How
Headquarters, Department of the Army (HQDA)
conducts the
Program Objective Memorandum (POM)
Eric Roos
IV-1
Agenda
IV-2

What is the “programming” or the “POM?”

Guidance

Program Analysis & Evaluation Directorate (PAED)

Timeline

Management Decision Packages (MDEPs)

Players and Processes

Challenges

Databases

What comes after the POM?
Programming or “the POM”
Programming is the projection of the activities and the
resources that will be required to accomplish the
Army’s mission for the next five years.
Programming Challenge is to Identify:
 The right level of resources
 The right program prioritization
 The right amount of risk
 The right program tradeoffs
IV-3
Multiple Year Impacts of PPBE
(POM 17-21 PPBE Cycle Example)

Planning extends 15 + years into the future (FY 17 – FY32 and beyond)

Programming looks at 5 years into the future (FY 17 – FY21)

Budgeting looks 1 year into the future (FY 17)

Congress reviews / enacts the closest year into the future (FY 16)

Execution covers the current year and several prior years (FY 11 – FY15)
Execution
FY
11
12
13
14
Congress
15
16
17
Budget Year
18
19
20
Planning
21
22
23
24
25
26
27
28
29
30
31
Program & Budget
PPBE is the process through which the Army takes a long term perspective of its
needs and prioritizes operational requirements within given fiscal constraints
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32 +
The Army Plan (TAP)
National Strategy
The Army Plan (TAP) aligns and nests the
Army’s planning documents with joint guidance
and capabilities, using a Title 10 lens
QDR
The Army Plan (TAP)
Section I
Army
Vision
Section II
Section III
Section IV
Section V
Strategy
Priorities
2015 - 2025
Army Strategic
Guidance
Army Planning
Guidance
Army Program
Guidance
Memorandum
Army
Campaign
Plan
DCS G-3/5/7
DCS G-3/5/7
DCS G-3/5/7
DCS G-8 (PA&E)
DCS G-3/5/7
As Needed
Biannual
Annual
Annual
Annual
• The intent of the AV is to
set the strategic priorities
for the Army as an
institution to drive future
change.
• Focused on how the Army
will transform over a 10year period to support
higher-level strategic
guidance
• Informs the other TAP
sections and the Army’s
strategic communications
to
external audiences.
IV-5
• Nests Army guidance
within National, OSD and
Joint directives
• Provides Army leaders’
provides strategic
objectives, milestones
and decision points to
achieve AV goals
• Principal expression of
Army institutional
strategy
• Links requirements to
the ASPG
• Prioritizes Army
capabilities and
resources allocation into
tiers for the 5-year
Program Objective
Memorandum (POM) and
the Planning,
Programming,
Budgeting, and
Execution System
(PPBES)
Programming
• Provides the initial
guidance for Army POM
and BES development.
• Links strategic guidance
and operational
capabilities with
programming guidance
and instructions for the
development of the POM
• Identifies detailed
objectives a by Program
Evaluation Group
• Establish and monitor
priorities and initiatives
from the SECARMY and
CSA
• Directs, synchronizes
and integrates HQDA
planning, preparation and
execution of Army
activities across
DOTMLPF & Title 10
activities
• Informed by POM
decisions; helps inform
future POMs
30
PPBE Documents and Products
Legend
Planning
National Security Strategy (NSS) – annually, with President’s Budget
President
OSD
CJCS
HQDA
National Defense Strategy (NDS) – quadrennially, with President’s Budget
Congress
National Military Strategy (NMS) – biennially, 15 February, even Fiscal Year
Quadrennial Defense Review (QDR) – quadrennially, with President’s Budget
The Army Plan (TAP) –
Army Vision (AV) (as required)  Army Strategic Plan (ASP) (April bi-annual)  Army Planning Guidance (APG) (July)
Army Program Guidance Memorandum (APGM) (January)  Army Campaign Plan (ACP) (October)
(Programming Phase)
Total Army Analysis (TAA) – December
Research, Development & Acquisition Plan (RDAP) – annually, March
Army Modernization Plan – annually, April
Defense Planning Guidance (DPG) – annually, April (Note: formerly DPPG – Defense Planning and Programming Guidance)
Programming
and
Budgeting
Chairman’s Program Recommendation (CPR) – annually, April
Technical Guidance Memorandum (TGM) – annually, April
Fiscal Guidance (FG) – annually, April
Program Objective Memorandum/Budget Estimate Submission (POM/BES) – annually, August
Chairman’s Program Assessment (CPA) – annually, October
Resource Management Decision (RMD) – annually, September-November
Major Budget Issue (MBI) – annually, December
President’s Budget (PB) – annually, First Monday in February
Congressional Review and Enactment
Execution
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NOTE: All Dates Are Approximate
Congressional Review
Authorization
Appropriation
Signs into
Law
Execution
Assessment
by
September 30
Continuous
Key Army PPBE Organizations
ASA (FM&C)
PPBE Proponent
Policy
Executive Director
Army National
Military Cemeteries
Director Small
Business
Programs
The Army
Auditor General
Military Deputy for Budget
-------------
Army Budget
Office
Budgeting and Execution
ASA
Installations,
Energy &
Environment
The Inspector
General
Administrative
Assistant to
SECARMY
Army
Secretariat
Chief of Public
Affairs
Deputy Under
Secretary of the
Army
ASA
Acquisition,
Logistics &
Technology
ASA
Financial
Management
& Comptroller
ASA
Manpower
& Reserve
Affairs
ASA
Civil
Works
Chief, Legislative
Liaison
USA
General
Counsel
Director
Army Staff
DCS
G-1
DCS
G-2
DCS
G-4
DCS
G-3/5/7
DCS
G-8
ACS
Installation
Management
Army Staff
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SECARMY
CSA
VCSA
Chief of
Engineers
Sergeant Major
of the Army
Assistant G-3/5/7
Planning
Director PA&E
Programming
ASPG, APPG, ACP
APGM
Chief
Information
Officer/G-6
Chief
of
Chaplains
Provost Marshal
General
Chief, National
Guard Bureau
Chief, Army
Reserve
The Judge
Advocate
General
The Surgeon
General
Resource Formulation Guide

