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156 • 2007 ARMY MODERNIZATION PLAN
INTRODUCTION
In concert with other modernization efforts, ourfocus remains transforming our Human ResourceEnterprise, fielding an Army Modular Force,and sustaining the All-Volunteer Force. Ensuringthe right quality and quantity of personnel—whether Soldier, Army Civilian Corps employee,or contractor—at the right place and right timeremains a challenge facing our personnel system.
ACTIVE COMPONENT ENDSTRENGTH
The President has authorized the Active Componentto grow by 7,000 per year until it reachesend-strength of 547,400 by FY12. The Army’stransformation into an Army Modular Force andthe continued state of national emergency havenecessitated an increase of the Active End Strengthfloor to 502,400, with Congress authorizing an endstrength ceiling of 512,400. At the end of FY06, theArmy’s Active manpower strength was slightly lessthan 506,000.
TRANSFORMATION OF THE HUMANRESOURCE ENTERPRISE
Transforming the Human Resource Enterprisechanges the way the Army manages and servicesits manpower (forces and structure). Thisincludes Active and Reserve Components andtheir families, Army Civilian Corps employees,veterans, retirees, and contractors. It includes thetransformation of personnel and HR organizations,manpower, and personnel programs, policies,processes and systems, to ensure Joint readinessand interoperability, while continuing to meet theservice-specific requirements of our All-VolunteerForce.HR Enterprise Transformation employs the LeanSix Sigma methodology for improving the processflow of how we acquire, distribute, develop,deploy, compensate, sustain and structure allcategories of personnel in all components. Itenables us to optimize how we organize, equip,train and employ our personnel, units/agenciesand systems on both the balefield and in garrison.The objective streamlining of the balespacepersonnel/unit footprint improves the speed andquality of HR support to Soldiers on the balefield.The Defense Integrated Military Human ResourcesSystem and other integrated HR systems will serveas the information technology platforms throughwhich we will accomplish many of these supportfunctions.
HUMAN RESOURCE ENTERPRISECHALLENGES
The Army currently relies on five major databasesand over one hundred different applications,subsystems, reports and queries to managemanpower and personnel services. Many of thesedatabases and subsystems use different datastandards and protocols, making modernizationand integration complex and expensive.A single, integrated military personnel and paymanagement system is critical because it willallow beer tracking of Soldiers from home stationthrough mobilization to the balefield and back; itwill enable us to manage and safeguard sensitive
Annex E: Personnel
 
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WWW.G8.ARMY.MIL • 157
personal identity and friendly force information ina media-rich environment; and it will enable us to beer monitor and manage the Operational Tempoof individual Soldiers.The Army personnel community continues toimprove data quality, reduce redundant manualinput of common data elements, and eliminatemanpower intensive analysis of raw information.These improvements—complemented witheffi ciencies realized from the enterprise approach toArmy HR systems, business process reengineering,leveraged web technology, data cleansing, andpreparing for a multi-component DoD payand personnel system—will improve strategicresponsiveness, enable Army transformation,enhance personnel services, and provide reach- back capability, thus enabling reductions inredundant layers of personnel staff on the balefield.Additionally, the Army is restructuring throughBase Realignment and Closure, which will divestthe Army of unnecessary installation infrastructureand will use the resultant savings to improve thefighting capabilities and quality of life for militaryforces. As a result of BRAC, Army Human ResourcesCommand will move to Fort Knox, Ky., where itwill join with U.S. Army Recruiting Command andU.S. Army Accessions Command to form the ArmyHR Center of Excellence. Global Defense PostureRealignment will restation about 70,000 Soldiersfrom bases in Europe and Korea back to CONUS.
THE ENTERPRISE APPROACH
Enterprise Architectures and Service OrientedArchitecture design and engineering permitinformed decisions and facilitate change by linkingthe information technology solutions to businessprocesses. The Army’s Personnel Services DeliveryRedesign initiative is the basis for the operationalenterprise architecture, and consists of aligningtechnical solutions to meet operational needs.PSDR, in concert with Defense Integrated MilitaryHuman Resources System, will facilitate enterprise-wide personnel and pay services and provide asingle, authoritative HR system to support theWarfighter. Even with successful implementationof DIMHRS, there still will be a requirement for anumber of legacy systems to support manpower,training, casualty management, and initial entryrequirements.
PERSONNEL SERVICES DELIVERYREDESIGN
As the Army’s HR response to transformation,PSDR leverages web-based systems, connectivity,and bandwidth to support our expeditionaryArmy. This redesign eliminates support layers andminimizes support unit footprints in the balespace. PSDR embeds critical personnel functionsin the S-1 section, enabling the brigade to bridgedirectly to CONUS-based HR professionals toaccomplish personnel services tasks such as creatingmodular, scalable, and flexible new theater-levelAdjutant General units to support casualty; postal;and reception, replacement, return to duty, R&R,and redeployment. PSDR eliminates the needto unplug personnel services capabilities from agarrison structure to support wartime deployments,empowering commanders to provide HR servicesdirectly to their Soldiers.The Army is employing a four-phase PSDRimplementation plan with the completionof redesign for all components by FY09.Implementation is synchronized with the ArmyModular Force Plan, operational deployments,
 Army Campaign Plan, Global Defense Posture Review
 ,Installation Management Command, and ForceStabilization.
DEFENSE INTEGRATED MILITARYHUMAN RESOURCES SYSTEM
Defense Integrated Military Human ResourcesSystem will provide a single, unclassified,integrated military personnel and pay managementsystem for all DoD military personnel during peace,war, mobilization, and demobilization. It createsa single record of service spanning the career ofeach Service member, regardless of career status,ensuring accurate and timely access to information
 
