Military Personnel - Pay Functional Leadership Meeting Business Capability Governance Program in Support of Active and R

1. Military Personnel - Pay Functional Leadership Meeting Business Capability Governance Program in Support of Active and Reserve Personnel Management OPNAVINST 5200.XX Mr. Stephen Hubbard BUPERS Command Information Officer 26 January 2011

2. Proposed Governance Construct Effective governance will provide a framework to better align IT to enable functional business processes across the Navy.

3. Governance Construct Overview • The left side represents alignment to the business • Business owners communicate needs to the FRB’s (aligned to the Business Enterprise Architecture) • Development of BCL components, functional requirements, and funding coordinated from the DFC • Executive oversight and management from the EMB • The right side represents alignment to IT • Technical implementation and coordination among service providers from PEO-EIS • Innovation and technology aligned to the enterprise strategy and business transformation plan • Coordination and oversight between the business (functional) and IT (technical) is the responsibility of OPNAV N16 and the Technology Advisory Group (TAG) • OPNAV N16 serves as the principal advisor to N1 on the management and compliance tracking and reporting of Information Resources from the identified need to the fielded solution • The TAG is the bridge between the functional and technical in year of execution • Fleet input is available throughout the process with representation from the Operational Advisory Group (OAG) and Change/Deployment Management Team (C/DMT)

4. Roles and ResponsibilitiesDeputy Chief of Naval Operations for MPTE / OPNAV N1 Summary • OPNAV N1 has overall responsibility for fleet introduction of all HR processes / capabilities and will provide oversight for business capability governance as follows: • Provide executive leadership, guidance, and sponsorship for business capability delivery across the total force domain • Foster collaboration among the MPTE domain entities and Navy users of MPTE capabilities. • Provide rulings on competing priorities to resolve conflicts that arise in lower level deliberations Key Responsibilities Membership • Vice Admiral Mark E. Ferguson, III

5. Roles and ResponsibilitiesExecutive Management Board (EMB) Summary • The Executive Management Board provides executive oversight and management of MPTE business operations. • The Executive Management board is co-chaired by N1B and the Deputy Chief of Naval Personnel (DCNP). • Coordinate and communicate the domain business strategy, plans, and policy • Review and approve the Business Transformation Plan (BTP) • Review and approve/disapprove high level business requirements • Ensure/approve funding of prioritized, approved requirements • Charter working groups as required to provide additional oversight • Resolve conflicts escalated by the DFC Key Responsibilities Membership CO-CHAIRS • N1B (tie breaking vote) • DCNP VOTING MEMBERS • DCNP • Commander NETC • Commander NRC • Commander NRFC • OPNAV N10 • OPNAV N12 • OPNAV N13 • OPNAV N14 • OPNAV N15 ADVISORY MEMBERS • ASN FM&C • ASN M&RA • CNIC • Director DFAS • Chief, Navy Medicine and Surgery • USFFC N1 • PACFLT N1 • OPNAV N16 • PEO-EIS • COMNAVSPECWARCOM

6. Roles and ResponsibilitiesMPTE Information Management Division (OPNAV N16) / MPTE CIO Summary • OPNAV N16 will serve as the principal advisor to N1 on the management and compliance tracking and reporting of Information Resources supporting personnel capabilities. • Serve as the Functional Area Manager (FAM), Functional Data Manager (FDM), and Functional Namespace Coordinator (FNC) for the Personnel Management (PM) and Training and Education (T&Ed) Functional Areas • Liaison with DoD, SECNAV, DON, and other OPNAV organizations on MPTE matters • Establish and maintain the N1 DTP consistent with the Navy’s ETP • Provide future-year input for IM/IT transition and strategic plans to the EMB for approval • Provide oversight for approved, prioritized, and funded requirements to PEO-EIS for materiel action and the DFC for DOTLPF actions • Ensure coordination with functional/fleet business process stakeholders to ensure successful introduction of new IT capabilities Key Responsibilities Membership

7. Roles and ResponsibilitiesDomain Functional Council (DFC) Summary • Consists of the Domain Functional Managers and the business line Chairs • The primary role of the DFC is to integrate and prioritize requirements across business lines • Establish and maintain BTP • Integrate capability needs across business lines • Coordinate and communicate the domain business strategy, plans, and policy • Assist OPNAV N16 in developing the IT strategy • Coordinate BCL requirements with business owners • Review and approve/disapprove requirements and associated IBCAs submitted by all FRBs • Authorize detailed functional requirements efforts • Review functional requirements and associated detailed BCAs and validate funding requirements • Coordinate implementation of current year IT capability in support of N1 business processes with the TAG • Develop standards for business line FRB charters • Focal point for emergent requirements Key Responsibilities Membership • The DFC is chaired by the Assistant Deputy Chief of Naval Personnel (ADCNP). • Voting members include: • Deputy Commander, Navy Recruiting Command • Executive Director, Naval Education and Training Command • Executive Director, Navy Reserve Forces Command • BSO 22 Comptroller • Assistant Deputy Chief of Naval Personnel (ADCNP) will provide the tie breaking vote.

