Organizational Execution Plan Presentation Template

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Nov 20, 2013 (3 years and 11 months ago)

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1

Organizational Execution Plan
Briefing Template

22 May 2013

2


Purpose
: The purpose of this Briefing Template is to provide Components and
ODOs with instructions and required format to prepare and present the OEP Brief
for submission. This template is a critical part of the DBS Investment Management
Process Guidance, specifically the Organizational Execution Plan Briefing Elements
section (found in 2.2).


Instructions for the submission slides are provided in the notes section for each
slide.


For instructions to complete this template, click View
-
> Notes Page in the PowerPoint menu.


Charts were placed
in the OEP briefing template to show where charts
conceptually fit in the OEP briefing. All charts requesting data must be submitted
in the excel spreadsheet. For MILDEPs, all data must be submitted by each
respective OEP Chapter submission


Submit the completed OEP Brief (PowerPoint and Excel files) via signed e
-
mail to
IRB.Support.Staff@osd.mil

no later than 14 June 2013.


When submitting, please name the attached files using the following naming convention:
Component name_chapter name_OEP_submission date. For example, “Army_FM_OEP_14062013”.
(‘Chapter name’ not applicable to ODOs because they submit one combined OEP)




Template Overview

3

Sample
*

Portfolio Business Summary

Primary Business Process Operations

Portfolio Certification Request:

Sample Portfolio Introduction

Our
acquisition and logistics management function obtains spare parts from defense suppliers, receives and stores them, and provi
des

them to Component customers. Approximately $600M of inventory is acquired annually, with annual business costs of approximat
ely

$150M.
Request certification of $38M for 6
IT
systems.
Our IT funding request this year will have a focus on development and
modernization to improve efficiency of our warehousing function
.


Contracting

Processes
requires approximately
$29M of the $150M annual business cost (direct
and indirect)


Receipt and
Warehousing Processes
absorbs
approx. $39M of the $150M business costs
(direct and indirect
)


Order
Fulfillment
and
Distribution Processes
requires approx. $42M of the $150M (direct
and
indirect
)


Other costs
(
e.g., management, business
information) absorb
approx. $2m of the $150M


IT infrastructure costs

$38M of the $150M


Major

Cost Drivers


Contract writing


transaction volume /
complexity of contracts drive labor volume
hours/labor costs due to cycle time


Receipt and warehousing


transaction
volume with cycle time *
labor
hours/labor
costs and equipment operational costs


Order fulfillment and distribution
-

transaction volume with cycle time * labor
hours/labor costs and equipment operational
costs


Etc.


Cost business rules drive the above

4

Sample
*

Strategic Alignment

Goal/ Objective
ID#
Goals and Objectives
IT
BPR
Cost
Measure
Functional
Strategy
SMP Strategic
Alignment
ACQ/LOG #1
Improve the efficiency of the
warehousing receipt function to
reduce warehousing costs by 20%
using a computerized warehouse
management system
Y
Y
Y
Y
ACQ & LOG 1.7 &1.9
SMP goal 4.8, 6.1, 6.4
ACQ/LOG #2
Reduce the costs of outgoing
shipments by at least 10%
through improved consolidation of
shipments through better use of
the computerized order fulfillment
and contracting systems, by
improving their process
interoperability.
Y
Y
Y
N
ACQ & LOG 2.1
SMP Goal 4.1
ACQ/LOG# 3
Improve the efficiency of the
warehousing order fulfillment and
distribution function to improve
inventory release for On time
delivery by 30% using a
computerized warehouse
management system
Y
N
N
Y
ACQ & LOG 2.1
SMP Goal 4.8, 6.4
FM# 1
Improve the efficiency of the
warehousing inventory activity to
help achieve audit readiness by FY
2015 using a computerized
warehouse management system
Y
Y
Y
y
FM 2.1 & 2.4
SMP goal 2.1
I&E #1
Reduce the equipment
operational energy use at least 5%
by shifting to more energy
efficient forklifts and other
warehousing equipment,
supported by using a
computerized warehouse
management system to better
schedule equipment use
N
Y
N
N
I&E 5
SMP Goal 5
5

