DASA-CE Training COST MANAGEMENT 101

DASA-CE Training COST MANAGEMENT 101

Who are We? COMMAND COMMAND SITE Cost SMEs Team DASA-CE Cost Team GFEBS - Deployment - Training -O&S - Site Support COMMAND SITE SMEs: Command Site resources identified in some manner to provide subject matter expertise and information for a GFEBS related effort (e.g. Supervisors, Users, etc.) COMMAND COST TEAM: Command HQ resources identified to support the deployment of Cost Management functionality within the new applications, e.g. GFEBS, GCSS-A. (Not every command has a specific Cost Team) DASA-CE COST TEAM: A specialty group supporting Army Commands in the transformation to a “Cost Culture” utilizing ERP tools (e.g. GFEBS, GCSS) Provides Cost Management (CM) Training Assists Commands in defining Cost objectives Provides CM Capture Teams to develop CM Master Data with sites and then provided to GFEBS GFEBS: Various teams focusing on specific objectives in order to make the overall program a success 2

DASA-CE Cost Mission Enable the Army in Transitioning to a Cost Culture utilizing ERP applications (e.g. GFEBS, GCSS, etc.) 1. Define the Cost Model across the Army (HQ Design) Identify Command Strategic Objectives (e.g. products/services) Determine methods/mechanisms to determine Full Costs of Objectives 2. Train Cost Concepts (approx. 12 hr Training Session) Not specific GFEBS training on running cost transactions Builds a language to transition from legacy to future Aids field in understanding level of effort to perform Budget Execution vs Cost Management Focus is on Cost Management terms, processes, structures, reporting, etc. 3

DASA-CE Cost Mission (Continued) Enable the Army in Transitioning to a Cost Culture utilizing ERP applications (e.g. GFEBS, GCSS, etc.) Cont’d : 3. Support the definition and collection of master data to be loaded for cut-over into GFEBS , etc. (CM Build) Training and supporting the “Capture Teams” – Command specific teams working in conjunction with the DASA-CE CM team to gather all the data required for the waves Aid with determining best approach for defining the CM master data to meet all information needs (Informal Budget, Budget Execution, and Cost Management) 4. Provide on-going support Create/Change CM Master Data via requests Identify future requirements and incorporate with GFEBS 5. Provide Policy and Guidance Army Cost Management Handbook Army Cost Management Maturity Model 4

DASA-CE CM Schedule (Macro-level) FY2010 1 S O N 2 D J FY2011 3 F M A 4 M J J 1 A S O N 2 D J F FY2012 3 M A 4 M J J 1 A S O N D J COST MANAGEMENT TRAINING CYCLE MOCK CNV WAVE 2 SE HQ DESIGN CM TRNG CM BUILD CYCLE MOCK CNV WAVE 3 WE HQ CM DESIGN TRNG CM BUILDCYCLE MOCK CNV WAVE 4 NE HQ DESIGN CM TRNG & BUILD CYCLE MOCK CNV WAVE 5 PAC, EUR & AR HQ DESIGN CM TRNG & BUILD CYCLE MOCK CNV WAVE 6 ARNG HQ CM DESIGN TRNG CM BUILDCYCLE MOCK CNV WAVE 7 NE (BRAC) & AR HQ CM DESIGN TRNG CM BUILDCYCLE MOCK CNV WAVE 8 Contingency (All Other) 06/13/2023 5

Mission #1: Cost Model Conceptual Design 1 2 Strategic Session(s) Intro Mtg. Inputs: Inputs: Overview Presentation Outputs: Outputs: CM Training APC Files TDA Files HQ Reports Identified POCs CC Structures Scheduled & Attributes Products & #2/#3 Mtg. Attributes Non-Fin Metrics Identified #3 Locations & POCs 3 Operational Sessions 4 Confirmation Session(s) 5 Command Pilot Inputs: Inputs: Inputs: CM Training HQ Objectives from #2 APC Files TDA Files OPs Reports Findings Pres. to HQ Finalized Master Data Templates Outputs: Outputs: GFEBS Load of Master Data Build Allocations/ Assignments GFEBS Update for Reporting Needs Δ CC Structures & Attributes Δ Products & Attributes Non-Fin Metric Systems Reviewed Identified Pilot Construct CCs & Hierarchy Internal Orders WBS Elements Identify Cost Allocations & Assignments Reports Outputs: Command Review Identify Areas for Enhancement Resourcing Strategy for Follow-on Waves, e.g.6 “Capture

