Department of Defense

End-to-End Business Process

Integration Framework
May 17, 2013
Table of Contents
1 Overview............................................................................................................................... 3
2 End-to-End Business Processes .............................................................................................. 6
3 Applying the End-to-End Framework to the DoD IRB Process...................................................... 9
4 End-to-End Framework and the BEA ...................................................................................... 12
Appendix A: Reference Model Hierarchy ........................................................................................ 14
Appendix B: Example of E2E Levels of Federation ........................................................................... 15
Appendix C: Process Area Segments (Level 2) ................................................................................ 17
Appendix D: Example Functional Strategic Initiative / SMP Goals Mapped to E2E Levels ................... 18
Appendix F: Definitions ................................................................................................................ 21

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1 Overview
1.1 Background and Statutory Requirements
The Office of the Deputy Chief Management Officer’s (DCMO) mission is to “lead and enable end-
to-end (E2E) integration and improve business operations in support of national security.” The
intent of the E2E framework is to serve as the foundation for business process reengineering (BPR),
which drives business improvement by optimizing Operational Activities (OAs), and encouraging
interoperability, ensuring defense business systems support and enabling cross functional Business
Mission Area processes. Further, the E2E framework provides the basis for assessing audit
readiness, financial compliance and earned value benefit realization.

The E2E business processes 1 represent both commercial and government leading practices for
integrating common business processes to support all functions of the Business Mission Area. Each
E2E provides a customer centric view of how a strategic capability is delivered as a set of integrated
business functions that fulfill a need identified by the organization. E2Es are primarily transactional
in nature, comprising the key human resource management, logistics, acquisition, materiel,
installations and financial management functions that support the Defense Department’s goals of
materiel and financial auditability. They provide the management structure that can be used for
assessing compliance to Law, Regulations and Policies (LRPs), establishing performance measures,
becoming audit ready and identifying opportunities for BPR.

An objective of the E2E framework is to drive alignment to the goals stated in Department of
Defense (DoD) Directive (DoDD) 8115.01 2 and DoD Instruction 8115.02 3 Information
Technology (IT) Portfolio Management policy. The DoD 8115.01 Policy indicates IT investments
are managed as portfolios to: ensure IT investments support the Department’s vision, mission, and
goals; ensure efficient and effective delivery of capabilities to the warfighter; and maximize return on
investment to the enterprise. Portfolios are nested and integrated at the enterprise, mission area, and
component levels. The enterprise portfolios are divided into Mission Area portfolios, which are
defined as Warfighting, Business, DoD portion of Intelligence, and Enterprise Information
Environment (EIE). Mission Area and Component portfolios may be divided into sub-portfolios
(e.g., domains) or capability areas that represent common collections of related, or highly dependent,
information capabilities and services. The purpose of the management process is to 1) link portfolio
objectives to enterprise vision, mission, goals, objectives, and priorities, 2) standardize acquisition,
real property, material and financial management transactions to support auditability, 3) develop
quantifiable outcome-based performance measures, 4) identify capability gaps, opportunities, and
redundancies, 5) identify risks, and 6) conduct BPR.

1 DoD E2E Business Flow Reference Model v10, May 17, 2010

2 DoD Directive number 8115.01, October 10, 2005

3 DoD Instruction number 8115.02, October 30, 2006

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DoD 8115.02 establishes a reference model and describes procedures for managing DoD IT
investments as portfolios (PfM). The instruction states that DoD use four continuous integrated
activities to manage its portfolios -- analysis, selection, control, and evaluation. The overall process
is iterative, with results fed back into the system to guide future decisions. Analysis is the activity in
which Mission Areas and Sub portfolios, in collaboration with Components, establish performance
goals; identify gaps and opportunities; assess risks; provide for continuous improvement; and
explore functional and technical options as documented in current capabilities and future integrated
architectures. There are many ways to categorize IT investments during analysis (and selection).
Traditional practices focus on individual programs. However, the capability focus of portfolio
management rises above the constraints of specific solutions and existing programs to focus on
“what” is needed rather than the “how” it is delivered. For example, IT may be grouped into
categories such as Net-Centric; needing modification to become Net-Centric; legacy assets that must
be maintained until phase-out; and systems to be terminated. Such groupings enable senior leaders
to exercise strategic management over many investments without having to review each one
separately and help them organize multiple systems into needed capabilities.

