Completed Projects

Personnel & Readiness Information Management (P&R IM) has completed numerous projects over the last twenty years. In that span, the organizationís role within the Department of Defense has evolved.

P&R IM began in the early 1990s as the Office of the Secretary of Defense Information Management (IM), and took on a number of projects under the Corporate Information Management (CIM) initiative. In 2000, following recommendations by the Defense Science Board Task Force on Military Personnel Information Management, the Deputy Secretary of Defense renamed the organization the Joint Requirements & Integration Office (JR&IO). The JR&IO mission was to improve business processes and develop/define functional requirements for the personnel and pay community. By 2005, the JR&IO mission broadened to include execution of the information management and Chief Information Office responsibilities of the Office of the Under Secretary of Defense for Personnel and Readiness (OUSD P&R).

All completed project summaries below reference the organization title that was active when the effort took place.

The following P&R IM completed projects matrix lists projects alphabetically and according to relevance to P&R IM capabilities. Please click on the completed project title on the left to learn more about that effort.





Officer Support



Process Improvement


Enterprise Architecture


Information Standards


Investment Management



Integration & Development



Capability Definitions

Casualty Affairs and Mortuary Affairs Management              
Civilian Tracking
Clean Sheet Design for Wounded Warrior Care - Line of Action 6              
Core Systems Analysis              
Data Standardization Project              
DEERS/ RAPIDS Analyses              
Defense Retiree and Annuitant Pay System Transition              
Disability Evaluation System              
DD Form 214 Feasibility Study              
DoD/ VA Death Gratuity Benefit Re-engineering              
DoD/ VA Exposure Records Locator              
DoD/ VA Personnel Information Access Project              
DoD/ VA Medical Records Transfer              
DoD/ VA National Personnel Records Personnel Information Exchange              
Dual Compensation              
Emergency Communications              
Exchange Credit Programs              
Family Relocation Assistance              
Health Treatment Record Lean Six Sigma Analysis              
HRM Enterprise Architecture Releases              
Military Decorations and Awards              
Military Entrance Processing              
Military Identification Card              
Military Personnel Tracking              
Morale, Welfare, and Recreation              
Morale, Welfare, Recreation & Defense Commissary Agency Credit Programs              
Navy Standard Integrated Personnel System              
Permanent Change of Station              

Overview: In the mid-1990s, the Department of Defense (DoD) Mortuary Affairs Working Group recommended the consolidation of the Servicesí casualty and mortuary affairs offices into one DoD agency. The Office of the Secretary of Defense Information Management (IM) studied and analyzed the Service Casualty Affairs and Mortuary Affairs Management processes to identify process improvements and to designate a migration system to support consolidation. The Joint Services' Casualty Affairs and Mortuary Affairs Working Group identified potential functional process improvements, system functional requirements, and models of "As-Is" and "To-Be" business processes.

Accomplishments: IM performed analysis of Casualty Affairs and Mortuary Affairs Management business processes, to determine the value of the development of a new DoD system to manage both casualty affairs and mortuary affairs operations. The goal of the system was to provide the Services with accurate, available, and timely data for the families of casualties and the warfighter. The results of this effort are documented in: The Joint Services Casualty Management Working Group Report and The Economic Analysis of Casualty & Mortuary Affairs Organizational Alternatives Report.

Capabilities: OUSD (P&R) Continuous Process Improvement, HRM Enterprise Architecture
[Back to top]

Overview: The Civilian Tracking project addressed a gap in tracking capabilities of civilian employees and support contractors during military deployments. In 1995, the Office of the Secretary of Defense Information Management (IM) launched an effort to determine information needs, data collection methods, and the civilian population sub-set on which information should be collected. This effort generated short-term and long-term solutions including a Department of Defense Instruction requiring existing military personnel systems to collect a subset of the long-term requirements, and the implementation of information requirements into the subsequent generation of Military Personnel data collection systems.

Accomplishments: Solution implementation entailed a two-phase approach. Short-term implementation included an extension of service personnel feeds to the Defense Manpower Data Center regarding deployed personnel. Long-term implementation efforts impacted the functional requirements of several joint human resources system initiatives.

Capabilities: HRM Enterprise Architecture
[Back to top]

Overview: On May 2, 2007, the Secretary of Defense and the Secretary of Veterans Affairs chartered a Senior Oversight Committee (SOC) to address concerns regarding the processes for effective, timely treatment of Wounded, Ill, and Injured Service members. The SOC created eight "lines of action" to address various aspects of this system. While seven of the "lines of action" focus on the provision of continuous process improvement of the "As-Is" Wounded, Ill, and Injured Service members system of care, LoA 6 approached the challenge unconstrained by current law, policy, regulations, organizational boundaries, or resources. In other words, LoA 6 was given a "clean sheet" upon which to design an ideal process.

