December 17, 2013
Success with Enterprise Architecture – Philip S. Homan
Success with Enterprise Architecture
• Overview
– Enterprise Architecture
– DoD Architecture Framework (DoDAF)
– The Navy ERP Program
• Building a Successful EA for Navy ERP
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The State of the Navy ERP EA in July 2010
Navy ERP EA Development
The State of the Navy ERP EA today
How we got here
How the EA is being used
• Lessons Learned – here and in the past
2
Background
• Practicing IT Architecture for 25 years
• Internal IBM on Order Management, Contract
Management, Billing, Inventory Management System
• Became Chief Business Architect for IBM Product
Support Services – Worldwide
• Chief Contractor Architect for DoD Business Enterprise
Architecture for 18 months – delivered 3.0 and 3.1
• Provided architecture support to the USAF, FEMA, USN
3
Why Enterprise Architecture?
• EA is the answer to several different needs
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Perform Enterprise strategic planning
Integrate / share data between independent systems
Understand the Enterprise’s Application Portfolio
Control seemingly redundant investments in IT
Replace legacy systems with more efficient applications
using newer technology
• Office of Management and Budget requires an
approved Enterprise Architecture to obtain funding
4
What is Enterprise Architecture?
“Enterprise Architecture is a well‐‐defined practice for conducting
enterprise analysis, design, planning, and implementation, using a
holistic approach at all times, for the successful development and
execution of strategy.
Enterprise Architecture applies architecture principles and
practices to guide organizations through the business, information,
process, and technology changes necessary to execute their
strategies.
These practices utilize the various aspects of an enterprise to
identify, motivate, and achieve these changes.”
- “A Common Perspective on Enterprise Architecture”, feapo.org
5
What is an Enterprise Architecture?
• It Depends on the Needs of the Program / Initiative
(i.e., Fit for Purpose)
• It Defines what’s in and what’s out (i.e., the scope of
the “Enterprise”)
• It can describe how People and Technology
accomplish the objectives of the Program
• It can describe how “what’s in” interacts with “what’s
in”
• It can describe how “what’s in” interacts with “what’s
out”
6
What is the DoD Architecture Framework?
• Collection of models (53 in DoDAF 2.0) used to
describe the various aspects of a system and how that
system interacts with other systems
• Multiple Viewpoints
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Overview of the Architecture (All View)
Operational
System / Services
Data and Information
Technical Standards
Capability Requirements (2.0)
Project (2.0)
7
What is the DoD Architecture Framework?
• Provides a palate of well-defined models that, when
used together, provide the different perspectives
(viewpoints) on the program required by the client.
• Required by the US Department of Defense
• Well understood by a large number of IT Architects
• Well defined yet flexible
• Supported by tools (e.g., System Architect, ARIS)
• Other Architecture Frameworks – e.g., TOGAF, MODAF,
Zachman EA Framework – provide similar benefits
8
Navy ERP Program
• Department of the Navy (DON) financial system of
record
– Key to producing auditable financial statements by 2017
– Savings through business process standardization and
legacy system retirement
• Financial system used by 6 major Navy commands
– Common processes
– Single installation used by all
• Over 64,000 users around the world.
• Approximately 50 percent of the Navy’s budget is
currently executed within Navy ERP
9
Navy ERP Program Functionality
• Financial Management
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Budgeting
Accounts Receivable / Accounts Payable
Period Closing
General Ledger
• Program / Project Management
• Acquisition Management
– Procurement
– Asset Management
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Navy ERP Program Functionality
• Supply Chain Management
– Logistics Planning and Allowancing
– Order Fulfillment and Outfitting
– Inventory Management
• Workforce Management
– Personnel Time Management
– Personnel Training and Development
– Personnel Appraisal
11
Navy ERP Program Processes
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Acquire to Dispose
Check-in to Check-out
Plan to Perform
Plan to Pay
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Procurement
Logistics Planning
Order Fulfillment
Inventory Management
• Budget to Authorize
• Post to Report
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Navy ERP Program SAP Modules
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The Navy ERP EA in November 2010
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The Navy ERP EA in November 2010
Authorizing Authority EA Findings (summarized)
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Diagrams do not follow standards
No traceability between complementary products
Traceability to solution uses non-standard customized objects
Traceability matrix inconsistent and incorrect in many cases
EA description (AV-1) dated and with modeling-tool specific
references
– Operational Activity names often too low-level and not
representative of basic capabilities
– Inconsistent level of detail and terminology
– Models created for version 1.0 (financial) are different than those
created for versions 1.1 (supply solution) and neither are BPMN
compliant
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The Navy ERP EA in November 2010
• The Team
– Government Chief Architect was Open Group Certified IT
Architect with vast private sector development experience
and 10 years EA experience as a contractor. Four months
exposure to DoDAF.