Cost Model Roll-Out 1 to Steps Completed 6 6 Cost Mgmt Training 101 Course Info: Educate and Integrate Command Participants 7 Command Roll-Out Inputs: Approx. 12 hrs Focus on Cost Management principles and how to's in GFEBS Resource & Operational/Business Mgrs. Approx. 50 per class Δ/Create CC Structures & Attributes Δ/Create Products & Attributes Non-Fin Metric Systems Implemented Budget vs. Costs Cost terms/Definition Defining CM master data structures and uses (replaces APCs) Different Reporting Capabilities S2L2 p PASS THE EXAM! CCs & Hierarchy Internal Orders WBS Elements Cost Allocations & Assignments Reports Learning Objectives: Outputs: 7

What is the Costing Conceptual Design? The translation of the business objectives, needs, and requirements into a management decision support model (Cost Model) The replacement of the legacy financial codes (APCs/JONOs-MRRNs) “The Continuum” – maturation over years, replacing as-is, adding quantity measures, performing cost assignments, etc. The CCD influences/defines the set-up of tools providing cost management information, e.g. GFEBS, GCSS, Data Warehouses, etc. 8

Mission #2: CM 101 Training CM 101 Training Section 1: Cost Management Overview – What are costs and why is managing costs important? – Army’s overall objectives – Change enablers o support Cost Management – The process of Cost Management and how it differs from Budget Management Section 2: Cost Model Components – Defining the various cost objects (which replace APCs/JONOs) within a Cost Model, e.g. organizations, products, services, jobs, etc. – Understanding decision points of where to capture information Section 3: Cost Flow Methods – The difference between cost capturing, allocations, and assignment Section 4: Cost Model Build – Reflecting organizational structures – Replacing APC/Jonos 9

Mission #3: CM Master Data Build OUTPUT VALIDATION GFEBS TEAM CONVERT Conversion Team DASA-CE / GFEBS INPUT VALIDATION DASA-CE CORE TEAM CONSOLIDATE Consolidation Team DATA VALIDATION Team 2 Team 1 Team 4 Team 3 CORRECT Team 5 CAPTURE TEAMS CONTROL DATA VALIDATION DASA-CE / Army CORRECT CORRECT COMMAND SITE POCS CREATE 10

Master Data: Cost Centers A Cost Center Organization; which: Incurs costs Has a manager who is accountable for those costs Has a long life span of more than 1 year (typically years) Can be assigned informal budget A Cost Center accounts for resources: People: Ops & Maintenance, DOIM IT Support, etc. Facilities: Warehouses, Hospitals, Office Space Equipment: IT server farm, Cranes/Trucks Blended: mix of resources within a organization, e.g. Vehicles and Mechanics 11

Master Data: Activity Types An Activity Type represents a group of resources within a Cost Center. These resource groups have capacity and a unit of measure such as: labor hours, machine hours, square footage, etc. Activity Type Uses: – Capture Capacity or Planned Output, e.g. technician works 2088 Hrs or machine runs 3500 Hrs (10 Hrs/Day for 350 days) – Holds the rate for the output of the resource pool, e.g. 2 Hr, 5 Hr, 20 Hr – Assigns capacity consumed by products/ services, e.g. Hrs/min worked per diagnostic test, which then valuates based on the rate 12

Master Data: Things You Do Various other Cost Objects are used to represent the things that the Cost Centers/Orgs are providing: Internal Orders, Projects/Work Breakdown Structures, Maintenance Orders, etc. – Internal Orders: are short term in nature, represent an event or job, do not replace the rigor of the Project/WBS Element structure, e.g. Courses, CLS-SSPs, Pre-Deployment, Professional Certification – WBS Elements: sub-tasks within Projects used for planning, executing, and costing and managing dependencies, e.g MEDCOM MRMC Labs projects, DPW Minor Constructions, Environmental clean-ups. Additionally, WBS Elements are used for reimbursable work either through a MIPR or as a Direct Charge. – Business Process: Captures costs of cross-functional activities (the “work” performed by the Cost Center/Activity Types) and typically related to an action such as a “verb”, e.g. Pick Items, Pack Boxes, Ship Pallet 13