The Director, P&R IM, under the guidance of the Chairs of the Overarching Integrated Product Team (OIPT) led the LoA 6, or the Clean Sheet Design effort to develop a comprehensive, holistic, end-to-end, non-clinical support process to meet the needs of Wounded, Ill, or Injured Service members/veterans, their families, and Committed And Designated Representatives (CADRE). (In the context of LoA 6, the term CADRE is defined as people who are outside the traditional and legally recognizable "family," but who have demonstrated tangible commitment to a Service member). P&R IMís major goals were to: develop an ideal future state that best addressed the needs of all customers, while also considering the positions of all relevant stakeholders; elicit, capture, and consolidate input from all LoA 6 participants, including leadership and Focus Team members toward the development of the ideal future state; and communicate and document accomplishments, recommendations, and activity for SOC and OIPT leadership.

Accomplishments: In February 2008, P&R IM delivered the LoA 6 Clean Sheet Design Interim Report (the only report delivered for LoA 6), to effort stakeholders, OIPT, and other Department of Defense leaders. The report detailed the effortís methodology, presented 80 recommendations to improve the process through which Wounded, Ill, and Injured Service members and families receive care, and captured all engaged stakeholder groups. The recommendations correlate with seven interrelated areas: Continuation of Military Service Decision, Conversion to Ability Assessment, Components of Compensation, Continuum of Care, Consolidation of Benefits Delivery, Convergence of Information, Continuous Process Improvement, and Oversight.

Capabilities: HRM Policy Integration & Development, HRM Enterprise Architecture, OUSD (P&R) Continuous Process Improvement
[Back to top]

Overview: In the mid-1990s, the Office of the Secretary of Defense Information Management (IM) analyzed the Servicesí legacy source data collection personnel systems, for consideration as the Department's overarching migration system. This evaluation included process compliance, functional requirements, technology compliance, technical assessment, data compliance, schedule assessment, and risk assessment. Additionally, the results of a business process reengineering analysis, focusing on the Masterfile Service data flow through each of the Service's Key Personnel Information Systems architectures, identified specific data creation methods in each key system. The purpose of the analysis was to identify occurrences of duplicate data entry and recommend data duplication mitigation options.

Accomplishments: This project served as the primary vehicle for IMís identification and analysis of legacy systems interfaces, data exchanges, and primary data sources. Project findings informed requirements building for development of the joint military personnel system (Defense Integrated Military Human Resources System).

Capabilities: HRM Required Capability Definitions, HRM Investment Management, HRM Enterprise Architecture
[Back to top]

Overview: In 1999, the Office of the Secretary of Defense Information Management (IM) developed of a core set of standard data elements for all military and civilian personnel components (Active and Reserve). This effort was conducted in conjunction with a Department of Defense (DoD)-wide effort to standardize data elements. IM developed a comprehensive study of each Components' personnel related data systems to gather and cross-match data elements, to determine necessary actions to eliminate duplications, and to develop a set of core facts to support the Departmentís mission requirements. The effort addressed data interfaces with other functional areas, such as Health Affairs and the Comptroller.

Accomplishments: As a result of the initial Data Standardization Project, IM was involved in the development and implementation of a DoD- and Personnel and Readiness-wide data model and standardization effort to provide the Department with a set of universally defined core data elements.

Capabilities: HRM Information Standards, HRM Enterprise Architecture
[Back to top]

Overview: The primary goals of the Office of the Secretary of Defense Information Management (IM) initiatives are to consolidate, improve, streamline, and/or standardize business processes. In support of these goals, in 1992 the OUSD (P&R) reviewed IM needs for military personnel management. A key project under this initiative entailed Business Process Reengineering (BPR) analysis of Department of Defense (DoD) personnel and entitlement IM practices and processes, with regard to Uniformed Services Members and their eligible dependents. The analysis focused on DEERS and RAPIDS data and processes, given both systemsí affiliation with DoDís comprehensive personnel and entitlement IM system. To support increased DEERS functionality, Functional Economic Analyses (FEA) (on both DEERS and RAPIDS) addressed potential cost savings and other improvements associated with DEERS program enhancements. The FEA built upon previous extensive activity, data, and activity-based cost modeling.

Accomplishments: This project entailed identification of potential functional BPR opportunities for the data collection and management of benefits and entitlements for all eligible DoD personnel.

Capabilities: OUSD (P&R) Continuous Process Improvement, HRM Chief Information Officer Support
[Back to top]

Overview: DRAS is an automated system that processes retirement and annuity pay for all military retirees, survivor beneficiaries, and former spouses. This centrally located system interfaces with applicable personnel, accounting, and disbursing systems. DRAS replaced eight military retiree and annuitant payroll systems of the Army, Navy, Air Force, and Marine Corps, consolidating and streamlining retiree and annuitant processes.
Fully implemented in 1995, DRAS manages more than 2.5 million accounts. Factors such as the systemís mature mainframe technology and its consistence of primarily custom Common Business Oriented Language programs, resulted in technical and resource challenges associated with maintaining and updating applications. Additional issues facing DRAS included: lack of automated data validation checks and conformity with the Department of Defense (DoD) standard taxonomy; slow reaction time to legislative, mission, and requirements changes; and compliance issues with other systems and requirements.