– Team (2 contractors, 1 government) was highly motivated
and knowledgeable of the system functionality but untrained
in DoDAF and most standard modeling methodologies.
– I was filling an open position as a peer architect, reporting to
the Chief Architect. I worked for a different contractor than
the other two contractors.
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Navy ERP EA Development
• First steps
– Orientation
– Gain trust of the team
– Understand objectives of the Chief Architect, including
program short-term needs related to EA
– Understand EA Scope
– Perform an assessment of all existing EA products
17
Navy ERP EA Development
• Put together a plan
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Determine EA products needed to address program needs
Determine traceability requirements across EA products
Prepare proposal for EA development
Evaluate and update plan, as needed, based on prior EA
assessment
– Gain SPAWAR agreement on the products to be produced
and the plan to produce them
• Presented plan face-to-face in December 15, 2010 meeting
• Lively discussion about some products and traceability
• Gained agreement with minor issues resolved over the next few
months
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Navy ERP EA Development
• Basics of the Plan
– Use IBM Telelogic System Architect, with DoDAF plug-in
– Use out-of-the-box DoDAF products as much as possible
– Tailor the DoDAF Architecture Development Process for the
detailed plan.
– Develop and maintain an EA Design Guide to document all
standards and guidelines established along the way.
– Ensure traceability across products is defined and
understood so that this it is built in from the start.
• Before we began
– Established initial standards for each product.
– Ensured the team member understood and agreed with the
purpose, scope, and content of each product.
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Navy ERP EA Development
DoDAF Architecture Development Process
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DoDAF Build Sequence
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Navy ERP EA Development
• Development
– Determined a good source for the definition of scope.
• SAP Level 4 Business Processes (basically System Functions)
– Defined Business Scope with Operational Activities via the
Operational Activity Node Tree
• Matrix mapping Operational Activities to System Functions is in
DoDAF
• This established the foundation for all other products.
– Focused on Business Process Models to define details of
how the system was used and what it was used for.
– Leveraged the program-managed Interface Control
Agreements and System Data Exchanges to define
interactions with other systems.
22
The Navy ERP EA today
• Version 3 of the EA is complete
• Architecture statistics
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224 Business Process Diagrams
2486 Process Steps
166 Operational Activities (116 leaf-level)
150 System Functions
• Architecture attributes
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Consistent naming across all products
Traceability between related objects within products
Consistent “look and feel” of all products
Embraced by Functional experts
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Independent Audit Assessment
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How we got here
• Knowledgeable and committed Chief Architect and EA
Team
• EA that was scoped to the needs of the program
• Reasonable and valuable oversight provided by
SPAWAR
• Establishment of and adherence to standards
• Use of industry standard, well documented,
methodologies
• Scheduled releases – with confidence that additional
work will occur following each release
25
How we got here
• Funding – DoD audit readiness requirement and Navy
FMO requirement for business standardization
provided resources for extensive access to end users
and Functional experts
26
How the EA is being used
• Program Documentation
– Published in the Information Support Plan (ISP) as the
description of the program
– Official program documentation for data calls
– Used for orientation of new personnel to the program
– Used for orientation of SAP auditors
• Compliance / Audit Readiness
– Documents alignment with BEA, SFIS, and DON EA
– Used by Joint Interoperability Test Command (JITC) for
interface testing and certification
– Documents GL Postings being produced and Financial
Control Points being enforced by Navy ERP in support of
Audit Readiness
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How the EA is being used
• Navy Portfolio Management
– Used to identify any overlap in functionality of Navy ERP and
other Navy systems
• Change Management
– Used to assess and document changes needed in Navy ERP
to support changes being made to other systems
– Used to document to-be processes for major functional
enhancements
– Maintained in sync with changes applied to the system
• Testing
– Used by Regression Test to evaluate the scope of their tests
during audit of coverage and effectiveness
28
Lessons Learned
• Don’t do more architecture than is needed
• Try not to build less architecture than is needed, either
• Make sure the client knows what is being built, why it’s
being built, and agrees that it’s needed
• Make sure the team knows what is being built, why it’s
being built, how to build it, and understands that the
client thinks it’s needed
• Don’t mix Strategy, Management, and Execution on a
single architecture
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Lessons Learned
• Don’t limit your palate of models to those already
defined
– Be creative
– Define standards for every model being developed
• Make your architecture visible so that the entire
program can benefit from it
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Summary
• Building a Successful Enterprise Architecture takes:
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Agreed-to Scope
Understanding of Client Needs and Critical Dates
Vision of the Target Architecture
Quality Personnel with Knowledgeable Leadership
Committed Client (Knowledgeable helps)
Access to key information and key personnel
Agreed-to and Documented Standards with the authority to
enforce them.
