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General Fund Enterprise Business System
(GFEBS)
DFAS Rome Year End Customer
Symposium
August 9, 2006
Integrity - Service - Innovation
GFEBS Project Office
GFEBS Project Officer GFEBS Director
703.797.8980 703.797.8709
A Collaborative Team of PEO-EIS and ASA (FM&C).
8/28/2010 Integrity - Service - Innovation 2
What Is ERP?
Enterprise Resource Planning (ERP) is a commercial-off-the-shelf
(COTS) business solution leveraging industry best practices to
automate, integrate, and standardize processes and data across the
enterprise
GFEBS is an Army-wide ERP solution:
integrating financial systems and functions
providing increased visibility over financial information
supporting portfolio management of financial systems
leveraging commercial off-the-shelf business enterprise software
supplying standard, real-time financial data and information
Improved Information for Financial Decision Making.
Accurate data is ERP backbone
Will not correct all problems being experienced
Requires adapting to process change and learning new system
8/28/2010 Integrity - Service - Innovation 3
Case for GFEBS
Integration
Nightmare
Deficiencies:
Lack of visibility of total program cost at all levels
Limited visibility of real property (fixed asset valuation)
No linkage between budget and performance information
High rework rate for financial processes drives costs
8/28/2010 Integrity - Service - Innovation 4
GFEBS Objectives
Enable Army to receive an unqualified audit opinion on its annual
financial statements
Improve Army accountability and enable full cost management
Achieve efficiencies and operate effectively
Exchange information with customers and stakeholders
Provide accurate, reliable, and timely financial information to Army
decision makers to better train, equip, and sustain its force
8/28/2010 Integrity - Service - Innovation 5
GFEBS Goodness
Provide transaction based updating of the USSGL
Provide reengineered business processes
Provide an audit trail tracing all transactions to their source
Provide a standard financial information structure
Provide one-time data entry and sharing of information
Provide real-time funds control
Provide workflow management
Provide direct charge capability with visibility of funding
Provide identity of trading partners to enable intragovernmental eliminations
Provide cost accounting capability
Provide integrated vendor pay w/ automatic matching & validation capability
Provide capability to record accounts payable – GR/IR
Provide visibility and valuation of assets and inventory
Provide single set of master data
Provide real-time interface capability via XML
Provide trial balance w/ attributes to support departmental reporting
Provide for replacement of legacy systems
8/28/2010 Integrity - Service - Innovation 6
Project Schedule
Release 1.1 FY05 FY06 FY07 FY08 FY09 FY10
Technology
Demonstration 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4 1 2 3 4
(Real Property) at
IMA Garrison.
Release 1.2 MS A IPR MS B IPR MS C IPR FDDR
Full capability at Planned
one IMA Today
Garrison.
Release 1.3 SI SI IBR CDR TRR
Full capability at RFQ Award TECH
one installation DEMO
including Guard Release 1.1
& Reserves. 1 2 3 4 TEST IOC
PDR CDR OTRR OTRR
Fielding at all Rel 1.2, 1.3, 1.4 SYSTEM
STANFINS FOC
PLAN ANALYSIS / DESIGN DEMO
locations.
