPExecutive

Board

FMMPSteering

Executive Committee

LeadAgents

FMMPGovernance/

BMSI

LeadAgents

8

OUSD (P&R) Partnership/Stewardship

OUSD (P&R)

Domain OwnerDesignee

ODUSD (PI)(Military HRM)

FMMPGovernance/BMSI

ODUSD (CPP)(Civilian HRM)

OASD (HA)(Military Health)

Stewardship

StewardshipStewardship

9

EXECUTIVESTEERING

COMMITTEE

JOINT INTEGRATION GROUP(Configuration Control)

DUSD(PI)

Req

uir

emen

ts &

Issu

e R

eso

luti

on

Director, JR&IO

JOINTSTAFF

NAVY DMDC

DFAS

TECHNICALINTEGRATIONGROUP (TIG)

(Engineering ReviewBoard)

FUNCTIONAL GOVERNANCEMILITARY HUMAN RESOURCES

USD(P&R)

P&RStaff Support

Functional Guidance

COMP

AIR FORCE PHS

All Co

mpon

ents a

nd Fi

nance

ARMY

USMC

JOINT PROGRAM MANAGER OFFICE (S)

(JPMO)

DUSD(MPP)

COASTGUARD

ASDRA

10

DCPDS EXECUTIVECOMMITTEE

CHANGE CONTROLBOARD (CCB)

DUSD(CPP)

Req

uir

emen

ts &

Issu

e R

eso

luti

on

Director, CPMS

ARMY

AIR FORCE

DLA

NGB

NAVY

WHS

DFAS

DODEA

ENGINEERINGREVIEW BOARD

(ERB)

CIVILIAN PERSONNELPOLICY COUNCIL

FUNCTIONAL GOVERNANCECIVILIAN HUMAN RESOURCES

P&RStaff Support

USD (P&R)

11

Senior MilitaryMedical Advisory

Committee

ASD (HA)

Req

uire

men

ts &

Iss

ue R

esol

utio

n

Information ManagementProponent Committee

(HA, Services, TMA, Joint Staff)

ARMY

MHS Chief Architect

FUNCTIONAL GOVERNANCEMILITARY HEALTH SYSTEM

USD(P&R)

Theater FunctionalSteering Committee

MHS Functional Integration

Work Group

DirectorInformation Management

DFAS

AIR FORCE VA

NAVY/USMC PHS

JOINT STAFF

DMDC

COASTGUARD

HHS

12

Defense Science Board Task Force onMilitary Personnel Information Management

• Dr. Alan B Salisbury (BG, USA, Ret) Pres,Learning Tree International (Chair)

• Admiral Stanley Arthur (USN, Ret) VP, NavalSystems, Lockheed Corp.

• Mr. Tony Battista, ARB Consultant• LTG Tom Carney (USA, Ret) Deputy

Librarian of Congress.• Dr. David Chu, Dir. Washington Research

Dept., Rand Corp.• Dr. Carl Dahlman, Assoc Dir Rand Corp

• Dr. Larry Druffel, Pres. & Dir., S.C. Research• Mr. Christopher Jehn, Sr. VP, ICF Kaiser

International• LtGen Robert Ludwig (USAF, Ret) IT &

Management Consultant• LtGen, Anthony Lukeman (USMC, Ret)

Exec Dir, Marine Corps Assoc• BG James R. Ralph (USA Ret), Exec VP,

ARS, LTD• Dr. William Wulf, Interim President,

National Academy of Engineering

Convened by USD(P&R), USD(C), and ASD(C3I) toadvise on a best strategy to develop systems to supportmilitary personnel and pay

13

Military Personnel and PaySpecific Deficiencies

• Ineffective Support to the Warfighter• Problems with linkages between Personnel and Pay• Inability to Track Active and Reserve Status Changes• Inability to Track Personnel in Theater• Lack of Single, Comprehensive Personnel Record of

Service• Inconsistent Processes and Data• Redundant Data Capture• Multiple, Redundant Systems• Lack of Adequate Security

14ACTIVE GUARD RESERVE ACTIVE GUARD RESERVE ACTIVE

MOBILIZE DEPLOY REDEPLOY MOBILIZE DEPLOY REDEPLOY

Military Human Resource Life Cycle

15

A single capability ensuring accuracy, timeliness and accountability for all components of the

Army, Navy, Air Force and Marine Corps

Air Force Marine Corps

NavyArmy

DIMHRS

IntegratedPersonnel

& Pay

DIMHRS… transforms militarypersonnel and pay management through …

16

GTN

TMIP

ResearchOrganizations

StateTax

FederalTax

VA JPAV GCSS

Private Financial Institutions

FederalReserve

Bank

J-1 In-Theatre

WesternUnion

Medical Organizations

DIMHRS

SocialSecurityAdmin.

