Bureau of the Fiscal Service

Office of Financial Innovation and Transformation (FIT)

Digital End-to-End Efficiency (DEEE) Playbook

2021
2

Digital is Here for Federal Government

The Federal government is instrumental in delivering services for the public, yet 

many business processes we rely on today are manual and costly. Digital and 

emerging technologies present significant opportunities to identify cost savings, 

improve customer experience, and enhance controls via digital transformation.

The Bureau of the Fiscal Service’s Office of Financial Innovation and 

Transformation (FIT) estimates there are significant government-wide cost savings 

opportunities by transforming end-to-end processes. 

FIT developed the Digital End-to-End Efficiency (DEEE) Playbook to accelerate 

digitization through reducing unnecessary process steps, boosting automation, 

and innovation to achieve large-scale efficiencies.
3

DEEE Playbook Benefits

Accelerates finding the largest 

process improvement opportunities 

by blending Human-Centered Design 

(HCD) with traditional process analysis

Enables digital transformation 

through a simple step-by-step 

framework

Provides a suite of tools to implement

this framework on any agency 

business process
PLAYBOOK SUMMARY

AND KEY CONCEPTS
5

The DEEE Framework is a simple five step process

DEEE Framework and Approach

Define

Scope

How to define endto-end processes 

and what is the full 

scope to consider

Select

Process

How to select or 

sequence processes 

to achieve the

most value

Analyze

Process

How to analyze the 

process to identify 

pain points and 

opportunities

Assess

Solutions

How to identify and 

assess potential 

solutions

Prioritize

Solutions

How to balance 

value and cost to 

prioritize 

improvements

WHERE TO START? WHAT TO SOLVE? HOW TO SOLVE?

Note: If the agency already has a process selected for analysis, skip to Analyze Process Step
6

The DEEE Playbook provides tools and techniques to supplement the Framework to identify opportunities and 

solutions, preparing agencies to implement and scale solutions to transform processes

DEEE Playbook Summary

Define

Scope

Select

Process

Analyze

Process

Assess

Solutions

Prioritize 

Solutions

DEEE Playbook Implement & Scale

Provides a set of opportunities for 

process improvement

Deploy selected solution(s) and expand 

across processes and agencies

• Develop a Proof of Concept (POC), if 

needed, and/or Pilot within agency

• Deploy full solution within agency

• Monitor and measure Key Performance 

Indicators (KPIs), building a business 

case to evaluate scaling the solution

• Scale and expand to other processes 

within the agency (or across agencies)

Results in a set of deployed and 

scaled solutions

Produces a set of 

prioritized solutions

WHERE TO START? WHAT TO SOLVE? HOW TO SOLVE?
7

These concepts are woven through the DEEE Playbook because together they drive the expected value to agencies

Key Concepts: Drivers of Value

Digitization Scalability Transformation

Changing and improving the 

nature of how the entire 

process is performed start to 

finish vs. deploying “point” 

solutions (i.e., a solution for a 

single problem)

Deploying solutions across 

processes that can solve 

many similar problems and 

support greater volumes or 

users with a consistent or 

similar cost

Moving from manual or 

paper-based processes to 

systematic or automated 

processes to change the way 

work is done
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Leverage Traditional Process Analysis with Human-Centered Design

Blending HCD puts the focus on allowing Agency's to gain a better understanding of their customers’ 

and employees’ need, leading to quickly finding opportunities that are far more effective and costefficient, and accelerating the rate of adoption

Traditional Process Analysis

• Collect summary data and existing analysis on 

major challenges (e.g., audit findings, 

automation analysis)

• Review process documentation to develop 

technical understanding of process, systems, 

data, and workforce

• Identify potential opportunities based on 

data (e.g., cycle time, process redundancies, 

predictable and repeatable manual steps)

Human-Centered Design (HCD)

• Apply techniques focused on collaboration, 

conversation, and engagement from users

• Collect information through interviews and 

collaborative validation sessions to 

understand the user perspective firsthand

• Drive toward solutions by focusing efforts 

and investments on pain points and user 

needs

The Playbook helps agencies identify improvement opportunities through detailed analysis of process 

documentation while also understanding the experience, needs, expectations, and pain points of the users involved
9