Sample
*

Performance Measures

Goal/Objective
ID#
Benefit of Goal/Objective
Measure
Implementation Date
ACQ#1
Cost savings which equate to overall reduction in
portfolio - Achieve a $5M direct cost savings of
20%.
Receipt and
warehousing direct
labor costs.
FY 2015
LOG#2
On time delivery - amount delivered to customers
on time and in full. Increase on-time delivery by
at least 25% above baseline.
On-time delivery
(logistical efficiency)
End of FY 2015
FM#3
Certificate of audit readiness – Demonstrates
advancements in becoming fully auditable in
FY17. 75% increase to overall portfolio audit
readiness
Audit Readiness
End of FY 2015
6

Sample
*

Portfolio
Defense Business IT Systems
Summary

Covered DBS by
Certification FY 2014 Funding Request

Planned

and Actual
Funds by Fund
Type DM

& CS

(past and over
FYDP)


Covered DBS by
Transition Plan State

(past and over FYDP
)

OEP Certification Request:

# of DBS in OEP:


Covered DBS by Functional Area

(Use this for Other than MILDEPS)

0
5
10
15
20
25
30
35
40
FY 2012
FY 2013
FY 2014
FY 2015
FY 2016
FY 2017
FY 2018
$M

DM
CS
0
2
4
6
8
10
FY 2012
FY 2013
FY 2014
FY 2015
FY 2016
FY 2017
FY 2018
Covered DBS

Legacy
Core
55

105

20

65

100

6

Financial Management
Acquisition & Logistics
Defense Security
Enterprise
Installations &
Environment
Human Resources
Management
Enterprise IT
Infrastructure
0
0.5
1
1.5
2
2.5
3
3.5
4
4.5
0-4M
<5-10M
<11-15M
<16-25M
<25-50M
Coveed DBS

FY14 Certification Request Dollars Ranges

Covered DBS

Covered DBS
7

Sample
*

IT Efficiency

Include any notes here.

IT Efficiency
System(s) by
Acronym, if
applicable
Cost efficiency ($)
% IT Efficiency
Reduction
Efficiencies Realized or
Planned
Enterprise software
licensing
DFBS, NEWGEN_PPBE
$3M
15%
Realized
Reducing
duplicative systems
MMS
$2M
10%
Planned
Data center
consolidation
All
$3M
10%
Planned
Cloud computing
“Cloud First” policy
SAFESYS
$0.5M
15%
Planned
TOTAL
9.5M
8

Portfolio Accomplishments


Expected FY2013 end of year business
results/outcomes


Define
major business
results/outcomes
bound by
a measurable
benefit that
are expected to be
realized in
FY2014


9

PCA Results


Changes in transition plan state from FY2013 OEP


Systems sunsetted in previous year (FY2013)


Provide actions taken and associated cost avoidance for
sunsetted systems


Certification requests not recommended by PCA


<<insert certification requests not recommended>>


<<insert certification requests not recommended>>

10

Sample*
Compliance: Mandatory Enterprise
Standards

Mandatory Enterprise
Standards
Compliant
(Yes/No)
Cost Estimate to
Comply
Compliance Suspense Date (Projected or
Achieved)
Standard Financial
Information Structure
(SFIS)
Yes
N/A
Feb-13
Common Human
Resources Information
Standards (CHRIS)
No
$1M
Dec-13
11

Sample*

Portfolio Enterprise Resource Planning
(ERP)

ERP Capability
Sunk Cost
Measures
BPR opportunities
ERP DITPR ID and Acronym:
BENEFITS:
ERP Capability
Sunk Cost
Measures
BPR opportunities
ERP DITPR ID and Acronym:
BENEFITS:
12

Sample*
Compliance: Mandatory Enterprise
Systems

Mandatory Enterprise
Systems
Implemented?
Use /
Data Feed/
Data Pull
Implementation
Suspense Date (Projected
or Achieved)
Any Explanations
Fourth Estate
Manpower Tracking
(FMTS)
DITPR ID:1234
Yes
Yes – data fed to
Feb-13
N/A
SPS
No
No – using EPS
TBD
Explain
13

Sample
*

Roadmap
to the
Target Environment
and a
Corresponding Execution Timeline (SV
-
8)

14

Sample
*

Portfolio Risks and Challenges

Area
Risk or Challenge (to cost, schedule, and
performance)
Mitigation/Resolution
Constraint on
mandatory use of
specific systems
Requires IT development to support the needs
of legacy systems which forces ERPs to develop
outmoded solutions (e.g. the mandatory use of
WAWF).
PM ongoing solution analysis to enable the
best way ahead to prevent outmoded solutions.