Release 1.4 Rel 1.2 Limited
Systems Integration BUILD TEST Deployment
Replace Delivery Phases: IOT&E
SOMARDS 1. Planning
at one installation. 2. Analysis Rel 1.3
BUILD TEST DEPLOY
3. Design Government
Fielding at all 4. Build LUT
Activity:
SOMARDS 5. Test
locations
Releases Rel. 1.4
6. Deploy Testing BUILD TEST DEPLOY
IBR - Integrated Baseline Review MS A – Milestone A IOC – Initial Operational Capability RFQ – Request for Quote
PDR – Preliminary Design review MS B – Milestone B FOC – Full Operational Capability SI – Systems Integration
CDR – Critical Design Review MS C – Milestone C IOT&E – Initial Operational Test & Evaluation LUT – Limited User Test
TRR – Test Readiness Review IPR – In Progress Review FDDR – Full-Rate Deployment Decision Review
8/28/2010 Integrity - Service - Innovation 7
6/5/06
GFEBS Change Management
People are key to a successful ERP
“Reinforce BPR at Army Installations & DFAS Sites”
COMMIT
Builds commitment of Army
users at each step “Demonstrate that BPR Works”
BUY-IN
Focuses on new business
processes and roles
“Communicate BPR Roles
Promotes user acceptance and Impacts”
UNDERSTAND
Commitment
through early, active and
ongoing communications and
leadership involvement “Involve Army/DFAS Stakeholders in
BPR”
AWARE
Reinforces ongoing
commitment through on-site
“Communicate Basic GFEBS Information”
support after Go-Live UNAWARE
Time
Go-Live
Focus on employees in the organization to help them make the transition from the as-is state to the to-be state
Direct efforts on sponsorship, communication, process, organizational alignment, and training
8/28/2010 Integrity - Service - Innovation 8
SAP Components
The ECC System contains a large number of modules, which combine to execute the business
management tasks of an organization. The following figure shows SAP components and modules.
Comprehensive
Integrated
FI functionality
solutions SD
Sales and Financial
Invoicing Accounting
MM GUI CO
Open systems Materials Controlling
Mgmt Workflow
PP FM
Production ABAP/4 Funds
Planning Mgmt Designed
ECC for all types
of business
PS
Client/server
architecture
PM
Facilities
Maint
Infrastructure Project
IM and Grant
T&E Mgmt
Investment
Travel Email Mgt CCS
and Exp HR
Reporting EC Utility
Human Billing
Resources CCMS Enterprise
TR
Controllin
g Treasury
Enterprise data RE Multinational
iXos BW
model Imaging B2B Real Estate
Data Internet
Warehouse Mgt
8/28/2010 Integrity - Service - Innovation 9
Release 1.1 - Scope
Release 1.1 scope and focus was restricted to real
property inventory and associated financial
functionality:
Funds distribution to the IMA as it was related to and
required for real property inventory functions
Procurement actions related to real property inventory
Capture partial costs* associated to real property
inventory – e.g. Labor, Materials, and Contracts
Invoice receipt and payment
Reimbursable activity related to real property inventory
General ledger postings for the above transactions
Month-end/fiscal year-end closing processes related to
real property inventory
*Full cost for IMA Fort Jackson will be captured during Release 1.2
8/28/2010 Integrity - Service - Innovation 10
Real Property (Minor Construction) Today
5. Work 6. System Owner
order Obligations
submitted in recorded in IFS = Integrated Assistant Chief of Staff
IFS STANFINS Financial System for Installation
7. Invoices Management
received in
CAPS PROBE = Program Assistant Secretary of
Optimization and Budget the Army, Financial
4. Funds STANFINS Evaluation Management &
Comptroller
committed IMA-
in IMA- Online PBAS = Program Budget Defense Finance
8. Accounting System Accounting Service
Online CAPS Disburseme
nts
performed in IMA-Online = Installation Installation Management
SRD-1 Management Agency- Agency
PBAS Online
3. Budget SRD-1 STANFINS = Standard Defense Finance
distributed Finance System Accounting Service
in PBAS to
IMA-Online
CAPS = Computerized Defense Finance
PROBE 9. Property Accounts Payable Accounting Service
recorded in System
DDRS IFS
2. Budget IFS SRD-1 = STANFINS Defense Finance
approved in Redesign-Subsystem 1 Accounting Service
PROBE
10. DDRS = Defense Defense Finance
1. Budget Financials Departmental Reporting Accounting Service
Planned in reported in System
IFS DDRS
8/28/2010 Integrity - Service - Innovation 11
Real Property (Minor Construction) Tomorrow
6. Obligations
5. Work order recorded in
submitted in GFEBS
GFEBS
7. Invoices
received in
GFEBS
4. Funds
committed in
GFEBS
8.
