enterprise planning investment epi directorate overview presented by: trish van belle

1. Enterprise Planning & Investment (EP&I) Directorate Overview

2. 2

3. 3 Enterprise Planning & Investment (EP&I)

4. 4 Key Initiatives & Products - Statutory

5. 5 Key Innovations and Services

6. 6 This illustration provides a more detailed depiction of the activities that occur during each of the three BCL phases: business capability definition, investment management and execution. What makes BCL different from other approaches is it increases the focus on requirements development, which begins in the very first phase, business capability definition. DoD has found that programs often move too quickly from problem identification to acquiring a materiel solution. BCL makes sure that this does not happen. This phase is lead by the Functional Sponsor who prepares a comprehensive Problem Statement that identifies root causes of a business problem. He also provides analysis and a high level solution recommendation, which includes non-materiel as well materiel considerations. Once approved, the problem statement becomes the foundation for the Business Case. During the next phase, Investment Management, the Functional Sponsor continues to play a major role. He prepares a strong, defensible business case that addresses the root causes identified in the problem statement and includes: a program justification, costs, benefits, the return on investment for various alternatives, and a final solution recommendation. A BCL business case is different from other business cases, because it is comprehensive enough to satisfy the statutory requirements for all business case requirements across the lifecycle of the program. During this phase, the Functional Sponsor helps the Program Manager establish how the program is going to be managed. Together they develop the acquisition plan, acquisition strategy and an initial draft of the program charter. Additionally, they engage the test community to identify how program testing will be done. The next phase, Execution, begins after the DBSMC and MDA approve the business case and acquisition strategy. The Program Manager leads this phase and stays engaged with the Functional Sponsor. The solution may now be acquired and the program delivery schedule must be structured so that capability is delivered in increments of 18 months or less. After each capability delivery increment, the Business Case is revalidated, updated and approved to ensure that lessons learned are incorporated and, more importantly, that the initial gap, problem or strategic question is still valid. The BCL is a tailorable process and programs may enter at any lifecycle phase. Currently, most BCL programs entered during the Execution Phase and were not required to create BCL documentation, because demonstrated that existing program documents satisfied BCL and statutory requirements. The next few slides will focus on each BCL phase and describe the key players, major inputs and outcomes for each.   This illustration provides a more detailed depiction of the activities that occur during each of the three BCL phases: business capability definition, investment management and execution. What makes BCL different from other approaches is it increases the focus on requirements development, which begins in the very first phase, business capability definition. DoD has found that programs often move too quickly from problem identification to acquiring a materiel solution. BCL makes sure that this does not happen. This phase is lead by the Functional Sponsor who prepares a comprehensive Problem Statement that identifies root causes of a business problem. He also provides analysis and a high level solution recommendation, which includes non-materiel as well materiel considerations. Once approved, the problem statement becomes the foundation for the Business Case. During the next phase, Investment Management, the Functional Sponsor continues to play a major role. He prepares a strong, defensible business case that addresses the root causes identified in the problem statement and includes: a program justification, costs, benefits, the return on investment for various alternatives, and a final solution recommendation. A BCL business case is different from other business cases, because it is comprehensive enough to satisfy the statutory requirements for all business case requirements across the lifecycle of the program. During this phase, the Functional Sponsor helps the Program Manager establish how the program is going to be managed. Together they develop the acquisition plan, acquisition strategy and an initial draft of the program charter. Additionally, they engage the test community to identify how program testing will be done. The next phase, Execution, begins after the DBSMC and MDA approve the business case and acquisition strategy. The Program Manager leads this phase and stays engaged with the Functional Sponsor. The solution may now be acquired and the program delivery schedule must be structured so that capability is delivered in increments of 18 months or less. After each capability delivery increment, the Business Case is revalidated, updated and approved to ensure that lessons learned are incorporated and, more importantly, that the initial gap, problem or strategic question is still valid. The BCL is a tailorable process and programs may enter at any lifecycle phase. Currently, most BCL programs entered during the Execution Phase and were not required to create BCL documentation, because demonstrated that existing program documents satisfied BCL and statutory requirements. The next few slides will focus on each BCL phase and describe the key players, major inputs and outcomes for each.  

7. 7 EP&I FY 09 Goals and Objectives

8. 8 Looking Forward BEA Content Data standards End-to-end processes that support ERP implementations Warfighter support Modifications to satisfy new DoDAF version Usability and visualization capabilities Interative ETP and MCR Content Capability metrics Success stories Policy/Guidance Updates and Realignment Update BEA compliance policy to increase rigor and support interoperability Update IRB policies Business Transformation Guidance Acquisition Policy

9. 9 Looking Forward (Continued) Framework Development New BEA CM governance model aligned to new DCMO structure Enterprise portfolio management concepts Process Improvement Automate manual internal processes Workflow capability LSS management Change Management Stakeholder engagement including Congressional/OMB outreach E-learning Communications content Branding

10. 10 Q&A Audience, please come forward to the floor microphone for a maximum of three questions.