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| Name | Description |
|---|---|
| Account for Personnel | This diagram is associated with accounting for time, absence, and labor, managing absence request, managing leave sell-back, managing an unauthorized absence, accounting for personnel casualty, tracking personnel location and managing visibility of the availability of Human Resources (HR). The visibility of HR does not include documenting the information related to a persons availability, but merely allows for the visibility of this information in a meaningful context. |
| Administer Financial Assets and Liabilities | Administer Assets and Liabilities encompasses identifying, classifying, valuation and management of financial (fiscal) assets, accounts receivable and liabilities as accounts payable from acquisition or inception to disposal or liquidation. It includes the following decomposed diagrams: (1) Manage Receivables; (2) Manage Investments; (3) Manage Liabilities; and (4) Manage Entitlement. Administer Assets and Liabilities encompasses Manage Receivables which identifies, establishes, applies collections, monitors and adjudicates receivable balances. It includes recording the receivable; recognizing revenue earned; applying cash receipts; aging receivables; and it can include collection of administrative fees, interest, and penalties. It also includes write-offs, and debt adjudication based on the debt compromise procedures, suspension and termination of debts; write-offs and discharged debts; or a collection of commercial debts determined to be delinquent. Other individual out of service debt may be liquidated through involuntary salary and/or administrative offset. Administer Assets and Liabilities encompasses the Management of Investments which involves the management and recording of securities (including purchase, sale and amortization) held for the production of investment revenues, net of premiums and discounts. Administer Assets and Liabilities encompasses Managing Liabilities which includes recognizing and monitoring amounts owed to federal or nonfederal entities, including individuals, by the Department of Defense based upon physical performance or implied performance. It entails monitoring payables and accruals, recording the events related to the receipt of a request for payment; and verification of payment for liabilities as related to either an asset and/or expense. Administer Assets and Liabilities encompasses Manage Entitlement which includes calculating the amount to be paid as a result of a commercial vendor having provided materiel or services to the DoD. It entails a three way match between the contract, the receiving report, and the Certified invoice. This results in generating a Certified Business Partner Pay file which is sent to disbursing. |
| Administer Personnel Grade Change | Administer Personnel Grade Change is associated with the management of the eligibility, validation, authorization, execution, and documentation of the promotion or demotion processes. |
| Conduct Program Management | This diagram describes activities for the designated authority who is responsible for planning, organizing, staffing, controlling and leading the combined efforts of participating /assigned civilian, and military personnel organizations for the management of Defense Acquisition Programs throughout the lifecycle. |
| Conduct Sourcing | This diagram describes activities, including their inputs and outputs, for processing sourcing requirements, developing a sourcing strategy to best satisfy the requirement, executing the sourcing strategy through solicitation and development of sourcing vehicles with commercial and government sources, and the management of the contract or intragovernmental order for goods and services.� This includes the management of the sourcing process to procure goods and services, including the awarding of the contract and agreements or intragovernmental orders, receipt and acceptance of contract or order deliverables, monitoring the contract, intragovernmental order and agreements, and contract or order close-out.� These activities are constrained by the FAR and DFARS, Accounting Policy, SFIS, and ESOH Control Requirements and are supported by mechanisms that include individual systems, such as Standard Procurement System (SPS), or a collection of systems, such as the Integrated Acquisition Environment (IAE), which are detailed further in the SV-5. |
| Deliver Education Programs | This diagram is associated with identifying available education resources, managing education enrollment, conducting education courses, and evaluating education courses and instructors. |
| Deliver Individual Training Course | This diagram is associated with administering the training course which includes identifying available individual training course resources, managing individual training course enrollment, conducting and analyzing individual training course. |
| Deliver Property and Forces | This diagram describes activities, including their inputs and outputs, for issuing, transporting, and delivering property, materiel, and forces. This activity model is triggered upon receipt of a customer order. Supply chain resources to fulfill the order are identified, reserved, and scheduled. Orders are consolidated into shipments, optimal modes and routes are determined, and carriers are selected. If the original customer order is a product order, then materiel is picked, packed, staged and shipped. If the original order is a military lift request, passengers and related equipment are assembled, marshaled, and transported. This activity model also includes managing inbound shipments at a storage location (e.g., warehouse) and the delivery of materiel for return or disposal. As referenced by the Supply-Chain Operations Reference (SCOR) Model for Deliver. |
