How is the business of the Army governed?

The Under Secretary of the Army (USA), as the CMO, oversees the management of Army business operations and serves as the senior advisor to the Secretary of the Army (SECARMY) on all business operations and reform matters. As such, the USA oversees the development of all formal plans related to business operations and provides guidance on issues, problems, and equities in the accomplishment of related objectives through the Army Business Council (ABC) and other approved Army governance forums. V. Governance and Assessment

The Office of Business Transformation, in executing the SECARMY’s reform initiatives, publishes annual updates to the ABMP during the first quarter of each fiscal year. As co-chair with the CIO of the ABC, and in coordination with commanders and business domain leads, the Director, OBT provides quarterly updates on performance related to the achievement of strategic objectives to enable senior leader decision-making and to engage them in overcoming challenges to the plan implementation.

Policy


2008: NDAA Section 904

Assigns the duties and authorities to effectively and efficiently organize the business operations. Provide business operations information to the DoD CMO/DCMO.
 

2009: Duncan Hunter NDAA Section 908

Defines initiatives of business transformation for military departments to include, at a minimum, the development of a comprehensive business transformation plan, with measurable performance goals and objectives, to achieve an integrated management system for business operations of military departments. Participates in the Defense Business Council.
 

2010: NDAA Section 1072

Ensures business system modernization is in compliance with the enterprise architecture. Ensures appropriate business process reengineering efforts have been undertaken to ensure business processes will be as streamlined and efficient as practical.
 

10 USC 2222

Defense business systems, business process reengineering, enterprise architecture and management
 

NDAA ’13, Sec 903 and 906

Enterprise resource planning, system data conversion, and defense business system investment reviews


DODI 5000.75

Business Systems Requirements

Army Regulations


 AR 5-1 and DA PAM 5-1-1 – Management of Army Business Operations
By directing the activities that improve business operations, governance and innovation across each Army business mission area (BMA), the Army’s People, Readiness, and Modernization grow stronger. That’s why it was essential to maintain, update, and effectively distribute and communicate about the AR 5-1 Management of Army Business Operations and the supporting Department of the Army Pamphlet 25-1-1.
 
AR 5-1 applies to the Regular Army, the Army National Guard/Army National Guard of the United States, and the U.S. Army Reserve. It outlines the policies and responsibilities of how the Army will organize, man, train, equip, and sustain forces. Essentially, all of the Army’s operations are regulated under this doctrine.
 
DA PAM 5-1 is the accompanying instructional publication to AR 5-1 and provides helpful methods of performing mission and functions outlined in the regulation.

Organizations

Army Business Council (ABC)

The ABC synchronizes Business Mission Area (MBA) governance activities with the Enterprise Information Environment Mission Areas (EIEMA), Intelligence Mission Area, and the Warfighter Mission Area (WMA) to prevent overlap and omission.  It is led by the Under Secretary of the Army in his role as the Army's Chief Management Officer (CMO) 

The Army Business Council (ABC) provides operational procedures and practical guidance to Army organizations furnishing and receiving Department of Defense information network–Army (DODIN–A) information technology (IT) services, products, and support.

The ABC has two main functions:

1. Manages IT investments in the business mission area (BMA)
2. Ensure that each mission area has a duty to internally integrate the architecture and coordinate architecture activities.

 
Other ABC Groups:
ABC Senior Review Group (SRG) - led by the USA CMO
ABC 3-Star Review Group - led by the DOBT and CIO
Enterprise Integration Group (EIG) - led by the OBT Office of Architecture and Governance
 
Domain Governance Boards (Business Mission Area Governance Groups)

Acquisition Domain (ASA (ASLT)
Financial Management Domain (ASA FM&C)
Human Resources Domain (ASA M&RA, DCS, and G-1)
Installations, Energy & Environment Domain (ASA IEE, OASCIM)
Logistics Domain (DCS, G-4)
Training & Readiness Domain (ASA ASLT)

Army Data Board (ADB)

Led by the Army’s Chief Data Officer, the Army Data Board addresses the issue that the Army is currently facing with disparate, isolated data sources, which limits data sharing, hinders the speed of decision-making at echelon and prohibits the use of current and emerging cloud capabilities, including evolving artificial intelligence (AI) and machine learning (ML) services and tools.

Recognizing that the Army must enable decisive operational advantage by becoming a data-aware organization, the Army Data Board:

1. Govern data across the enterprise
​2. Set forth guiding principles, goals and objectives, imperatives, and data management structures to transform how the Army manages, analyzes, and utilizes data to enable data-driven decisions across its enterprise.
3. Oversee and execute the Army Data Plan

Army Analytics Board (AAB)

The AAB advises the ABC regarding the maturation, deployment, integration, evaluation and continuous improvement of the Army's enterprise approach to data analytics. The board addresses cross-functional, enterprise-wide issues in advancing the Army's data analytics capability and engages senior leaders in overcoming related obstacles. Specific objectives of the AAB are at enclosure.

Army Data Board (ADB)

The ADB is a General Officer (GO) and Senior Executive Service (SES) level board that advises the Chief Data Officer (CDO) on enterprise-wide Army data issues. This body’s primary focus will be to execute the goals identified by ADB members and approved by the CDO. The ADB vision is to manage and govern Army data across Mission Areas in an effort to gain efficiencies, improve decision-making, and to support ongoing operations leveraging current and emerging data and cloud technologies. The ADB members include Mission Area Data Officers (MADO), Mission Area Leads, and technical advisors.