Master Data: Things You Track A Statistical Key Figure (SKF) is a piece of information about the cost object it is assigned to, e.g. # FTE for a cost center, # telephones, # of Students in a Class, # of Ads within a Campaign SKFs are used to: Capture non-financial information Calculate the basis (cost driver) for cost assignments, e.g. # telephones to allocate out from the phone bill Measure performance, e.g. # tests SKF can be planned for the year and then actuals captured to report progress Calculate a unit cost rates 14

Mission #4: On-Going Support There is a CM Cost Team that supports changes to the cost model such as new master data (e.g. Organizations) CM Cost Team helps to define cost assignments and maintains those rules Performs CO Period-End Close for the cost assignments Integrates with system programs GFEBS, GCSS-A, etc.) to provide Cost Management related business requirements 15

Mission #5: Cost Mgmt Policy and Guidance Policy & Guidance Training (Operational & Resource Mgrs) Cost Management 101 - Cost Management Overview - Cost Object (ERP) Definitions - Cost Flow Methods - Cost Analysis and Reporting GFEBS – Cost Management Training Tools ARMY COST MANAGEMENT MATURITY MODEL These courses are either computer-based or instructor-led training classes to learn how to operate within the GFEBS cost module. Cost Management Certificate Course The program of instruction (POI) is designed to teach the fundamentals of cost management with a view to developing a cadre of Army personnel who are professionally knowledgeable, analytically competent, and personally motivated to serve as proactive change agents within their respective Enterprise line and staff organizations. Version 10: 4 June 2008 Integration with Quality / Productivity Improvement 5.0 Enterprise Perspective 4.0 Knowledge Sharing / Best Practices 3.0 2.0 Self Study-Cost Management Community of Practice https://www.us.army.mil/suite/page/593701 Cost Management Courses in all Professional Development Programs Data Quality 1.0 Leadership Commitment 0.0 Workforce Competencies Process Integration Accountability / Performance Mgmt Actual Acceptance & Attitude Target 16

Lesson 1: Demand & Define “Cost” Objective(s): To understand the demand for “cost” information and how “cost” is defined within the Army 17

Cost - Who’s Asking? We are cutting budget by 10% what will be the effect on output? How much money is being spent in my jurisdiction? How will this BRAC effect my constituents? What is the cost versus the benefits of this additional request? 18

Cost Demands - Legislated Actions Requiring Costs & Performance – Chief Financial Officers Act (1990) – Government Performance Results Act (1993) – President’s Management Agenda (2002) – OMB Performance Assessment Rating Tool – OSD Requires Army Performance Budget Public Sector GAAP (SFFAS 4) Full Cost (1995) – Army Developed GFEBS Costing Module OSD Actions to Increases Cost Management – Acquisition Reform (1997) – OSD (AT&L) Issues ABC Guidance (1999) – Business Transformation / Lean Six Sigma 19

Cost - Who’s Asking? We need to process more recruits this year, how much additionally will that cost? Training needs to refresh soldiers fast than previously planned how will that change performance targets? How do our IT operations compare to the outside world? 20

Cost Demands: Army Leadership From Chief of Staff, Army 2009: Most Army processes lack a cross-functional focus and cost-benefit analysis which leads to grossly inefficient application of resources. Large budgets in the past few years have produced a consumption-based culture that focuses on accomplishing missions without concern for more efficient delivery of capabilities. From 2008 Army Posture Statement: Integral to achieving our goals is the development of an Army-wide cost-management culture in which leaders better understand the full cost of the capabilities they use and provide and incorporate cost considerations into their planning and decisionmaking. This approach will enable us to achieve readiness and performance objectives more efficiently. From HONORABLE Nelson Ford, ASA (FM&C): The cultural change that is essential to Army financial management, and without which all the other improvements will leave us short of achieving our goals, is the adoption and integration of cost management into the Army culture. 21