DoDD 8115.01 and 8115.02 require assessment of portfolios, internal and external to DoD,
regardless of whether investments are DoD Agency/Military Department systems, Enterprise
Resource Planning (ERP) systems or distributed services. The E2E framework provides a holistic
picture of how IT investments are mapped to capabilities in order to provide a repeatable,
systematic, and analytic framework for review and assessment of their fit to the overall architecture.
Using the end-to-end framework provides the structure for the DoD’s business system environment
to make better informed enterprise-wide decisions within the DoD Agency/Military Department
and as part of the Investment Review Board (IRB) process.

In support of portfolio management, the Business Capability Lifecycle (BCL) 4 is an end-to-end

process that aligns the requirements, investment, and acquisition processes for the business
capability under a single governance framework. BCL is founded on the principle of tiered
accountability and delegated authority and accountability for program outcomes and compliance
down to the lowest appropriate levels. Section 901 of the FY2012 National Defense Authorization
Act, which amended Title 10 United States Code Section 2222 5, calls for the Department of Defense
(DoD) to establish a framework to analyze defense business system investments by portfolios.
Section 2222 also states that the portfolio of “defense business systems is in compliance with the
enterprise architecture developed under subsection (c) and appropriate business process re-
engineering efforts have been undertaken to ensure that the need to tailor commercial-off the-shelf
systems to meet unique requirements or incorporate unique requirements or incorporate unique
interfaces has been eliminated or reduced to the maximum extent practicable.”

The end-to-end business process integration framework (E2E framework) is the management
structure by which content in the DoD Business Enterprise Architecture (BEA) will be organized.
The BEA assists with the analysis and alignment of defense business system to drive business

4 https://www.milsuite.mil/book/groups/business-capability-lifecycle-bcl

5 Public Law 112-81

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improvement by optimizing functional capabilities and interoperability between processes This
framework provides the business operations structure for the Defense Business Mission Area to
support development of Functional Strategies and Organizational Execution Plans, alignment of
requirements, operational activities and laws, regulations, and policies, and identifying outcome-
based performance measures. DoD Military Departments and Defense Agencies shall align their
business portfolios to these E2E business processes to provide a comprehensive and consistent
approach to improving business operations.

1.2 Purpose, Scope and Audience

The April 4, 2011, Use of End-to-End Business Model and Ontology for DoD Business
Architecture Memorandum 6, issued by the DCMO, calls for leveraging the E2Es, defined within the
BEA, to provide the clarification necessary to achieve improved business process management and
interoperability of business systems required by statute. E2E processes leverage common key data
objects specified within the information exchanges which support interoperability between
transactions and provides organizations a complete picture of E2E business event triggers (i.e. a
need) and support process integration within and between systems. The BEA captures the required
information exchanges between processes and rules to permit systems and web service
interoperability and align operational capability metrics to the DoD Strategic Management Plan
(SMP).

The purpose of this document is to provide a DoD standard E2E framework to all appropriate
stakeholders including, but not limited to, Functional Process Owners, Functional Sponsors, non-
Military Departments Pre-Certification Authorities (PCAs), Military Departments, Chief
Management Officers (CMOs), Principal Staff Assistants (PSAs), and the Defense Business Council
(DBC). The goal is to provide a common framework that can be used to improve business
processes and IT support by defining and describing the E2E business processes and identifying
how they decompose to support standard and unique operational activities. The E2E framework is
used to assess fit/gap of ERP and Enterprise solutions, register and depict the contribution of core
systems and assist with driving business integration between business processes and defense
business systems.

The E2E framework will assist with organizing and updating the content within the DoD BEA, as
well as acting as a mechanism against which strategic alignment of systems can be evaluated. The
E2E framework provides a management methodology to enable the Department to strategically
align its defense business systems, in order to achieve standardization, simplify business rules across
the enterprise, streamline business processes and identify redundancies in system capabilities, in
order to optimize the E2E business processes. The E2E processes identify the OAs required to
support the capabilities needed to meet the business requirements. Capabilities are defined by OAs
and are used interchangeably within the document. The DoD Agencies and Military Departments
align their standard capabilities described in their portfolio to the E2E business capabilities
providing a holistic picture of the compliance to these Business Mission Area requirements and laws,

6 Use of End-to-End Business Model and Ontology for DoD Business Architecture, April 4, 2011

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regulations and policies, and used them to assess audit readiness and performance and progress
towards meeting DoD goals.