Purpose: Document the processes and procedures
used to formulate, justify, and execute the POM/BES




Actions required of HQDA and ACOM in their interface
with the Headquarters
Consolidate previously issued guidance documents
Provide new guidance and explanations for previously
undocumented processes
Contents: Nine volumes (five published to date)
Vol 2 – Plan, Program, Budget, and Execution
A – Decision Making
B – Training Course
Vol 3 – Integrated Program and Budget Data Call
Instructions
Vol 5 – Preparation of the Program/Budget Review
and President’s Budget Exhibits
Vol 7 – Budget Execution
Vol 9 – Automation Products and Procedures
Note: The current RFG is available on the PPBE Portal and the
PPB BOS Portal
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Command Program Guidance Memorandum
(CPGM)

New Initiative beginning POM FY 17-21

Provides detailed programming guidance to commands on
civilian manpower and for reprogramming of dollars.

Supplements APGM with the intended audience being command
resource managers.

CPGM includes:
Annex A. Base Memorandum - signed by Army Senior Leader
Annex B. General Guidance
Annex C. Command Schedule 8 reprogramming request
Annex D. Commander’s Program Assessment
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Technical Guidance Memorandum
Training (TT) PEG.
(1) Fund all OPTEMPO in the Base Program. Any deployment offsets, number, and type (BCT/CAB),
require approval by the PPBC.
(2) internally fund the National Science Center (MDEP: MUlL) at not-less-than the PB13 Lock position
levels.
PEG ($K)
FY14
FY15
FY16
FY17
FY18
FY14-18
TT
1,734
1,756
1,776
1,685
1,715
8,666
(6) Organizing (OO) PEG Bills. The 18 April SRG directed the OO PEG to address the following
program bills.
Fully fund full-time equivalent (FTE) for HQDA and HQDA field operating agencies (FOA) civilians.
Use issue code: OO_SH001.
PEG ($K)
OO
FY14
94,065
FY15
96,824
FY16
96,333
FY17
95,984
FY18
97,631
FY14-18
480,837
(1) Each PEG/integrator will program competing requirements based on the following end strength
levels by component:
Component
AC
ARNG
USAR
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FY14
524,100
358,200
205,000
FY15
512,800
357,200
205,000
FY16
502,100
355,200
205,000
FY17
490,000
353,200
205,000
FY18
490,000
350,200
205,000
Tentative FY18-22 POM / BES Timeline
FY 16
Sep-15
Key Dates
Oct-15
Nov-15
Dec-15
Jan-16
Feb-16
Mar-16
FY 17
Apr-16
May-16
Jun-16
Jul-16
Aug-16
Sep-16
FY 17 PB
Submitted
FY 16 Begins
FY 18-22
OSD
and OMB
Initial OSD TOA
Guidance
Oct-16
Nov-16
Dec-16
J an-17
15 May
1 June
(COA 2)
(COA 1)
POM 18-22 POM 18-22
to OSD
To OSD
Revised OSD
TOA Guidance
FY 18-22 OSD Program
Review
Program Budget
RMD
RMD
FY 18-22 OSD / OMB Budget
Review / Hearings
Feb-17
FY 18 PB
Submitted
FY 17 Begins
PB Budget
Lock
OMB
Passback
3-Star Programmers
SRG #1 SRG #2 SRG #3
SRG #4
Forces Readiness CMD
POM
Review Approval
Programming
FY 18-22
TGM 1.0
TOA
Guidance
CGPM
RFG
Draft
APGM
TGM 2.0
Rev. TOA
Guidance
Final
POM Draft
Offsite APGM
DMAGs
Capital Invest
Small Grp
TGM 5.0
Close
Out
TGM 3.0 TGM 4.0
Resource
POM
Trades Approval
Preparation for FY 18-22 POM Build
FY 18-22 Program Review
FY 18-22 POM Build
PB 17 closeout
DB Rollout
ARF
Update
MDEP
Updates
MDEP Reviews /
Weapon System Reviews
ARF
Mapping
Complete
CDRs
Program
Assessments
Resource
Trade
Deliberations
•
•
•
•
FTE Under-Execution Look
RDA - OMA Under-Execution Look
Civilian Affordability Review
Appn Sponsor Look
PEG Req /
Funding
Update
CMD
CMD
CMD
Sched 8 Sched 8 Req
Data Call Reviews Update
POM Docs - EXSUM
POM Brief
POM DB Update
J-Books
to OSD
J-Books to
Congress
BES to OSD
Preparation for FY
18-22 BES Build
Budgeting
FY 18-22
FY 18-22 BES
Build
FY 18-22
Budget Review / Hearings
PB
Rollout
FY 18-22
OCO Request
• AWCF update
• APPN sponsor review
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Sep-15
Oct-15
CY 15
Nov-15
Dec-15
Jan-16
Feb-16
Mar-16
Apr-16
May-16
Jun-16
Jul-16
CY 16
Aug-16
Sep-16
All Dates Approximate – Annual POM/BES Schedule Varies Year-to-Year based on OSD Guidance
Oct-16
Nov-16
Dec-16
AsJan-17
Feb-17
CY 17
As of 5AUG15
10
What is an MDEP?
~450 “buckets” of resources that collectively house
al Army requirements
• Examples of “buckets” are
•
•
Institutions: War College, West Point, Jails, Museums
• Units: Divisions and brigades
• Functions: Civil Support, basic training, base functions
(e.g. logistics, utilities, housing maintenance)
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Example of MDEP
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Management Decision Package
Role of the MDEP Manager

Build program and justifies requirements:

Know history and environment of MDEP

Review and prioritize requirements within existing resources and IAW
current fiscal environment

Identify what cannot be done within the funding currently in the program
 Articulate the impacts and risks
 Articulate actions required to live within current top line

Understands and coordinates all MDEP issues from planning through
execution; dollars and manpower






