Business Transformation Agency The Business Transformation Agency ( BTA ) was an organization of the United States Department of Defense ( DoD ) responsible for guiding the Department ’ s business operations modernization . The BTA was active from 2005 and until its closure in 2011 . The agency aimed to foster business operations support for the American warfighter and seeks to provide accountability to the American taxpayer by systematically improving DoD ’ s business processes , ERP systems and investment governance . Aiming to provide consistency , consolidation and coordination across the Department of Defense , the BTA produces the Enterprise Transition Plan ( ETP ) — an integrated and executable roadmap that observes the standards laid out in the Business Enterprise Architecture ( BEA ) . The ETP and the BEA aimed to transform DoD business operations to achieve improved warfighter support while enabling financial accountability across the Department of Defense . The Business Transformation Agency was established by Deputy Secretary of Defense Gordon R . England on October 7 , 2005 . The founding executives of the BTA were Co - Directors — Thomas Modly , Deputy Under Secretary of Defense for Financial Management , and Paul Brinkley , Deputy Under Secretary of Defense for Business Transformation ; Director of Transformation Planning and Performance , David Fisher ; Director of Transformation Priorities and Requirements , Radha Sekar ; Director ; Director of Investment Management , Paul Ketrick ; Director of Warfighter Support , Bob Love ; Director of Information and Federation Management , David Scantling ; and Director of Agency Operations , Navy Captain Michael Murphy . In August 2010 , Secretary of Defense Robert Gates directed the inactivation of the BTA . The disestablishment of the agency was to be completed by September 2011 . In his speech , Secretary Gates said " The Business Transformation Agency was formally established in 2006 to foster the reform and modernization of this department ' s business practices . Since its creation , BTA , an agency that now employs approximately 360 people and spends $ 340 million a year , has shifted more of its focus to day - to - day oversight of individual acquisition programs , a function that can be performed by a number of other organizations . Furthermore , the mission assigned to BTA has largely been legislatively assigned to other elements of the department . " Business transformation . In the last decades of the 20th century , the Department of Defense business model was configured to support a military dependent on large - scale weapons systems and prepared for sustained , predictable battlefield engagements in specific parts of the world . With the challenges that face the U . S . military in the 21st century , the DoD seeks to allow the defense business enterprise to adapt , flex , and react effectively to the needs of its modern joint warfighter . Transformation seeks to make DoD business operations more agile , lean and rapid . The Department calls its approach to this “ federated ” — meaning that uniformed and civilian leadership at all levels in the DoD are accountable for transformation progress . This effort was announced to be structured to support four strategic objectives : The Defense Business Systems Management Committee , chaired by the Deputy Secretary of Defense , leads the Transformation endeavor . The BTA serves as a catalyst for transformation by coordinating and integrating transformation activity at the DoD enterprise level . Organization . The BTA was divided into 8 directorates organized around the functions of supporting defense business transformation . Overseeing these directorates was Director David M . Fisher , author of Optimize Now ( or else ! ) ( ISBN 0 - 595 - 29837 - 0 ) , a guide to successful organizational transformation . Defense Business Systems Acquisition Executive . The DBSAE provided direct oversight of 27 department - wide ERP programs . Notable among these programs are the Defense Travel System ( DTS ) , the Defense Integrated Military Human Resources System ( DIMHRS ) and the Federal Voting Assistance Program ( FVAP ) . Enterprise Integration . EI worked to ensure fast adoption of DoD - wide information and process standards as defined in the BEA . They sought to eliminate burdensome processes that hinder successful , speedy deployment of ERP capabilities within the DoD components . Enterprise Planning and Investment . EP & I provided investment management leadership for DoD Enterprise - level business systems . It coordinates the efforts of DoD ' s acquisition policy as outlined in the DoD 5000 series pertaining to business systems . The Directorate also provides input for the Quadrennial Defense Review . EP & I is responsible for the Business Enterprise Architecture ( BEA ) , the Enterprise Transition Plan ( ETP ) , and the March Congressional Report ( MCR ) . EP & I was the result of a merger of the former directorates " Transformation Priorities & Requirements " and " Investment Management " . Priorities & Requirements – Financial Management . P & R - FM was the primary link to the Principal Staff Assistants within the Office of the Secretary of Defense ( OSD ) and other DoD - level organizations ; in particular the Defense Finance and Accounting Service ( DFAS ) and Office of the Secretary of Defense ( Comptroller ) . They ensured that the financial visibility priorities and requirements of these client organizations are reflected in the BEA and ETP , and in the guidance for business system investment management . Priorities & Requirements – Human Resource Management . P & R - HRM was the primary link to the Office of the Under Secretary of Defense ( Personnel and Readiness ) regarding all human resource management related transformation activities . They aligned functional priorities and requirements of these client organizations in the BEA and ETP , and in the guidance for business system investment management . Priorities & Requirements – Supply Chain Management . P & R - SCM served as the primary link to the Principal Staff Assistants within the Office of the Secretary of Defense and other DoD - level organizations as they relate to Supply Chain Management . They ensure that functional priorities Material Visibility , Common Supplier Engagement , Acquisition Visibility , and Real Property Accountability are reflected in the BEA and the ETP , and in the guidance for business system investment management . Warfighter Requirements . WR identified and resolved urgent DoD business issues that are directly affecting the troops . The WR also serves as an advocate for soldiers within the BTA . WR projects included economic roundtables that brought together organizations responsible for Mideast economic redevelopment with personnel who are about to be deployed to Iraq and Afghanistan . These roundtables established a working relationship that can be continued once they are deployed . Chief of Staff . The office of the Chief of Staff provided operational support for the employees at the BTA . This includeed sections managing personnel , pay , planning , budgeting , infrastructure , IT , and internal management activities .