Department of the Navy Office of the Assistant Secretary of the Navy (Financial Management and Comptroller) Achieving Business Transformation The Road to a “Clean Financial” Opinion The Department of the Navy Approach Mark Easton NDIA Conference March 22, 2005
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Department of the Navy
Office of the Assistant Secretary of the Navy (Financial Management and Comptroller)
Achieving Business TransformationThe Road to a “Clean Financial” Opinion
The Department of the Navy Approach
Mark Easton
NDIA ConferenceMarch 22, 2005
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Today’s Systems Environment
Too many systemsRedundant, stove-pipedPoor integration, interoperabilityNo standard data structures
Limited visibility in budgetDiscrete elements of spending lacking
Difficult to support technologicallyDifficult to audit
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Framework for DON Business Transformation
DoD Business Enterprise Architecture… BlueprintStandardize business processes & provide data standardsRequires systems portfolio management
Navy ERP… CornerstoneImplement a modern, integrated COTS software productReengineer business processes
Functional Area Manager Process… Transition ToolRationalize FM and Business systems… portfolio managementStandardize business processes
DoD Financial Improvement Initiative… Integrating PlanConsiders/integrates elements of Systems, Processes and Human Capital Documents Business Processes for Audit
Successful Business Transformation WillSupport Auditable Financial Statements
Future Environment Supported by Net-Centric Principles
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Challenges
Understanding/Applying BMMP PrinciplesInstituting clear DON Leadership over business process transformationChange Management and CommunicationCoordination/Cooperation between Technical (CIOs) – Business Managers (COOs) – Resource Managers (CFOs)
DoD Organization and Culture Make These Even More Challenging