– Delivery Dates with Reasonable Expectations
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Questions
32
Contact Information
• Philip Homan
– [email protected]
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Backup Slides
34
Application Inventory
35
35
Sample from EA Design Guide
Relationships between Interface-Related Architecture Objects
Information Exchanges, ICOMs, Needlines, Message Flows,
System Data Exchanges, and System Interfaces
OV-5 A-0 Context Diagram
PK
A-0 Diagram
A-0 ICOM
PK
ICOM Name
FK1
FK2
IE Name
A-0 Diagram
Information Exchange
PK
IE-Needline Matrix
OV-2 Needline
IE Name
PK
FK1
FK2
OV-6c Message Flow
Needline ID
IE Name
Needline ID
System Data Exchange
SV-1 System Interface
PK
Message Flow Name
PK
SDE Name
PK
FK1
SDE Name
FK1
FK2
IE Name
System Interface ID
System Interface ID
Symbol Legend
Normally, IEs are named the same as ICOMs on the
OV-5a A-0 Context Diagram. The specific rule is:
IE Name =
• ICOM Name, when IE – ICOM on the A-0 is 1-1
• SDE Name, when IE – ICOM on the A-0 is 1-M
and IE – System Data Exchange is 1-1
• Other meaningful name, when both
relationships are 1-M
Many-to-One
Relationship
One-to-One
Relationship
PK
Primary Key
FK
Foreign Key
Bold indicates “required”
Message Flow Name = ICOM Name
36
Process Model Scenario Interaction
16 December 2013
Navy ERP Master Scenario Process Integration
WF.06
Manage
Organizations and
Positions
WF.04
Perform Personnel
Administration
WF.16 Manage
Pers onnel Training
PO for P-Card
or Training Needed
WF.18.04
Enter, Adjust, and
Approv e
Personnel Time
WF.18.06
Transfer Time for
Pay
WF.18.20
Perform MonthEnd Unallocated
Labor Acc ruals
Assignable Work Ctrs
Training Request Approved / Rejected
Training PR Needed
Project Network Activity Ass ignment
P-Card PR Needed
Training Approval Request
BU.02
Perform Budget
Planning and
Formulation
WF.18.10
Transfer Labor
Cost to
Chargeable
Objects
WF.18.08
Process Payroll
Information
Labor and
Overhead
Cost
BU.08
Prepare System
for Planned
Allocations and
Authority
Unallocated
Labor Acc ruals
BU.10 – BU.20
Allocate Funding /
Authority
Authority to Ex ecute /
Authority to Accept Orders/
Funds Available for Assignment
BU.04 / BU.06
Perform
Realignment /
Reprogramming
Expense
Operating
Budget
Funding
Information
Project Planning Update Required
Disbursed Salary
and Wage Data
Comptroller
Approved
FMS Case
Direct Cite / Direction
Package
FMS Case
Funding
Allocation
SMCA Budget Authority Estimate
Planned Project Funding Requirement
Project Planning Information
PS.02
Create/Update
Project Structure
Serv ice
Expenditures
Posted
Grantor Approved
Funding Doc
Disbursements
Posted
Travel
Expenditure
Posted
PS.19
Manage
Consumption of
Goods by Project
PS.06 – PS.12
Process Funded
Project for
Execution
PS.04
Plan Project
Project
Structure
Created
PS.16
Collect
Chargeable
Project Costs
Obligation for
Good / Services
PS.14
Monitor and
Control Project
Cost and Schedule
Project
Work
Completed
Performer Approved /
Rejected Funding Doc
PS.18.04
Produc e Bills
Bills
PS.18.06
Post Collections
PS.20
Close Project/
WBS/NWA
Request Project
Closeout
Bills (thru DFAS)
Payments
(thru DFAS)
Sales Approved