Army Enterprise Board (AEB)

The AEB is responsible for reviewing strategic Army issues and providing advice to the SecArmy. As the Department’s senior strategic advisory body, the AEB serves as a forum for collaboration among senior leaders of the Department of the Army. AEB recommendations to the SecArmy are intended to support Army enterprise-wide results in the best interest of the Army and the Department of Defense.
 

Defense Business Council (DBC)

implements the Secretary's management agenda and serves as the principal governance body to vet issues and proposals related to management, improvement of defense business operations driven by functional strategies, and supported by end-to-end processes.  The overarching purpose is to provide strategic level coordination of business capabilities to execute and optimize business operations ensuring execution and enterprise management of business reform and associated business IT.
 

Deputy Management Action Group (DMAG)

The DMAG provides advice and assistance to the Deputy Secretary of Defense on matters pertaining to DOD enterprise management, business transformation, and operations; and strategic level coordination and integration of planning, programming, budgeting, execution, and assessment activities of the Department.
 

General Officer Steering Committee (GOSC)

An executive board comprised of General Officers.
 

Information Technology Oversight Committee (IOTC)

 A 4-Star level committee that oversees the activities and assessments across the four Mission Areas to provide guidance and direction, prioritize investments, allocate resources, and resolve conflicts. The ITOC is co-chaired by the Under Secretary of the Army and Vice Chief of Staff of the Army, and is composed of voting and advisory members.
 

Investment Review Board (IRB)

Provides oversight of investment review processes for business systems supporting activities under their designated area of responsibility. IRB include representatives from combatant commands (COCOMs), the components, and the Joint Chiefs of Staff (JCS), who will participate as appropriate based on the types of business activities and system modernizations being reviewed and certified. The IRB review of business systems also functions as the Overarching Integrated Product Team (OIPT) review in support of an acquisition milestone decision review (MDR) for Acquisition Category (ACAT) IAM business systems.

Stakeholders

Congress

House Armed Services Committee
Senate Armed Services Committee
 

Department of Defense

Deputy Chief Management Officer
Office of the Secretary of Defense Comptroller
Under Secretary of Defense for Acquisition and Sustainment
Department of Defense Chief Information Officer
Members of the Defense Business Council
 

Army

Under Secretary of the Army/Chief Management Officer
Assistant Secretaries of the Army
Domain Leads and End-to-End Process Champions
Twelve Voting Members of the Army Business Council
Army Commands
700+ Owners of Army Business Systems

Strategy and Plans

The Army Strategy  
The Army Strategy articulates how the Total Army achieves its objectives defined by the Army Vision and fulfills its Title 10 duties.  Its primary inputs are the National Security Strategy, National Defense Strategy, and the National Military Strategy.  The strategy articulates how the Army will use its finite resources to achieve the Army Vision, and establishes a strategic approach and multiple lines of effort to achieve its Readiness, Modernization, and Reform objectives.  
 
The Army Business Strategy (ABS)  
The ABS provides a strategic foundation upon which the Army can apply enterprise approaches for the improvement of business operations to generate and sustain readiness.  The strategy addresses evolving challenges in both fiscal and mission environments.  It focuses on enabling leaders and managers at all echelons to gain and maintain awareness of fully burdened process costs and process performance, to relentlessly drive efficiency gains into business operations.
 
2019 Army Modernization Strategy (AMS)  
The AMS describes how the Total Army – Regular Army, National Guard, Army Reserve, and Army Civilians – will transform a force ready for Multi-Domain Operations, and how it will set conditions to remain a continuously modernizing Army.  The Army also synchronizes these modernization efforts using the Implementation Plan and Annual Modernization Guidance, which is published annually as annexes to the Army Planning Guidance.  , Successful implementation of this strategy requires a whole Army effort, with HQDA and each Army Command playing a key role in close coordination with the Joint Force, Congress, allies and partners, industry, academia, and other partners.   
 
2020 Army People Strategy  

The APS describes how the Army will shift from simply distributing personnel to more deliberately managing the talents of Soldiers and civilians.  This means building a 21st century talent management based personnel system by creating the policies, programs, and processes that recognize and capitalize on the unique knowledge, skills, and behaviors possessed by every member of the Army team; and then employing each member to maximum effect.


2017 Army Innovation Strategy  
Supporting the Department of Defense Agency Strategic Plan, the Army Plan, and the Army Vision, the Army Innovation Strategy (AIS) creates the culture, structures, and systems that will unleash the creativity of the entire force and enable the Army to obtain capabilities ahead of competitors and adversaries; address the use of disruptive, asymmetric tools that decrease the value of U.S. conventional weapons and equipment; and streamline processes and systems within the institutional Army.
 
Army Planning Guidance
The Army Planning Guidance (APG) provides direction and prioritization of key enduring and emerging planning issues requiring Army Senior Leader Guidance to inform program development.  The APG is published annually before the start fo the planning phase of the Planning, Programming, Budgeting, and Execution (PPBE) process.  It communicates strategic direction, priorities, and risk, and initiates planning tasks to address and resolve complex Army issues.  
 
Army Program Guidance Memorandum for the Program Objective Memorandum (APGM)

The APGM provides initial programming guidance for the development of the Program Objective Memorandum (POM).  The APGM is part of the Army Plan (TAP).