Operational Node Definitions

Name	Description	OV-2 Diagram	Operational Activity
Enterprise	The Enterprise Node is a collection of activities that perform services in support of the operations of the Department of Defense Business Mission Area.	All Enterprise External Financial Management Financial Management Detail Material Supply and Service Management Real Property and Installation Lifecycle Management	Perform Reporting Provide Information Assurance Services
External	A collection of organizations outside of DoD doing business with the Department of Defense.	All Enterprise External Financial Management Financial Management Detail Human Resources Management Material Supply and Service Management Real Property and Installation Lifecycle Management Weapon System Lifecycle Management	Process Congressional Information Process Credit Bureau Information Process Department of Commerce Information Process Department of State Information Process Executive Office Information Process External Organization Information Process Financial Institution Information Process GSA Information Process Government Accountability Office Information Process Individual Information Process Industry Information Process Legal Information Process National Security Information Process Office of Management and Budget Information Process Office of Personnel Management Information Process Other Government Agency Information Process Research Information Process Scientific Communities Information Process Supplier Information Process Treasury Information Process Vendor or Customer Information Process Veterans Administration Information Process Warfighter Information Provide Human Resources Profile Information Provide Time and Attendance Information
FM	Financial Management (FM) - Objectives: Provide accurate and reliable financial information in support of the Planning, Programming, Budgeting, and Execution (PPBE) process to ensure adequate financial resources for warfighter mission requirements. Provide accurate financial information to reliably cost: (1) the conduct, output, and performance of warfighter operations and missions both in total and in varying levels of organizational, operational, and resource detail; and (2) ongoing, completed, or projected programs in support of warfighter requirements. The key elements of this CBM include greater integration of PPBE processes and supporting defense business systems. The key elements also include all aspects of processes and controls necessary to routinely capture and provide accurate financial information that also complies with public law, regulations, standards, and established policy.	All Enterprise External Financial Management Financial Management Detail Human Resources Management Material Supply and Service Management Real Property and Installation Lifecycle Management Weapon System Lifecycle Management	Allocate Funds Collect Program and Budget Information Conduct Budget Review Define Cost Performance Model Develop Budget Guidance Develop Program Guidance Develop and Resolve Programmatic Issues Establish Accounts Receivable Evaluate Budget Submission Evaluate Program Information Evaluate Strategic Goals Execute Apportionment Execute Continuing Resolution Execute Rescission Deferrals and Cancellations Incorporate Program Decisions Issue Budget Decision Issue Fiscal Guidance Issue Policy and Guidance Issue Program Decision Memorandum Manage Accounts Receivable Balance Manage Baseline for Reprogramming Manage Billing Manage Collections Manage Delinquent Debt Manage Disbursements Manage Execution Fund Account Manage Execution with Treasury Manage Financial Reporting Requirement Manage General Ledger Structure Manage Investments Manage Liabilities Manage Scheduled Payments Manage Standard Financial Information Structure Negotiate OMB Passback Perform Cost Performance Analysis Perform Executive Level Planning Perform Executive Management Perform Reprogramming and Transfers Populate Cost Performance Model Post to General Ledger Prepare Certified Business Partner Payment Prepare DoD Submission for President's Budget Provide Program and Budget Information Record Loans and Grants Support Congressional Budget Review Track Congressional Action Update FYDP
FM Accounting Office	This office is responsible for the following activities: (1) Performance Cost Modeling, which includes defining the models, populating and managing the models over time and analyzing the results of the cost models for both internal and external customers. (2) Accounts Receivable and associated revenue recognition, which includes establishing receivables and managing receivables over time (e.g. aging, collections, delinquency actions and write-offs). (3) Manage Liabilities, which includes establishing and liquidating Accounts Payable as well as validation of funds availability prior to incurring liabilities. Inherent in all these activities is the requirement to update DoD general ledger and any related subsidiary ledgers as a result of these activities.	Financial Management Detail	Define Cost Performance Model Establish Accounts Receivable Manage Accounts Receivable Balance Manage Billing Manage Delinquent Debt Manage Execution Fund Account Manage Liabilities Perform Cost Performance Analysis Populate Cost Performance Model Post to General Ledger Record Loans and Grants
FM Commercial Entitlement Office	This office is responsible for the timely and accurate computation of entitlements owed by DoD to contractors and vendors. It also verifies that propriety, adequacy and completeness of documentation to substantiate three way match to authorize amounts to be paid. This office also manages commercial debts and provides a customer service function to include inquiries from vendors regarding a wide variety of issues associated with commercial entitlements.	Financial Management Detail	Manage Scheduled Payments Prepare Certified Business Partner Payment
FM Planning and Policy Office	This office is responsible for internal or external accounting and budgetary requirements pertaining to DoD accounting policy, budget policy and identifying the internal or external requirements on the DoD's standard chart of accounts. This is in relationship with the standard financial information structure (SFIS). Also, it is responsible to perform executive level planning, reviews and integration of the national military strategies and the national security strategies when aligning the department's strategic goals, and priorities.	Financial Management Detail	Issue Policy and Guidance Manage General Ledger Structure Manage Standard Financial Information Structure Perform Executive Level Planning
