Changing business needs force organizations to find more effective means of managing operations… Often this includes streamlining and focusing on efficiency, while achieving business transformation. This challenge requires that flexibility be built into the overall approach and a structure that supports adaptability. Strategic alignment of IT investments and business direction can be difficult to achieve when there is constant change. So, how do we build stability into our approach and remain flexible enough to support change.
This talk will focus on business service oriented architecture, understanding the business as a set of interrelated services to provide for clear responsibilities, well defined processes, lines of communication and agility. The business-SOA is then enabled by a technical SOA at the systems level. This approach has been used by the U.S. General Services administration as part of their enterprise architecture strategy, which will be used as a case study.
The United States Army is the largest branch of the US Armed Forces, with operations around the world and an annual budget of over $100 billion. In its Planning, Programming, Budgeting and Execution (PPBE) process, the Army decides how it will spend its budget on a host of programs; a key deliverable is the POM (Program Objectives Memorandum), defining the programs that will be funded. Building the POM is highly complex, involving hundreds of people and taking a full year to complete.
The IRS is piloting a new methodology for analyzing, documenting, and managing business rules in conjunction with requirements for system design. This session will provide an overview of the development of this methodology and topics will include a review of the root causes, a breakdown of the methodology itself, and examples of its application in current efforts.
There is an increased emphasis on business process management (BPM) within a federal agency and a commitment to integrating the BPM program with the IT Portfolio Management process and IT Project Management. Several factors driving this emphasis are presented. Components of the BPM program are described. Results to date involving two IT application projects, one of which uses a Business Process Management Software (BPMS) suite, are presented and future plans are outlined.
Faced with a significantly expanded mission following the tragedy of September 11, 2001, the FBI has recognized it must change the way it does business if it is to succeed in protecting the American people from another terrorist attack. One of the Director's mandates was to ensure that the business process owners, not the technologists, determined the FBI's business processes and requirements for the next generation of an information management and case management system. This presentation will discuss the FBI’s Business Process Management strategy, highlight current reengineering activities and some of the lessons learned.
Efficient and effective process improvement across an enterprise depends on harmonizing, synergizing, and integrating relevant best practices from the multitude of models and standards that are available. It behooves process improvement experts to sort all this out and provide an integrated standards-based model/framework for guidance in pursuing enterprise-wide process improvement.
This presentation describes enterprise-wide process improvement work being carried out at the Federal Aviation Administration, across Federal Agencies, and at the international level.
By: Eliot King, Editor-in-Chief, BPM Strategies Magazine
Founded in 1643, the State of Rhode Island was the thirteenth colony to ratify the U.S. Constitution. Now known as the "Ocean State," Rhode Island has approximately one million citizens. With 140 state and quasi-public agencies including 15 to 20 major agencies, the state has approximately 15,000 employees, with 10,000 in the executive branch. The state's annual budget is around $6.5 billion.
In 2003, the state was running a budget deficit of approximately $180 million.
This webcast - the fourth in a five-part series - will review the findings of BPMInstitute.org's State of BPMSM Research with a specific focus on the issues, challenges and solutions associated with BPM applications in the Government sector. It will explore the government desires to streamline the "business of government" under ongoing challenges of budgetary constraints, policy changes and demanding citizen accountability.
By: Dale Weeks, Senior Executive Officer, Florida Department of Revenue
The Florida Department of Revenue has over 5000 employees and a $400M budget. It is the sixth largest agency in the state. The total taxes collected are over $35B for the fiscal year.
The goal of the Department of Revenue's strategic initiative is to become competitive with world-class organizations in its results and be able to accomplish the mission better than anyone else could.
The Florida Department of Revenue has over 5000 employees and a $400M budget. It is the sixth largest agency in the state. The total taxes collected are over $35B for the fiscal year.
The goal of the Department of Revenue's strategic initiative is to become competitive with world-class organizations in its results and be able to accomplish the mission better than anyone else could. The customers, stakeholders, beneficiaries and suppliers (tax payers) are:
- Policymakers (the Legislature)