| Deliver Quality of Life Programs | This diagram is associated with administering a Quality of Life (QoL) program(s) (e.g., Morale, Welfare and Recreation (MWR), Human Resources Recovery Coordination Program (RCP), Social Action Programs, and Family Support Services). This includes program execution (e.g., enrollment, counseling, providing on-going support, performance and financial reporting). |
| Develop Education Programs | This diagram is associated with identifying education requirements, developing education course curriculums, and determining education resource requirements. |
| Develop Individual Training Course | This activity is associated with identifying, creating, maintaining individual training courses and determining individual training course resource requirements. |
| Dispose or Return Property and Materiel | This activity model describes activities, including their inputs and outputs, for disposing of property and materiel, and returning goods and equipment back into the supply chain when they are received in error, in excess of required quantities, or defective, obsolete, damaged, or worn until rendered no longer useful in their current condition. Returns and disposal requirements are identified, authorized by an inventory manager or repair facility, and scheduled. Return transfer (i.e., delivery) is performed in the Deliver Property and Forces Activity Model. The receiving warehouse is provided advance information concerning the return to include special handling instructions. Disposal actions occur in the Dispose Property or Materiel activity. This activity also includes the disposal of real property assets by demolition or transfer. As referenced by the Supply-Chain Operation Reference (SCOR) model for Return. |
| Execute Acquisition Management Integration | Execute Acquisition Management Integration encompasses the acquisition oversight, transformation, policy, and resource analysis performed by a specific skill set, discipline, or broad business area. These activities will be properly represented and expanded upon in future iterations of the BEA. Only Operational Activities that are the focus of this release have been assigned ICOMs. Activities that were not the focus of this release have been included on this diagram to ensure consistency with the BEA Operational Activity Node Tree. ICOMs for these Activities will be determined and shown in later BEA releases. |
| Execute DoD Acquisition | Execute DoD Acquisition encompasses the activities related to the conceptualization, initiation, design, development, testing, contracting, production, deployment, Logistics Support (LS), modification, and disposal of weapons and other systems, supplies, or services (including construction) to satisfy DoD needs, intended for use in, or in support of, military missions. Only Operational Activities that are the focus of this release have been assigned ICOMs. Activities that were not the focus of this release have been included on this diagram to ensure consistency with the BEA Operational Activity Node Tree. ICOMs for these Activities will be determined and shown in later BEA releases. |
| Execute Planning Programming and Budgeting | Execute Planning, Programming, and Budgeting determines the primary resource allocation process for all DoD. It is one of three major support systems for defense acquisition along with JCIDS and the Defense Acquisition System. The SECDEF establishes policies and strategies for the Department and uses this information as a guide for resource allocations decisions. This diagram is initiated by the executive level planning that will generate the strategic objectives and goals of the Department of Defense. These strategic objectives and goals will be used as the basis for the development of performance-based programming and budgeting as mandated by OMB. Upon completion of the programming and budgeting activities, the DoD's budget request will be submitted for inclusion to the President's Budget submission. This diagram determines the actions to support the congressional budget hearing review, including preparation of testimonial documents and appeal materials. This diagram also tracks the changes to the budget proposals as results of congressional actions before the appropriation and authorization is enacted that will establish the budget authority as the beginning of the execution process. |
| Execute Program | This diagram describes activities that provide the leadership and resources required for execution of a Defense Acquisition Program as approved. This includes standing up all aspects of the program organization, oversight, reporting and program controls. |