Cost Priorities - ASA(FM&C) Provide accurate, reliable, and timely financial information and integrated functional performance data to Army decision makers Improve Army accountability and enable full cost management Exchange information with customer and stakeholders Achieve efficiencies and operate effectively Enable the Army to receive and unqualified audit opinion on annual financial statements with respect to Army General Funds 22

Cost - Who’s Asking? Congress is cutting our budget, how can I explain the resulting cut in service? Everyone wants increased speed at the same quality but how much does that speed cost? Hurricane relief diverted my resources, how can I explain the need for additional funding? 23

Cost - Who’s Asking? Regardless of who’s asking the cost question is being asked . How can you answer when asked? 24

An Easy Definition of Cost 25

. . ” a An Easy Definition of Cost c o s t i s t h e v # Clean Dishes * en.wikipedia.com 11/26/09 26

Cost in More Detail Resources Resources Consumed “Cost is a monetary measure of the sacrifice associated with: expending resource functionality to achieve a specific objective, or utilizing resource output required to achieve a specific objective, or the provision of resource functionality or resource output while not using it. * www.rcainstitute.com - RCA Taxonomy 27

The Management Processes Resource Managers Operational Managers Inputs Resources: Labor Material Equipment Supplies Contracts Assets Conversion “Work” Work Performed by Organizations (Cost Centers) to Produce Products and Services for Customers Outputs Products Services: Courses Services Support Programs Tests Research Projects Training Events 28 28

Resources/Inputs Cost Converting and Measurement of Work Cost Center Organization - Labor, Materials, Supplies Asset / Equipment Plant, Property & Equipment Project / Program Building Project, Weapon System Outputs Internal Order WBS / Work Order Services, Events (SSP, Course) Job (Set of Tasks) – Maint & Repair 29

Cost Management Process Managing Business Operations Efficiently & Effectively Through the Accurate Measurement & Thorough Understanding of the "Full Cost" of an Organization's Business Processes, Products & Services in Order to Provide the Best Value to Customers. 30

The Army Cost Framework Full Cost Organizations IMCOM: Garrison Full Cost Product/Services Full Cost Customers Services: Food Services, Transportation, CIF, etc. Projects: - Tenants AMC: RDEC - SW Development - Smart Munitions - Quick MEDS - PEO Aviation - CMDS PM - FORSCOM FORSCOM: 3rd Army - 1st BCT Units: Optempo, Mobilization, Events, Etc. - Mission Commander 32 32

Lesson 1: Wrap-Up Many different requests for Cost information Cost is the value of money for resources that have been consumed to produce something Cost Management is managing business operations Efficiently & Effectively through the accurate Measurement & Thorough Understanding of the "Full Cost" of an organization's business processes, products & services in order to provide the Best Value to Customers The Army Cost Framework focuses on the Army product of BCT and supporting products/services 34

Lesson 2: Cost Culture Objective(s): Understand the level of effort for deploying cost awareness throughout the Army, i.e. generating a Cost Culture 35

What is a Cost Culture? Comprises the Attitudes, Experiences, Beliefs & Values of an Organization A Shared Behavior by People & Groups in an Organization Most Experts Agree that it is the Shared “Taken-ForGranted” Assumptions, Beliefs, Values, Expectations & Rules that Members of a Work Unit Team or a Corporate Organization Hold A Cost Culture is the Cultural Shift from “Accomplish the Mission at Any Cost” to “Accomplish the Mission Considering Cost” 36

Why Focus on Cost Culture? Deploying Systems, Improving Cost Models, Issuing Policies, Training Staff, Recruiting Experts will not Enhance the Army’s ability to manage costs unless Army Soldiers / Civilians Understand & Value the Need to Manage Costs Knowing Our Costs & Managing Them To Increase Our Mission Capability Must Become Ingrained in Our Culture Leaders Must Demand Cost Information & Use It In Decision-making — Otherwise It Provides No Utility To The Army We Need A Lifestyle Change, Not A Diet! 37