FM Program and Budget Office	This office is responsible for managing the overall budget formulation and execution for the Department of Defense. It is responsible to evaluate, develop, and integrate strategic goals into program guidance and decisions that update the FYDP and issue budget/fiscal guidance to formulate and prepare DoD’s submission to the President’s Budget. This encompasses issuing budget guidance in conjunction with programming plans. It requires coordination efforts to develop and resolves programmatic issues. The development of budget through the formulation phase to include activities that supports the budget hearing review with OSD and OMB. This review process addresses all perspectives including those of the Chairman of the Joint Staff, Under Secretaries of Defense, Service Secretaries, and OMB are considered as an integral part of the decision-making process. This phase ensures that the planning goals and programming objectives are consistent with the National Military and National Security strategies. They also identify and focus on priorities that will be used to develop fiscal and program guidance. Once the above is developed guidance is issued, then they collect the POMs and BES from the military services and defense agencies for review. Each program and budget information is based on the programs and fiscal guidance contained in the JPG; and includes the prior, current, and two budget fiscal years. Budget estimates are collected from Components and reviewed by the OSD and OMB to ensure proper pricing and reasonableness, and excitability. This office with OMB conducts budget hearings with components to ensure that the budget estimates are in alignment with the areas of interest of the Administration and maintain tracking of ongoing Congressional action that could impact. The Major Budget Issues are identified for resolution. Based on the results of the evaluation, draft Program Budget Decisions (PDBs) are written for review and coordination. This occurs between the time the President's Budget is submitted to Congress and up to and including the time that appropriations are enacted. This activity also captures the markups and markdowns as result of the budget negotiation between the Congress, DoD, and OMB. Finals changes to the DoD budget, including "passbacks" are incorporated to the final budget submission to OMB for inclusion to the President's Budget, which is submitted to Congress for funding. The phase called Budget Execution is the allocating funds, monitoring and executing programs and applicable funds during the current budget year. During the budget year the office captures economic assumption as key factor in determining the appropriate funding for a specific program. It realigns funds from the original Congressional enactment or subsequent distribution of funds to new areas through reprogramming, transfers, rescission deferrals and cancellations.	Financial Management Detail	Allocate Funds Collect Program and Budget Information Conduct Budget Review Develop Budget Guidance Develop Program Guidance Develop and Resolve Programmatic Issues Evaluate Budget Submission Evaluate Program Information Evaluate Strategic Goals Execute Apportionment Execute Continuing Resolution Execute Rescission Deferrals and Cancellations Incorporate Program Decisions Issue Budget Decision Issue Fiscal Guidance Issue Program Decision Memorandum Manage Baseline for Reprogramming Negotiate OMB Passback Perform Reprogramming and Transfers Prepare DoD Submission for President's Budget Provide Program and Budget Information Support Congressional Budget Review Track Congressional Action Update FYDP
FM Reporting Office	This office is responsible for the timely and accurate preparation of all financial reports. This includes formatting and distributing the financial information in accordance with prescribed statutory and regulatory requirements. This also, includes the closing adjustments and reconciliation of the general ledger prior to generating the financial reports.	Financial Management Detail	Manage Financial Reporting Requirement
FM Treasury Operations Office	This office is responsible for timely and accurate processing of all disbursements and collections. This includes the crediting of deposited amounts to the proper appropriations and the debiting of appropriations for amounts disbursed. The office also manages the investments and overall cash position of the agency and prepares daily and monthly statement of accountability reports for distribution to the Department of the Treasury. It is required to perform the reconciliation of the Department of Defense fund balances with the Treasury fund balance accounts. This office is also responsible to management and record of securities (including purchase, sale and amortization) held for the production of investment revenues, net of premiums and discounts.	Financial Management Detail	Manage Collections Manage Disbursements Manage Execution with Treasury Manage Investments
HRM	Human Resources Management (HRM) - The Human Resources Management Core Business Mission Area has the responsibility for key initiatives that directly impact and improve personnel management and readiness throughout the Department of Defense. The Human Resources Management Core Business Mission Area's goal is to improve and transform business practices and information systems to better support the Service members, Department of Defense (DoD) military and civilian employees, the warfighter, and others with a total force approach. Human Resources Management is the fusion of accurate human resources information, with respect to numbers, competencies (occupations, skills, education, and training), reception accounting, individual readiness, patient accountability and status reporting, person's unit and location, and assigned duty within organizations. This includes ensuring timely and accurate access to compensation and benefits for DoD personnel and their families and ensuring that Combatant Commanders have access to the timely and accurate data on personnel and their skill sets. Supporting warfighters with the right types of people, in the appropriate quantity, at the right place and time will significantly increase the opportunity for mission success.	