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Program functionals
Appropriation sponsors
Program integrators
Manpower and force structure managers
Program and performance managers
Stays involved and quickly responds to all MDEP issues in order to influence
decisions
PPBE Decision Committees
Program Evaluation
Groups
 Build, integrate, and help defend program
Program and Budget
Assessment Team
 Serves as a “working-level” forum between the PEGs and the PPBC CoC
(Equivalent)
Council of Colonels
 Takes care of most of the Army’s resourcing decisions at a lower level
 Reviews and approves or rejects all Schedules 8, Concept Plans, and changes
to resources within its authority.
 Represent PPBC members
 Formulates and coordinates issues for PPBC
Planning, Program, and
Budget Committee (PPBC)
Senior Review Group
(SRG)
Senior Leaders of the
Department of the Army
IV-15
 Joint Chairs (Asst G3, DPA&E, DAB)
 Evaluate PEG output against guidance
 Recommend POM/BES decisions
 Co-Chaired by USA VCSA
 Recommends final decisions on TAP, POM/BES
 Formulates issues for the Senior Leaders of Department of the Army
 Make final resourcing decision for the Army.
PPBE Decision Committees / Processes
PPBE DECISION Committees
Long-term (POM/FYDP) focus
• Informative
• Consensus Building
• One Army Story
Budget Requirements Programs (BRP)
Near-term (Execution) focus
• Analysis challenged
• Alternatives developed
• Solution formed
Program Budget Assessment
Team (PBAT)
Then Support
POM
Development
Throughout
Programming
Phase
IV-16
PEG Executives / Appropriation
Sponsors (PE/AS)
• CoC Represents PPBC members. Responsible
for coordinating matters that come before the
PPBC
Planning, Programming, & Budgeting
Committee (PPBC)
• First executive level decision and advisory role
• Maintains overall discipline of PPBE
• Oversees PPBE schedule
COL BRP
• Gatekeepers for issues with resourcing
implications
• Package proposals, frame issues, and
coordinate matters that go before the 2Star and Senior BRP
2-Star BRP
• Coordinating, executive-advisory role
• Maintain overall discipline of resourcing
process
• Ensure resourcing decisions align with
Army priorities
• Recommend POM/BES solutions to 3Star BRP
Senior Review Group
• Resolves resource allocation issues
• Monitors staff Implementation of SA/CSA
decisions
• Makes recommendation, prioritization, resource
allocation to SA/CSA
Secretary of the Army
Chief of Staff of the Army
• Senior Army leadership forum
• Approves prioritization of Army Programs
• Selects resource allocation alternatives
• Approves TAP, POM/BES
3-Star BRP
Reviewed
Week Prior
• Resolves resource allocation issues
• Recommend final decisions on The Army
Plan, POM/BES
• Formulate issues for Senior Leaders of
the Department of the Army
SECARMY makes final
resourcing decisions
Additional analysis when needed
Develop and
Submit
Initial
Program
Objective
Memorandum
(POM)
• Entry point for the decision process
• Reviews and recommends approval or
disapproval of Schedule 8 changes, concept
plans, and requirements changes
Additional analysis when needed
Program
Evaluation
Groups
(PEGs)
Program Evaluation Groups (PEG)
Program Evaluation
Groups (PEGs)
Manning (MM)
• ASA(M&RA)
• G-1
Training (TT)
• ASA(M&RA)
• G-3/5/7
Organizing (OO)
Program
Integrators
• CIO/G-6
• ARNG
• USAR
• G-2
• OTSG*
• COE*
• ASA(M&RA)
• AASA
Equipping (EE)
• ASA(ALT)
• G-8
Sustaining (SS)
• ASA(ALT)
• G-4
Installations (II)
• ASA(I&E)
• ACSIM
Unassigned (UU)
IV-17
* Unofficial integrators