The E2E framework provides a foundation for assessing the BPR effort, normalizing the BEA
content and, encouraging business integration within the analysis of the IRB process. The expected
outcomes are to simplify business rules across the enterprise, establish performance measures at the
strategic, operational and tactical levels of the organization, and identify redundancies in system
capabilities in order to optimize E2E business processes. The framework focuses on transactions
and provides a comprehensive view of improvement opportunities within the business enterprise.

The DBC validates the DoD Agency, Military Department and Enterprise Organization Execution
Plans to determine if: 1) they have a clear strategy and depict a uniform alignment around the
combined Business Mission Area requirements; 2) they comply with the LRPs defined in the BEA;
3) they identify BPR opportunities to simplify business rules and streamline processes from an E2E
perspective; and 4) the portfolio of systems optimizes the E2E business operations. The E2E
framework provides the ability to manage the transition from today’s individual Business Mission
Area functional area requirements and individual defense business system to a portfolio-based
environment that supports optimized decision making across the enterprise. The attainment of this
goal is determined by evaluating investment portfolios against the requirements and business
processes, capabilities and measures of the combined Business Mission Area Functional Strategies
within the E2E Business Process Integration Framework.
Detailed analysis is necessary for the DBC and Military Department Chief Management Officer
(CMO)/Deputy CMOs (DCMOs) to ensure that supporting processes and system capabilities are
continually optimized as changes take place in the business environment.

1.3 Effective Date

The document is effective immediately and will be reviewed annually.

2 End-to-End Business Processes

Currently, the DoD E2E Business process reference model 7 comprises 15 E2E business processes.
Leveraged from commercial/industry standards, each E2E business process represents a set of
integrated business functions that fulfill a need identified by the DoD and are expected to evolve as
DoD’s business environment changes. The E2E framework provides the DoD with a guidepost, or
management structure, to identify opportunities for streamlining business processes by examining
their inter-related operational activities and by identifying gaps or redundancies. The E2E Business
Flows represent the life-cycle of business processes and their associated capabilities executed to
fulfill a business requirement throughout the DoD. To achieve business process optimization,
specific DoD organizations need to identify and compose the E2E Business Flows across the
functional silos of the organization, recognizing they are cross-functional within each business

7 Department of Defense E2E v10 – May 2010

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process and cut across multiple business mission areas. In accordance with BEA 9.0, the current
E2E Business Processes (Level 0) and their Level 1 Major Process Areas decompositions are as
follows:

The E2E framework and processes may be modified by the approval of the DBC to better align
with DoD business operations. The Business Mission Area leverages the E2E process Level 0 and
Level 1 decompositions and identifies changes necessary to the E2Es using the BEA update process
outlined in Section 4 of this document. Due to the different levels of maturity of the E2Es, changes
based on future BEA releases should be expected. Further, in concert with the PSAs and Military
Departments/Agencies, the number of and value of each E2E will be assessed against DoD
priorities and be managed in alignment with this framework.

2.1 End-to-End Levels of Federation - Definitions

The E2E Levels of Federation is a five-level hierarchy, depicting how E2Es are defined and used at
varying levels (See Appendix A). The current 15 high-level integrated business processes within the
DoD (Level 0) represent a combination of commercial/industry leading practices, as defined by
vendor implementations with the Fortune 500 Companies and DoD specific functions. Each E2E
is assign to a primary PSA owner who sets milestone dates for maturing each process. The PSA
defines the Level 0, 1, and 2 for an E2E with the concurrence of other Business Mission Area, DoD
Agencies, Military Departments and the DCMO staff. Once agreement is reached, the PSA submits
the requirements and Operational Activities (OAs) for approval to the DBC. This process is

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described in Section 4 of this document. DoD Agencies and Military Departments align the defense
business system Levels 3 and 4 OAs to the higher level E2E Level 2 constructs. Examples of the
E2E Levels of Federation are provided in Appendix B.

Each Level 0 E2E business process represents a set of integrated business capabilities that fulfills the
needs identified by the Business Mission Area, or enterprise, and are highly integrated with other
E2E Level 0s business processes. Strategic performance measures are established for each Level 0
E2E business process in order to meet the Strategic Management Plan (SMP) goals. These strategic
measures create a holistic view of the Business Mission Area’s ability to meet the SMP goals based
on each PSA functional requirements and laws, regulations and policies. The Business Mission Area
reviews the E2E process Level 0 and Level 1 decompositions and identifies changes necessary to the
E2Es.