The purpose of the DRAS Transition effort was to enhance and improve the work flow and efficiency of DRAS business processes. The re-engineering initiative aimed to ensure improved compatibility with modern operating systems, improve flexibility to accommodate new initiatives, and provide a common architecture within the Defense Finance and Accounting Service (DFAS). Accomplishments: In 2008, the Director of DFAS and the DoD Business Transformation Agency requested P&R IM to document functional requirements to modernize DRAS. P&R IM used the Rational Unified Process and the business blueprinting methodology, facilitating the creation of constant coordination and up-front planning to integrate multiple analytical disciplines and ensure reusable, consistent information flow across the DRAS environment. The effort improved the service through which DFAS delivers accurate and timely pay entitlements to customers.

Capabilities: HRM Required Capability Definitions, HRM Investment Management, HRM Enterprise Architecture
[Back to top]

Overview: P&R IM assisted Personnel and Readiness Military Personnel Policy in an effort to improve the DES and update the Department of Defense (DoD) Directive and Instruction governing the process. In 2006, the Government Accountability Office published reports identifying issues pertaining to the timeliness of disability case processing, consistency of disability decision-making, disability staff training, and DoD oversight of Service-managed systems. P&R IM analyzed the various management reports, existing DES law, policy, and procedural guidance, and facilitated stakeholder discussions.

In early 2007, revelations of inadequate Service member living conditions at Walter Reed Army Medical Center resulted in the formation of the joint DoD-Department of Veterans Affairs (VA) Wounded, Ill, or Injured Senior Oversight Committee (SOC); initiation of eight (8) lines of action to improve conditions, treatment, and administrative practices surrounding wounded warriors; and Presidential appointment of a new Deputy Under Secretary of Defense for Wounded Warrior Care and Transition Policy (WWCTP) to drive change within DoD. Since that time, P&R IM has supported WWCTP in the design, implementation, and evaluation of a joint DoD-VA disability process.

Accomplishments: In May 2007, P&R IM submitted recommendations to improve DES processes, procedures, oversight, metrics, and DES staff training to the joint DoD and VA SOC. As of August, 2010, the project enrolled over 12,000 Service members in the joint DoD-VA disability process and reduced the time required to provide qualified disability benefits by 40 percent.

Capabilities: HRM Policy Integration & Development, HRM Enterprise Architecture
[Back to top]

Overview:  Following the cancellation of the Defense Integrated Military Human Resources System (DIMHRS), OUSD P&R IM began documenting Human Resources Management (HRM) Enterprise Standards to help individual Services develop requirements for their own Integrated Personnel and Pay Systems (IPPS).  P&R IM also collaborated with the Defense Finance and Accounting Service (DFAS) to document Finance and Accounting (F&A) Enterprise Standards.  Together, the integrated HRM Enterprise Standards and F&A Enterprise Standards comprise the Joint Enterprise Baseline (JEB).   While documenting the JEB, P&R IM identified the need to visualize the Enterprise Standards so that end-users could further understand the relationships among their elements, such as authoritative sources, business rules, and information needs.  To meet this need, P&R IM developed DiscovHR using the ThinkMap engine.  DiscovHR uses a hyperbolic tree that links Enterprise Standards icons to help users explore and understand the relationships among the standards that comprise the JEB.

Accomplishments: P&R IM developed and deployed DiscovHR, the online visualization software that enables users to visualize relationships among Enterprise Standards that comprise the JEB.  The DiscovHR tool will be updated as additional HRM Enterprise Standards are developed and finalized.

Capabilities: HRM Chief Information Officer Support, HRM Information Standards, and HRM Policy Integration & Development
[Back to top]

Overview: Section 596 of the National Defense Authorization Act, Fiscal Year (FY) 2008, directed Secretary of Defense assessment of the feasibility of issuing the Department of Defense "Certificate of Release or Discharge from Active DutyĒ (DD Form 214) displaying only the last four digits of a Service memberís Social Security Number (SSN). As a result of this directive, P&R IM coordinated stakeholder meetings to document DD Form 214 processing and form receipt and to discuss implications of displaying a truncated SSN on the form. Service-wide analysis and Federal procedural/policy reviews identified issues impacting stakeholders who leverage DD Form 214s to administer Service member and veteran benefits and services. Identified issues pertained to general form issuance, archived forms retrieval, impact on existing software applications, potential increased error rates, record retrieval costs, and requisite time to process a Service memberís benefits. P&R IM identified issue mitigation strategies, and discussed the potential impact of the Servicesí implementation of recommended solutions in the short-term on the Department of Veterans Affairsí and Department of Laborís ability to process Service member benefits in a timely and efficient manner. Deeming the initiativeís feasibility, P&R IM recommended delaying implementation until FY10.