How to Read this Playbook (1/2)

This Playbook is divided into sections aligned to the five steps of the DEEE Framework and provides information on 

how to implement it in conjunction with the associated tools and job aids

Current step 

within Playbook

Key questions for 

activity execution

Key agency 

stakeholders 

involved or 

needed to 

complete 

activity

Artifacts or 

materials 

needed to 

begin activity

Artifacts or materials 

that are produced 

through this activity

Drivers of success in 

accomplishing the task at 

a high level of quality

Playbook step 

and description

Job Aid/Tool for 

activity execution

Leading practice for 

activity execution 

Real world 

example from 

deploying 

framework
10

How to Read this Playbook (2/2)

This Playbook is best leveraged in combination with the DEEE Tools & Job Aids as well as the outlined leading 

practices within each of the five steps of the framework

Leading Practices

Techniques to consider

Tools & Job Aids

Documents to use during 

each framework step

Playbook

Steps for agency to follow

Use all three artifacts above in combination to apply the DEEE Framework
DEFINE SCOPE
12

Identify project boundaries by defining key requirements and objectives

Define Scope

1. Collect existing process 

definitions

2. Create process taxonomy, if 

needed

3. Align process definitions to endto-end processes, if needed

Key Activities

• What are your agency’s priorities 

(e.g., cost savings, improved 

customer experience, enhanced 

controls/auditability)?

• What processes are you 

interested in evaluating (e.g., 

what functions or areas are open 

to analysis)?

Inputs

• Agency processes mapped to 

end to ends

• Detailed scope boundaries 

(start to finish and all 

contents) for process analysis 

and selection

Artifacts:

• Agency process alignment to 

end-to-ends

Outputs

An agency defines its processes through its structured service catalog, which the project team 

analyzed and mapped to government wide end-to-ends

Example
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Define End-to-End (E2E) process scope, which represents a start-to-finish outcome-based procedure

Define Scope

13

Defines the full scope of agency processes, 

structures multiple levels of sub-processes, 

and provides high-level definitions of each

What is a process taxonomy?

A standardized way to think about business 

processes with an outcome-based view, 

organize data, engage all relevant 

stakeholders (e.g., multiple functions), and 

align across agencies through consistent 

definitions

Why is this important?

• Process Improvement Project Team

• Process Owners

What stakeholders are engaged?

Identify Full Scope of Processes

Capture all agency business scenarios and subprocesses

Organize into Taxonomy

Create structured decomposition of 

processes/sub-processes

Align to governmentwide E2Es

Crosswalk agency processes to standard 

definitions

Procure to 

Pay

Bill to 

Collect

Book to 

Reimburse

(Travel)

Request to 

Procure

Acquire to 

Dispose

(Property)

Apply to 

Perform

(Grants)

Budget 

Formulation 

to 

Execution

Agree to 

Reimburse

Hire to 

Retire

Apply to 

Repay

(Loans)

Record to 

Report

There are 11 Government-Wide End-to-End (E2E) Business Processes:
SELECT PROCESS
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1. Select and validate 

appropriate selection 

criteria

2. Collect and analyze data 

against criteria

3. Rank processes by priority

4. Select process or subprocess to analyze

Key Activities

• Agency processes mapped to end 

to ends

• Detailed scope boundaries (start 

to finish and all contents) for 

process analysis and selection

Tools & Job Aids:

• Process Selection Criteria

Inputs

• Selected process for analysis

• Defined focus area within end-toend process (if applicable)

Artifacts:

• Selected process 

Outputs

Evaluate agency goals and strategic objectives to select a process for improvement

Select Process

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Leading Practice

Selection Criteria Alignment

Analyzed agency data by service and used process selection criteria to choose the Bill-to-Collect (B2C) E2E 

process for analysis based on having the most manual/high volume services across all E2Es

Example
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Select Process

Key criteria to select processes with most potential cost savings:

Choosing where to analyze based on 

priority ranking of processes

What is Process Selection?