| Execute the DoD Decision Support System | Execute the DoD Decision Support System encompasses the collection and integration of the three principal decision-making processes DoD employs to identify military capability needs, conduct strategic planning, develop materiel and non-materiel solutions, allocate resources, and acquire weapon systems and automated information systems. These decision processes include: the Joint Capabilities Integration and Development System (JCIDS); the Planning, Programming and Budgeting System (PPB); and the Defense Acquisition System. Only Operational Activities that are the focus of this release have been assigned ICOMs. Activities that were not the focus of this release have been included on this diagram to ensure consistency with the BEA Operational Activity Node Tree. ICOMs for these Activities will be determined and shown in later BEA releases. |
| Manage Accession | This diagram is associated with determining applicant qualification, performing induction, and updating accession information. |
| Manage Acquisition Business Functional Areas | Manage Acquisition Business Functional Areas encompasses the acquisition or acquisition-related operations and/or activities performed by a specific skill set, discipline, or broad business area. Only Operational Activities that are the focus of this release have been assigned ICOMs. Activities that were not the focus of this release have been included on this diagram to ensure consistency with the BEA Operational Activity Node Tree. ICOMs for these Activities will be determined and shown in later BEA releases. |
| Manage Acquisition Oversight Integration | Manage Acquisition Oversight Integration encompasses the activities of managing and integrating acquisition oversight performed by DoD, DoD components and congressional committees of DoD programs to determine current status, ascertain if the requirements are achievable and/or require modification. These activities include capabilities based acquisition, periodic and ad-hoc reporting, and acquisition assessments. |
| Manage Assignment | Manage Assignments is associated with identifying personnel that are qualified and available for temporary or permanent assignments. This will include the administer assignment action, perform out-processing of personnel, perform in-processing of personnel, generate assignment orders, and process assignment elections personnel action request activities. |
| Manage Assignment and Transfer | This activity is associated with assigning or placing Department of Defense (DoD) members, employees, and designated contractors to positions (e.g., in-processing selected candidate, providing placement advisory services, processing placement actions, and determining benefit eligibility). |
| Manage Benefits | Manage Benefits supports DoD Quality of Life programs. It also includes indirect compensation, wage supplements, indirect payments, and provision of Morale, Welfare, and Recreation Programs (including Chaplain programs, commissary, exchange, and other Non-Appropriated Fund (NAF) operations). The activity is associated with medical, dental, life, and long-term insurance; pension/retirement; flexible spending; disability benefits; entitlements; benefits eligibility, including management of housing and educational benefits, enrollment and termination; tracking of health care administrators; savings management (Thrift/Bonds); and benefits reporting. |
| Manage Compensation | This diagram is associated with determining eligibility, authorizing pay, determining earnings and deductions, executing payroll, and managing reimbursements. It includes: special pays, allowances, Human Resource (HR) entitlements, travel vouchers, pay adjustments, allotments, bonds, garnishments and offsets, as well as payroll and tax withholding reporting (e.g., leave and earnings statement, personal statement of military compensation, W-2 statement of wages). |
| Manage Compensation and Reimbursements | This diagram is associated with determining eligibility for reimbursement or compensation, determining reimbursement amount, earnings and deductions, authorizing reimbursement payments, and certifying the reimbursement expense and payroll information. Compensation and reimbursements may include (but not be limited to) special pays, allowances, Human Resources (HR) entitlements, travel vouchers, pay adjustments, allotments, bonds, garnishments and offsets, as well as payroll and tax withholding reporting (e.g., leave and earnings statement, personal statement of military compensation, W-2 statement of wages). |
| Manage Competencies | This diagram is associated with developing, validating, and documenting a person's competencies (capability to apply knowledge, skills and abilities) needed to accomplish organizational goals. This activity also includes testing for competency and capturing credentials and civilian acquired skills. |
| Manage Education | This diagram is associated with conducting and managing all aspects of Department of Defense (DoD) and Service development programs (resident and distributed learning) targeted on preparation of general competencies related to multiple DoD occupational tasks (related competency examples: general leadership, management, general knowledge in a field such as accounting) . This activity also includes specifying eligibility, administering operations support, and managing higher education (degree granting) programs (DoD funded at both DoD and civilian institutions), DoD Programs with Industry and schools covered within the National Defense University (i.e., National War College, the Industrial College of the Armed Forces, the Joint Advanced Warfighting School, and the Joint Forces Staff College), and the Services' Command and Staff colleges and War Colleges. |
| Manage Energy | This diagram pedicts all energy program tasks needed to manage facility energy reporting, facility energy goals, and facility energy analytics are executed. |