Accomplishments: In 2008 the Under Secretary of Defense (P&R) submitted a final recommendations report to the congressional defense committees for consideration. P&R IMís Feasibility Study of the "As-Is" and "To-Be" processes for DoD Form 214 has allowed for the implementation of an electronic and more efficient process.

See follow-on project: DD 214 Business Process Improvement Study.

Capabilities: HRM Enterprise Architecture, HRM Policy Integration & Development, OUSD (P&R) Continuous Process Improvement
[Back to top]

Overview: The Office of the Secretary of Defense Information Management (IM) conducted policy analysis and re-engineering support for death benefits payment processes. Previously, multiple agencies handled death benefits payments (the responsible party depends on the status of the deceased service member), with the process resulting in significant delays (up to 6 months) between the former Service memberís death and survivorsí payment receipt. Subject matter experts from DoD and VA participated in "As-Is" process discussions, resulting in a re-engineered process that contributed to a reduction of the average payment timeframe from six months to six days.

Accomplishments: Survivors now receive death gratuity benefit payments within six to ten days of the Service member's death. DoD and VA received a Hammer Award from Vice President Gore's National Performance Review for this re-engineering effort and for cutting through ďred tapeĒ to respond compassionately and expeditiously to military personnel survivors. In April, 1996, USD (P&R) and the United States Veterans Administration Benefits participated in an awards ceremony during which the DoD Comptroller presented the Hammer Awards to the two Under Secretaries, along with certificates of appreciation to effort participants.

Capabilities: HRM Policy Integration & Development
[Back to top]

Overview: The Office of the Secretary of Defense Information Management (IM) assisted the VA in identifying frequently requested information regarding exposures types (e.g., mustard gas, ionizing radiation, LSD) and providing logistical information on common sources of this data. VA validates for the existence of diseases or conditions stemming from exposure to particular chemical weapons compounds, as classified by Veterans at Risk, for benefits/disability compensation determination. DoD and National Archives and Record Administration reviewed and validated the current sources in use, and determined additional appropriate point(s) of contact to respond to VA requests as appropriate.

Accomplishments: IM, in collaboration with the VA, achieved three major objectives: ensuring standardized information delivery to the appropriate location, facilitating expeditious DoD responses; validating existence of records to support VAís timely compensation determinations; and providing VA with recordsí locations if outside of DoDís purview. This effort generated long-term business process improvement recommendations that expedite the response time for compensation claims related to exposures, and proposed business process re-engineering recommendations to reduce duplicative efforts within DoD agencies and offices. In 1997, DoD and VA completed the DoD Exposure Records Locator final report.

Capabilities: OUSD (P&R) Continuous Process Improvement
[Back to top]

Overview: On a daily basis, VA requests information from DoD military records centers to administer veterans benefits determination. DoDís downsizing of its active force resulted in a substantial increase in personnel information requests, straining both DoD and VA resources and leading to backlogs and delayed responses. From September 1994 through March 1995, the Office of the Secretary of Defense Information Management (IM) facilitated a series of working groups to analyze existing access to, and interchange of, personnel information between VA and the Services. The groups, comprised of representatives from IM, VA, the Military Service Personnel Records Centers, and the National Personnel Records Center (NRPC), explored potential solutions to enable the electronic sharing of information. This effort included a Personnel Information Exchange benchmark test for electronic information exchanges among the VA Records Management Center, NPRC, and the Army Reserve Personnel Command.

Accomplishments: Following the 1995 release of the effortís final report, implementation of procedural changes on both the VA and Military Personnel Records Centers level facilitated more expeditious benefits delivery to Service members and veterans. One recommendation explored options for increased electronic information exchanges. The project facilitated an ongoing process improvement dialogue between VA, Service Military Records Centers, and NPRC. Each Service now maintains a full-time senior enlisted staff member assigned to the VA Records Management Center in St. Louis, MO, and additional efforts underway strive to facilitate VA Beneficiary Records Identification Locator System access at the Service records center level.

Capabilities: HRM Policy Integration & Development; OUSD (P&R) Continuous Process Improvement
[Back to top]

Overview: In 1992, the Army and former VA Service Medical Records Center in St. Louis, MO initiated a trial project to facilitate the direct transfer of medical records linked to Service members transitioning to veteran status. The intent was to enable immediate VA access to the medical treatment records to inform benefits administration and determination. The new procedures associated with, and access to information helped to expedite responses to veteran and Service member customers. In 1995, the VA Under Secretary for Benefits and the Under Secretary of Defense signed a formal Memorandum of Understanding, formalizing guidance regarding program administration and each agency's responsibilities.