ThriftSavings

Plan

DCD

Services’ImagingSystems

DMDCService/

ComponentExternal I/Fs

DCPDS

DIMHRS (Per/Pay) Overall System View

17

• Integrate military personnel and pay processes• Integrate active component and reserve component processes• Provide a single logical database for storing of personnel and pay

information• Establish DIMHRS (Pers/Pay) member’s record as the source for all

military personnel and pay information• Streamline/standardize business processes and data across the

functional enterprise• Eliminate multiple data entry• Eliminate legacy military personnel and pay systems

Overarching BPR/BPI Goals

18

Selected BPR Opportunities forDIMHRS

• Consolidation of customer support for human resources functions(including pay)

• All Members paid twice a month• Full Calculation of Pay twice a month instead of current once a month• Electronic signature for SGLI• Incorporation of Civilian Skills into Competency Data• Complete Tracking of Temporary Assignments and Deployments• Incorporation of PersTempo requirements• Consistent Retirement Eligibility Laws for all Services• Consistent Strength Accounting Transfer Definition• Streamlined Component Change Process• Correction of management of combat zone leave tax exclusion (DJMS does

not comply with DoD Policy)• Corrected Accounting of Duty Days (pay for number of days actually

worked)• Automated incident reporting capability

19

Lessons Learned

• Requirements must be closely monitored andcontrolled - - requirements creep affects programcost and performance

• Business rules must be understood to be successfullyimplemented - - cannot adopt software withoutknowing impact on current processes

• Services must be willing to make changes in processesand adopt COTS when result does not adverselyaffect mission, efficiency, or Service member

• Transformation requires serious commitment fromthe Services - - getting ready for DIMHRS is ascritical as getting DIMHRS ready

20

Why COTS Implementations Fail

• Haphazard documentation of requirements– Too may viewpoints/ too much open to interpretation

• Lack of clear criteria that promote changes to existingpractices rather than modifications (adopt, not adapt)– Modifications made hastily– Lack of user understanding of new processes

• Insufficient data analysis prior to implementation– Legacy data does not map easily to product– Lack of planning for gaps in both directions

• Insufficient performance planning/ testing (Coast Guard)• Unrealistic schedules

21

USDPersonnel & Readiness

Dr. David Chu

USD Personnel & ReadinessOrganization Chart

ASD Health Affairs

Dr. WilliamWinkenwerder, Jr.

ASDReserve Affairs

Mr. Craig W.Duehring

DUSDMPP

Mr. Bill CarrActing

DUSDReadiness

Dr. Paul W. Mayberry

DUSDProgram Integration

Ms. Jeanne Fites

DASDM&P

Dr. John D. Winkler

JR&IO

Ms. Norma St. Claire

USD – Under Secretary of DefenseDUSD – Deputy Under Secretary of DefenseASD – Assistant Secretary of DefenseJR&IO – Joint Requirements & Integration OfficeM&P – Manpower & PersonnelMPP – Military Personnel Policy

DUSDMC&FP

Mr. John Molino

DUSDCPP

Ms. Ginger Groeber

DUSDPlan

Ms. Gail McGinn

DIMHRS (Pers/Pay) Functional Chain of Command

Military Pers/Pay Policy

22

Relationship with Civilian Personnel System

• After DIMHRS (Pers/Pay) is implemented formilitary, Civ (Pers/Pay) may be integrated into thesystem.

• Plan to integrate Civ (Pers/Pay) dependent on:

•OPM/OMB plans to possibly integrate Civ(Pers/Pay) across the Federal government

•Absent OPM/OMB initiative, cost and benefitsof a single DoD (Pers/Pay) system will beevaluated

• Civilian personnel are in DIMHRS (Pers/Pay) whendeployed

23

DIMHRS FunctionalityDIMHRS does not equal PeopleSoft

24

Status of DIMHRS

• Two phase approach to selection of Developer/Implementer inprocess– Five vendors selected for phase I - CSC

- Lockheed Martin - IBM

- Northrop-Grumman - PricewaterhouseCooper– Participated on program for 90 days to gain better

understanding– Final proposals submitted December 20

• Milestone B expected in April 2003 to pave way for finalselection

• Development period - 15 to 18 months after contract award

25

26

Back Up

27

Current Status• One-year PeopleSoft Contract Award to complete feasibility

assessment - in process (June 2001)˜ Initial Analysis Complete - August 2001˜ Detailed Analysis - Jan 02 through Aug 03

• Two-year Development Option of the PeopleSoft Contract wasexecuted (June 2002)

• Migration Strategy Revised to reflect full Integration˜ DIMHRS Strategy was originally “pay first” to support

replacement of DJMS as soon as possible˜ COTS Package designed for integrated construction˜ Best practices support integrated design