• Six Program Evaluation Groups (PEGs) are used to
support PPBE
 UU “PEG” is used for executive-level programs,
unassigned funds, and wedges not assigned to other PEGs
• Secretariat & functional proponent co-chairs each PEG
(except OO PEG)
• ARNG, OCAR, CIO/G-6 and G-2 serve as Program
Integrators within each PEG
• PEGs, assisted by the Program integrators,
 Work with PA&E on drafting Section III of The Army Plan
(TAP)
 Administer Management Decision Packages (MDEP)
 Set the scope, quantity, priority, and nature of requirements
 Construct program performance measures and define
metrics
 Build the initial POM
 Help defend programs during the review process
 Track programs during execution
Typical Program Evaluation Group (PEG)
II PEG
Exec*
ASA(I&E)*
G8 PAE
ARNG PAE
CIO/G6
(as required)
ASA(M&RA)/G1
(as required)
IV-18
MDEP Manager (briefer)
II PEG Analyst (non-voting)
G3 - CIR
ASA (FM&C)
USAR PAE
Program Evaluation Groups
Role of the Program Integrators
Representatives from the ARNG, AR, CIO/G6, and G2
serve as program integrators to the PEGs.
Program Integrators provide technical assistance
and monitor actions to integrate priorities and
statutory, defense, and Army requirements for their
respective areas of responsibility into the Army’s
overall program.
IV-19
Installations Strategic Objectives
• Maintain Army Readiness through delivery of resilience-enhancing Soldier
and Family programs, quality housing, and safe and secure installations
• Balance facility and installation services requirements, at the right quantity
and quality to meet critical mission needs
• Secure access to energy, water, and land resources; develop and sustain
Partnerships to provide more efficient and economical delivery of services;
and minimize environmental restrictions to maintain the capability,
availability, and accessibility of land and natural resource sin support of
training and readiness.
• Modernize, operate, maintain and defend the Army Network enabling
institutional, strategic, and tactical missions across the full range of
military operations through an effective, secure and efficient global network
that supports strategic and tactical Joint Environments.
Our end state is to reflect sustainable installations that support our future Army with the required
land, facilities, network and infrastructure to achieve our missions.
IV-20
20
Program and Budget Assessment Team (PBAT)
PEG
PBAT
CoC
PPBC
SRG
Senior Leaders DA
Program Budget Assessment Team
Co-Chairs
G8 PA&E
Program Development Division
ASA (FM&C) Budget Formulation Division
G3 FM
Program Budget Guidance Division
G1 P&R
Resource Development Division
Other Members
PEG Administrators
PA&E PEG Points of Contact
Program Integrators
Other Advisors (e.g. OTSG, COE - As needed)
Appropriation Sponsors (As Needed)
 Serves as a “working-level” forum between the PEGs and the PPBC CoC
Takes care of most of the Army’s resourcing decisions at a lower level
 Reviews and approves or rejects all Schedules 8, Concept Plans, and
changes to resources within its authority.
IV-21
Council of Colonels (CoC)/Planning Program
and Budget Committee (PPBC)
PEG
PBAT
CoC
PPBC
SRG
Senior Leaders DA
Planning Programming Budget Committee
Co-Chairs
Assistant G-3/5/7 (Co-Chair for Planning)
Director PA&E (Co-Chair for Programming)
Director of the Army Budget (Co-Chair for Budgeting)
Secretariat
ASA(ALT)
ASA(CW)
ASA(IE&E)
ASA(M&RA)
AASA
CIO/G6
Army Staff
G-1
G-2
G-4
ACSIM
COE
TSG
CAR
DARNG
Advisory and support personnel may also attend, as required.






