American Society of Military Comptrollers – Fort Meade Chapter

1. American Society of Military Comptrollers – Fort Meade Chapter Lessons Learned over a Career of Transitions by Karen Cleary Alderman

2. Three Topics: Managing Change is the Key • Financial Management Career Transitions • Financial System Transitions • Personal Transitions American Society of Military Comptrollers ― Fort Meade Chapter

3. The DoD Accounting and Budget Profession – Fun Facts • Employment March 2009: • 41,795 End Strength; small increase since 2004 • 45% over age 50; not getting any younger • Mix changing; technicians ↓; 501’s ↑ • Employment in Maryland: • 1, 724 End Strength • 39% over age 50; average 17.4 YOS • 501 series = 45% of the work force American Society of Military Comptrollers ― Fort Meade Chapter

4. Your World is Changing • DoD-Wide Financial Management • Competency Expectations Expanding • Financial Systems in Flux • Internet changing everything • Performance/Accountability Expectations Increasing • Insourcing • Maryland Challenges • BRAC • Increasing SSA Workload with aging Baby-Boomers and SSI workload • National Challenges – “It’s the Economy…..” American Society of Military Comptrollers ― Fort Meade Chapter

5. CFO Financial Management Competencies • CFO Council 2007 Report on Federal Financial Management Leadership Competencies: • Federal financial policy and organization • Strategy and change management • Performance management and accountability • Portfolio management • Business process and system integration • Financial systems security and internal controls • Federal appropriations law and ethics • Creation 21st century government/national security • Leadership skills, relationships and communication • Federal budget challenges • Acquisition challenges • DOD 2008 Response: Established the CFO Academy American Society of Military Comptrollers ― Fort Meade Chapter

6. Financial Systems In Transition Pitfalls and Opportunities of Implementing New Financial Management Systems American Society of Military Comptrollers ― Fort Meade Chapter

7. Cumulative Costs of a Core Financial Management System for Mid-Sized Agency, by Scenario ($ millions) American Society of Military Comptrollers ― Fort Meade Chapter

8. Few Systems Projects are On Time/Budget Source: Standish Group, 365 respondents with 8380 projects American Society of Military Comptrollers ― Fort Meade Chapter

9. The Ten “Go Live Surprises” Experienced by Executives Implementing ERP Solutions* • Your Key Performance Indicators Plummet and Need to Be Rescued • It Gets Worse Before It Gets Better--anticipate Nine Months of Total Anarchy • Software Expectations Aren’t Fully Met • You Are Now an ERP Hostage • People Are Angry, Confused and Highly Irritable *Benchmarking Partners Report: “Ten Go Live” Surprises,” 1999 American Society of Military Comptrollers ― Fort Meade Chapter

10. The Ten “Major Go-Live Surprises” Experienced by Executives Implementing ERP Applications* • You Discover That Discipline is King • You Think You Know Who Owns the Benefits--You Don’t! • You’ve “Reengineered” Whether you Planned to Or Not. • People Immediately Forget Everything They Learned in Training • Your Entire Project Team is Resigning En Masse *Benchmarking Partners Report: “Ten Go Live” Surprises,” 1999 American Society of Military Comptrollers ― Fort Meade Chapter

11. Top Ten Barriers to Success in an ERP Implementation --It’s Always About Change Management American Society of Military Comptrollers ― Fort Meade Chapter

12. Dealing With Change –It’s a Lifelong Requirement • Know change is inevitable; don’t fear it. • Keep informed • Continue your education; always…. • Get certified • Get engaged/network • Mentor and be mentored American Society of Military Comptrollers ― Fort Meade Chapter