Apply Process Selection Criteria (Job Aid) 

against process data to identify those

with the greatest opportunity for 

efficiency gains

How do you prioritize

processes for analysis?

• Process Improvement Project Team

• Agency Leadership

What stakeholders are engaged?

The more staff involved in 

manual tasks, the greater the 

inefficiency and potential gain 

from digitization

Greater volume translates to 

scale for efficiency gains and 

results in larger overall 

opportunity

Transactional activities are 

more routine and generate 

value from quick and accurate 

processing, which lends itself to 

digitization and automation

Manual tasks are generally 

more costly, less scalable, 

susceptible to error, and can be 

digitized for cost savings

Transactional (vs. Analytical) High Volume More Manual Many Staff Members

Process Selection Criteria

Leading Practice Job Aid

Selection Criteria Alignment

Apply Process Selection Criteria Job Aid to select a process to analyze
ANALYZE PROCESS
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Conduct analysis to find pain points and opportunities

Analyze Process

1. Collect/Analyze Process Data

2. Identify Personas

3. Conduct Interviews

4. Analyze Pain Points and 

Opportunities

5. Develop Journey Maps

6. Validate with Stakeholders

7. Synthesize Findings

Key Activities

• Process selected for analysis 

from prior step

• Identified process stakeholders

Tools & Job Aids:

• Process Overview Visualization 

Template

• Interview Guide

• Journey Map Template

• Pain Point Catalog Template

• Pain Point Down-Select Tool

Inputs

• Validated Journey Maps and 

Process Overview Visualizations

• Cataloged pain points and 

opportunities

• Prioritized pain points and 

opportunities to solution

Artifacts:

• Journey Maps

• Process Overview Visualization

• Pain Point Catalog

Outputs

Defined Agency Priorities

Agency/Function-Specific Kickoffs

Detailed Data Request

Interview Structure

Group Interviews

Journey Map Down-Select

Quantifying Pain Points

Targeted Validation

Leading Practices

Interviewed stakeholders across the process and identified pain points including a manual data exchange between 

systems which was also high volume, and represented an inefficient handoff resulting in data quality issues

Example
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Key steps to analyze a process or sub-process

Process Analysis Activities

Collect/Analyze 

Process Data

Analyze process 

documentation, 

gather baseline cost 

and performance 

data, define start and 

end point for 

analysis, identify 

opportunities

Identify Personas 

(Multiple Functions)

Identify all key actors 

and roles in the endto-end process (all 

functions; customer 

and provider) and 

validate with Process 

Owners

Conduct 

Interviews

Review process 

using Overview 

Visualization, 

capture 

observations, 

pain points, 

goals, and needs 

Analyze Pain Points 

and Opportunities

Understand, analyze, 

and organize the full 

scope of challenges 

and opportunities 

across personas

Develop

Journey Maps

Visualize the 

process from 

the user’s point 

of view and 

layer journey 

maps across 

process

Validate with 

Stakeholders

Confirm that 

journey maps and 

pain points reflect 

“reality on the 

ground” and downselect pain points 

using tool, as 

needed

Synthesize 

Findings

Evaluate final, 

validated pain 

points, 

opportunity 

catalog, and 

lessons learned

Process Analysis Key

Traditional Process Analysis (TPA)

Human Centered Design (HCD)

Blended Analysis (TPA + HCD)

Process Overview Visualization Template

Interview Guide

Journey Map Template

Pain Point Catalog Template

Job Aids

Defined Agency Priorities

Agency/Function-Specific Kickoffs

Detailed Data Request

Interview Structure

Group Interviews

Journey Map Down-Select

Quantifying Pain Points

Targeted Validation

Leading Practices
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To drive cost savings through digitization, consider pain points that fall into these categories 

Pain Point and Opportunity Categories

A challenge or process inefficiency from 

the user’s experience. Some are derived 

from quant analysis and may not be 

specifically identified by any one user.

What are pain points?

Pain points help identify improvement 

opportunities to digitize processes and 

deliver cost savings, enhanced controls, 

and improved customer experience

Why are pain points 

important? What stakeholders are engaged?