IV-22
DAB, DPA&E and Asst. G-3/5/7 are Co-Chairs
Serves the PPBE process in both a coordinating and executive-advisory role
Represents all ARSTAFF and Secretariat
Maintains overall discipline of the PPBE process
Ensure program/budget adjustments remain consistent Army policy and priorities
Unresolved PPBC issues are passed to the SRG
PPBC Co-Chairs
PEG
PBAT
CoC
PPBC
SRG
Senior Leaders DA

Co-Chairs on the Planning, Program Budget Committee (PPBC)

Director of the Army Budget (DAB)
for budgeting and execution

Director, Program Analysis & Evaluation
for programming
MG John G. Ferrari
Assistant G-3/5/7 for planning
Mr. Peter B. Bechtel

IV-23
MG Thomas A. Horlander
Senior Review Group (SRG)
PEG
PBAT
CoC
Secretariat
PPBC
Senior Review Group
Co-Chairs
Under Secretary of the Army
Vice Chief of Staff of the Army
Army Staff
ASA(FM&C) (also Executive Secretary)
ASA(ALT)
ASA(CW)
ASA(I&E)
ASA(M&RA)
CIO/G6
General Counsel
G-1
G-2
G-3/5/7
G-4
G-8
ACSIM
CAR
DARNG
COE
TSG
Advisory and support personnel may also attend, as required.
Senior Leaders DA
SRG
Commands
FORSCOM
TRADOC
AMC

Serves as a senior level forum to resolve resource allocation and other
PPBE-related issues
 Represents all ARSTAFF and Secretariat