• Feasibility of Concurrent Deployment of IOC under review˜ Air Force and Navy requested acceleration of

implementation

28

Scope of DIMHRS

• Core Service Personnel and Pay systems targeted forreplacement

• Systems reviewed to determine Functions, Processes andActivities supported by each system

• All functions (except those specifically eliminated by BPR)will be supported to ensure that DIMHRS does no harm

• Some functions and data will be Service specific since they arenot needed for all Services

• Some core functions will maintain Service specific businessrules and data to support mission requirements

29

Chronology - Pre-DIMHRS• 1992

– Initiated Mil Per IM Program, Established Joint Integration Group

– Developed Strategic Plan, High Level Functional Model

– Focused Program on Functional Needs

• 1992 - 1995

– Assessed Legacy systems/Developed Personnel Data Model/Standards

– Implemented Numerous BPR Initiatives

– Developed Coordinated Approach for Standard Systems with Services

• 1995 - 1996

– Hamre, Dorn and Paige Convened DSB Task Force

– Recommendations Coordinated within DoD and Accepted

– Implementation Delayed by Congressional Language

• 1997

– Congressional Issue Resolved

– DepSecDef Directed Implementation/ Assigned Responsibilities - July 8

– Functional Requirements Definition under way

30

Chronology - DIMHRS

• 1998

– USD(P&R) Approved Mission Need Statement/MS 0 - February

– New Congressional Language expands program (Manpower and Training)

• 1999

– Program continued as DIMHRS (Pers/Pay)

– IDA independent analysis of alternatives completed

• 2000

– MS I ORD approved by JROC/ MS I - October

– Navy installed acquisition oversight organization (PEO/IT)

• 2001

– COTS Selection (PeopleSoft) - March

– MS II ORD validated by JROC - August

• 2002/03

– Exercised PeopleSoft Option One - June 3

– Complete Comprehensive Analysis - September

– Achieve MS B

– Award Developer/Implementer Contract

31

Selected Completed Quick Wins - Pre-DIMHRS

• Uniformed Services Identification Card• DoD/VA Medical Records Transfer• DoD/VA Death Gratuity Pay Benefit Re-engineering• Family Relocation Assistance• DoD/NARA Medical Treatment Record Archiving• Defense Personnel Records Imaging System (DPRIS)• Defense Casualty Information Processing System

(DCIPS)• Entrance Processing• Retirement Point Accounting

32

Future Expected Savings

• Savings cannot be realized until full implementation.• Specific Areas of Expected Savings:

~ Elimination of Service Specific Modernization, Development,Operations and Maintenance of Multiple, Duplicate Systems

~ Elimination of Costly Duplicate Source Data Entry andReconciliation

~ Reduction of Error Correction Processes (Service Membersand Support Staff)

~ Streamlining of Personnel Processes~ Elimination of Manual Processes to Access Information (in

Service, Post Deployment, after Service)