Order
RFQ
PO
PR.02.04 – 02.06
Create ‘ Update
Purchase
Requisition
PR.02.10 – 02.16,
02.24 - 28
Create / Update
Purchase Order
PR.02.08
Approve Purchase
Requisition
PR.06.02
Process Receipt
for Services
PR.06.04 – 06.06
Process Invoice
Payments
(thru
DFAS)
PR.08
Post and
Reconc ile
Disbursements
PR.10
Closeout Purchase
Requisition
Obligated Fund
PO Created
PR.022
Manage Organic
Repair
Recommendation
Organic Repair PR
Commercial Repair PR
Commercial Buy PR
Restoc king PR
ZMIL PO Request
PL.02
Determine Material
Demand
PL.04
Prepare Supply
Plan
PL.06
Implement Supply
Plan
Receipt of
Material
For Project
Disposal Recommendation
Credit Return Level Value
Credit Return Request
Carcass Redistribution STR
Exces s Material STR
IM.02 - 04
Track Material in
Repair
Shipment
PO Needed
Shipment
Costs Updated
IM.10
Perform Stock
Movement
IM.06
Evaluate and
Proc ess Rec eipt of
Goods
IM.08
Process Excess
Material Return to
Vendor
IM.12
Conduct Physic al
Inv entory
IM.14
Manage
Hazardous
Material
Material
Unavailable
Delivery Request
Stock Picking Complete
Material Return to Vendor Required
OF.02
Create/Update
Standard Sales
Order
OF.02.10
Source Order
OF.06
Fulfill Order
OF.08
Bill Order
OF.07
Capture Interlocation Shipment
Costs
Goods Received and Accepted
Reorder Required
AQ.02 – 04
Create Asset
Record
AQ.06
Manage Asset
Master Record
Value
AQ.08
Manage Asset
Master Record
AUC Status Changed
to Final Fixed As set
CL.02
Conduct Period
End Preparations
CL.04
Conduct Month
End Pre-Close
AQ.10
Post Asset Value
and Depreciation
AQ.12
Maintain Asset
Barcode
AQ.14
Maintain Asset
Physical Inventory
AQ.16
Manage Asset
Transfer
Depreciation Area 1
for Sponsor Owned
Equipment Updated
CL.06
Conduct Month
End Close
End of Pd 12
CL.08
Conduct Year End
Pre-Close
CL.10
Conduct Year End
Clos e
37
Chec
Che
Positions
PO for P-Card
or Training Needed
Pay
Personnel Time
Information
Project Network Activity Assignment
P-Card PR Needed
Training Approval Request
Budget-to-Authorize
Labor Accruals
Assignable Work Ctrs
Training Request Approved / Rejected
Training PR Needed
BU.02
Perform Budget
Planning and
Formulation
Chargeable
Objects
Labor and
Overhead
Cost
BU.08
Prepare System
for Planned
Allocations and
Authority
Unallocated
Labor Accruals
BU.10 – BU.20
Allocate Funding /
Authority
Authority to Execute /
Authority to Accept Orders/
Funds Available for Assignment
BU.04 / BU.06
Perform
Realignment /
Reprogramming
Expense
Operating
Budget
Funding
Information
Project Planning Update Required
Comptroller
Approved
FMS Case
Direct Cite / Direction
Package
FMS Case
Funding
Allocation
SMCA Budget Authority Estimate
Planned Project Funding Requirement
Project Planning Information
Plan-to-Perform
Disbursed Salary
and Wage Data
PS.02
Create/Update
Project Structure
Grantor Approved
Funding Doc
Service
Expenditures
Posted
Disbursements
Posted
Travel
Expenditure
Posted
PS.19
Manage
Consumption of
Goods by Project
PS.06 – PS.12
Process Funded
Project for
Execution
PS.04
Plan Project
Project
Structure
Created
PS.16
Collect
Chargeable
Project Costs
Obligation for
Good / Services
PS.14
Monitor and
Control Project
Cost and Schedule
Project
Work
Completed