Disbursements
performed in
GFEBS
3. Budget
distributed in GFEBS
GFEBS
9. Property
recorded in
GFEBS
2. Budget
approved in
GFEBS
(R1.2)
1. Budget 10. Financials
Planned in reported in
GFEBS GFEBS
(R1.2)
8/28/2010 Integrity - Service - Innovation 12
Release 1.1 – Scope Highlights
Accountability over all Army assets and liabilities
Real property inventory
Compliance with OSD RPI Requirements (RPIR): 180 Elements
Conversion of existing real property inventory
Assets
Including construction-in-progress
Depreciation
Accountability over Army net position and operations
USSGL
Cost management
Standard Financial Information Structure (SFIS)
Formal Commitment
Conversions
Real Time
Auditable
Month-end and year-end processing
8/28/2010 Integrity - Service - Innovation 13
Release 1.1 – Scope Highlights
Internal Controls
Role segregation of duties
Workflow approval & certification
Accountability of fund balance with U.S. Treasury
Prevalidation
Disbursing (Vendor Pay only)
Funds Management
Allocation from HQDA to Level V organization
Positive funds control
Integration of Services
Master data management
Vendor pay
Real property to financials
Direct charge
Drill down capability
Link from commitment to disbursement
Single Sign-On, Web Based Solution
Interim Authority To Operate (IATO) Granted
Fully accredited data center
8/28/2010 Integrity - Service - Innovation 14
Release 1.1 Fund Management Objects
Fund – identifies the appropriation, BAG, SAG, direct/reimb, & FY
OM11320D06 – FY 06 O&MA Real Property Maintenance
OM = O&MA
1 = BAG
132 = SAG
0 = Filler
D = Direct
06 = FY
Functional Area – identifies MDEP, PE, & contingency code if applicable
QRPA760000000000 – Real Property Maintenance & Restoration &
Modernization
Commitment Item – identifies specific object class categories
Labor, non-labor, travel, or all objects
Funded Program – reserves funds being used for work orders, sales
orders, etc.
Fund Center – identifies organization receiving a distribution of funds
A0000000000 = HQDA (Level 1)
AIM00000000 = HQ IMA (Level 2)
AIMJA000000 = IMA, Fort Jackson (Level 3)
AIMJAP00000 = DPW (Level 4)
AIMJAP20000 = Operations & Maintenance Division (Level 5)
8/28/2010 Integrity - Service - Innovation 15
Organizational Relationships
GFEBS Funding GFEBS Costing
Organizational Hierarchy Organizational Hierarchy
Fund Ctr HQDA Cost Ctr
AFO00000000
FC Lvl 2 Army Cmd CC Lvl 1 UIC
AFODI000000 FODI000000
FC Lvl 3 Division CC Lvl 2 UIC
AFODIB00000 FODIB00000
FC Lvl 4 Brigade CC Lvl 3 UIC
AFODIBN0000 FODIBN0000
FC Lvl 5 Battalion CC Lvl 4 UIC
AFODIBNC000 FODIBNC000
FC Lvl 6 Company CC Lvl 5 UIC
AFODIBNCP00 FODIBNCP00
FC Lvl 7 Platoon CC Lvl 6 UIC
AFODIBNCPS0 FODIBNCPS0
FC Lvl 8 Squad CC Lvl 7 UIC
8/28/2010 Integrity - Service - Innovation 16
Organizational Relationships
Funding Hierarchy Costing Hierarchy
Fund Ctr HQDA Cost Ctr
FC Lvl 2 AMC CC Lvl 1
FC Lvl 3 IMMC RDEC
CC Lvl 2
FC Lvl 4 Redstone APG Natick CC Lvl 3
FC Lvl 5 CC Lvl 4
FC Lvl 6 CC Lvl 5
FC Lvl 7 CC Lvl 6
FC Lvl 8 CC Lvl 7
8/28/2010 Integrity - Service - Innovation 17
Direct Charge Scenario Process Flow
Army Buyer IMA, Army Family Housing Operations
Verify Fund
Create Funded
Availability/
Program (FP)
Negotiates Disbursement
Task
>> Fund Reservation
>> Distribute Funds
to the FP
Army Seller IMA, Dir. of Public Works (O&M Funded)
Work Order Purchase Purchase Perform Work
Accepts Task Order GR/IR
(WO) Requisition
(PO) Confirm Hours
(PR)
>> No Accounting >> Estimate >> Commitment >> Obligation >> Creates AP >> Capture labor
effect >>Capture Cost >> AFHO Funds >> AFHO Funds >> Recognize Cost >> Transfer Cost
8/28/2010 Integrity - Service - Innovation >> AFHO Funds 18
Direct Charge Benefits
Posts transactions timely -- real-time data
Enhances fund visibility to buyer and seller
