How do you provide mass-customization of knowledge dissemination? The Internal Revenue Service, needing to provide fit-to-purpose yet consistent requirements engineering guidance to a large project portfolio, applied their methods to their own process, modeling it and developing a set of objective rules for guiding project application based on project characteristics. Result: A rule technology-based, self-service application for projects seeking assistance; far greater reach and consistency of guidance; and improvement of the methodology itself through the rigor applied. This pr
Contributed by:Ken Mullins, Senior Principal,
MITRE Corporation
By: Ken Mullins, Chief Engineer for the Enterprise Transformation Division, MITRE and Editorial Director, Government, BPMInstitute.org
I was both privileged and pleased to have the opportunity to present a keynote address at the BrainStorm DC Conference in Washington DC last summer, where my presentation focused on the subject of relating enterprise strategy to business outcomes. By way of reintroducing the topic, I prepared a brief summary of that presentation for publication in the January 2009 edition of the Government Bulletin.
Contributed by:Ken Mullins, Senior Principal,
MITRE Corporation
By: Ken Mullins, Chief Engineer for the Enterprise Transformation Division, MITRE and Editorial Director, Government, BPMInstitute.org
Experience has shown that major change initiatives undertaken by government agencies seldom succeed according to plan. Too often, expectations are frustrated, budgets are over-run, schedules are exceeded, and/or programs are abandoned. Why is this story written so often, after the fact, about so many government programs? From years of working with federal agencies on some of their toughest challenges, I have found that leaders tend to underestimate the difficulty of the journeys they embark upon, at almost every stage of their more complex transformation initiatives.
By: Linda Ibrahim, Federal Aviation Administration
Suppose you want/need to improve performance across your enterprise. As you pursue organizational excellence, there are many improvement models, standards, and approaches available. Each might help with part of the business, or address selected compliance requirements, but using several separately can be expensive, confusing, and ineffective. How can an enterprise reap the benefits of the knowledge in a bewildering variety of standards and models? How can this be done efficiently and effectively?
Contributed by:Ken Mullins, Senior Principal,
MITRE Corporation
By: Ken Mullins, Chief Engineer for the Enterprise Transformation Division, MITRE and Editorial Director, Government, BPMInstitute.org
Imagine yourself as the owner of a business domain within a government agency. Let’s say you’re the Deputy Administrator of entitlement programs in an organization that processes claims for benefits.
Segment Architecture is now the focus of the Federal Enterprise Architecture work and EPA is developing a data architecture for both its EA and its Segments. Since we already have the Federal Enterprise Architecture Reference Model Ontology (FEARMO) and collaboration and innovation within and across Segments will be crucial to reduce the chaos and contention that arises from cross-program initiatives like Segments, we are developing an Ontology for Segment Data Architecture using a Community of Practice approach.
IPM is a target architecture project at GSA with the intent to better integrate strategic planning, budget planning, enterprise architecture, capital planning, and the solution development lifecycle. This session will explore the use of BPMN models, describe the IPM concept of operations across GSA stakeholders and governance bodies as a convergence of management workflows, and discuss the opportunity to realize IPM using SOA and BPM strategies and tactics.
Featuring: Lisa Jenkins, Lead Architect, US EPA Office of Solid Waste and Emergency Response, Environmental Protection Agency
Many organizations have headquarters and field offices. Distance and separate management structures can make forming a cohesive architecture difficult. The challenge grows when the complexity and size of the organization require a segmented architecture.
Our approach addresses this challenge. Segment and Regional Architects examine intersections of shared systems and/or business processes between field offices and headquarters for a segment, and the redundancies each sees from their perspective, while looking for opportunities to leverage enterprise-wide solutions.
Many organizations have headquarters and field offices. Distance and separate management structures can make forming a cohesive architecture difficult. The challenge grows when the complexity and size of the organization require a segmented architecture.
Our approach addresses this challenge. Segment and Regional Architects examine intersections of shared systems and/or business processes between field offices and headquarters for a segment, and the redundancies each sees from their perspective, while looking for opportunities to leverage enterprise-wide solutions.
Presentation will focus on NARA's Federal Enterprise Architecture Records Management Profile and how the methodology described in that document helps agencies address records management more effectively by embedding RM requirements into business processes such as capital planning, system development, and business process (re)design. Presentation will also include a discussion of specific tools and checklists designed to facilitate the implementation of the RM Profile.