33

SBS

ARMY

MCTFSMCTFS

UD/MIPSUD/MIPS

UD/MIPSUD/MIPS

FMF UNITS

NON-FMF UNITS

ARMSARMS

RCTG DEPOT

ARMSARMS

RCTG STA

HQMC

ARMSARMS

AFRS

AOWP

CPMS/-R

EPS

MAPER

MCPS

MMAS

TFDSS

OLDSOLDS

MARINE CORPS

PER/HQDA DSS

SBIS/ISMSBIS/ISM EDASEDAS

ATRRSSIDPERS-3SIDPERS-3

RECBASSRECBASS

TARPSTARPS

KEYSTONEKEYSTONE

TOPMISTOPMIS

DCIPS

TAPDBTAPDB

ARCIS

MOBPERSMOBPERS

DMDC

DMDC FILES

DEERS

RLAS

SIDPERS-ARNGSIDPERS-ARNG

RCAS

AIMS

ACPERS

ACPERS-HQ

PERMSCMSCMS

ARAD S

JOIN GAINS +

JRISS

DFAS

JUMPS

NRDPNRDP

DJMSDJMS

DRAS

IMAPMISIMAPMIS

SDSSDS

DMRSDMRS

NSIPSNSIPS

RES ACT

RHS/RTSSRHS/RTSS

CNRF

SDSSDS

PSD

EPMAC

DMRSDMRS

BUPERS

NITRAS

OPINSOPINS

NPDB

SETS

TFMMS

FORMAN

BUMIS

DEPLOYED UNITS

RDS

EAIS

EDPROJ

NEOCS

SPIRIT

NAVY

FES OAIS

PORT

PRIDE

NRD

RESFMS

NRAM

BUMEDCIRIMS

CIRIMS

NESNES

ANG STATE HQUNITSTAFF

MIL PERS OFC

BASES

MAJCOM/SOA

PROMIS

RCTG SVC

AF HQ

FMS

PAS

DCAPES

GARRISON

PROMIS-II

RCTG OFC

HQ AFRES/ANGB

PDS-90

OTHERBASE

SYSTEMS

PC-III

AFMPC

MILMODMILMOD

WAPS

PRISM

PROMIS

AIMS

FIELD/UNITS

BLMPS/PC-IIIBLMPS/PC-III

DCAPESDCAPES

DEPLOYED

MDS

DCAPES

ASCASAFTMS

AIR EDUC & TNG COMD

PACE

SMARTSMART

FIN OFC

DJMSDJMS

BLPS

AIR FORCE

MEPCOMMIRS

MCTFSMCTFS

AMSAMS

ROTC-MSSROTC-MSS

DAMISDAMIS

DIMHRS legacy systemDIMHRS legacy system

Not a DIMHRS system13 April 200113 April 2001

Military Personnel Legacy SystemsFunctional Architecture

2001

34

Elements of Transformation

• Integration of Personnel and Pay - Systems and CustomerService

• Integration of Active, Reserve and Guard Processes -Systems and Operations

• Single Comprehensive Record of Service• Cross-Service and Self-Service Support• Accurate Tracking of Personnel and Family Members• Hiring Personnel• Competency Management• Common Business Rules and Data

35

ResponsibilitiesFunctional Governance

• The JR&IO supports the DUSD(PI) by:– Working with the stakeholders to identify issues and requirements

– Managing and documenting all functional issues and decisions– Incorporating functional policy decisions and priorities into the

program– Providing day-to-day functional guidance to the acquisition team– Providing a single source for functional requirements

• The Executive Steering Committee provides policy and functional advice for theprogram

Functional Governance

• The JR&IO supports the DUSD(PI) by:– Working with the stakeholders to identify issues and requirements

– Managing and documenting all functional issues and decisions– Incorporating functional policy decisions and priorities into the

program– Providing day-to-day functional guidance to the acquisition team– Providing a single source for functional requirements

• The Executive Steering Committee provides policy and functional advice for theprogram

Acquisition Governance

• The ASD(C3I) is the Milestone Decision Authority for DIMHRS• The ASN(RD&A) is the Acquisition Executive for DIMHRS• The PEO(IT) is assigned acquisition responsibility• The JPMO is the single acquisition executive responsible and accountable for

managing the program and acquiring the capabilities:

– Responsible to the PEO(IT) for cost, performance and schedule– Responsible to JR&IO for meeting functional requirements

Acquisition Governance

• The ASD(C3I) is the Milestone Decision Authority for DIMHRS• The ASN(RD&A) is the Acquisition Executive for DIMHRS• The PEO(IT) is assigned acquisition responsibility• The JPMO is the single acquisition executive responsible and accountable for

managing the program and acquiring the capabilities:

– Responsible to the PEO(IT) for cost, performance and schedule– Responsible to JR&IO for meeting functional requirements

36

Issue Resolution

4Issues may be raised at any level4All issues are reviewed/discussed at JIG4ESC endorsement of all resolutions sought4Issue:

4Any change to DoD or Service process4Any modification to COTS

4COTS Modification:4Mission essential4Efficiency4Impact on Service member

4Service specific requirements:4Mission essential4Efficiency4Impact on Service member

4Issue Resolution Process document available

37

DIMHRS Risk Mitigation• Single source for well documented requirements• Comprehensive analysis of business rules

– Process gaps identified and resolved– Modifications only for specific criteria– Changes to existing practices fully documented

• Comprehensive analysis of data– Pre-mapping of legacy data to DIMHRS– Data gaps identified and resolved

• Complete performance testing– Optimize Database design– Maximizing productivity of existing communication

infrastructure– Manage operations efficiently

38DT: Development Test OT: Operational Test PIR: Post Implementation Review

20032002 2004 2005 2006 2007

Army Design&Build

Development & Test

MS C1

FY Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4

Deploy

Build

Navy Design&Build

Development & Test

MS C2

Deploy

Marine CorpsDesign&Build

Test

Deploy

(PIR)

(PIR)

Warfighter Information

Test

MS C3Deploy

Air ForceDesign&Build

(FOC)

(Reqs.)

(PIR)

(PIR)

(IOC)

FOC

MS B

MS C3

UA

1U

A 2

UA

3U

A 4

Current Strategy

Risk Reduction Phase DesignRiskReduction

Deploy

Deploy

DT OT

Various developer & govt testing

Deploy

Deploy

DT OT

Various developer & govt testing

Build

DT OT

Various developer & govt testing

Design & BuildVarious developer & govt testing

Build