The major process areas, or Level 1s, represent the major E2E processes used to realize the
integration, standardization and normalization necessary to enable interoperability between PSA
functions. The Level 1 major process areas identify the range of the primary lifecycle activities that
take place for each particular E2E business process. Performance measures evaluate the
interoperability of the Level 1 major process areas for efficiency and effectiveness.

The E2E framework’s definition of OAs is based on the definition used in the DoD Architecture
Framework (DoDAF) version 2.0 8. Level 1 major process areas are decomposed into Level 2
process area segment OAs [represented as DoDAF OV-5a/b operational viewpoints (Appendix A)].
The OAs provide the ability to identify inputs and outputs to each activity and their associated
process procedures, information exchanges and data objects which are shared between transactions,
laws, regulations and policies and/or tactical and operational performance measures. The PSA’s
Functional Strategies define the OAs that support the goals and objectives of the Business Mission
Area. OAs are governed by only one PSA, and the PSA is responsible for establishing or validating
all BEA elements associated with their OAs. The OAs define how functional areas (i.e. logistics,
acquisition, property, financial management, and human resource management) are used with other
OAs to support achieving the desired SMP goal outcomes (e.g., material visibility, HRM efficiency,
and financial compliance) and adherence to the laws, regulations and policies, which constrain and
control the enterprise. Additional performance measures may be established at the Level 2 process
area segment OAs to evaluate the tactical and operational effectiveness (capacity, quality levels, non-
value added activities and time) between OAs. When operational activities are performed in a
standard sequence within a Level 0 E2E business process or Level 1 major business area, an Event
Trace Description or DoDAF OV-6C process model should exist to describe the scenario or critical
sequence of events. PSAs may also create an enterprise OV-6C process flow to support an LRP
assertion. An example is the standard process model (OV-6C) created for the debt management
process.

8 DoD Architecture Framework Version 2.02, August 2010

9 Defense Business System Investment Management Process Guidance of June 29, 2012

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The DoD Agency/Military Department aligns its Level 3 organizational specific processes OA (OV-
5a/b) to the BEA’s Level 2 business process area OAs to identify the functional capabilities
supporting a DoD Agency/Military Department portfolio of defense business system. Additionally,
the DoD Agency/Military Department portfolio must support the performance measures to
evaluate the tactical and operational effectiveness (capacity, quality levels, non-value added activities
and time) between operational activities.

The E2E framework does not require that all DoD Agencies/Military Department’s align to all
Level 3 organizational specific OAs to Level 2 process area segment OAs in the BEA, as certain
Level 3 organizational specific OAs do not apply across the organization. Only the Level 2 process
area segments identified by the PSA Functional Strategies require the Level 3 organizational specific
OAs to be mapped within the Architecture Compliance and Requirements Traceability (ACART)
tool, which is described in Section 4. A notional example of how the E2Es decompose at all levels
is provided in Appendix C.

The Level 4 business system specific processes and procedures are documented by the DoD Agency
or Military Departments to support their capabilities, system functions and business objects. At
Level 4, specific business system processes and functional design specifications are captured for each
Report, Interface, Conversion and Extension (RICE) object. The functional design specification
describes the interface designed requirements and manual versus automated activities within their
defense business systems.

The Department recognizes that each E2E business process is at a different level of maturity, and
therefore; the Level 0 to Level 4 definitions outlined within this E2E framework should be used
only as a guide to assist the process owners with bringing the E2E process to full maturity. The
PSAs have the responsibility to work with the DCMO, Business Mission Area and the Military
Departments to mature the E2E using the BEA guidelines outlined in Section 4 of this document.

3 Applying the End-to-End Framework to the DoD IRB

Process
The E2E framework enables the evaluation of system portfolios in accordance with the DCMO’s
April 4, 2011, memorandum, which directs defense business system owners to (1) use E2E as the
framework to drive and organize BEA content; and (2) synchronize future releases of the BEA with
DoD's highest priority system acquisition and modernization efforts related to critical activities
within the BCL models. The E2E framework supports the DoD Directive (DoDD) 8115.01[1] and
DoD Instruction 8115.02[2] Information Technology Portfolio Management policy portfolio
perspective and the Department’s defense business system investment management process 9, which
requires the alignment of defense business system within an Organizational Execution Plan to a
Functional Strategy’s strategic goals.

