Headquarters U.S. Air ForceIntegrity – Service – Excellence

Chief Management Officer

Mr. John G. Vonglis

SAF/FM

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Chief Management OfficerWhat it’s not…

Not a change to: Reporting relationships Functional responsibilities Legal authorities

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Chief Management OfficerWho They Are

Chief Management Officer (CMO) for DoD Deputy Secretary of Defense, as additional duty

A new position, Deputy Chief Management Officer (DCMO) at the DoD level

Military Department CMOs Under Secretary, as additional duty

Each Military Department has designated a DCMO (either a career civilian or an HQE)

Integrity – Service – Excellence

Operationalizing Section 904DoD Perspective

1. Scoping and aligning the functions of the CMO, DCMO, and MilDep CMOs

2. Shaping leadership, linking structures, and assigning resources

3. Extending CMO presence in DoD Governance

4. Developing the Department’s Strategic Management Plan

Secretary of Defense

Deputy Secretary of DefenseCOO/CMO

USD(AT&L)DAE

USD(C)CFO

USD(P&R)CHCO

USD(P)USD(I)

ASD(NII)DoD CIO

ASD(LA) DoD GC DOT&EASD(PA)

ATSD IO DoD IG*DNA DPA&EDA&M

DCMO

Secretary of Army

Secretary of Navy

Secretary of Air Force

Under Secretary of ArmyDoA CMO

Under Secretary of NavyDoN CMO

Under Secretary of Air ForceDoAF CMO

DBSMCVice Chair USD(AT&L)

Director BTA

BTA

Supervises Agency**

*Although the IG is statutorily part of OSD and is under the general supervision of the Secretary of Defense, the OIG functions as an independent and objective unit of DoD**10 USC §192(e)1: BTA supervised by Vice Chair DBSMC; DCMO not currently eligible to be assigned duties as the Vice Chair

Direct Report to DCMO

§904 DoD Management Structure

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AF CMO Roles and ResponsibilitiesA First Summary

Management Strategy Development

Alignment to Air Force Strategies and Integration Across Functions

Consistent and aligned metrics

Enterprise Architecture

Authority and Decision Making

Communications and Change Management

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CMO in the Air Force Process

Secretary of Defense

Deputy Secretary of Defense(DoD CMO)

Deputy CMO

Air Force Council

(USecAF (CMO)/VCSAF)

BTA

ProcessCouncil

(SECAF/CSAF)

Secretary Air Force

Under Secretary

CMO

Deputy CMO

DBSMC

Investment Review Boards

Air Force Board (A8P, FMB, DCMO)

OBRC

AFSO21

TIPT

DoD Strategic Management

Plan

AF GRP IBRC SWG

Air Force Strategic Plan

ProgrammingExecution Business Planning

CSAF

Nested EnterpriseFunctional/MAJCOM

Plans

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DCMO Organization

USecAF(Chief Management Officer)

USecAF(Chief Management Officer)

Deputy Chief Management Officer,Director, Business TransformationDeputy Chief Management Officer,Director, Business Transformation

Director, Business and Mission Transformation Planning /

Execution

Director, Business and Mission Transformation Planning /

Execution

Director, Transformation Support

Director, Transformation Support

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Key Challenges

Communicate clear and bold direction to Major Commands (our business units) and to Assistant Secretaries/Deputy Chiefs of Staff (our corporate headquarters)

Enable Commanders of Major Commands to develop major re-engineering ideas without getting bogged down in Air Staff organizational / policy detail

Design end-to-end sub-processes that support Operations – without unduly impacting field flexibility

Influence or respond to end-to-end process direction coming from OSD and Joint Staff – Services and Defense Agencies have different business models for sound operational reasons

Implement agile, enterprise-aligned execution year re-directs on resources

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Key Challenges (cont.)Measures

Key to ensuring strategic alignment and determining progress are good metrics

In general, we are good at “state of the business” measures and we will continue to use these Readiness of units (equipment and training) Recruitment and retention Safety (accident rates, aircraft mishaps)

We are now wrestling with the metrics that measure direction: Effectiveness – the perspective of the Combatant Commander

(customer) Efficiency – the perspective of our stakeholders (Congress,

public)

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Integrity – Service – Excellence

Summary

We are on the way to integrating CMO functions into the Air Force and the DoD

We are exploiting and modifying existing staff processes to make this a value-added function

Key to success: Alignment to strategic direction with measures of outcomes

Key challenge: Scale of organizations involved

Air Force Secretary and Chief of Staff are committed to this change

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