Creating A Cost Culture Cost Culture Vision: Leaders Use Cost Information for Effective DecisionMaking & Performance Management by Understanding Both Near & Long-Term Cost Implications of Their Decisions Making Effective Trade-Off Decisions to Achieve Best Use of Limited Resources Holding Subordinates Accountable for Improving the Efficiency & Effectiveness of operations Cost Culture Take - Aways: Know the True Cost of What You Do - Not Knowing Cost Makes Everything Appear Free -- “Free Goods Have Infinite Demand” Cost Management is Not Easy -- You Have to Know What Drives Costs & Take Action to Control Costs Cost Management Goes Beyond “Do More With Less” - It Is Optimizing Resources to Efficiently and Effectively Meet Mission -- “Focused on Continuous Improvement” 38

Growing into the Cost Culture Cost Management “What It Should Cost” Outcomes Cost Measurement “What It Actually Cost” Inputs & Outputs “What did we spend?” Input STANFINS/SOMARDS Budget Allocations Obligations Execution reporting Financial Accounting Limited Analysis Managerial/ Cost Accounting Cost Allocations Cost Centers Cost Drivers Cost and Performance Cost Planning Cost Control Feedback and corrective action Goals, results and predictive tools 39

Moving to a Cost Culture “A Culture of Entitlement” Budget-focused Spend rate driven – inputs Performance objective 99.9% obligated Free goods has infinite demands “A Culture of Influence” Cost and performance focused Results driven - output & outcome Performance objective – resource consumption optimization (efficiency & effectiveness) Use what is necessary to obtain the objective From Budget to Cost 40

C u l t u r e Lesson 2: Wrap-Up i s t h e S h a r 41

Question: What is the biggest obstacle to establishing a cost culture in the Army for you? Answer: Discussion 42

Lesson 3: Cost Enablers Objective(s): Identify enablers for change to support a cost culture 43

Army Cost Culture Change “Making a Square a Circle” “A Culture of Influence” “A Culture of Entitlement” Budget-focused Spend rate driven – inputs Performance objective 99.9% obligated Free goods has infinite demands Develop/Recruit Analysts Enhance Training Performance Focus Policy How To’s Process Improvement (Lean 6-Sigma) Integrated Business Design Cost and performance focused Results driven - output & outcome Performance objective – resource consumption optimization (efficiency & effectiveness) Use what is necessary to obtain the objective ERP Applications e.g. (GFEBS, LMP, GCSS) Business Warehouses Executive Scorecards Enablers of Change 44

Change Enabler: People Cost Management Policy & Guidance Cost Management Training Develop/Recruit Analysts Enhance Training Performance Focus CM101 Training Course Cost Mgmt Certification Course Cost Benefit Analysis Training Enhancing Cost Analysis Skills ASA(FM&C) Conducting CP11 Staffing Assessment Integrate Cost Analysis Skills into Operational Career Programs 45

Cultural Change Video 46

Change Enabler: Process Establish Cost Management Process Policy How To’s Process Improvement (Lean 6-Sigma) Integrated Business Design Incorporate Cost Impact into routine decision-making Require Cost/Benefit Analysis as part of Resource Decisions 47

Change Enabler: ERP Technology Property Property Property Supplies Supplies Accounting Supplies Accounting AS-IS Landscape: Hundreds of stand alone systems Focus on single function Management of various software versions Maintenance of separate hardware platforms ERP Shared Data Storage What is it?: Used to refer to software/ hardware “intended to manage all information and functions of a business or company from shared data stores”* Utilizes a shared database, ensuring data integrity, that may be centralized or distributed Manages multiple functions within a business such as Property, Accounting, Sales, Production, Procurement, etc. Army programs such as GFEBS, GCSS-A, LMP utilize the SAP ERP software * www.wikipedia.com 11/26/09 48

Change Enabler: Vision Accounting DODAAC/UIC - APC/JONO Crosswalks Property Supplies Property Property Supplies Supplies AS-IS Landscape: Operational systems tend to work on DODAACs and UIC Financial systems work on APCs/JONOs Crosswalks/systems are maintained to align operational level of detail to correct financial view, e.g. FCM Operations - Financials Accounting TO-BE Landscape: Operational functions integrated with Financial processes Focus of system is capturing operational transactions which then provide a financial view Level of information capturing is far lower than Financial focused system dealt with, e.g. by full 6 UIC code versus parent AA 49