9 Defense Business System Investment Management Process Guidance of June 29, 2012

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At least annually, and in accomplishing its IRB responsibilities, the DBC assesses each Defense
Agency and Military Department’s defense business system portfolio funding request 10. The IRB
provides cross-functional expertise to the Milestone Decision Authority (MDA) (for MAIS
acquisitions) to support investment and portfolio management oversight for all defense business
system requirements. The BCL integrates the requirements, investment, and acquisition processes
for defense business system under a single Investment Review Board (IRB) governance framework.
This integrated framework, as noted in Figure 1, is a critical element to the successful
implementation of BCL throughout the defense business system’s lifecycle. The DBC process
evaluates each DoD Agency and Military Departments’ portfolio to assess its alignment to the E2E
Level 1 major process area and Level 2 process area segment OAs and to identify gaps or
redundancies in each portfolio. The E2E portfolio view is based on the strategic alignment to the
department’s SMP goals, PSA/Military Department goals, as well as evaluating the defense business
system functional capabilities across the E2E business processes. It also provides the basis for BEA
compliance to BPR, performance metrics, and Federal Financial Management Improvement Act 11
(FFMIA) compliance.

Figure 1 – Integrated Business Plan Framework

In examining defense business system portfolios, from an E2E integration perspective,

organizations assert that their operational activities (OV-5) and operational events (OV-6C) align
with the Level 2 operational activities in sequence and timing that traces the actions in a scenario or
critical sequence of event and the related performance measures to meet the SMP goals.

10 Defense Business System Investment Management Process Guidance of June 29, 2012

11 Federal Financial Management Improvement Act of 1996. (Public Law 104-208). Sec. 801.

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3.1 Responsibilities
The PSAs are responsible for identifying the OAs (OV-5) that relate to their business functional
area and applicable E2E at Level 0 business process, and Level 1 major process area. The PSA E2E
process owner is responsible for coordinating with the Military Department, Defense Agencies and
the DCMO to ensure within the BEA the proper decomposition of Level 1 major process areas, as
well as Level 2 process area segment OAs for each E2E Level 1 major process area. For example:
– Information exchanges standardized for interoperability and compliance
– Laws, Regulations and Policies to guide and constrain via implementable business rules
– Constraints within the environment
– SMP Goals and PSA Initiatives
– Enterprise, Strategic, Operational and Tactical performance measures
The other Military Departments, Defense Agencies and DCMO staff analyzes the OAs for a given
process to ensure they support E2E interoperability and cross functional integration between
Business Mission Area functions.

The Pre-Certification Authority (PCA) is responsible for ensuring their portfolio of defense
business systems asserts to the PSAs E2E L2 process area segment OAs in the BEA using the DoD
Agency /Military Department’s system level processes, functional capabilities and OAs (OV-5s).
Requiring the DoD Agency/Military Department to assert their portfolio of defense business
systems Level 3 organizational specific OAs, which map to Level 2 process area segment OAs,
provides the information needed to analyze a DoD Agency/Military Department’s coverage of key
OAs and standard informational data exchanges within their portfolio. This assertion also
establishes the defense business system compliance with the OAs, laws, regulations and policies and
performance measures within the BEA. The PCA assertion provides the ability to analyze the BPR
within the DoD Agency/Military Department’s portfolio and identify gaps, redundancies and
performance measures within each E2E major process area and process area segment.

The ODCMO is responsible for the business integration analysis of the PSA Functional Strategies
and PCA Organization Execution Plans. The ODCMO review analyzes the integration and
alignment of business operations (end-to-end processes) and business systems’ functional
capabilities from an enterprise perspective across Agencies and Military Department’s. The primary
goal of the analysis is to identify overlaps and gaps in capabilities within the DoD Enterprise and the
DoD Agency/Military Department’s portfolio. This review is intended to identify gaps,
redundancies, efficiency and effectiveness of processes and alignment to strategic, operational and
tactical performance measures within each E2E major process area and process area segment. As
part of the assessment, the ODCMO identifies issues between the Functional Strategy and
Organizational Execution Plan and provides a critical oversight of the investment in the portfolios
and opportunities for improvement within the DBC process. This analysis is a key input to the
DBC annual IRB process, as well as during the BCL process when reviewing a program’s milestone
decision authority.