Performer Approved /
Rejected Funding Doc
PS.18.04
Produce Bills
Bills
PS.18.06
Post Collections
PS.20
Close Project/
WBS/NWA
Request Project
Closeout
Bills (thru DFAS)
Plan-to-Pay –
Planning
Plan-to-Pay - Procurement
Payments
(thru DFAS)
Sales Approved
Order
RFQ
PO
PR.02.04 – 02.06
Create ‘ Update
Purchase
Requisition
PR.02.08
Approve Purchase
Requisition
PR.02.10 – 02.16,
02.24 - 28
Create / Update
Purchase Order
PR.06.02
Process Receipt
for Services
PR.06.04 – 06.06
Process Invoice
Payments
(thru
DFAS)
PR.08
Post and
Reconcile
Disbursements
PR.10
Closeout Purchase
Requisition
Obligated Fund
PO Created
PR.022
Manage Organic
Repair
Recommendation
Organic Repair PR
Commercial Repair PR
Commercial Buy PR
Restocking PR
ZMIL PO Request
PL.02
Determine Material
Demand
PL.04
Prepare Supply
Plan
PL.06
Implement Supply
Plan
Receipt of
Material
For Project
38
Disposal Recommendation
Credit Return Level Value
Credit Return Request
Carcass Redistribution STR
Excess Material STR
Shipment
PO Needed
Application Inventory in Context – Bus Area
Order / Config
OEM Product Implementation
entitlement
ORBITS
AAS
MPI
Contract Reg /
Management
Entitlement
Repository
CHIS
CEDS
PreScreens - Cust
CEDB
OASIS
Suppression / Cancellation
Contract Print
Billing
CHIS
CDPRINT
PubPrep
CHIS
AAS Purchase Inventory
AAS Usage Billing
Incident Billing
HSI / QBIL
OASIS T&M Billing
Invoicing
Usage T&C Reg /
Management
CIS
AAS Usage Billing
Information Warehouse / Business Measurement System
NDRS
MMS
IW
CQDB
Mirage (OASIS)
39
Application Inventory in Context
RFA
ESPRIT
QSM (SPOC)
Product / Price
Reference
Announcement
PRS (EPL)
ORBITS (EPL)
CHIS
QSM (SPOC)
PEP
Elec
MPS
Price
CHIS
Letter
PC/PN/PH
MTM
FAMILY
Pre-Announce Pricing
CCMS
ORBITS
Order / Inv
AAS
MPI
GEMS
PCWARES
PEW
Stmt of Work Pricing
CHIS
Svcs Assistant
ICAP
HONE Configurators
CFPRICE/ProPrice
Eagle
FAMILY
Lotus AmiPro
MACUST
Doc Tool
BIDS03
Bid Management Sys
Bottom Line Tool
Pre-Sales Inventory
/ Contracts
AAS-PMINQ
MMS
TD3 (EB)
OMSYS / OMT
PRICE
SMART
ServProp (EMO)
AAS ConServ (CSO)
Cust Provided
CSO Supplied
Desktop Act An Tool
MVAVAIL
ORBITS
ISF View
Proposal /
Contract Print
Proposal Definition
PubPrep
CHIS GUI
ICAP
Marketing Tools
SMART
Mktg. Essentials
HONE
MKTTOOLS
CHIS
CHIS GUI
CDPRINT
PubPrep
SMART ??
Contr Wkbnch
Call Placement
IBMLINK (ECI)
ECCO (ECI)
Cust Lsd Line (ECI)
DART
RETAIN / RSF
AAS-IDAC
CE-Enabled
QUINTUS
OEM Product Implementation
entitlement
ORBITS
Entitlement
Reference
PreScreens - Prod
Contract Reg /
Management
CHIS
SPS (ServicePac)
SCORE
DART / Embassy
AAS - PMI
TD3
ServProp
Conserv
SPIF
CCMS
orders
Entitlement
Repository
Receive Call
NSS
OASIS
FEAD
CEDS
PreScreens - Cust
CEDB / NEDB
OASIS
CCMS
DART / Embassy
LENA
Suppression /
Cancellation
AAS PMI
AAS Usage Billing
QSAR / TRUER
OASIS QSAR
Truer
RETAIN / PSAR
NSS
NSS (BoB)
OASIS
INEWS
KB Sys
DSI
NSS
WPS/Warr CRU;s
QUINTUS
OASIS RTE
DART
labor
hours /
parts
cost
(QSAR)
Call Screening / Problem
Management
RETAIN
OASIS
LENA
QUINTUS
CE-Enabled
parts auto-launch
Financial Data Distribution
HSI / QBIL
OASIS T&M Billing
SCORE
Embassy
CCMS
Billing
parts cost
SDMS
DLCS
Ledger Warehouse
revenue
FDS