Change Enabler: Enterprise Wide Commercial Off the Self System that Integrates All Facets of the Business GFEBS Data Warehousing Analytics End User Presentation Layer 50

Enterprise Resource Planning (ERP) ERP Functionality Integrates Management Accounting (Cost Management) with the Financial & Budget Accounting Cost Management Integrated with Finance & Budget Accounting End User Presentation Layer Public Sector S2L1 p Data Warehousing Analytics End User Presentation Layer Budget Accounting 51 51

Enhanced Ability to Capture Cost Cost Objects Organizational Entities Real Property / Equipment Program / Project Task / Activity Special Event or Initiative ERP (SAP) Cost Collectors Cost Centers Assets / Real Estate Objects Project / WBS Business Process Internal Order Acquisition RDTE Project MILCON Project System Test Services Instructional Course Repair Process Test Run Army Examples Installation Brigade School Directorate Lab Building Training Range Weapon System BRAC Training Event Mandatory Training Support to Olympics Cost assigned Directly or Indirectly Customer / Product Weapon System Brigade PEO / PM Tenant Command Course 52

Enterprise Resource Planning (ERP) ERP Benefits ERPs Help to Streamline & Integrate the Processes & Systems Providing the Following Benefits: Increases Productivity Across Organizations Improves Standardization & Efficiency of Processes Increases Access, Consistency & Transparency of Data Provides Collaboration Across Business Domains Provides IT Economies of Scale Enhances Analytics & Improves Accuracy of Data 53

GFEBS System Components ECC – Enterprise Central Component BI – Business Intelligence FI – Financial Acct. & Mgmt. Cost By Report FM – Funds Acct. & Mgmt. CO – Cost Acct. & Mgmt. Unit Cost Report MM – Materials Mgmt. and Procurement PPE – Property, Plant & Detailed Labor Report Equipment [PM, PS, RE, AA] SD – Sales & Reimbursables Optimized for Data Input Transaction Processing Real-time; recon analysis Structured reporting Optimized for Data Extraction Analytical Processing Near real-time; trending analysis Slice-n-dice reporting (pivot) 54

Simultaneous Update ECC – Enterprise Central Component FI – Financial Acct. & Mgmt. FM – Funds Acct. & Mgmt. FI FM CO - None - Commitment - None FI FM CO PR PO Pay GR - None - Obligation - None CO – Cost Acct. & Mgmt. MM – Materials Mgmt. and Procurement PPE – Property, Plant & Equipment [PM, PS, RE, AA] SD – Sales & Reimbursables Optimized for Data Input Transaction Processing Real-time; recon analysis Structured reporting FI FM CO FI - AP/Cash - Disbursement FM CO - None - Expense/AP - Expenditure - Expense 55

Lesson 3: Wrap-Up An ERP is an enabler to Cost Management “Culture” by providing the technology necessary The Army Cost Model is being designed into GFEBS which utilizes the SAP ERP application The ERP application is operational focused generating financial information as an outcome of an operational transaction The ERP application has a transactional component and an analytical component The transactional component has real-time integration for the various value streams/function modules 56

Question #1: What are the Enablers of Business Culture Change 57

Answer #1: What are the Enablers of Business Culture Change People/Other Resources Processes, Policies & Procedures Tools & Technologies 58

Question # 2 What are some of the major changes due to moving to an ERP? 59

Answer # 2 The major changes of moving to an ERP are: Single shared database Integrated functions, i.e. operational and financial Visibility of level of detail due to operational focus 60

Lesson 4: Cost vs Budget Objective(s): Understand how Costs differ from Budget 61

Where We Are Currently Focused on the “Budget” domain The “Budget” domain consists of creation of the Budget requests/submissions, determination of the year of execution Budget (e.g. availability control and informal Budgets), actual execution, and reporting of the status of execution against the Budget (i.e the PPB&E process) Primary focus of budget execution is the Obligation (consumption of the Budget) Budget Accounting focuses on 4 series accounts – status of Budget and consumption Budget Management focuses on the status of available funds, which includes both current and prior years funds 62