| Manage Family Support | This diagram is associated with managing family support services (e.g., orientation, deployment support, relocation assistance, information and referral, child care, youth recreation and development) for Members, authorized DoD Civilians, and their families. This includes conducting a needs assessment, managing Family Support program coordination, performing follow-up on services and conducting evaluation of family support programs. This also includes updating the personnel and pay record to document services provided. |
| Manage General Ledger Transactions | Manage General Ledger Transactions encompasses accounting for assets, liabilities, fund balances, revenues and expenses associated with the maintenance of federal funds and expenditure of federal appropriations (salaries and expenses, operation and maintenance, procurement, working capital, trust funds, etc.). In accordance with applicable federal standards (FASAB, Treasury, OMB, GAO, etc.) the activity also includes posting all financial transactions to the general ledger, as well as the closing and review processes. |
| Manage Geospatial Information and Services | This diagram dipicts planning, organizing, and executing the design, development, collection, maintenance, sustainment and analysis of geospatial information and systems. Implementation of this activity model seeks to enrich current geospatial visualization by leveraging the net-centric data strategy goals as defined in DoDD 8320.02. Enhancements to existing Defense Installation Spatial Data Infrastructure (DISDI) visualization capabilities are required to overcome current limitations in enterprise discovery, access, and comprehension of I&E geospatial data assets. This effort will support timely and seamless access to a common set of mapping information and tools, while reducing redundant acquisition of geospatial resources across DoD. Linkages of Component visualization architectures and capabilities will support a variety of operational requirements, such as joint basing, by providing a mechanism by which all authorized personnel can more efficiently utilize DoD data assets to support their mission. |
| Manage Human Resources Information | This diagram is associated with managing Human Resource Information (i.e. Human Resource Profiles and Human Resource Record). This diagram also includes the creation, maintenance, use, and execution of disposition actions for Human Resource Information. Human Resource Information is for limited access to authorized personnel only. |
| Manage Human Resources Management Policy and Guidance | This diagram is associated with developing and coordinating the Human Resources Management (HRM) policy and guidance and providing a decision on the proposed HRM policy and guidance. |
| Manage Human Resources Organizational Infrastructure Support | Manage Human Resources Organizational Infrastructure Support oversees the enterprise organizational infrastructure necessary to sustain legal mandates for legal personnel affairs, safety programs, law enforcement, personnel security, and human resources contact and relations. |
| Manage Human Resources Profiles | This diagram is associated with the management of consolidated Human Resource Profiles (e.g., recruiting, assignment, personnel/pay, benefit and medical). This diagram includes the creation, update, and consolidation of Human Resource Profiles. |
| Manage Human Resources Record | This diagram is associated with managing the Human Resource Record (e.g., recruiting, assignment, personnel/pay, benefit and medical). The Human Resource Record includes (but may not be limited to) electronic data, document images, medical x-ray films, Military Morale, Welfare, and Recreation (MWR) workshop safety certifications, installation library resource checkouts, and On the Job Training (OJT) training checklists. This diagram includes the creation, maintenance and correction of the Human Resource Record. |
| Manage Individual Training Course | This diagram is associated with developing and delivering individual training courses. This includes formal classroom, on-the-job and correspondence training courses aimed at enhancing a person's capacity or competency to perform specific tasks and/or enhance a specific skill set (e.g., weapons training, mechanics, and flight school). |
| Manage Integrated Program Activities | This diagram describes activities that collect, manage, analyze and control program specific information to monitor program execution. |
| Manage Learning | This diagram is associated with managing individual training course and education. |
| Manage Military Personnel Transfer | This diagram is associated with transferring a Member to a different Military Service, component within a Military Service, Reserve Category, Military Personnel Class, transferring a Member to/from Active Duty, and generating a transfer order. |
| Manage Military Recruiting and Accession | This diagram is associated with managing recruiting, managing accession, and managing the recruiting and accession waiver process. |
| Manage Organization | Manage Organization encompasses all activities associated with managing the human resources infrastructure for DoD organizations. It includes managing the implementation of DoD mission plans by formulating force structure, strength projections, accession targets and distributing peacetime authorizations and wartime requirements. |