The DoD Enterprise and DoD Agency/Military Department Portfolio Organizational Execution
Plans are reviewed through five sets of parameters for completeness. The Portfolio Organizational
Execution Plan is evaluated for alignment to the Functional Strategy; compliance to BPR; value of
the portfolio to deliver capabilities based on their prescribe performance measures within the E2Es;
budget/cost projections; and system migration path. The analysis includes a review of all the

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Business Mission Area functional strategies to the organizational execution plans through a
“business integration” lens with the goal of assessing the E2E business process efficiency and
interoperability and financial compliance across the DoD business system investment portfolios.
The goal of this analysis is to align outcomes with the SMP goals, normalize the shared transactional
data objects, and evaluate operational program measures of the combined Federated Portfolio.

4 End-to-End Framework and the BEA

The BEA is the enterprise architecture for the DoD Business Mission Area and reflects the DoD
business transformation priorities, the business capabilities required to support those priorities, and
the combination of enterprise systems and initiatives that enable those capabilities. It also uses the
E2E framework to evolve the above information within the context of the DoD Information
Enterprise Architecture. The purpose of the BEA is to provide direction and compliance
requirements for DoD business transformation that helps ensure the right capabilities, resources and
materiel are rapidly delivered to our warfighters – what they need, where they need it, when they
need it, anywhere in the world. The BEA guides and constrains implementation of interoperable
defense business system solutions as required by the NDAA. It also guides IT investment
management to align investments with strategic business capabilities as required by the Clinger-
Cohen Act12, and supports Office of Management and Budget (OMB) and Government
Accountability Office (GAO) policies.

The Functional Strategies and Organizational Execution Plans serve as the primary mechanisms to
incorporate new and updated content into the BEA. The PSAs and PCAs submit new requirements
or changes to business requirements using the Business Mission Area requirements document.
These documents are developed by the PSA when reviewing content captured in the Functional
Strategy/Organizational Execution Plan documents. They also present the business case for new
business requirements for the DBC to quickly review and assess the proposed business requirements
and validate their alignment to business priorities. Once approved, the Business Mission Area
requirements document feeds the development of the BEA requirements document that scopes the
need, relevancy, feasibility, level of effort (LOE), and projected costs (both BEA and change to the
system) required to ensure that the BEA is designed, developed, and delivered to effectively address
Business Mission Area needs. The BEA Configuration Control Board (BEA CCB) reviews all
proposed changes and makes recommendations to the DBC for approval.

Once a BEA requirements document is approved by the DBC, the DCMO updates and enhances
the BEA with the content and publishes them in the next version of the BEA to define and present
the major process areas (Level 1) and process area segments (Level 2) beneath the high-level E2Es
using the ACART toolset. It displays a series of OAs (Level 2) that comprises a major process area
(Level 1), and includes their associated LRP, information exchanges, enterprise data standards, and
performance measures. In some cases, an OV-6c is required for a process area (Level 1) and
associated process area segment (Level 2) because the PSA requires the compliance to a specific

12 Clinger Cohen Act of 1996

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sequence and timing within the enterprise process model. This visualization within ACART makes
the Level 1 major process areas and Level 2 process area segments consumable and usable by
executive management and functional SMEs. In this way, the E2E framework becomes the cross-
functional view representing the “To-Be”, line of sight operational view across all businesses process
and operational activities of the Business Mission Area. The linkage from the SMP Goals/Key
Initiatives to the E2E operational activities and their supporting process models, business measures,
mandatory systems and laws, regulations and policies is described in Appendix D.

During the Investment Review process, the DCMO and DBC evaluate the PCA’s Organizational
Execution Plan System Portfolio to ensure BEA compliance using assertions made in ACART to
Level 2 OAs. This enables rationalization of and identifies overlaps in capabilities across the DoD
Enterprise and DoD Agency/Military Department’s defense business system portfolio and within
each E2E major process area and process area segment. This review also assesses compliance to
key portfolio requirements of BPR compliance, use of shared data object standards and alignment to
enterprise, strategic, tactical and operational performance measures identified in the Functional
Strategy. Finally, it supports the evaluation of the combined Business Mission Area system
migration plan to strategic goals over the Future Years Development Plan (FYDP). This
information is provided to the DBC for consideration in preparing their Investment Decision
Memorandum for the PCA.