B u d g e t Budget Terms W h a t C a n 63

Budget - Color of Money Appropriations Program Elements OMA IMCOM BOS SRM AFH Fund Centers GFEBS Jackson Benning Knox RDT&E Elements Of Resources Supplies Training Travel Equipment Labor Etc. 64

Cost Versus Budget Knowing your Obligations is not the same as knowing your Costs! Obligations Costs A legally binding commitment by the federal government that will result in outlays, immediately or in the future. Budgetary resources must be available before obligations can be incurred legally. The price or cash value of resources used (expenditures) to produce a program, project or activity. All relevant costs may not appear in the organization’s budget. ed xce unit e can ness t s usi ons Obligations l co Ful dual b locati ivi get al d n i bud Costs C Ob ost liga tion Cost will contain expenses from different years, source of funds, organizations, etc. 65

Budget vs Cost Domains Budget Formulation Budget Execution Cost Management Budget – President’s financial plan and the priorities for the Federal Government Budget Authority – Authority to incur obligations Cost – Valuation of resources used to produce outputs, basis for decision making Focus – requirements Focus – availability, obligations Focus – full costs, Plan vs Actual Key Data Elements – appropriation, FTE Key Data Elements – appropriations, EOR’s, PE, MDEP, projects, BLIN, etc. Questions – What do I need? – What will I ask for? Questions – What funding did I get ? – What obligations were executed? Key Data Elements – operational entity (e.g. cost centers), services, rates, products, projects, etc. Questions – What was expensed? – What did I get for it? – How well was it used? 66

Enhance Budgeting with Cost Budget Flow ASA(FM&C) PEGs II PEG MACOMs MSC IMCOM MSC Regions MSC Installations Other Directorates Transportation 25A – Manage CIF 25B – Issue OCIE 25C – Provide Clothing Dir of Logistics CIF 25D – Accept OCIE Food Services 25E – Receive Shipments 25F – Manage Chemical 67

B u d g e t Lesson 4: Wrap-Up O b l i g a t i o 68

Quiz Question #1: Cost Budget oTrue o False Question #2: Cost Obligation o True o False 69

Quiz Answers Question #1: Cost Budget o True o False Question #2: Cost Obligation o True o False 70

Quiz Question #3: provides ‘authority’ and control of the conversion activity in order to provide the agreed upon outputs of the agency (primarily input focused) Question #4: provides ‘efficiency and effectiveness’ and control of the conversion activity in order to provide the agreed upon outputs of the agency (primarily output focused) 71

Quiz Answers Question #3: Budget provides ‘authority’ and control of the conversion activity in order to provide the agreed upon outputs of the agency (primarily input focused) Question #4: Cost Management provides ‘efficiency and effectiveness’ and control of the conversion activity in order to provide the agreed upon outputs of the agency (primarily output focused) 72

Lesson 5: Cost Management Objective(s): Understand the definition of Cost Management Understand the key components of the Cost Management Process Identify who is involved in performing Cost Management 73

Cost Management is a New Process Cost Accounting / Management is New to Most of Army as a formalized process Provides Financial and Managerial Information Cuts Across financial and operational organizations Is Driven by Information Needs of the Operational Army not solely the Financial Community 74

Cost Management Managing Business Operations Efficiently & Effectively Through the Accurate Measurement & Thorough Understanding of the "Full Cost" of an Organization's Business Processes, Products & Services in Order to Provide the Best Value to Customers. Efficiently is to doing things "right“, e.g. in the best and most economical way, wasting no resources Effectively is to do the "right" things, e.g. setting targets to achieve an overall goal (the effect) and attaining the goal Full Costs is the inclusion of all and only those costs related to generating the output Best Value is a qualitative measurement to be taken into consideration 75

Cost Management Managing Business Operations Efficiently & Effectively Through the Accurate Measurement & Thorough Understanding of the "Full Cost" of an Organization's Business Processes, Products & Services in Order to Provide the Best Value to Customers. Cost Accounting Cost Planning Cost Management Process Cost Analysis Cost Controlling 76