RPS
CGPS
RPS
CLS
Commissions
AAS Commissions
Bus Reg
Invoicing
expenses,
labor / travel
hours,
parts cost
labor cost
Incident Billing
AAS Usage Billing
Parts
PIMS
cost
PIMS - Consgnd
QSAR
Labor/Travel Cost
TSS
revenue
billable labor, parts, and travel
Usage T&C Reg /
Management
CHIS
AAS SCB
SCORE
Embassy
TD3 (EB)
ServProp (EMO)
DART
LENA
CCMS
orders
create dispatch incident
Determine Entitlement
CHIS / CEDS
NRI/RETAIN
SPIF
PMINQ
MPI
CONSERV
TD3
LENA
Service Delivery /
Reporting
Call Scheduling
CIS
type / serial entitlement info
Accounts Receivable
CCS
AR Image
revenue/
costs
40
Information Warehouse / Business Measurement System
Customer Information
CMR
BOREF
SPIF
NDRS
MMS
IW
CQDB
Mirage (OASIS)
SQMS
ORIGINS
SSD/QMF
CCMS
E2EPROC1.PRE
P. Homan
2/11/98
System Context
41
System Interaction
42
Application Integration – One System
Application Interface Architecture
44
Application Interface Architecture - HMGP
45
Operational Activity Node Tree
A.0 Manage
Nav y Enterprise
Resource
Planning
OV-5a - Navy ERP - Operational Ac tivity Node T ree
(OV-05 Node T ree)
Sys tem Arc hitec t
T ues day, Dec ember 03, 2013 5:51 AM
Comment
A1.1 Execute
Planning,
Programming,
and Budgeting
A.1 Perf orm
Financial
Management
A1.2 Administer
Financial
Accounting
A.2 Perf orm
Program/Project
Management
A.3 Manage
Acquisition
A1.3 Perf orm
Rev enue and
Cost Controlling
A1.4 Process
General Ledger
Transactions
A2.1 Perf orm
Project Setup
A2.2 Manage
Project
Execution
A2.3 Administer
Project
A1.1.1 Perf orm
Planning and
Programming
A1.2.1 Manage
Accounts
Pay able
A1.2.2 Manage
Accounts
Receiv able
A1.3.1 Conduct
Financial PreClosing
A1.4.1 Manage
General Ledger
Account
A2.1.1 Manage
Project Structure
A2.2.1 Assign
Project Funding
A2.3.1 Monitor
and Control
Project
A1.1.2 Allocate
Funding and
Authority
A1.2.1.1
Process Inv oices
A1.2.2.1 Collect
Costs
A1.3.2 Conduct
Financial
Reconciliation
A1.4.2 Perf orm
General Ledger
Postings
A2.1.2 Populate
Work
Breakdown
Structure and
Work Package
A2.2.2 Execute
Project Activ ities
A2.3.2 Report
Project Results
A1.2.1.2
Reconcile
Purchase Card
Activ ity
A1.2.2.2
Produce Billings
A1.3.3 Conduct
Periodic
Financial Closing
A2.1.3 Enter
Project
Requirements
A2.2.3 Manage
Project Costs
A2.3.3 Maintain
Project Sy stems
Control and
Reporting Values
A1.2.1.3
Resolv e
Accounts
Pay able Issues
A1.2.2.3 Record
Adv ances and
Collections
A1.3.4 Conduct
Rev enue and
Cost Control
Reporting
A2.1.4 Schedule
Project and
Establish
Baseline
A2.2.4 Close
Project
A1.2.1.4
Manage
Disbursements
A1.2.2.4
Resolv e
Accounts
Receiv able
Issues
A1.3.5 Conduct
Financial
Rev iews and
Audits
A2.1.5 Approv e
Project
A1.2.1.5
Closeout
Commitments
and Obligations
A1.2.2.5 Carry
Forward
Receiv able
Balances
A1.1.3 Manage
Fund Balance
A1.1.4 Maintain
Budget and
Funds
Management
Control and
Reporting Values
A1.3.6 Maintain
Rev enue and
Cost Control
and Reporting
Values
A3.1 Manage
Procurement of
Material and/or
Serv ices
A3.1.1 Manage
Commitments
and Obligations
A3.1.2 Support
Contracts
A3.1.1.1
Manage
Requests f or
Quotation
A3.1.2.1 Monitor
Contracts
A3.1.1.2 Create,
Amend, and
Delete
Purchase
Request
A3.1.2.2
Manage Repair