Redundancies or 

duplicative activities 

across teams

Manual process steps Disconnected steps or 

inefficient handoffs 

within a process

Historical internal 

control risks and/or 

audit findings

High volume of 

occurrences

Activities to improve

the process outcome 

(vs. process efficiency)

Service delivery 

inefficiencies

(incl. customer 

issues/complaints)

Data quality issues

Pain Point Down-Select Tool

Pain Point Catalog Template

Job Aids

• Process Improvement Project Team

• Process Owners 

• Process SMEs/Users
ASSESS SOLUTIONS
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How to identify and assess potential solutions

Assess Solutions

1. Project team brainstorms

potential solutions for pain

points with Technology

Subject Matter Experts

2. Hold working sessions with

stakeholders to review and

discuss potential solutions

Key Activities

• Prioritized pain points

Tools & Job Aids : 

• Solution Category Decision Tree

Inputs

• Understanding of available

technologies

• List of potential solutions for

prioritized pain points

Artifacts:

• Identified Solutions for

prioritization

Outputs

Leading Practices

Technology Stakeholder Engagement

Sample Solution One-pagers

Solution Session Participants

Identified a pain point related to funds availability checks between travel and financial systems, and while considering digitization 

solutions, discovered that a policy change enabling a different funds distribution level (reduce/optimize) would eliminate the risk 

of insufficient funds in many cases, resolving the root cause of the issue

Example
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Solution Set Overview:

Identify a range of solutions for each pain 

point from each solution set as applicable 

using the solution category decision tree

How do we select our 

solutions?

• Eliminate low value-add steps

• Streamline disconnect process steps

• Leverage existing software capability

• Leverage existing technologies

How to achieve quick 

wins?

• Process Improvement Project Team

• Process Owners 

• OCIO/Technology Team

What stakeholders are engaged?

Reduce/Optimize: Eliminate cumbersome process steps and streamline

What it is: Reduce unnecessary activities considering whether the way business is done today is how it 

needs to be done (including policy changes to enable process changes or trainings, etc.) 

Investment: Low to no cost (non-technology solution)

Digital Maturity: Moving toward optimized processes by simplifying and rationalizing, enabling digitization

Digitize: Move from manual to systematic or automated processes

What it is: Apply digital technology to automate/eliminate manual steps, reduce paper-based 

steps, and streamline the process

Investment: Limited cost (often using existing technology or capabilities)

Digital Maturity: Automating or streamlining process steps

Innovate: Transform digital capabilities with intelligent automation

What it is: Apply new and emerging technologies to transform business processes and unlock long-term 

efficiency gains

Investment: Variable cost (may include net new investments)

Digital Maturity: Augmenting digitized processes with human intelligence and transforming processes

Solution Category Decision Tree

Job Aid

SOLUTION

CATEGORIES

Leading Practices

Technology Stakeholder Engagement

Sample Solution One-pagers

Solution Session Participants
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Evaluating Risk, Cost, and Complexity

Digital Maturity 

Value 

Risk, Cost, and Complexity

Reduce/Optimize 

Benefit: Balance quick wins with low to no cost investments

Tradeoff Consideration: An investment in a new technology solution may drive more value 

than changing standard operating procedures/processes

Digitize

Benefit: Potential for greater speed of innovation (e.g., ERP software package 

integrated with workflow/automation capabilities)

Tradeoff Consideration: Risk of misallocating resources towards an 

obsolete/incorrect technology solution (e.g., if next ERP version includes RPAlike functionality and separate RPA investments have already been made)

Innovate

Benefit: Build on reduce/optimize/digitize solutions for faster 

adoption of innovate solutions

Tradeoff Consideration: risk in adopting new capabilities and required 

up-skilling/training of resources to use innovative technology 

Start by looking at 

Reduce/Optimize 

solutions, then 

move to 

Digitize and 

Innovate 

solutions which 

can transform the 

nature of work 

and enable new 

capabilities and 

services

Assess Solution Tool

Job Aid
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Technologies that may apply to pain points based on need for digitization or streamlining