| Manage Performance | Manage Performance is associated with the management of the performance evaluation and promotion or demotion processes. |
| Manage Personnel Development | This diagram is associated with enhancing a person's personal and professional skills, such as managing personnel classification, competency development, and career path. This diagram also includes capturing a person's credential information, identifying training and education eligibility requirements, managing class seat quotas, courses, resources, as well as cataloging and scheduling personnel development resource utilization. |
| Manage Personnel Distribution | This activity is associated with managing the distribution of personnel consistent with the allotment of funds, availability of personnel, and guidance from manning documents. This activity also includes developing personnel distribution plans, coordinating the personnel distribution plan implementation, and providing personnel requirement request decisions. |
| Manage Personnel Promotion | This activity is associated with supporting the management of the promotion eligibility, selecting promotions, and executing the promotion for both enlisted and Officer Members. This activity also includes using promotion criteria and a promotion appeal package to make a decision to promote personnel. |
| Manage Personnel Retention | Manage Personnel Retention is associated with management of the transition process, extensions of enlistment contract, and reenlistment. |
| Manage Personnel and Pay | Manage Personnel and Pay encompasses all functions associated with entry to/exit from the organization; profile record management; career development and management; execution of human resources policies, procedures, and employee information management; and administering, authorizing, and calculating pay. It includes the following: accession, recruitment, strength management, placement and assignment, position fill management and classification, budget justification, resource utilization projections, adverse actions, time and attendance tracking, human resources reporting, education, training and development, competency management, performance review and administration (including the promotion process). This also includes pay administration and policy, leave calculation, annuitant and retirement pay, special pay and entitlements, pay authorization and calculation, pay adjustments, allotments, bonds, garnishments and offsets, Thrift Savings Plan calculation, payroll and tax reporting, travel pay, and other reimbursables. |
| Manage Procurement Entitlement | This diagram describes activities, including their inputs and outputs, for processing a request for payment from vendor, or other party owed by the government, as a result of having provided material or services to the DoD, including but not limited to payment for contracted goods or services, and miscellaneous payments. This includes the determination of any adjustments to the initial payable for holdbacks, discounts and interest due to the vendor in accordance with the contract and the Prompt Payment Act. The interactions with the Disbursing function and other interested parties (i.e., vendor, contract administrator, Treasury Department) are also depicted. These activities are constrained by the FAR and DFARS, Accounting Policy, SFIS, and are supported by mechanisms that include individual systems, such as Defense Agencies Initiative (DAI). |
| Manage Property and Materiel | The Materiel Visibility & Real Property Accountability activity model depicts the combined Logistics and Installations and Environment enterprise-level business activities essential to documenting and directing base operations which include space utilization, allocation and planning functions, maintenance and sustainment, repair, minor construction, inventory and accountability of property and materiel owned, leased, or borrowed by DoD, along with the activities necessary to deliver, return, or dispose property and materiel. This diagram also shows the activities necessary for storing, holding and safeguarding property and materiel and receiving, picking, packing, shipping, and fulfilling an order. The main taxonomy of this diagram shows how the Sourcing activities provide information describing the products or services, delivery schedules, quantity, price, and other terms and conditions communicated between a buyer and a seller. Approved program funding levels are received from Planning along with business unit performance goals, objectives, and financial and non-financial resources needed to accomplish business goals and objectives of the program. The Deliver Property and Materiel activity receives a request for goods to trigger a requisition thus triggering the receipt and acceptance of incoming goods. After an asset enters Department of Defense (DoD) asset accountability, the asset record gets updated by the execution activities to maintain current information throughout its lifecycle. The asset record is a critical piece of information to logistics total asset visibility and to clean audit. Asset records are updated for inventory accountability and valuation, minor construction, space utilization, delivery, and disposal of personal property and materiel. Once updated, the asset record is passed to the general ledger. Consumable, personal, and real property records are useful to facilitate the maintenance and sustainment of property and materiel. This consumable, personal and real property information allows various statuses and actions to be captured. This diagram also shows the importance of tracking space utilization and the allocation of real property. The information associated with tracking the status of real property space also generates information to update the asset record which is then provided to Human Resources Management. Depreciation and amortization schedules are constraints imposed by Financial Management. |