Cost Planning Cost Planning is the use of a Cost Model for “should-cost” forecasting to make informed decisions Often Performed for: Cost Accounting Cost Planning Cost Management Process Cost Controlling Cost Analysis Budget Requirements Requests Costs Estimations Output Quantities Capacity Management Risk Analysis Various Time Frames: Out year / Current year, Quarterly, Monthly Standard Rates Defining Targets to Measure Efficiency and Effectiveness 77

Cost Accounting Cost Accounting translates the operational value chain into financial values Cost Accounting Cost Planning Cost Management Process Cost Controlling Cost Analysis Cost Accounting is the dollar valuation of the cost measurements resulting from business operations Cost Measurement has meaning only when considering its purpose Defining Cost Measurement should be carefully considered and evaluated Alternative cost methods should be evaluated under operating environment Purpose Is the key to Understanding the Army ERP Cost Design (GFEBS): To Provide Operational Managers With Relevant “True” Cost Information to Make Sound Economic Decisions* 78 * Source: The Federal Accounting Standards Advisory Board (FASAB) No. 4. Managerial Cost Accounting Standards

Cost Analysis Cost Analysis is the integration of functional outcome data with cost data to produce valid and verifiable information to conduct various forms of analysis Cost Accounting Cost Planning Cost Management Process Cost Analysis Sample types of analysis include: Organizational performance Analysis of alternatives Variance analysis Economic analysis Cost / Risk assessments Trending Cost Controlling 79

F o r e c a s t i n g : Costs Analysis Types u s i n g p 80

C o s t / B e n e f i t A n a More Costs Analysis Types 81

T h e Analysis Supported by ERP Reporting v a r o u s t y p e s 82

Cost Controlling Cost Controlling is to take “Best Value” and/or “Best Practice” actions to realign the organization to achieve the defined objectives Cost Accounting Cost Planning Cost Management Process Cost Controlling Cost Analysis Actions taken based on information provided from Cost Analysis results Redeployment of resources between outputs Change outputs (e.g. do more or less) Update/revision of plan information, e.g. updated Std. Rate Execution of trade-off decisions, e.g. OT versus external support 83

Cost Management Involves Capture and Valuate Data – Accurate, timely and relevant data – Connecting operational output/performance data to financial data – Allocate Overhead Cost Planning – Set Cost Targets and Efficiency Goals – Compute Standard Rates Cost Planning Cost Controlling – Move to action based on analysis – Change targets – Change resources – Change quality Cost Accounting Cost Management Process Cost Controlling Cost Analysis – Variances – Depreciation Cost Analysis – Trends and forecasting – Product, service or activity cost by element (labor, contract etc) – Understanding full costs of organizations, operations, products and services 84

Cost Management Process (Who Is Involved?) RM Cost Accounting OM Cost Planning Cost Management Process Cost Analysis Cost Controlling - Resource Managers (RM) - Operational Managers (OM) 85

C o s t Lesson 5: Wrap-Up M a n a g e m e n t 86

Question #1: What are the 3 Key Components of the Cost Management Definition? 87

Answer #1: What are the 3 Key Components of the Cost Management Definition? ANSWER: efficiently and effectively "full cost" best value to customers. Cost Management: Managing business operations efficiently and effectively through the accurate measurement and thorough understanding of the "full cost" of an organization's business processes, products and services in order to provide the best value to customers. 88

Question #2: Which Sections of the Cost Management Process Primarily Involve: - Resource Managers (RM)? - Operational Managers (OM)? RM Cost Accounting OM Cost Planning Cost Management Process Cost Analysis Cost Controlling 89

Question #3: Which Sections of the Cost Management Process Primarily Involve: - HQDA/COMMAND HQ? - FIELD LEVEL - Garrisons, Schools, MSEs & Below? 90

Answer #3: Which Sections of the Cost Management Process Primarily Involve: - HQDA/COMMAND HQ? - FIELD LEVEL - Garrisons, Schools, MSEs & Below? Field Answer: Cost Accounting HQ Cost Planning Cost Management Process Cost Analysis Cost Controlling 91