Reduces duplicate accounting transactions associated with Intra-
Army reimbursables
Enables potential elimination of Intra-Army reimbursable
processing
Is less complex -- one single process, one single system
Allows drill down to the work order supporting the direct charge
transfer and associated general ledger effects
Reduces significantly data reconciliation requirements
Enhances analysis and decision support capabilities
Postures the Army for future intra-governmental transactions (IGT)
implementation
8/28/2010 Integrity - Service - Innovation 19
Direct Charge Opportunities
Develop workflow process between the work order and funded
program
Create and distribute automatically the funded program when
orders are received
Eliminate Army-to-Army reimbursables to extent possible
8/28/2010 Integrity - Service - Innovation 20
Cost Collection Example
Asset (Asset Management Module) Work Order (Plant Maintenance module) Cost Center (Controlling module)
Asset #1234 Work Order #2234 Cost Center #ABCD
3 Labor $ 6,000 2
Current value $1,000,000 Payroll $6,200
Work Order costs 100,000 Materials $90,000
4 1 Shop Stock $ 2,000
Work Order #2234 $<6,000>
$1,100,000 Equipment $ 2,000 3
$100,000 $ 200
Related Work Orders Asset #1234 $<100,000> 4
Work Order #2234 $100,000 $ 0
1 Costs of performing the activity are collected on the Work Order
2 Payroll is posted to the organization Cost Center
3 Labor hours are confirmed against a work order – offsets payroll costs in the Organization’s Cost Center
4 At month end, work order costs are posted against the asset (if costs are to capitalized) or remain in operating
expenses
Key Benefits:
• Integrated Asset/Work Order costing
• Drill-down capabilities – all work orders and associated costs by Asset; all work orders by
cost center (organization)
8/28/2010 Integrity - Service - Innovation 21
Cost Management Report Formulation
Allocation
Internal Order Indirect
Method
(CLS/SSP) Cost
(Sq Ft)
Associated to pull
CLS/SSP
BW
Report
Real Estate
(Functional Location)
Work Order Direct
(Maintenance) Cost
8/28/2010 Integrity - Service - Innovation 22
Benefits of BW Reports
Provides cost management data vs obligation data for analysis
Develops the facility maintenance cost (direct/indirect) in Business
Warehouse (BW) Report
Creates structured data store for use in cost modeling
8/28/2010 Integrity - Service - Innovation 23
Cost Management Opportunities
Define cost structures/hierarchies for the Army
− Organizational
− Weapon systems
− Operational forces
− Op Tempo calculations
− Power projection
− Contingency operations
Apply definitive cost allocation rules
Develop performance measures
Aggregate cost by facility, sum by site/location
Determine full cost for use in trade off modeling and analysis
Provide visibility of alternatives and options via access to complete financial
and cost data from lowest to highest levels
Support leadership by optimizing readiness through rapid scenario cost
analysis by projecting future costs vs resources projected going forward
Reduce the requirements for manual data calls by using BW query
capability
8/28/2010 Integrity - Service - Innovation 24
Strategies and Guides
Company Code
Fund Master Structure
Funds Management
Budget Formulation Scope
Cost Management
Data Visibility
Data Migration & Conversion
PP&E
Deployed Requirements
GFEBS & GCSS-A Standardization
8/28/2010 Integrity - Service - Innovation 25
Conclusion
GFEBS has successfully completed Release 1.1 and is
now ready to proceed to the Technology Development
Phase. Upon completion of Release 1.2 Plan, Analyze,
and Design, the project will move to System
Development and Demonstration.
8/28/2010 Integrity - Service - Innovation 26
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