Contract
Renewal
A3.1.1.3
Approv e
Purchase
Request
A3.1.1.4
Manage
Purchase
Requisition
Supporting
Documentation
A3.1.1.5 Create,
Amend, and
Delete
Purchase Order
A3.1.3 Maintain
Procurement
Control and
Reporting Values
A.4 Perf orm
Supply Chain
Management
A3.2 Perf orm
Asset
Management
A3.3 Prov ide
Science and
Technology
Grants
A4.1 Conduct
Logistics
Business
Planning
A3.2.1 Maintain
Asset Inf ormation
A3.3.1 Manage
Research Grant
Budget Initiativ es
A4.1.1
Determine
Demand
Forecast
A3.2.2 Process
Asset Transf er
A3.3.2 Manage
Research Grant
Solicitation
A4.1.2 Perf orm
Material
Requirements
Planning
A3.2.3 Maintain
Asset Inv entory
A3.3.3
Administer
Research Grant
Submission
Ev aluation
A4.1.3
Determine
Av ailable Supply
Chain
Resources
A3.2.4 Perf orm
Asset
Settlement f or
Period
A3.3.4 Perf orm
Research Grant
Award
A4.1.4 Balance
Supply Chain
Resources With
Demand
A3.3.5 Manage
Research Grant
Closeout
A4.1.5 Manage
Material
Disposal
Recommendatio
ns
A3.3.6 Maintain
Research Grant
Perf ormance
and Reporting
Values
A4.1.6 Publish
Supply Chain
Plans
A.5 Perf orm
Workf orce
Management
A4.2 Manage
Inv entory
A4.2.1 Manage
Receipt and
Acceptance
A4.2.2 Perf orm
Stock Mov ement
A4.2.3 Conduct
Phy sical
Inv entory
A4.2.1.1
Manage Receipt
of Goods and
Serv ices
A4.2.2.1
Perf orm Goods
Issue
A4.2.3.1
Perf orm
Phy sical
Inv entory
A4.2.1.2 Inspect
and Accept
Goods and
Serv ices
A4.2.2.2
Reassign Stock
Ownership
A4.2.3.2
Research
Inv entory
Dif f erences
A4.2.1.3
Manage Receipt
of Goods and
Serv ices
Discrepancies
A4.2.2.3
Perf orm Stock
Transf er
A4.2.3.3
Reconcile and
Adjust Inv entory
Balances
A4.2.1.4
Manage Receipt
of Goods and
Serv ices Credits
A4.2.2.4
Perf orm Stock
Redistribution
A4.2.3.4 Record
Inv entory Gains
and Losses
A4.2.4 Track
Material in
Repair
A4.2.5 Process
Material Return
to Vendor
A4.2.6 Manage
Material
Disposal
A4.3 Manage
Hazardous
Material
Inf ormation
A4.4 Process
Sales Orders
A4.3.1 Maintain
Hazardous
Material
Identif ication
A5.1 Manage
Organizational
Structure
A5.2 Perf orm
Personnel
Administration
A4.4.1 Manage
Sales Quotes
A5.1.1 Manage
Organizational
Units and
Structure
A5.2.1 Checkin/Check-out
Employ ee
A4.3.2 Maintain
Hazardous
Material Access
A4.4.2 Manage
Sales Orders
A5.1.2 Manage
Organization
Positions
A5.2.2 Maintain
Employ ee
Record
A4.3.3 Comply
with HAZMAT
Regulations
A4.4.3
Determine
Order Sourcing
A4.4.4 Manage
Deliv ery
Processing
A4.4.5 Manage
Return Orders
A4.5 Maintain
Supply Chain
Control and
Reporting Values
A5.2.3 Process
Employ ee
Awards
A5.3 Perf orm
Personnel Time
Management
A5.3.1 Maintain
Employ ee Work
Schedule
A5.3.2
Administer
Personnel Time
Accounts
A5.3.3 Account
f or Time,
Absence and
Labor
A5.3.3.1
Maintain
Personnel Time
Records
A5.3.3.2
Maintain Leav e
Balance and
Liability Accrual
A5.3.3.3
Maintain
Personnel Tour
of Duty
A.6 Perf orm
Inf ormation
Management
Serv ices
A5.4 Manage
Personnel
Training
A5.5 Manage
Personnel
Dev elopment
A5.6 Manage
Personnel
Appraisal
A6.1 Perf orm
Inf ormation
Sharing and
Computing
A5.4.1 Request
Training
A5.5.1 Perf orm
Indiv idual
Dev elopment
Planning
A5.6.1 Create
and Assign
Employ ee
Appraisal Plan