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Appendix A: Reference Model Hierarchy
The DoD E2E Levels of Federation Reference Model has five levels. Levels 0, 1 and 2 are generic
to all organizations within the DoD. Levels 3 and 4 are organization specific, where Level 3
represents the specific type of business activity being performed by a given organization and Level 4
represents how that organization performs those business activities in a given business system
environment.

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Appendix B: Example of E2E Levels of Federation

The E2E Levels of Federation Reference Model has five levels.

 Level 0 described the 15 E2E in the DoD E2E v10.
 Level 1 described the Major Process Areas defined by the PSA in the Functional Strategy
and annual updates to the BEA updates to specific E2E agreed to by the DBC.
 Level 2 describes the Operation Activities associate with the process are segments defined by
the PSA in the Functional Strategy and annual updates to the BEA updates to specific E2E
agreed to by the DBC
 Level 3 describes the DoD Agency/Military Department organizational specific OAs
capabilities within their Portfolio of defense business system. The Level 3 OA’s describes
how a PSA required BEA Level 2 OA is performed within the DoD Agency/Military
Department System. The DoD Agency/Military Department will have other organizational
specific OA’s which the PSA have not defined a Level 2 OA’s and will not require assert
their alignment within the BEA
 Levels 4 describes the DoD Agency/Military Department organization specific business
activity being performed by a given organization documented in procedures, scripts and
scenarios for those business activities in a given business system environment.

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Federation Example using Procure-to-Pay (P2P)

The Notional Example of the E2E Levels of Federation Reference Model

 Level 0 described Procure to Pay End to End
 Level 1 described some of the P2P Major Process Areas defined by the PSA in the
Functional Strategy and annual updates to the BEA updates to specific E2E agreed to by the
DBC.
 Level 2 describes some of the P2P Operation Activities associate with the process are
segments defined by the PSA (shaded in the same color as the L1 major process area)
 Level 3 describes the P2P DoD Agency/Military Department organizational specific OAs
capabilities within their Portfolio of defense business system (shaded in the same color as
the L2) if there is alignment and if it is a unique capability shaded in a different color
 Level 4 describes the P2P DoD Agency/Military Department organization specific business
activities being performed by a given organization supported by a process procedures,
scripts, scenarios, configuration, RICEFW objects for those business activities (shaded in
the same color as the L2 if there is alignment and if it is a unique capability shaded in a
different color)

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Appendix C: Process Area Segments (Level 2)

Level 2 Processes

 Done = Mapped down to Level 2

(Defined as the Decomposition of the
Level 1 Processes)

 Identifies the “What” activities and processes for a given segment of Level 1
 The Model represents the “To Be” Line of Sight Operational View of a Business Process, displaying a series of
business steps (Operational Activities OV-5) in response to business events, to produce a specific business result
 OAs are owned by a PSA and they are responsible for establishing share data objects, business rules, LRP.
 Effectively visualizes the Level 2 Processes so it is understandable, useable and consumable by Executive Leaders
 The E2E Level 2 Process Segments:
 Represents the scope of Operational Activities (OV-5) that take place within a given process area
 Generic enough to establish Enterprise visibility of DoD Policies, Procedures, Enterprise Data Standards, and
Performance Measures
 Where necessary, in order to drive Compliance to DoD Laws, Regulations and Policies sub-Processes will be
defined and mapped below Level 2
 Includes the complete process for cross-functional nature of the E2E
 Depicts intersection with other relevant E2Es

Department of Defense For Official Use Only 8

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Appendix D: Example Functional Strategic Initiative /
SMP Goals Mapped to E2E Levels

Functional Strategic Initiative / Small Business Participation

SMP Goal / Strengthen DoD Acq. Process
P2P Level 1 P2P Level 2 Mandatory
P2P Level 0 Business
Major Process Area Process Area Segment Systems, LRP
Measures
(Operational Activities) DLMS 511R
% of MRP
DoDD 4000.25-M
Identify Need generated req.
Create Military
Procurement % of Req. with Standard
Generate Request
Request funding Requisitioning
Issue Procedures
Request Approved Req. approval per
(MILSTRIP)
day

Req. Auto Source

Develop North America
Develop to Supplier
Procurement Industry
Purchasing Plan
Strategy % and number of Classification
Procure to Pay SB awards System (NAICS)