Accomplishments: The Office of the Secretary of Defense Information Management (IM) assisted the VA in the analysis that led to a reduction in the average amount of time required to make disability compensation claim determinations, thus providing more expeditious responses to veterans and Service members. VA consolidated the Service Medical Records Center and the Records Processing Center into one Records Management Center. The assignment of a senior enlisted member from each Service to interface with VA in responding to Military Department requests enabled the Records Management Centerís improved response rate to the DoD. Realizing immediate and long-term savings due to records storage space reduction, the military records centers re-directed manpower to other tasks.

Capabilities: OUSD (P&R) Continuous Process Improvement
[Back to top]

Overview: In 1995, the Office of the Secretary of Defense Information Management (IM) established a working group to examine implementation options for recommendations involving potential electronic data interfaces between DoD, VA, and NPRC. This effort objective was to develop alternative approaches to electronic information exchanges between the VA Records Management Center, the Army Reserve Personnel Center (ARPERCEN), and NPRC. The Personnel Information Access project, completed in 1995, concluded that 80 percent of VA requests for military personnel information arrive at ARPERCEN and NPRC in St. Louis for processing. The final report recommended improvements for more timely VA information access and informed development of a benchmark architecture baseline, for electronic exchange and validation of information locations between the VA, NPRC and ARPERCEN.

Accomplishments: In May 1996, the benchmark architecture successfully tested. In June 1996, the effort working group reviewed the Draft Benchmark Summary and Follow-up on Recommendations Report, with the release of the final Report in September 1996.

Capabilities: HRM Information Standards, HRM Enterprise Architecture, HRM Continuous Process Improvement
[Back to top]

Overview: A veteran sub-population receives Department of Veterans Affairs (VA) benefits due to disabilities incurred/aggravated during time in service. Regulations determine which individuals receive concurrent monthly financial benefits from both the VA and the Department of Defense (DoD). The National Performance Review recommended a joint working group, consisting of Service representatives, Office of the Secretary of Defense, Defense Finance Accounting Service, VA, and the Treasury Department, to identify payment process inefficiencies pertaining to this dual compensation model. The Office of the Secretary of Defense Information Management (IM) coordinated the working group activities that resulted in a functional model for the process and several recommendations for process improvements.

Accomplishments: The working group determined that implementation of direct deposit within the VA processing system would yield the greatest cost beneficial solution. The DoD/ VA Disability Compensation Consolidation Project Report incorporated additional cost benefit analysis and investment information.

Capabilities: HRM Policy Integration & Development; HRM Continuous Process Improvement
[Back to top]

Overview: The American Red Cross (ARC) provides the Armed Services with emergency communication and supporting casework services. The FY95 Authorization Act directed the Department of Defense (DoD) to conduct "an assessment of the alternatives available ... for obtaining such emergency communications services, including the provision of such services by [DoD]." In March 1994, ARC identified the need for $14.3 million in bridge funding for a three-year period. This funding would enable sustained ARC services to the Armed Forces through the transition to a more efficient and cost-effective service delivery model and related communications technologies, as well as through associated long-term funding sources. The Office of the Secretary of Defense Information Management (IM) coordinated activities between the ARC and the Military Services to enable the development of a report that described the "As-Is" process.

Accomplishments: The report, developed based on findings obtained through site visits, highlighted consensus that the current ARC service system was indeed functioning properly, contributing to the improvement of morale across the Military Services. The report highlighted two unique ARC skills contributing to its effectiveness: its ability to validate messaging content and to maintain confidentiality of the information obtained. Most notably, the report confirmed that Service members and their families would perceive reductions in ARCís current level of service as a lost benefit. Commanders and their staff noted that successful replication of ARCís services to military personnel and their families was not feasible, due to fiscal constraints.

Capabilities: HRM Policy Integration & Development
[Back to top]

Overview: The Assistant Secretary of Defense for Force Management Policy tasked the Office of the Secretary of Defense Information Management (IM) to conduct business process analysis of the exchange credit programs. The study aimed to develop alternatives to existing credit programs, ultimately improving customer service quality while reducing program costs. The study encompassed all program components, including: the exchange credit programsí objectives, program administration and operations; and the quality and level of customer service.

Accomplishments: Based on alternatives presented for consideration, in February 1996 the Assistant Secretary of Defense for Force Management Policy opted to move forward with implementation of a single credit program with jointly owned accounts receivable, and with Department of Defense command notification as appropriate.