8. Roles and ResponsibilitiesFunctional Review Boards (FRB) Summary • The purpose of the FRB is to review and evaluate requests for new capability or changes to existing capabilities/processes within the business line • Members are selected by the business line Chair to ensure coverage by all business areas within the business line. • Evaluate requirements for new capability or business process change and score/establish priority • Serve as the functional sponsor for requirements submitted by their business line • Responsible for articulating the impact of the proposed change to the DFC • Identify stakeholders to participate in the FRB process ensuring appropriate representation • Ensure the appropriate DOTMLPF analysis has been conducted before a materiel solution is pursued • Provide oversight and guidance for development of functional requirements approved by the DFC Key Responsibilities Chairs • Recruiting and Accessions - CNRC • Pay and Personnel – BUPERS-26 / OPNAV N10 • Distribution – PERS-4 • Position Management – OPNAV N12 • Workforce Development – NETC N7 • Fleet and Family Support – OPNAV N13 • Financial Management Services – OPNAV N10

9. Roles and ResponsibilitiesOperational Advisory Group (OAG) Summary • The OAG is the primary advisor to the DFC providing Fleet and Provider requirements perspective, and valued feedback regarding HR business processes • Initiate new requirements as needed • Represent parent organization’s interest and keep them informed throughout process • Assess impact of proposed changes to HR processes or business IT capability • Assign IPT members to study a proposed change or developing requirements for a new/existing HR business process • Assess and communicate impacts of proposed changes to HR processes to the parent organization during the requirements process • Advise the DFC on the effectiveness of uniformed HR processes Key Responsibilities Membership • USFFC Deputy N1 • PACFLT Deputy N1 • OPNAV N130 • Office of the Chief of Navy Reserve N1 • Deputy CNIC • Vice Chief BUMED • Deputy DFAS • Deputy SPECWARCOM • Master Chief Petty Officers from USFF/COMPACFLT • Command Master Chief Petty Officers from CNPC, NETC, NRC, and NAVMAC • ASN FM&C • ASN M&RA • Other HR Stakeholders

10. Roles and ResponsibilitiesTechnology Advisory Group (TAG) Summary • Serve as technical advisors to business line Commanders and PMW 240 in support of product delivery • Advise business line Commanders on issues regarding IM/IT for year of execution projects • Inform business line Commanders on status of current projects, associated risk, and funding execution • Coordinate with DFC on current year execution plans and project status • Advise OPNAV N16 and DFC when making changes to the DTP • Serve as technology advisor to the DFC Key Responsibilities Membership • Members who have specific domain business knowledge and knowledge of domain IM/IT systems and processes. • BUPERS CIO • NETC CIO • CNRF CIO • NRC N6 • NSTC N6

11. Roles and ResponsibilitiesPEO-EIS Summary • PEO-EIS is responsible for maintaining awareness of the capabilities resident within the MPTE service provider organizations and for sustaining production operations for N1 information systems, applications, databases, and operating environments. • Oversee the effective use of information resources across the N1 Domain • Develop, test, and deliver functioning IT products that satisfy N1 approved and funded requirements • Prioritize current year and current year plus one IT work and coordinate the current year execution plan with OPNAV N16 and the TAG • Coordinate across all service providers • Develop/coordinate risk management, configuration management, plans and policies, transition strategy, and Innovation and Technology research • Work with the DFC to perform requirements integration and clarification Key Responsibilities Membership • PMW-200/210 – NMCI / NGEN Program Office • PMW 240 - Acquisition agent for OPNAV N1 • PMW-260 – Navy Enterprise Services Program Office • PMW-270 – JALIS-NG / DONCJIS

