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Frequently Asked Questions for BEA |
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The BEA is the enterprise architecture for the DoD Business Mission Area (BMA)
and defines the DoD business transformation priorities, the Business
Capabilities required to support those priorities, and the combinations of
Enterprise Systems and Initiatives that enable those capabilities. |
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BEA 11.2 can be found at http://bea.osd.mil. For BEA versions older than 11, please Contact Us. |
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The BEA is critical to the DoD because it defines business transformation priorities, business capabilities required to support those priorities, and systems and initiatives that enable these capabilities. The BEA articulates the future vision of change within the Department's business enterprise. The BEA guides and constrains implementation of interoperable defense business system solutions as required by the National Defense Authorization Act (NDAA) and guides information technology (IT) investments to align with strategic Business Capabilities as required by NDAA, Clinger-Cohen and supporting Office of Management and Budget (OMB) and Government Accountability Office (GAO) policy. |
How are the BEA, the Agency Strategic Plan (ASP), Enterprise Transition Plan (ETP) and Congressional Report related?
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The ASP is the key driver for development of the BEA. BEA development efforts focus on
alignment with the SMP defined goals and objectives. The SMP sets the strategic direction
for the Department's business operations. The transformation effort guiding BEA
development continues to focus on SMP alignment, providing tangible outcomes for a limited
set of priorities, and developing architecture that is integrated, understandable and actionable.
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The Core Business Missions (CBMs) are a defined area of responsibility with functions and processes that provide end-to-end support to the warfighter and articulate business transformation requirements into the BEA from the Strategic Management Plan (SMP). The SMP sets priorities and provides strategic direction for Departmental business operations to enable business transformation within the DoD. The five Core Business Missions are: Financial Management (FM), Human Resources Management (HRM), Materiel Supply & Service Management (MSSM), Real Property & Installations Lifecycle Management (RPILM), and Weapon System Lifecycle Management (WSLM). These five CBMs are represented by the Under Secretaries of Defense that lead various business initiatives and ensure business outcomes are addressed and implemented.
Human Resources Management (HRM) HRM encompasses all functional processes required to acquire, train, manage, pay and provide benefits to the military and civilian personnel in the DoD (throughout their careers and beyond), as well as support family members, veterans, retirees, volunteers and contractors. A primary objective of the HRM CBM portfolio is to provide accurate human resources information to decision makers such as numbers, competencies (occupations, skills, education and training), reception accounting, individual readiness, patient accountability and status reporting, individuals' unit and location, and assigned duty within organizations. This mission includes ensuring that Combatant Commanders have access to timely and accurate data on personnel that includes their skill sets and competencies. Material Supply and Service Management (MSSM) The Materiel Supply and Service Management Core Business Mission covers DoD's supply chain, responsible for ensuring enterprise business capabilities to maintain readiness for the warfighter and sustain the force at a level of performance that meets or exceeds Combatant Commander's requirements. The key elements of MSSM include the planning, sourcing, procurement, contract management and oversight, operational contract support (OCS), making and manufacturing, maintenance and repairing, performing logistics and field services, sustainment operations, delivery of property and forces, retail sales, and the return or retrograde of all classes of supply (materiel), and forces (deployments). Real Property and Installations Lifecycle Management (RPILM) The Real Property and Installations Lifecycle Management provides the warfighter and Core Business Missions (CBM) access to near-real time secure, accurate and reliable information on real property assets and environment, safety and occupational health sustainability. Weapon System Lifecycle Management (WSLM) The Weapon System Lifecycle Management (WSLM) Core Business Mission is responsible for the full lifecycle management -'cradle-to-grave'- of Defense acquisition of weapon systems and automated information systems to include requirements, technology, development, production, sustainment, and disposal. Refer to the BEA 11 Core Business Mission section for more detailed descriptions of each CBM. The Defense Business Systems Investment Management Process Guidance of June 2012 also describes the new IRB process that introduced the concept of Functional Strategies. "Informed by the Quadrennial Defense Review (QDR) and the DoD Strategic Management Plan (SMP), Functional Strategies will provide guidance to DoD Components on the strategic vision, goals, priorities, outcomes, measures and any mandatory enterprise solutions for a given Functional Area." There is a general alignment between the new Functional Areas and the Core Business Missions (CBM) that are represented in the BEA. For BEA 10.0 the CBM naming conventions will be maintained due to time constraints imposed by the February 14, 2013 delivery date. |
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The scope of the BEA is defined within the End-to-End (E2E) Framework, which are integrated Business Flows which span both functions and organizations. The BEA includes functions, processes, rules, data or standards that are required to be used in a standard manner to support or describe the DoD business enterprise. Scope is further defined by the SMP to meet the strategic outcomes identified therein. Priorities may change as articulated or directed by DoD senior leadership to meet mission and strategic objectives. |
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Each BEA release addresses selected architecture gaps identified in the previous release's AV-1 Findings and Recommendations, the Functional Strategies and Organizational Execution Plans (OEP) and the Enterprise Transition Plan. In addition to new content, the current release includes architecture maintenance work to clarify existing content and improve the usability, production, visualization and functionality of the architecture. Refer to the BEA 11.2 Summary for a detail description of changes. |
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No. The BEA is an enterprise-level transformation architecture. Under the tiered accountability paradigm, specific solutions will be developed at the Component and Program level, based upon BEA requirements. |
Yes. BEA 11 aligns with DoDAF 2.0 naming conventions for products where applicable, such as Capability Viewpoint, Data & Information Viewpoint, Standard Viewpoint, and Services Viewpoints. The BEA 11 products are listed in the table below:
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The main focus areas for BEA 11.2 support the intended uses of the architecture: FY2015 - FY2018 Agency Strategic Plan (ASP), the Department will focus its efforts to improve overall management of its business system investments in five areas:
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The Defense Business Systems Investment Management Process Guidance of June 2012 describes how the BEA will be incorporated into the DoD
business transformation effort This new investment management approach will allow for an expansive and thorough look at how investments
within a given functional or organizational portfolio fit and help to ensure that the Department is making smart investments that align to
mission priorities. The process focuses on DoD Components taking responsibility for reviewing and aligning all business system investments
within their Component prior to bringing their Organizational Execution Plan to the DBC. This process also helps to align a number of other
statutorily required activities. Functional strategies will help to expand and refine the Department's Agency Strategic Plan.
Organizational Execution Plans will serve as the basis for the Department's Enterprise Transition Plan (ETP), become the "Target Defense
Business Systems Computing Environment," and be incorporated into the Department's BEA.
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| The Office of the Chief Management Officer (OCMO) annually releases the enterprise architecture for the DoD Business Mission Area (BMA) to help defense business system owners and program managers make informed decisions in support of the Department. Annual releases are concurrent with the release of the March Congressional Report. Informational releases are delivered on an interim basis to serve as a "snapshot" of ongoing development efforts and reflect informational content updates to the latest official annual release of the BEA. |
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The BEA content is developed by the stakeholders from the Principal Staff Assistants (PSA) in conjunction with DoD Components and Agencies. The CMO coordinates requirements gathering, BEA development, integration and technical DoDAF solutions. Refer to the Architecture Product Guide (APG) for specific guidance on development of each product in the BEA. |
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The version of the BEA to be used during investment reviews will be announced at the start of the Fiscal Year for the investment review and Organizational Execution Plan (OEP) development cycle that begins in the 3rd quarter of that same Fiscal Year. Interim BEA releases for information and planning purposes may be announced periodically prior to a Fiscal Year's start. |