Sample Digitize Technologies 

Smart Workflow Enhancement

What it Is: A rules-based software that processes sequence data and improves manual 

processes

How it works: Smart workflow systems are configured by the user to automate any specific 

routing need or business requirement

Why to use it: Automate routing of tasks and documents between stakeholders

Where to use it: Automate routing of information between multiple stakeholders; custom 

email notifications for action required by an individual; integrate user-generated data into 

one interface

Data Analytics

What it Is: The process of analyzing raw data to highlight useful information, draw 

conclusions, and support decision-making

How it works: Data is sourced and analyzed to draw patterns, predictions, and visualizations

Why to use it: Identify insights from data and support decision-making

Where to use it: Create data visualizations; Capture and manage to operational efficiency 

metrics; Leverage data to enable predictive maintenance

Robotic Process Automation 

What it Is: Software solutions that can complete repetitive rules-based tasks with “bots”

How it works: Software configured to automate manual processes between multiple systems 

to improve business processes

Why to use it: Automate manual, repetitive, rules-based tasks 

Where to use it: Automate data collection; replicate human activity in systems; deploy 

general automation; conduct rules-based business process management

Digitize

To transform elements of 

the E2E process from nondigital to digital

Digitization can also include custom-developed applications or software as well as use of existing software capabilities.
26

Technologies that may apply to pain points based on need for intelligent solution

Sample Innovate Technologies (1/2) 

Natural Language Processing

What it Is: An AI capability that performs written and spoken human language analysis

How it works: Systems determine meaning from elements of the human language and 

produce an output that corresponds

Why to use it: Analyze human-generated data more quickly and efficiently 

Where to use it: Enable autocorrect capabilities; create predictive text; deploy chatbots

Machine Learning

What it Is: An artificial intelligence (AI) capability that mimic’s human judgement

How it works: Algorithm's source large data-sets to create improving predictions

Why to use it: Improve operational efficiency and better use data for prediction 

Where to use it: Enable voice assistants; identify high-risk transactions to improve 

fraud detection; analyze and draw insights from unstructured super data sets

Innovate

To develop an intelligent 

solution for a particular 

pain point

Conversational AI 

What it Is: A computer program that uses human language for interaction through 

automated messaging

How it works: Natural Language Processing and AI are combined to contextualize 

human conversation, responding to and anticipating customer needs

Why to use it: Deliver quick, on-demand user/customer care and responses

Where to use it: Deploy chatbots; enable 24/7 customer service by automating 

service; call center deflection; automate responses to frequently asked questions
27

Technologies that may apply to pain points based on need for intelligent solution 

Sample Innovate Technologies (2/2) 

Innovate

To develop an intelligent 

solution for a particular 

pain point

Intelligent Optical Character Recognition (IOCR)

What it Is: A process that can examine printed or handwritten text and translate it 

into code for data processing

How it works: Online or physical documents are scanned and IOCR is implemented to 

recognize and translate the text

Why to use it: Process handwritten documents faster with limited human 

intervention

Where to use it: Automate applications (onboarding, census and various forms 

processing); process standard documents like invoices; integrate e-invoicing portal; 

process claims documents and benefit enrollment

Distributed Ledger Technology / Blockchain 

What it Is: An immutable record of interconnected transactions

How it works: Data is stored on multiple servers while letting anyone on the network 

access, modify, and distribute the data in real-time

Why to use it: Securely transact with another entity (or many entities)

Where to use it: Streamline Intragovernmental Transactions (IGTs); incorporate code to 

execute financials; improve recordkeeping via automation
PRIORITIZE SOLUTIONS
29

How to prioritize potential solutions

Prioritize Solutions

1. Hold working session with 

business stakeholders to 

estimate value

2. Hold working session 

including technology 

stakeholders to estimate cost

3. Consider solution scalability

4. Align with leadership on 

prioritization and course of 

action of initiatives 

Key Activities

• List of potential solutions from 

the prior step

Tools & Job Aids : 

• Solution Prioritization Tool

• Transformation Blueprint 

Template

Inputs

• Prioritized list of solutions

• Alignment on course of action 

for implementation

Artifacts:

• Prioritized Solutions

• Transformation Blueprint

Outputs

Leading Practice

Technology/Business-Side Engagement

While comparing two potential solutions to the earlier pain point on funds availability, the team identified a CRM solution that was high 

cost, high value (Consider Carefully) and the agency decided to choose the funds distribution policy solution (Best Bets) because it was 

lower cost and delivered immediate value.