Award Develop Acq Plan % of Contract DoD Office of

Procurement Obligation Small Business
Instruments Issue Solicitation awarded Published Goals
Decrease Unit
Evaluate Award Cost per procured Product Service
Administer Procurement Inst. end items Codes
Procurement Complete initial
Instruments Perform Contract sector report, Federal
Sur valiance independent Procurement
analysis Data Standards
NOTE: Identify and map the E2E Business Processes and required Business Capabilities to the Level 1 Major Process Areas, Level 2
Process Area Segment (Operational Activities OV-5) and Process Model (OV6-C). Also identify applicable business measures and
mandatory systems related to the Operational Activity and Process Model.
3
Department of Defense For Official Use Only 3

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Appendix E: Acronyms & Abbreviations

Acronym Definition

BEA Business Enterprise Architecture

BMA Business Mission Area

BPR Business Process Reengineering

CMO Chief Management Officer

DBC Defense Business Council

DBS Defense Business System

DCMO Deputy Chief Management Officer

DITPR Defense Information Technology Portfolio Repository

DoD Department of Defense

DoDD Department of Defense Directive

E2E End-to-End

ERP Enterprise Resource Planning

FFMIA Federal Financial Management Improvement Act

HRM Human Resource Management

GAO Government Accountability Office

IRB Investment Review Board

IT Information Technology

LRP Laws, Regulations and Policies

NDAA National Defense Authorization Act

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O2C Order to Cash

OA Operational Activities

OEP Organizational Execution Plan

OMB Office of Management and Budget

OSD Office of the Secretary of Defense

P2P Procure to Pay

PCA Pre-certification Authority

PSA Principal Staff Assistant

RICE Report, Interface, Conversion, Extension

SCOR Supply Chain Operational Reference

SMP Strategic Management Plan

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Appendix F: Definitions
Term Definition
Operational Activities An action performed in conducting the business of an enterprise. It is a
general term that does not imply the placement in a hierarchy (for
example, it could be a process or a task as defined in other documents and
it could be at any level of the hierarchy of the Operational Activity
Model). It is used to portray operational actions, not hardware or
software system functions.

Capability Capabilities are typically expressed in general and high-level terms and
typically require a combination of organization, people, processes, and
technology to achieve. The ability to achieve a desired effect under
specified (performance) standards and conditions through combinations
of ways and means (activities and resources) to perform a set of activities.
The ability that an organization person, or system possesses.

Federated Architecture The term Federated Architecture used in this document represents the
concept that architecture artifacts are related in a meaningful way.
Federated Architectures conform to common or shared architecture
standards across individual Program, DoD Agencies, Military Department,
Mission Area enabling developing/owning entities to maintain diversity
and uniqueness, while providing opportunity for implementing
interoperability.

RICE Objects The reports, interfaces, conversion and extension define to support the
business capability identified and defined within the scope of the system.
The RICE Object define the functional and technical design specification
for each capability identified within the scope of the system

System Configuration The Business Process Procedures and setting which define the functions,
process steps, process flows, data requirements, laws, polices and
regulations which manages a defined activity.

Operational View Operational view (OV) products provide descriptions of the tasks and
activities, operational elements, and information exchanges required to
accomplish DoD missions. The OV provides textual and graphical
representations of operational nodes and elements, assigned tasks and
activities, and information flows between nodes. It defines the type of
information exchanged, the frequency of exchanges, the tasks and
activities supported by these exchanges and the nature of the exchanges.

OV-5C Activities, relationships among activities, inputs and outputs. In addition,

overlays can show cost, performing nodes, or other pertinent information

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OV-6C One of the three products used to describe operational activity sequence
and timing that traces the actions in a scenario or critical sequence of
events

Performance Measurement the process of developing measurable indicators that can be

systematically tracked to assess progress made in achieving
predetermined goals and using such indicators to assess progress in
achieving these goals.

IT Portfolio. A grouping of IT investments by capability to accomplish a specific

functional goal, objective, or mission outcome.

Portfolio Management A grouping of IT investments by capability to accomplish a specific

functional goal, objective, or mission outcome. E.2.1.8. Portfolio
Management. Portfolio Management

Subportfolio A subdivision of a portfolio that represents a common collection of

related or highly dependent information capabilities and Services.

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