All External Financial Management Financial Management Detail Human Resources Management Material Supply and Service Management Real Property and Installation Lifecycle Management Weapon System Lifecycle Management	Account for Workforce Administer Assignment Action Administer Correction of Military Human Resource Record Administer Legal Personnel Programs Administer Performance Evaluation Administer Performance Program Administer Position Management Administer Recognition Program Administer Reenlistment Process Consolidate Human Resource Profiles Create Human Resource Profiles Create Human Resource Record Determine Compensation Eligibility Determine Deductions Determine Earnings Develop Personnel Execute Disposition of Human Resource Information Execute Individual Assignment Execute Payroll Maintain Human Resource Record Manage Candidate Accession Manage Enlistment Extension Manage Foreign Government Support Manage Human Resources Relations Manage Law Enforcement Manage Military Health Services Manage Military Personnel Transfer Manage Organizational Structure and Organization Unique Identification Manage Other Benefits Manage Other Federal Government Support Manage Personnel Demotion Manage Personnel Promotion Manage Personnel Separation and Retirement Manage Private Organization Support Manage Quality of Life Manage Reimbursements Manage Retirement Benefits Manage State and Local Support Manage Travel Authorization Manage Travel Resource Scheduling Manage Travel Voucher Manage Traveler Visibility Manage Vacancy Recruiting Manage Workforce Occupational Safety Analysis Perform Workforce Analysis Perform Workforce Budgeting Perform Workforce Planning and Programming Provide Education Benefits Provide Human Resource Information Support Health Insurance Program Update Human Resource Profiles
MSSM	The Materiel Supply and Service Management (MSSM) Core Business Mission Area is the CBMA that covers DoD's supply chain, responsible for ensuring enterprise business capability to maintain readiness for the warfighter and sustain the force at a level of performance that meets or exceeds Combatant Commander's requirements. The key elements of MSSM include the conduct of planning, requesting materiel, sourcing, making/manufacturing/repairing, performing logistics and field services, sustainment operations, delivery of property and forces, receipt and acceptance of items, monitoring payment, calculating supply chain entitlement, retail sales as required, and the return or retrograde of all classes of supply (materiel), personnel, and forces (deployments). When required, MSSM elements include disposal and demilitarization. Field services include such activities as laundry, bath services, and mortuary services. These capabilities are represented in the architecture as conduct planning, manage request, conduct sourcing, perform build, make, maintenance, and sustainment operations, deliver property and forces, manage receipt and acceptance, manage payment, and dispose or return property and materiel.	All Enterprise External Financial Management Financial Management Detail Human Resources Management Material Supply and Service Management Real Property and Installation Lifecycle Management Weapon System Lifecycle Management	Assemble and Marshal Forces Authorize Return or Disposal Calculate Supply Chain Entitlement Conduct Logistics Business Planning Conduct Physical Inventory Conduct Solicitation and Source Selection Consolidate Orders into Conveyance-Based Loads Determine Route and Carriers Dispose Property or Materiel Establish Sourcing Vehicle Identify Property and Materiel for Return or Disposal Identify and Reserve Supply Chain Resources Initiate Asset Valuation Maintain Asset Information Manage Inbound and Outbound Shipments Manage Receipt and Acceptance Manage Request and Sourcing Strategy Monitor Payment Monitor Sourcing Execution Perform Build and Make and Maintenance and Sustainment Relieve Asset Valuation Schedule Return or Disposal Transport Materiel and Forces Update Asset Valuation
RPILM	Real Property and Installations Lifecycle Management (RPILM) - Real Property and Installations Lifecycle Management provides installation assets and services that are available when and where needed, with the joint capabilities and capacities necessary to effectively and efficiently support DoD missions.	All Enterprise External Financial Management Financial Management Detail Human Resources Management Material Supply and Service Management Real Property and Installation Lifecycle Management	Assess ESOH Risk Authorize Return or Disposal Conduct Physical Inventory Develop ESOH Control Agreement Develop ESOH Solution Develop Environmental Liability Information Develop Program Dispose Property or Materiel Identify Property and Materiel for Return or Disposal Implement ESOH Solution Initiate Asset Valuation Maintain Asset Information Manage Receipt and Acceptance Perform Build and Make and Maintenance and Sustainment Perform ESOH Aspect Assessment Perform ESOH Aspect Identification Perform Installations Support Relieve Asset Valuation Schedule Return or Disposal Update Asset Valuation
WSLM	Weapon System Life Cycle Management (WSLM) - Represents full lifecycle management, cradle-to-grave, of Defense acquisition of weapon systems and automated information systems to include requirements, technology, development, production, and sustainment.	All External Financial Management Financial Management Detail Human Resources Management Material Supply and Service Management Weapon System Lifecycle Management	Conduct Acquisition Assessment Conduct Acquisition Resource Analysis Conduct Periodic and Ad-hoc Reporting Conduct Science and Technology Control Program Execution Develop Program Execute Joint Capabilities Integration and Development System Execute Other Acquisition Statutory Responsibility Initiate Asset Valuation Manage Capabilities Based Acquisition Manage Defense Acquisition System Manage Earned Value Management Performance Data Manage Other Contract Reporting Manage Oversight Information Manage and Support Program Retirement and Closeout Monitor and Support Program Deployment Relieve Asset Valuation Update Asset Valuation