Example
30

Solution Prioritization

Solutions are evaluated through cost 

and value metrics within the Solution 

Prioritization Tool to align opportunities 

and agency goals

How are solutions prioritized?

The project team partners with agency 

stakeholders to capture/estimate value 

and cost metrics. The Solution 

Prioritization Matrix is used to evaluate 

multiple solutions for each pain point, as 

well as solutions across the process.

How do we balance

value and cost?

• Process Improvement Project Team

• Agency Leadership

• Policy/Audit/Risk Teams

• Process Owners 

• OCIO/Technology Team

What stakeholders are engaged?

Prioritize potential pain point/solution opportunities using value and cost metrics in alignment with agency goals

Value

Efficiency

Will it be faster and/or cheaper?

Viability 

Will it work in your environment?

Desirability

Is this something the agency wants?

Customer Experience 

Will it improve customer satisfaction?

Controls

Will it be more accurate?

Cost

Full Time Employees (FTEs)

Allocated labor costs

Implementation

Cost to implement

Operating & Maintenance

Annual operating and maintenance costs 

Hardware/Software

Cost to purchase Hardware/Software

User Adoption

Cost to enable organization (training, 

change management) 

Solution Prioritization Tool

Digital

Will it make the process more digital?

Risk of software/technology

Cost to manage success of implementation; 

audit and control considerations

Leading Practice

Technology/Business-Side Engagement

Job Aid
31

Use the solution prioritization tool to generate this matrix to support course of action on initiatives

Solution Prioritization MatrixCost

Value

Likely Avoid

• High cost

• Low value

Deprioritize

• Low cost

• Low value

Best Bets

• Low cost

• High value

Consider Carefully

• High cost

• High value

Collectively evaluate and 

synthesize prioritization 

matrix results

Leverage the value and 

cost metrics to plot 

solution opportunities 

on the 2x2 matrix

Use matrix results to 

align with leadership on 

prioritization and 

sequencing of initiatives 

Solution Prioritization Tool

Transformation Blueprint Template

Job Aids
32

Based on prioritized solutions, consider how to extrapolate opportunities and solutions to scale across the process 

and the enterprise

Scale Opportunities and Solutions

Pain Points & Solutions 

Full transformation value is achieved 

through analyzing the entire end-toend process solutions, not looking for 

“point” solutions (i.e., a solution for 

a single problem)

1. Consider nature/root of challenges

2. Analyze where else these root challenges

occur (even if not identified previously as

a pain point)

1. Assess how each prioritized solution could be scaled

across the process or enterprise

2. Evaluate factors such as flexibility; scope of

functionality; value/cost/risk to deploying widely;

additional opportunities it may enable

SCALABILITY

Knitting together one solution to many similar problems drives 

process transformation

Opportunity

Solutions

Analyzed an identified manual data exchange pain point, extrapolated the need to identify all other manual data exchanges, and 

considered solutions that could resolve all of them, resulting in 10x overall cost savings from scaling the opportunity.

Example
WRAP-U P
34

DEEE Playbook Summary

...resulting in cost savings through transformed processes with scaled, digital solutions

The Playbook provides process 

selection criteria and an analysis 

approach that combines Human 

Centered Design (HCD) with 

traditional process analysis to quickly 

identify opportunities

Enables digital transformation 

through a simple step-by-step 

framework

Digital and emerging technologies are 

presented through examples of how 

to apply them, and key 

concepts/tradeoffs to consider when 

evaluating solutions are explained

Provides a suite of tools to 

implement this framework on any 

agency business process

For additional guidance when 

implementing the Playbook, the Job 

Aids & Tools section provides 

reference materials, templates, and 

tools to help through each major step 

of the process

Accelerates finding the largest 

process improvement opportunities 

by blending Human-Centered Design 

(HCD) with traditional process analysis
35

DEEE Implementation Support

For additional guidance, the Job Aids & Tools (in Appendix) at the end of 

this document provide decision aids, templates, tools in addition to 

leading practices that enable analysis within each step

For questions and/or feedback regarding the 

Playbook or its implementation please contact: 