See follow-on project: Morale, Welfare, and Recreation & Defense Commissary Agency Credit Programs

Capabilities: HRM Policy Integration & Development, OUSD (P&R) Continuous Process Improvement
[Back to top]

Overview: A defining characteristic of Military family life is frequent relocation, often across long distances and to foreign countries. Receipt and understanding of accurate information regarding the new destination facilitates proactive, careful Permanent Change of Station (PCS) planning, helping to reduce uncertainty, stress, and other potential negative outcomes. For this effort, the Office of the Secretary of Defense Information Management (IM) reviewed common issues impacting relocating personnel and their families, and identified potential mitigation techniques. Resulting from this project is a ďone stop relocation shopĒ that provides immediate assistance to Service member and their families (e.g., service providers offer information to address specific relocation needs such as housing and financial counseling).

Accomplishments: IMís effort enabled development and implementation of the Standard Installation Topic Exchange Service, which provides personnel access to information on bases prior to relocation. The Family Relocation Assistance project entailed the following deliverables: Mission Needs Statement (Jun 8, 1992); Evaluation of Department of Defense Approved Baseline Relocation Automated Information System; Technical Implementation and Cost Analysis (Aug 1992); Analysis of Family Service Center Automation Efforts (Nov 1992); Standard Installation Topic Exchange Service database (Nov 1993).

Capabilities: HRM Investment Management
[Back to top]

Overview: The HTR is the chronological documentation of medical, dental, and mental health care that a Service member receives over the course of his/her military career. The LSS Analysis, which the Principal Deputy Under Secretary of Defense for Personnel and Readiness chartered, strives to improve the HTR management and disposition processes, to ensure that Service members and veterans receive benefits in a timely manner. Under the current process, DoD maintains ownership of the HTR but then transfers it to VA to support pre- and post-discharge claims processing. Inefficient HTR life cycle processes result from a variety of issues including over-processing, inconsistent practices and policies, limited interoperability between DoDís and VAís multiple systems, and inadequate oversight and training. Such issues present myriad records management challenges: systemic backlogs of HTRs at multiple DoD locations (e.g., Military Treatment Facilities); VA receipt of late/incomplete HTRs from the Services; and delayed benefits delivery to Service members and veterans.

Accomplishments: P&R IM led in-depth analysis of the HTR life cycle management process, employing the Define, Measure, Analyze, Improve, and Control methodology within the LSS discipline. Based on findings gleaned from this study, P&R IM developed recommendations to improve the management and handling of HTR information in both the near- and long-term.

Capabilities: HRM Policy Integration & Development; OUSD (P&R) Continuous Process Improvement, HRM Enterprise Architecture
[Back to top]

Overview: The Secretary of Defense established the Department of Defense (DoD) Business Transformation Agency (BTA) and charged it with developing a DoD-wide Business Enterprise Architecture (BEA). DoDís strategy for business transformation operates through partnership among the BTA, the Office of the Secretary of Defense, Principal Staff Assistants, and the Components.

The purpose of the HRM EA is to support the various analytical processes that support HRM transformation, including, but not limited to:

  • Continuous Process Improvement,
  • Information standardization and information management,
  • System certification and Investment Priority Management, and
  • Investment Technology (IT) portfolio analysis.

The EA development ďprocessĒ involves a dedicated group of IT planners and technologists called "enterprise architects." Enterprise architects create an architecture framework that fully describes the HRM business to enable the development or evolution of IT capabilities to better serve the enterprise. These planners work directly with organizational subject matter experts to document an enterpriseís business processes and organizational needs. By translating these business needs and processes into models, architects create a critical communications bridge between subject matter experts and solution providers.

Accomplishments: The HRM EA supports and aligns with the USD (P&R) vision and mission, and embraces the HRM transformation goals, core processes, and relationships with other architectures. P&R IM key stakeholders provided HRM a set of unique requirements for its architecture. In turn, HRM provided stakeholders a solution for federating their architecture to align with the BEA standards.

Since 2005, release of the HRM EA occurs twice per year, in March and September. Development is based upon the DoD Architecture Framework Version 2.0. HRM information pushes represent point-in-time releases for public consumption of mature architecture material derived from architecture analysis. Each HRM Architecture release represents mature architecture information targeted to represent the breadth of HRM for Investment Priority Management, BEA integration, architecture federation, and other cross-cutting purposes.

Capabilities: HRM Enterprise Architecture
[Back to top]

Overview: This project entailed study of Department of Defense (DoD) Military Decorations and Awards (D&A) Programís policies, procedures, and practices, and related updates to the Military D&A Manual (DOD 1348.33-M). With Deputy Under Secretary of Defense for Military Personnel Policy leadership and the Office of the Secretary of Defense Information Management (IM) support, the effort included review of the twenty-nine Strategic Focus Areas, from which the Military D&A working group generated five primary recommendations and twenty-two supporting recommendations to improve the overall D&A program. The Under Secretary of Defense for P&R received the final recommendations report on July 20, 2007.

Accomplishments: Updates to the DoD 138.33-M, Military Decorations & Awards Manual reflect D&A program policy changes instituted since 1996, and improved the user-friendliness of the material. Content organization outlines each award type and accompanying medal images (front and back) for clarity.