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158 • 2007 ARMY MODERNIZATION PLAN
for all authorized users, including the servicemember. The Army will be the first Service to fieldDIMHRS, with the initial components of the systemscheduled for implementation in FY08.
ELECTRONIC MILITARY PERSONNELOFFICE
The eMILPO application serves as the Army HRcommunity’s premier tool for personnel accountingand services. As a web-based application, it hasmodernized many personnel processes. Throughthe DataStore query tool, units and personnelspecialists have ready access to information thatonce was limited and cumbersome to obtain.The design of the soware also enables greaterflexibility in modifying the application to meet theArmy’s changing needs.Since its 1 August 2003 fielding, eMILPO hascontinued to adapt to the critical needs ofcommanders and Soldiers by providing a personnelsystem that supports Army transformation and theimpending transition into DIMHRS. Continuedfunding for this program is essential for eMILPO tomitigate risks associated with the DIMHRS fieldingschedule, as well as support changes needed withineMILPO through engineering change proposalsneeded for improvement of command-levelvisibility of deployment restrictions, promotions,mobilization, interface establishment and Soldiersupport issues.
FORMS CONTENT MANAGEMENTPROGRAM
The Army Publishing Directorate is workingto replace the Army’s existing electronic formsprograms with an easy-to-use Army-wideelectronic forms solution available as part of theArmy’s collaboration web site, Army KnowledgeOnline. This new program will increaseinteroperability across the Army in addition toreducing development and sustainment costsassociated with e-forms management. Capabilitieswill include e-signatures, document routing, andwork flow and content management. Militaryevaluation and awards recommendations are thefirst fully functional forms, with other documentsscheduled for phased implementation.
DEPLOYED THEATERACCOUNTABILITY SOFTWARE
The DTAS application will serve as a strengthaccounting tool with classified processingcapabilities compatible and complementary toeMILPO. DTAS provides near real-time personnelasset visibility of deployed Soldiers at all echelons byenabling deployed commanders and HR managersto account daily for personnel by name/SSN, unitand location. The soware provides a number offirsts for the Army personnel community, suchas disconnected-operations capability updatedthrough the Secret Internet Protocol RouterNetwork (SIPRNET). When communication isavailable, the soware provides users the capabilityto track personnel in a deployed Theater. It alsomeets Offi ce of the Secretary of Defense medicalsurveillance guidance, and tracks personneldeployment date histories.DTAS soware can be compatible with andprovides complementary capability to DIMHRS,as well as enhances senior-leader decision-makingcapability at the tactical- through strategic-levels by providing a concise, common operationalpicture of deployed forces. Additional funding forthis program will increase overall productivity byproviding fully integrated strength managementcapability for beer responsiveness in replacementoperations and fully integrated deploymentmanifesting capability to reduce separate systemsand improve data reliability.
STRENGTH MANAGEMENT SYSTEMREDESIGN
The fielding of the Enlisted Specialty model inFY07 marked the completion of the SMSR effort, amulti-year initiative to build a new Army strengthanalysis and forecasting system for the ArmyG-1 and all stakeholders. Collectively known as
of 00

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