Bureau of the Fiscal Service mailbox or website:

FIT@fiscal.treasury.gov

https://fiscal.treasury.gov/fit/deee
APPENDIX: 

KEY STAKEHOLDERS AND

TOOLS & JOB AIDS
37

Key Stakeholders Engaged in Deploying the Playbook

Deploying this Playbook requires engaging a cross-level, cross-organization set of stakeholders to understand 

perspectives across the CFO and CIO organizations and drive feasible, desirable, and viable solutions

Process Improvement Project Team

A selected group of agency representatives 

identified to work towards improving a selected 

business process and sponsored by agency 

leadership

Process Owners

Individuals (end users & service provider) that 

oversee or manage the selected process overall 

and have insight into processes, procedures, 

policies, tools, and workforce

OCIO/Technology Teams

Practitioners who understand, maintain, and 

deploy agency technology systems and experts to 

help assess emerging technologies

Agency Leadership

CFOs, Directors, Branch Chiefs, and/or other 

leaders of customer and provider agencies 

responsible for leading business transformation 

efforts and empowered to make decisions

Process SMEs & Users

Stakeholders that execute or carry out the selected 

process (“fingers on keyboards”) and those with 

expert process knowledge (end user & service 

provider) 

Policy/Audit/Risk Teams

Individuals or teams responsible for auditing and 

assessing policy controls of end-to-end processes
38

Supplementary Tools & Job Aids (1/2)

The DEEE Job Aids and Tools can be leveraged during each step of the playbook to analyze end to end (E2E) 

processes, identify pain points, and evaluate solutions to reduce/optimize, digitize, or innovate processes

DEEE Framework Step What is it? What does it look like?

End to End Business Processes

There are 11 end to end processes definitions that provide a 

standardized understanding of how government carries out a 

specific financial management process. Each start with a user's 

goal and goes through the steps to take until the goal is fulfilled.

Process Selection Criteria This criteria allows users to identify the end-to-end business 

process with the greatest opportunity for efficiency gains

Process Overview 

Visualization Template

A simplified process visual that can be leveraged to build process 

understanding and facilitate stakeholder interviews, accelerating 

findings by focusing in on the key interactions of roles along a 

process journey

Interview Guide Template

This job aid guides the user during interviews to understand the 

interview experience, identify pain points and areas for 

improvement, and validate methods

Journey Map Template

This tool assists in creating representative journey maps and 

personas to document user goals (for outcomes/experience of the 

process), core traits, needs, and frustrations

Select 

Process

Analyze 

Process
39

DEEE Framework Step What is it? What does it look like?

Pain Point Catalog Template

This job aid is used to document and organize pain point 

information to trace and reference when collecting process 

information

Pain Point Down Select Tool

This tool helps agencies analyze the full scope of challenges which 

may require solutioning and/or resolution to optimize the end-toend process and down select to those best aligned to project goals 

and agency priorities

Solution Category Decision Tree

This job aid guides the user in the process of determining potential 

solution categories for a pain point (reduce/optimize, digitize 

and/or innovate)

Solution Prioritization Tool

This tool helps prioritize potential pain point / solution 

combinations using criteria and agency goals/priorities to identify 

the best use of resources to resolve each pain point 

A Transformation Blueprint can be used to help visualize key 

process pain points, and associated reduce, optimize, and digitize 

solutioning opportunities

39

Analyze 

Process

Assess 

Solutions

Prioritize 

Solutions

Transformation Blueprint 

Template

Supplementary Tools & Job Aids (2/2)

The DEEE Job Aids and Tools can be leveraged during each step of the playbook to analyze end to end (E2E)

processes, identify pain points, and evaluate solutions to reduce/optimize, digitize, or innovate processes