PPBC co-chairs advise/ensure continuity between committees
Includes representative from Army Commands (FORSCOM, TRADOC, AMC)
 Functional advisors as needed
 Formulates issues for the Senior Leaders HQDA
IV-24
Senior Leaders of the
Department of the Army
PEG
PBAT
CoC
PPBC
SRG
Senior Leaders DA
 Set policy and approve guidance and priorities
 Have veto authority on all resourcing decisions
 Make final resourcing decisions for the Army
 By law the SA has final decision authority
Senior Leaders of the Department of the Army
Honorable John McHugh: Secretary of the Army (SA)
GEN Mark A. Milley: Chief of Staff, Army (CSA)
Eric K. Fanning (Acting): Under Secretary of the Army (USA)
Gen. Daniel B. Allyn: Vice Chief of Staff, Army (VCSA)
LTG Gary H. Cheek: Director of the Army Staff (DAS)
SGM Army Daniel A. Dailey: Sergeant Major of the Army (SMA)
IV-25
POM Development and Adjudication Process
Overview
POM INPUT
USA/VCSA
 Senior Leader Guidance
 The Army Plan
 Army Command, ASCC,
DRU Requirements
 Combatant CDR Input / IPL
PEGs
Equipping
ASA(ALT)
G-8 (FD)
Installations ASA(IE&E)
ACSIM
Manning
ASA(M&RA)
G-1
Organizing
ASA(M&RA)
SAAA
Sustaining
ASA(ALT)
G-4
IV-26
Training
ASA(M&RA)
G-3
Secretary of the Army
Chief of Staff of the Army
Final Resourcing Decisions
Program
Integrators
ARNG
USAR
G-2
CIO/G-6
Army PPBE
Decision
Forums
Senior Review
Group
• Resolves resource
allocation issues
• Monitors staff
Implementation of
SA/CSA decisions
• Makes
recommendation,
prioritization,
resource allocation
to SA/CSA
PEG Executive Planning, Programming &
Appropriation
Budgeting Committee (PPBC)
Program/Budget
Sponsors
---------Action Team (PBAT)
Council of Colonels • First executive level
decision & advisory role
• Coordinate
• Represent PPBC
matters that
• Maintain discipline of PPBE
members
come before the
• Coordinate matters • Oversees PPBE schedule
PE/AS, CoC /
that come before the
PPBC
PPBC
Equiv.
Army Resource Framework
IV-27

The purpose of the ARF is to align Army
capabilities and functions across all elements of
the Army Program using an established hierarchy.

The ARF provides senior leaders a programmatic
a holistic view of how resources are aligned to
achieve Army goals and objectives

The intent is to use common definitions to
facilitate Staff and Senior Leader defense of the
POM to OSD.

ARF Development is focusing attention back to
MDEP packaging and presentation for internal
Army POM Development
Readiness
Operate the Force
2.1.1
Forward Presence Missions
2.1.2
Homeland Defense
2.1.3
Joint and International Programs
2.1.4
Cyber-Network Operations
2.1.5
Military and Civilian Personnel Support
2.1.6
Operations & Activities (Army)
Train the Force
2.2.1
Operational Training Ground Direct OPTEMPO
2.2.2
Operational Training Air (FHP) Direct OPTEMPO
2.2.3
Operational Training Indirect OPTEMPO
2.2.4
Institutional Training
2.2.5
Training Support Systems
2.2.6
Training Ammunition
Sustain the Force
2.3.1
Depot Maintenance
2.3.2
Core Logistics Sustainment
2.3.3
2.3.4
2.3.5
2.3.6
Sustainment Systems Technical Support (SSTS)
Second Destination Transportation (SDT)
Strategic Wartime Equipment (APS, WRSI)
Ammunition Readiness
Installation and Enterprise Services
2.4.1
Housing (AFHO & Unaccompanied)
2.4.2
Family, Community, and Soldier Programs
2.4.3
Garrison
2.4.4
Logistic Operations
2.4.5
Information Technology Services Management
2.4.6
Security
2.4.7
Facility Operations
2.4.8
Facility Sustainment
IV-28
Capital Investments
Man the Force
1.1.1
AC Manpower
1.1.2
RC Manpower
1.1.3
RC Full Time Support (FTS) {AGR / MILTECH}
1.1.4
Recruiting and Retention
Service HQS &
Obligations
Forces
Army Resource Framework
Structure
Installation Infrastructure
3.1.1
Military Construction (MCA, MCAR, MCNG)
3.1.2
Restoration and Modernization (RM)
3.1.3
Army Family Housing Construction (AFHC)
3.1.4
Base Realignment and Construction (BRAC)
3.1.5
Environmental Management
Equipment Acquisition and Disposal
3.2.1
Science & Technology
3.2.2
Major Investments
3.2.3
Major Investment Enablers
3.2.4
Minor Investment Enablers
3.2.5
Modernization,Test, and Studies
3.2.6
Disposal and Demilitarization
Service Headquarters
4.1.1
Army HQS (HQDA, USAR, FOA)
4.1.2
ARNG HQS
External and Directed Army Obligations
4.2.1
Non-Discretionary Obligations
4.2.2
Directed Discretionary Obligations
Issue Flow
Resource
Issue Develops
Long-term
(POM/FYDP)
focus
Exec for Programming
Exec for Budgeting
G1 / G3 (FM)
Near-term
(Execution)
focus
PBAT
Meets Tuesdays
COL BRP
PE/AS or
CoC
Meets Mondays
Recycle
Issues back
to PBAT
when
necessary
Meets Wednesdays
Additional
analysis
when needed
2-Star BRP
Meets Wednesdays
Additional
analysis
When
needed
PPBC
Meets Thursdays
Reviewed
Week Prior
Reviewed
Week Prior
3-Star BRP
Meets Fridays
SRG or
Small Group
IV-29
Army Senior Leaders
SECARMY makes
final resourcing
decisions
for the Army
Additional
analysis
when needed
Installation PEG POM 18-22 Intent
What We Are Trying To Accomplish

