Synergy BIS

As part of the Planning, Programming, Budgeting, and Execution (PPBE) process conducted by the Department of Defense (DoD), the United States Marine Corps (USMC) makes use of several IT systems for maintaining financial programming and budgeting information. Prior analysis has revealed that some of these systems are redundant and create unnecessary inefficiencies in the time sensitive world of federal budgeting. Synergy helped assess the process reengineering needs, as required by the USMC, and assisted in their transition to an improved PPBE environment.

Redundant, outdated and non-authoritative processes and systems created a prohibitive environment which negatively impacted the USMC’s ability to meet PPBE deadlines. There was a need for improved systems integration and process reengineering to rectify these inefficiencies with minimal impact on the existing user base and authoritative data sources.

• Conducted gap analysis between the USMC’s existing system (Programming and Budget Documentation Database (PBDD)) and the future system (Program Budget Information System (PBIS)), with respect to the USMC Program Objective Memorandum (POM) building process.
• Extracted historical data from the existing system and formatted it for consumption by the future system as part of an automated data migration process.
• Recommended process improvements based on extensive process mapping of the existing POM building process within the USMC.
• Conducted user training for the USMC, with respect to the future system and its capability to replace their existing system.
• Assisted with the technical implementation of any enhancements required by the future system based on the gap analysis and process improvement requirements.

• Using improved practices and processes as recommended by Synergy, deliverables created between PPBE phases could be reused and shared between USMC programmers and budget analysts.

• With the removal of redundant systems from the USMC PPBE process, time was no longer spent specializing submissions for the greater DoD community as it was now a by-product of the USMC’s own internal process.

• The USMC was no longer required to maintain and enhance a separate programming and budgeting system as they had fully integrated their process into the Department of the Navy’s (DoN) programming and budgeting system.