12. Roles and ResponsibilitiesInnovation and Technology Council (ITC) Summary • The ITC leverages the expertise of the domain IT organizations and conducts research and analysis on technology requests and functional / data requirements • Recommend domain standards for hardware, software, and toolsets to the IT Governing Council • Assess the impact of requests and requirements on the current and planned domain IT environment • Recommend policies on SOA governance • Formulate a solution or range of solutions for assigned requests and provide supporting rationale • Forward recommendations to the PMW 240 Program Manager for decision Key Responsibilities Membership • Information Assurance • Lead Engineers • Program Managers • Domain Service Provider Technical Experts • Research, Science, and Technology

13. Roles and ResponsibilitiesChange / Deployment Management Team (C/DMT) Summary • Provide planning guidance for the Fleet introduction of HR processes / capabilities • Coordinate implementation activities through deployment • Coordinate the introduction of new HR capacities / process change with relevant fleet stakeholders • Publish the Fleet Introduction Plan • Coordinate and perform User Acceptance Testing to include functionality and operational suitability of new HR capabilities/process changes • Perform required “hands-on” training as part of fleet introduction of new capabilities or changes to existing capabilities/business processes • Prepare and publish the final Function Acceptance Test report Key Responsibilities Membership • Key Functional business owners relative to the change being deployed • Appropriate member of the TAG • Member(s) from associated implementation project teams • Strategic communications branch • Representation from the Business Owner and OAG

14. Summary / Notional Drumbeat

15. DOTMLPFDoctrine, Organization, Training, Material, Leadership & Education, Personnel, Facilities

16. High Level Use Case: Non-IT Request (DOTMLPF) Business Owner Request a new capability / change to existing capability OPNAV N16, C/DMT, Service Provider, Business Owner Conduct UAT, Fleet Introduction Plan, End User Support Coordinate initial BCA to include DOTMLPF and AoA Business Need / Requirement Capability Delivered FRB N16 Oversight Review capability request and score request Alignment and integration of business capabilities across FRBs DFC Validate request against BTP and approve request package DFC Coordinate DOTLPF actions as needed Authorization to Solicit Requirements Requirements Group Develop detailed business requirements / business process re-engineering N16 / TAG OAG Doctrine Organization Training Leadership / Education Personnel Facilities DFC Requirements Clarification and integration and elaboration of BCL N16 No Materiel Action Required Review requirements Materiel

17. High Level Use Case: IT Request (DOTMLPF) Business Owner Request a new capability / change to existing capability OPNAV N16, C/DMT, Service Provider, Business Owner Conduct UAT, Fleet Introduction Plan, End User Support Coordinate initial BCA to include DOTMLPF and AoA Business Need / Requirement Capability Delivered FRB N16 Oversight Review capability request and score request Alignment and integration of business capabilities across FRBs Service Provider, C/DMT Develop and test solution DFC Validate request against BTP and approve request package PEO-EIS DFC Coordinate with Service Providers on Materiel actions Coordinate DOTLPF actions as needed Authorization to Solicit Requirements Requirements Group EMB Develop detailed business requirements / business process re-engineering Review recommendations and coordinate funding N16 / TAG OAG Doctrine Organization Training Leadership / Education Personnel Facilities Funding Coordination N16 DFC Present requirements and recommendations to EMB Requirements Clarification and integration and elaboration of BCL PEO-EIS N16 Review requirements and identify materiel solution recommendations ITC Review requirements Materiel

18. OPNAV 5200.XX Detailed Workflow

19. BACKUPS

20. Changes Pending from BTC

21. FRB Descriptions • Recruiting and Accessions - Reviews and evaluates requests for new capabilities associated with recruiting, identifying, evaluating, and selecting a candidate(s) to fill a position or organizational requirement and hiring/accessing candidates against positions • Personnel and Pay - Reviews and evaluates requests for new capabilities associated with managing personnel and pay, separation and retirement, and personnel security • Distribution - Reviews and evaluates requests for new capabilities associated with executing assignment, transfer, and travel • Position Management - Reviews and evaluates requests for new capabilities associated with managing occupation, skill, position requirements, education, and training specifications that the position requires to perform the specified mission. • Workforce Development - Reviews and evaluates requests for new capabilities associated with managing personnel development • Fleet and Family Support - Reviews and evaluates requests for new capabilities based on managing quality of life, benefits, and military health services • Financial Management Services - Reviews and evaluates requests for new capabilities associated with the effectiveness and efficiency of the Department's financial activities in relations to its financial objectives, and includes the responsibility for establishing financial policies, practices, standards and ensuring a system of controls exists that reliably captures and reports activity in a consistent manner.