| Manage Quality of Life | This activity is associated with maintaining or improving personnel's quality of life. This includes developing policies, future plans, revenue-producing and cost saving initiatives to support Quality of Life programs and to provide technical assistance as requested. Quality of Life programs include support for Morale, Welfare and Recreation (MWR), Family Support Services, and Casualty Assistance, providing budget and program related guidance, and providing policy and oversight. Quality of Life needs and the programs and actions to address them, are categorized under two general headings: living conditions and duty environment. |
| Manage Receivables | Manage Receivables identifies, establishes, applies collections, monitors and adjudicates receivable balances. It includes the following decomposed diagrams: (1) Establish Accounts Receivable; (2) Manage Accounts Receivable Balance; (3) Manage Billing; and (4) Manage Delinquent Debt. Manage Receivables is an undertaking to claim cash and/or other assets from entities, either based on legal provisions, such as a payment due date, or goods tendered or services rendered and debts due to the Department of Defense. It includes recording the receivable; recognizing revenue earned; applying cash receipts; aging receivables; and it can include collection of administrative fees, interest, and penalties. Manage Receivables also includes write-offs, and debt adjudication based on the debt compromise procedures, suspension and termination of debts; write-offs and discharged debts; or collection of commercial debts determined to be delinquent. Other individual out of service debt may be liquidated through involuntary salary and/or administrative offset. |
| Manage Recruiting and Accession | This diagram is associated with managing recruiting, managing accession, and managing the recruiting and accession waiver process. |
| Manage Separation and Retirement | This diagram is associated with terminating affiliation with accessed persons (e.g., military, civilian, coalition force members, volunteers, and contract personnel) by the Department of Defense (DoD). This diagram may include (but not be limited to) managing voluntary military separations (e.g., resignations, contract completion), managing involuntary military separations (e.g., adverse actions, death), managing military retirements, managing civilian personnel separations/retirements, non-DoD personnel separations, and managing transition assistance programs. Both separations and retirements are implemented through appropriate activities which include issuing and updating checklist items (e.g., tasks and appointments), performing final out-processing functions (e.g., exit interview, travel arrangement), documenting the termination of the specific affiliation, initiating transfer actions where appropriate, and identifying losses which are then used to identify replacement needs. |
| Manage Travel | Manage Travel documents all types of official travel (e.g., initial hire / first duty station travel, temporary duty (TDY) travel, and permanent duty travel (PDT)). This includes verifying a travel authorization, required documentation, and traveler's eligibility and credentials (e.g., security clearance, passport, visa, and foreign area clearance); initiating and finalizing travel requests and authorizations; gathering information necessary to create a travel authorization for individual or group travel; verifying funds availability; arranging travel accommodations (e.g., airlines, rental car, and lodging); estimating travel costs; completing and issuing travel authorizations to the traveler and Financial Management to obligate funds; and capturing Traveler visibility and related travel execution information needed to initiate the Traveler's reimbursement. |
| Manage and Sustain Personnel | Manage and Sustain Personnel is associated with the actions necessary for the daily support of a person's linkage to DoD. This includes a person's relation to positions, tracking time and attendance within those relationships, managing daily performance/career progression, and legal documentation associated with the management of the transition process, extensions of enlistment contract, and reenlistment. Provisions for exceptional activities involving adverse actions and grievances are also addressed. This also includes oversight of military retirees and inactive reservists. |
