Mission of DoD’s Deputy Chief Management Officer

Our goal is to deliver a streamlined, 21st-century systems environment comprised of IT capabilities that work seamlessly together to support effective and efficient business processes and operations.

In 2001, there was significant focus on the financial audit within the department. As a result, we established the financial management modernization program. Over time, it became clear that it would take more than just achieving audit readiness. We need to reform our overarching business operations. In 2005, DoD established the business management modernization program to look more holistically across the business enterprise and go beyond focusing on the financials. Congress also recognized that the department needed more tools in order to be successful. It was around that time that Congress required the department to develop and use a business enterprise architecture, an enterprise transition plan, as well as a more effective governance structure—tools that most corporations have as they manage their overall operation.

The National Defense Authorization Act established the deputy chief management officer position. It created both the position of the deputy chief management officer and codified the role of the deputy secretary of defense as the chief management officer or chief operating officer across the department.

Similarly, the act also identified the under secretaries of each military department as the chief management officers for their respective components. It put the structure across the department, across all of the business lines to effectively manage, oversee, and integrate the entire business space. These changes elevated the conversation across the entire enterprise.

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