Capabilities: HRM Policy Integration & Development
[Back to top]

Overview: P&R IM analyzed the MEP process to identify potential business process improvement opportunities, including a replacement for the aging MEP automated information system. MEP represented the first information management project within the Military Personnel functional area. A core team of United States Military Entrance Processing Command (USMEPCOM) subject matter experts, selected MEP representatives, and P&R staff convened a workshop to recommend and support improvements. A primary recommendation was to replace the System 80 configuration, to better respond to additional new requirements taxing the system capacity to saturation. Recognizing the need for process and tests standardization, the working group proposed development of one standard testing and evaluation process. An additional recommendation pertained to USMEPCOM institution of a no-cost policy change to replace fee-based physicians with physician assistants and nurse practitioners, and to strengthen the prescreening process accordingly. A Functional Economic Analysis analyzed alternatives to replace the MEP automated system.

Accomplishments: The MEP Workshop identified several possible methods to facilitate MEPís achievement of cost savings and greater efficiency. MEPCOM Integrated Resource System the selected replacement system, currently is in development (Virtual Interactive Processing System). The development process is approaching Milestone B in October 2010 under the development auspices of the Business Transformation Agency. Office of the Under Secretary of Defense for Personnel and Readiness Information Management and Manpower Management & Personnel Policy are involved in ongoing implementation of related business process improvements.

Capabilities: OUSD (P&R) Continuous Process Improvement, HRM Investment Management, HRM Enterprise Architecture
[Back to top]

Overview: P&R IM conducted a functional economic analysis on the production and issuance process for military ID cards, entailing evaluation of current card production and usage processes and alternative methods. Engaging subject matter experts from each of the Services including Active and Guard/Reserve Components, P&R IM identified the decision to implement a new machine readable ID card using bar code technology and digital photography. Implementation of this card is occurring at all Real-Time Automated Personnel Identification System sites world-wide.

Accomplishments: The implementation of the new ID card project generated cost reductions for the Department and led to the development of a cottage industry of user applications throughout the Department, based on machine readable technology usage. Application development continues in a variety of functional areas, ranging from food service to drug testing to secured area access. Project deliverables include: New ID Card; Functional Economic Analysis on the Production and Uses of Uniform Services ID Cards; Emerging Bar Code Applications - Uniformed Services Identification Card.

Capabilities: HRM Policy Integration & Development, HRM Enterprise Architecture
[Back to top]

Overview: In 1992, OUSD (P&R) initiated a review of information management needs for military personnel management. A Business Process Reengineering analysis focused on military personnel tracking during Operations Desert Shield/Storm and the contingencies in Somalia, Haiti, and Bosnia, identifying Service challenges associated with timely reporting on deployed Service members (i.e. who was in theater and where). The Office of the Secretary of Defense Information Managementís (IM) analysis evaluated the capability of current standard military personnel systems to track military personnel through peacetime processes, mobilization, and deployment, and developed recommendations to improve the Servicesí processes and systems supporting personnel tracking functions.

This project identified the requisite information for Service member tracking in theater during contingency operations, followed by identification, modification, and refinement of the military personnel tracking information requirements (for deployable operations) within Department of Defense (DoD), the Joint Staff, and the Services. In addition to site visits, data calls, and workgroup sessions to obtain this information, additional activities included development and refinement of investment costs associated with the Servicesí implementation of necessary changes to meet military personnel tracking requirements. The DoD Personnel Data Standardization effort led to data element standardization for military personnel tracking information requirements. Revisions to the implementing instruction (enclosure 5 to Department of Defense Instruction (DoDI) 1336.5, ďAutomated Extracts of Active Duty Military Personnel RecordsĒ) informed the military personnel tracking requirements.

Accomplishments: IMís identified additional tracking information requirements informed the revised DoDI 1336.5, starting with coordination through DoD, the Joint Staff, and the Services and including routing for final approval. The final project report was a Final Information Requirements, Service Capabilities and Investment Costs Report, dated July 1995. As a result of this effort, P&R IM and the J-1, Joint Chiefs of Staff initiated a study to define and document requirements for tracking military personnel and civilian members, in support of a specified operation.

Capabilities: HRM Information Standards, HRM Enterprise Architecture, HRM Investment Management
[Back to top]

Overview: This analysis focused on the Servicesí MWR programsí management practices. The goal of the effort was to implement management practices across the Department of Defense (DoD) that: reduce duplicative efforts; maximize multi-use and co-located programs and facilities; pursue alternative delivery sources to promote efficiency and reduce costs; and examine the requirement for a DoD standardized management information system.

A joint working group, composed of senior business managers from the Services, identified principle management processes within the structure and augmented them as necessary to reflect Service-specific practices. Three important analysis elements were: the identification of interface and functional requirements with other agencies, particularly the Defense Finance and Accounting Service; the examination of management practices and relationships within the Services; and the activity based costing of functions identified as potential business process improvements.