| Manage the Department of Defense Business Mission | The Manage the Department of Defense Business Mission (A0) activity model diagram represents the first level decomposition of the Manage the Department of Defense Business Mission activity shown on the A-0 context diagram. The activities shown in this A0 diagram are the core high level activities performed by the DoD Business Mission Area (BMA) in support of the warfighter, and are the same activities shown in the first decomposed line of the activity node tree. Each of the activities shown have child diagrams attached that represent further decompositions of these main activities and their associated information dependencies. Activities that do not have corresponding decompositions are the focus of future iterations of the BEA. The A0 diagram also shows as Inputs, Controls, Outputs, and Mechanisms (ICOM) the information dependencies between the core activities that are converted into high level information exchange requirements between the Business Enterprise Priorities (BEPs) that the Business Enterprise Architecture (BEA) represents as well as information flows with activities outside of the BEA. At the A0 level, the ICOM match the level of decomposition of the activities on the diagram. The relationship of child ICOM to parents are shown at subsequent activity model diagrams, where the break-out of parent ICOM into more detailed child information is appropriate. |
| Manage the Department of Defense Business Mission Context | The Manage the Department of Defense Business Mission A-0 context diagram is the highest level representation of the Department of Defense Operational Activities for the Business Mission Area. This single, integrated, high-level Activity Model provides the context for linking and grouping supporting Operational Activities within the DoD business environment, and provides the structural starting point for the more detailed Activity Models that comprise the BEA OV-5. The framework and methodology applied focused on developing a capabilities -based architecture whose content and purpose unifies the Department's Core Business Mission areas (CBMs) around identified Business Enterprise Priorities (BEPs). The OV-5 Activity model for BEA contributes in enabling the achievement of the following objectives: 1. Describing DoD enterprise Core Business Mission activities as they relate to Business Enterprise Priorities of the DoD. 2. Providing the foundation for DoD investment management criteria for systems certification. 3. Establishing inter operable federated architecture procedures. 4. Providing the foundation to accelerate outcome-based architecture development and implementation. The outcome-focused approach combined business, technology, and governance and enabled DoD to leverage only those attributes of the Department of Defense's Architecture Framework (DoDAF) necessary and sufficient to address the Department's business capabilities at the enterprise level. The Enterprise-level BEA OV-5 defines the To-Be activities and business information required to optimize DoD business operations in support of the warfighter. This overall approach ensures: 1. The architecture identifies high-level activities and future business functions that are essential to accomplish business enterprise priorities across the entire department - regardless of traditional boundaries. 2. DoD aligns its Business Enterprise Architecture (included in the DoD Global Information Grid) with the Federal Enterprise Architecture. 3. DoD is applying guidelines - from DoDAF and from the fiscal year (FY) 2005 National Defense Authorization Act (NDAA) - to BEA development. |
| Monitor Performance of the Department of Defense Business Mission | Monitor Performance of the Department of Defense Business Mission depicts the support necessary to implement the overall Federal Government and the Secretary of Defense’s business objectives at the executive management level and to assemble and record all the elements of executive cost performance. |
| Perform Asset Accountability | This diagram records accountability and control for all property throughout its lifecycle, from when the government takes title to or possession of property until when formally relieved of accountability by authorized means. The first activity determines records and maintains the fiscal accountability requirements for asset values, depreciation, amortization, depletion of assets, and any adjustment to the valuation as a result of a change in the condition of the asset. The second activity ensures that individual physical asset records contained in the asset management system are fully consistent with the actual status of the asset item, including the item's physical, legal and financial status. This activity ensures that any state or condition change to the asset throughout its lifecycle of the asset is maintained. The last activity verifies the existence, location, and quantity of property items to ensure accountability and enable accurate valuation. |
| Perform Budgeting | The Perform Budget provides a platform for a detailed review of a program's pricing, phasing, and overall capability to be executed on time and within budget. The budgeting process addresses the years to be justified in the President's Budget and provides a forum to develop the Secretary's budget position. Budgeting also prepares the programs to be developed into appropriations. This diagram includes the development of budget guidance, review of component's budget proposals, and the budget hearing review between OSD, OMB, and the components. This diagram also includes the negotiation of top line passback information from the OMB to ensure consistency with the President's Management Agenda. |
| Perform Enterprise Funds Distribution | The Perform Funds Distribution diagram establishes the legal budgetary limitations across the department as the beginning of the execution process. This diagram focuses on the execution of budget authority, including distribution of funds, management and tracking of funds status, management of allocation transfers, and execution of rescissions and deferrals. |