We want to get the requirements right so we can
articulate risk

Align Installation PEG Programs to the Appropriate
Level given Senior Leader priorities, risk and
available resources for all Army programs

Ensure Army Senior Leaders understand impacts of
Strategic Decisions on Installation PEG Programs
IV-30
30
ACSIM Co-Executive
• Be knowledgeable about program deliverables; what does your program buy for
the Army? How does it support the Army’s priorities?
• Be able to articulate your program drivers! What statutes and policies drive your
program? What is the basis for your program’s requirements (i.e. population
served, square footage, case load, number of exercises, etc.)
• Provide the RVT with recommended Courses of Action – not unresolved issues or
problems
• Clearly articulate what you cannot do within current funding in your
program/MDEP

What is the risk/impact to the Army?

What law/policy/statue relief do you need to reduce requirements to live within funding?
• Plan ahead –
IV-31

5 business days prior to brief – R-Builder lock

Begin working on your requirements methodology early. The RDR team is available to
assist you with methodology development.
Clearly articulate your MDEP requirements and identify the risks/impacts and
mitigation required to live within the current funding level
31
Programming / Budgeting
(Army Cost Drivers)
Manpower
~50%
End Strength
Force
Structure
Achieving Balance
Readiness
~30%
Training
IV-32
Sustainment
Investments
~20%
Installations
Equipment
Facilities
PPBE Process – The Basics
Step 2: Requirements Determination / Levels
What’s acceptable?
Automobile
Housing
Entertainment
IV-33
MDEP / Service Name & No. and/or Program:
_________________________________________________________
Risk/Impact
Slide
Using the colored matrix and risk type/impact definitions as reference, annotate the table with
Impact/Probability values for each risk type at each given funded level; explain the impacts on the
right. If your levels of risk are at different percentage points other than those listed, please indicate in
Health/
Critical Funding Level Impacts:
your write-up.
Funded
Level
Life/
Safety
Readines
s
Cost
Statutory
Other
Critical
I/P
I/P
I/P
I/P
I/P
90% of
critical
I/P
I/P
I/P
I/P
I/P
80%
I/P
I/P
I/P
I/P
I/P
70%
I/P
I/P
I/P
I/P
I/P
90% Impacts:
I/P Example: 3/2
4
Risk
Impact
3
4–
Catastrophic
3 – Critical
2 – Moderate
Risk
1
– Negligible
Assessment
Key
Extremely High
High
Moderate
IV-34
Low
80% Impacts:
2
1
1 2 3
Risk Probability
70% Impacts:
4
4 – Likely to Occur Immediately (P > .9)
3 – Probably will Occur in Time (.5 ≤P ≤.9)
2 – Possible to Occur in Time (.1 ≤ P < .5)
1 – Unlikely to Occur (P < .1)
How Changes are Viewed by Army
External Stakeholders (OSD, OMB, and Congress)
This
Not This
Smooth Growth
Uneven Spike
16
14
12
10
8
6
4
2
0
16
14
12
10
8
6
4
2
0
FY 2016
FY 2017
FY 2018
FY 2016
Steady Decrease
FY 2018
Uneven Reduction
16
14
12
10
8
6
4
2
0
16
14
12
10
8
6
4
2
0
FY 2016
IV-35
FY 2017
FY 2017
FY 2018
FY 2016
FY 2017
FY 2018
Data Systems Interaction Flow Chart
Defense
Programming
Database (DPD)
The Defense Programming Database
(DPD) is the OSD system which contains
various budget and program data for
query, comparison and analysis.
ePROBE is a collection of
applications and databases used
throughout the PPBE cycle.
PPB BOS Data Warehouse and
COIs provide a suite of tools for
analysis and export of this data
Program Resource
Collection Process
(PRCP)
Force
File
PROBE
Database
[GOLD]
IV-36
eProbe
CMD
Programming
G8 PA&E/PDD
CMD Requirement
changes /
Schedules 8
(BO1,R, 4,9)
Structure and
Manpower
Allocation
System (SAMAS)
G3
Manpower
Authorization (BO4)
Requirements (BO9)
Workyears(FTE) (BO6)
Integrated Resource
Management Information
System (IRMIS)
Database
[FMDB102]
IRMIS
Civilian Pay
Module
ASA (FM&C)
Civilian Costing
(BO5)
The CIS tailors Service budget
submissions to meet OMB
requirements