A6.1.1 Perf orm
Data Correction
A5.4.2 Process
Training
Request
A5.5.2 Maintain
Employ ee
Qualif ications
A5.6.2 Maintain
Employ ee
Appraisal Plan
A6.1.2 Perf orm
Data
Conv ersion and
Loading
A5.4.3 Plan
Training Ev ents
A5.5.3 Maintain
Personnel
Dev elopment
Control and
Reporting Values
A5.6.3 Perf orm
Employ ee
Appraisal
A6.1.3 Manage
End User
Interf aces
A5.6.4 Maintain
Employ ee
Appraisal
Control and
Reporting Values
A6.1.4
Sy nchronize
Authoritativ e
and Distributed
Data
A5.4.4 Execute
Training and
Follow-up
A6.2 Perf orm
Business
Intelligence and
Analy tics
A6.2.1 Perf orm
Data Analy sis
A6.2.2 Perf orm
General
Purpose
Reporting
A6.2.3 Perf orm
Data
Visualization
A6.2.2.1
Produce
Financial
Reports and
Queries
A6.2.2.2
Produce Supply
Chain Reports
and Queries
A6.2.2.3
Produce
Workf orce
Reports and
Queries
A5.3.3.4
Maintain Pay roll
Time and Rate
Inf ormation
A4.4.6 Manage
Outf itting
A5.3.3.5
Manage Labor
Cost Allocation
and Accrual
A1.2.1.6 Carry
Forward
Pay able
Balances
Legend
Yellow - In Production
Gray/Dotted Lines - Future Production
46
System Interface Description
Ext - SSP
Navy ERP Enterprise
Ext - OPNAV
SSP BO
SV-1 Navy ERP Systems Interface
Description (SV-01 Systems Interface)
System Architect
Monday, December 09, 2013 11:56 AM
Comment
SSP BO - FM
CDF-NG
NES
Workforce
Managem ent
CDF-NG - SCM
OPINS
NES - WFM
TRIDENT LDS
TRIDENT LDS - SCM
SCM - TRIDENT LDS
Ext - NAVAIR
Supply Chain
Managem ent
TFMMS
OPINS - WFM
Ext - OCHR
DONCADS
TFMMS - WFM
NAVAIR BO
NAVAIR BO - SCM
DONCADS - WFM
WFM - DONCADS
NDMS
NDMS - SCM
SCM - NDMS
DCPS - WFM
Ext - DFAS
WFM - DCPS
Ext - GSA
DCPS
SAM
STARS-HCM
SAM - SCM
SCM - STARS-HCM
STARS-HCM - SCM
Ext - SPAWAR
IPAC
SCM - IPAC
Financial
Managem ent
NALCOMIS-OIMA
SABRS
NALCOMIS-OIMA - SCM
SCM - SABRS
SCM - NALCOMIS-OIMA
STARS-FL
SCM - STARS-FL
Ext - NAVSEA
SCRT
DCPS - FM
FM - SCRT
NAVSEA BO
NAVSEA BO - SCM
DIFS
FM - DIFS
CDMD-OA
DIFS - FM
SCM - CDMD-OA
APVM-EUD
APVM-EUD - FM
ICAPS
PARTS
BAM
FM - APVM-EUD
ICAPS - SCM
SCM - ICAPS
FM - BAM
ADS
PARTS - SCM
ADS - FM
FM - ADS
myInvoice
EMS
EMS - SCM
FM - myInvoice
PPVM-EUD
SCM - EMS
PPVM-EUD - FM
CDW
FM - PPVM-EUD
SCM - CDW
VISTA
FM - VISTA
Ext - NAVSUP
Ext - US Treasury
FRB
NAVSUP BO
FM - FRB
SCM - NAVSUP BO
Ext - FMB
FRB - FM
Inform21
PBIS
SCM - Inform21
ITIMP
PBIS - FM
SCM - ITIMP
FM - PBIS
ITIMP - SCM
CPEN
CPEN - SCM
SCM - CPEN
SAS Server
FM - DCD
SCM - SAS Server
eRMS
Ext - DLA
FM - DDRS
SCM - eRMS
DCD
eRMS - SCM
G02APU
DTS - FM
FM - DTS
G02APU - SCM
SCM - G02APU
DTS
DDRS
WebCMET
Readiness Suite
WebCMET - FM
Readiness Suite - SCM
SCM - Readiness Suite
FM - WAWF
Tier 2
WAWF - FM
SCM - TIER2
DCAS
DCAS - FM
CAV-ORM
REMAD - SCM
REMAD
WAWF
SCM - DCAS
SCM - CAV-ORM
WAWF - SCM
SCM - REMAD
SCM - WAWF
SPS - SCM
SLDP
SLDP - SCM
SCM - SPS
SCM - SLDP
FLIS - SCM
SCM - FLIS
OTS
OTS - SCM
FPDW
Inform ation
Managem ent
SCM - MISIL
SCM - FPDW
MISIL - SCM
DAAS
UICP - SCM
MFCS
FLIS
FPDW - SCM
SCM - OTS
MISIL
UICP
SPS
SCM - DAAS
DAAS - SCM
MFCS - SCM
FM - MFCS
System Nodes
System Node Internal to Navy ERP
System Nodes External to Navy ERP
System Entities
System Entities Ow ned by the Navy
System Entities Ow ned by non-Navy Components
47