| Perform Environment Safety and Occupational Health Service | Perform Environment Safety and Occupational Health Service describes the activities for the performance of environment, safety and occupational health services and the associated activity for environmental liabilities recognition, valuation, and reporting. Environment, Safety and Occupational Health services (ESOH) refers to distinct business areas within DoD that address environmental quality, restoration, range sustainability, occupational health, safety, product hazard data management as well as fire and emergency services. While each program within these business areas operates in accordance with specific laws, regulations, DoD guidance, service level guidance and best practices, there are sets of common activities operating across these areas. Common activities include identifying and understanding the environment, safety, health or readiness issues, risk assessment, developing and implementing solutions and developing ESOH control agreements. |
| Perform Executive Cost Performance Management | Perform Executive Cost Performance Management provides for the assembling and recording of all the elements of cost incurred to accomplish a purpose, to carry on an activity or operation, or to complete a unit of work or a specific job. |
| Perform Financial Management | Perform Financial Management measures, operates, and predicts 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. |
| Perform Financial Management Governance | Perform Financial Management Governance creates, maintains, and disseminates policies, requirements, and other directives governing the performance of financial management activities. |
| Perform Human Resources Management | Perform Human Resources Management depicts enterprise-level business activities essential to managing the human resources infrastructure of the Department of Defense (DoD). It includes the activities necessary to formulate force structure and project strengths in peacetime authorizations and wartime requirements and personal debt owed to the DoD upon termination, separation, or transfer. This infrastructure includes the execution of essential human resources policies and procedures that require documenting and tracking personnel visibility. It allows the DoD to account for DoD civilian, military, family members, and contractor personnel especially in wartime, match organizations and people to find specific skill sets, scan employee information profiles for needed skills and competencies, and to obtain accurate and current personnel and pay records e.g., status change (active, guard, reserve), pay, benefits, credit for service. |
| Perform Initial Capital Asset Valuation | This diagram executes the initiation, updating, and closing of initial capital asset valuation. Capital assets include, but are not limited to, military equipment, general equipment, internal use software and real property. Activities include establishment, accumulation and relief of initial asset valuation amount. This results in the establishment of recorded cost of a capital asset at the time it is placed in service. It includes accumulating all costs (direct and indirect) incurred to bring an asset to a form and location suitable for its intended use. |
| Perform Product Hazard Data Stewardship | This outlines the process to steward the DoD's hazardous material information as defined by DoD requirements. Stewardship includes receiving, validating and fulfilling requests for new product hazard data (PHD) information to be added to the master product hazard data (MPHD) warehouse, and updating incomplete or inaccurate records as necessary. |
| Perform Programming | Perform Programming focuses on the development of POMs and the integration of those POMs into a coherent defense program to support the warfighting requirements of the combatant commanders. The programming activity describes how the planning decisions, programming guidance, and congressional guidance is converted into a detailed allocation of resources. The services and defense agencies match their available resources against their requirements and submit program proposals. These proposals are reviewed by both Joint Chief of Staff and OSD to identify alternatives that will be presented to the Deputy Secretary of Defense to address significant programmatic issues, such as airlift capacity, readiness, or modernization issues. |
| Perform Quality of Life Program Management | This diagram is associated with managing Quality of Life (QoL) programs on military installations, on property controlled by a Military Department (MILDEP) or furnished by a Department of Defense (DoD) contractor. This activity includes establishing, maintaining, and assessing QoL programs. |
| Perform Treasury Operations | Perform Treasury Operations determines, identifies, establishes, and allocates strategic direction, identifying and establishing defense programs and processes, and allocating resources (capital and labor) among those programs and processes to perform DoD's mission. |
| Provide Information Management Services | Provide Information Management Services depicts the management of financial and management information reporting activities and information assurance requirements to protect and defend information and information systems throughout all DoD functions. |