Contains data for both funding and
manpower, civilian and military

Manages POM and RMD controls
for Service implementation and
technical adjustments.
IRMIS is a collection of
applications and databases used
throughout the PPBE cycle.
PB/OP-32 for object class
distribution
ARC for APPN/BA controls
IRMIS uses the resource validation
tables from PROBE.
IRMIS
Resource
Formulation
System (RFS)
ASA(FM&C)
Funding (BO1)
ARMY
G8 PA&E/PDD
Req.(BO8,7,R) and
Funding (BO1)
Comptroller
Information
System (CIS)
OSD Budget Codes
(OCO, OP32)
Program Budget
Guidance
(PBG)
eProbe
PEG
Programming
In conjunction with
PB and appropriation
OSD
FYDP
Update
OMB MAX Database
The PRCP allows all Service and
Defense TOA be aligned to the
same format.

Aligns TOA to OSDPE,
BLI/SAG/project, OCO v Base

Exhibits C/O/M/P/R/RF-1, OP8, PB-22 and PB/OP-32,
(object class)

OCO Requests review by OSD
and OMB
In conjunction with
POM/BES and PB
OMB
Source of APPN requests
in the PB to Congress
Planning, Programming, Budgeting, and Execution
The Transition Phase

Transition from Programming to Budgeting

Normal battle hand off between PA&E and ABO
OSD / OMB
POM/BES
Jan – Aug
Program Budget
Review
Sep – Nov
Congress
President’s Budget
Congressional Marks
Feb – Sep
FY 2018 BES Build: Jun – Aug 16 / President’s Budget Build: Nov 16 – Jan 17
IV-37
Acronym List
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IV-38
ABO = Army Budget Office
ACM = Army Cost Management Portal
APPG = Army Planning Priorities Guidance
ASA(F&MC) = Assistant Secretary of the Army for Finance and Management Comptroller
BES = Budget Estimate Submission
BRP = Budget Requirements and Programming
CPP = Cost & Performance Portal
DASA-CE = Deputy Assistant Secretary of the Army for Cost and Economics
DGC = Deputy Garrison Commander
GFEBS = General Fund Enterprise Business System
II PEG = Installations Program Evaluation Group
ISR = Installation Status Report
MDEP = Management Decision Evaluation Package
OACSIM = Office of the Assistant Chief of Staff for Installation Management
OD = Operations Directorate
PBR = Program Budget Review
POM/BES = Program Objective Memorandum/Budget Estimate Submission
PPBC = Planning Programming Budget Committee
PPBE = Planning, Programming, Budgeting and Execution
RD = Resources Directorate
RMD = Resource Management Decision
RVT = Requirements Validation Team
SNaP = Select and Native Programming
SRG = Senior Review Group
SSC = Standard Service Costing
TAP = The Army Plan
TOA = Total Obligating Authority