Accomplishments: The joint working group selected fourteen potential business process improvement opportunities with an emphasis on potential joint use for full costing and benefits computations. The Office of the Secretary of Defense and Service staff actions have resulted in implementation of ten opportunities; additionally, three additional analyses conducted focused on: management of employee benefits, cash management, and construction.

Capabilities: OUSD (P&R) Continuous Process Improvement, HRM Policy Integration & Development, HRM Enterprise Architecture
[Back to top]

Overview: As a follow-on to the "Exchange Credit Programs" project, this effort examined the objectives of existing various MWR credit programs (the Army Air Force Exchange Service Deferred Payment Plan, NEXCOM NEXCARD, the Army Esprit Card, and the Air Force Club Card), associated administrative and operational activities, and the quality and quantity of customer services. A business process analysis identified the benefits and feasibility of consolidating all Service credit programs with potential outsourcing as appropriate. The ultimate objective was to provide a solution that maintained high-quality customer service while yielding financial benefits for the Services. Specifically, the project identified how all customer credit programs within the military exchanges and Servicesī MWR activities could best meet program business objectives and the financial needs of credit-seeking Service members. The project also evaluated the applicability of a credit program to DeCA activities, and potential application of other non-appropriate fund credit programs at commissaries, in addition to the use of commercial credit cards.

Accomplishments: The final report to the Assistant Secretary of Defense for Force Management and Policy in September 1996 determined that three of the Services - Army, Navy, and Marine Corps - could most benefit from a jointly owned program, and recommended that the Air Force maintain its current program. The cost benefits derived under the Treasury program informed the advisement against alteration of DeCAís handling of credit card purchasing.

Capabilities: OUSD (P&R) Continuous Process Improvement, HRM Investment Management
[Back to top]

Overview: The Navy developed and implemented the NSIPS to replace four legacy systems, with a single repository for Active Duty and Reserve personnel and pay data. NSIPS interfaces to other systems, including Defense Joint Military Pay System and the Navy corporate personnel databases, and its expansion incorporated training, fitness report and evaluation system, personnel distribution system, and electronic service record information. As a key contributor to, and supporter of NSIPS development, the Office of the Secretary of Defense Information Management (IM) analyzed five alternatives to replace the legacy systems and associated costs, enabling both the Navy personnel and pay communities to recommend one consolidation and interface alternative to senior Navy and Finance managers. Based on the selected alternative, the project team developed a Tactical Implementation Plan, which served as the basis of the Navyís submission of an NSIPS Mission Needs Statement.

Accomplishments: In 2000, the Navy deployed pay and personnel capabilities to the Naval Reserve, and fielded personnel capabilities to the Navy Active Component on shore, as well as to the fleet. NSIPS improved information exchange between the Active and Reserve Components, supporting all uniformed Navy members, improving unit readiness by reducing mobilization processing time and by enhancing the accuracy of field-level entry of personnel and pay records overall.

Capabilities: HRM Required Capability Definitions, OUSD (P&R) Continuous Process Improvement, HRM Investment Management
[Back to top]

Overview: In 2005, the Under Secretary of Defense for Personnel and Readiness tasked P&R IM with conducting a PCS Reengineering study. P&R IM initiated a military and civilian personnel PCS Reengineering effort to establish an integrated approach to PCS and Permanent Duty Travel associated with a PCS. P&R IM reviewed regulations and conducted stakeholder interviews to gain a preliminary understanding of the current military and civilian PCS processes. The team conducted informal stakeholder sessions with Service-level subject matter experts, informing a number of deliverables: compilation of "As-Is" process information, creation of process models and corresponding activity dictionaries providing plain-language process descriptions, and documentation of reengineering opportunities.

The P&R IM team utilized a mix of quantitative and qualitative data to develop reengineering recommendations that met the objectives of P&R leadership and the Human Resources Management Community of Interest. The six objectives guiding the reengineering effort were to: reduce the time burden on members and human resources administrators involved in the PCS process; reduce the time required to complete the entire PCS process from Assignments through In-Processing; build improved fiscal management into the PCS process; improve the visibility/accountability of stakeholders in the PCS process; improve the membersī experiences with the PCS process; and improve the integrity and availability of relevant PCS data throughout the process.

Accomplishments: The data and Business Process Reengineering approach led to the identification of not only improved processes, but also measurable performance targets to serve as implementation guidelines. P&R IM identified actionable reengineering opportunities that would build off of existing government, military, and private sector best practices. The effort resulted in a series of findings, identified best practices from among the Services, and formulated concrete recommendations presented in a modular format to facilitate further investigation and implementation.

Capabilities: OUSD (P&R) Continuous Process Improvement, HRM Enterprise Architecture
[Back to top]