Resources in Government

Local, state, and federal agencies are all subjected to varying degrees of pressure to improve upon the delivery of government services. The need to handle bigger workloads with fewer people, coupled with rapidly rising expectations for electronic access to government services, are having the combined effect of pressing government agencies to the forefront of technological innovation in the 21st century. Better services are constantly being demanded everywhere, and those services are expected to be delivered at lower costs to taxpayers.

Our goal is to provide valuable insights which will lead to successful initiatives within the government sector.

Displaying 111 - 120 of 125 resources matching your criteria.

Case Study: Integrating Business Process Management With Public Sector IT Management

There is an increased emphasis on business process management (BPM) analysis within a federal agency and a commitment to ensuring integration of BPM into the IT Portfolio Management process and the IT Project Management Methodology. Several factors driving this emphasis are presented. The program to promote BPM analysis is described. Reflections on results-to-date, involving two management application projects, are presented and future plans are outlined.

Case Study: Enterprise-Wide Performance and Business Process Management of Government: Setting the Global Agenda for the Next 10 Years and Beyond

Case Study: Enterprise-Wide Performance and Business Process Management of Government: Setting the Global Agenda for the Next 10 Years and Beyond

The process-management revolution – driven by advanced performance measurement, flatter corporate structures, process-based teams, and the use of technology and process change to reengineer work – has transformed American business in the last 25 years.  But this revolution is only starting to change the American public sector.  The Florida Department of Revenue is seeing startling results by adapting private-sector productivity tools for use in the public sector.  This FL DOR presentation/paper will address, on both a strategic and operational level, the wave of process and performance management revolution that could transform American government, cutting costs, increasing productivity, improving services – and giving America a new competitive edge in the challenging 21st Century.

Building Better Applications with Intelligent Documents and Adobe LiveCycle Workflow

Complex and conflicting workflows in large organizations are time consuming and costly. These often lead to errors which are counter productive and slow down work processes. Adobe's LiveCycle Workflow and Intelligent Documents make application building fast and easy for Java developers. With its flexible tools and business logic-embedded PDF formats, multiple work systems are streamlined and automated minus the coding.

Business Rules Market Adoption Survey Results: Best Practices

Whitespace Consulting of Boston, Ma. has released survey results on Business Rules market adoption in the US. The survey discovered many companies in the F500 were performing due-diligence or piloting applications utilizing a business rules approach. Level 0 (Unaware), 1 (Adhoc) or 2 (Repeatable) on the KPI's Business Rule Maturity Model scale. The Financial Services industry, specifically the Insurance sector, appeared to be the farthest along in their experimentation, many institutions with systems already in production.

Case Study: Using SOA to Consolidate Infrastructure at the Department of Homeland Security

Time: 3:00 September-22-2005 This session will provide attendees with a view of how DHS and other agencies are migrating to a Solution Oriented Architecture as means of establishing an interoperable application framework that can help integrate the disparate legacy systems by providing a common information bus.  This session will outline the building blocks, principles, pitfalls and likely benefits of moving to a common application infrastructure.  Discussion will also highlight how DHS’ Solution Engineering Center of Excellence and ICH’s Solution Architecture Integration

Case Study: Using ISO 9001 Quality Management Standard to Achieve BPM Objectives

NASA leadership established a strategic plan objective to implement the ISO 9001 International Standard for quality management throughout the agency by 2000.  At Goddard Space Flight Center a Quality Management System Council was established to plan and coordinate the implementation throughout all the various flight project, engineering, science and administrative support organizations.  This was a major documentation task to develop the required policies and procedures and work-level processes at the Center-level, and then to develop the flow-down documentation, training and implementation pr

Case Study: Design and Implementation of Process Management Systems in Government Organizations

The process-management revolution has transformed American businesses for 25 years.  Factors for this transformation include flatter organizational structures, strategic planning tied to process performance, and balanced metrics.  High-performing organizations recognize the value of using process-based teams trained to manage and improve operations, implement new processes, and reengineer processes.  More government organizations are now considering and adopting process management approaches to improve the efficiency and effectiveness of products and services.  The Florida Department of Revenu

Case Study: Managing Process Across the Enterprise

This session will explore ‘semantic interoperability’ challenges and ‘model to integrate’ solutions for BPM in use and development at GSA. BP grammar and modeling formalisms from select GSA adopted industry standards will be presented as a framework for developing executable service oriented business process models that can be automatically deployed to commodity runtime infrastructures.

The Changing Face of FBI IT

Just as the FBI mission has evolved dramatically since 9/11/01, so has the Information Technology landscape (IT). The FBI is transforming IT systems by undertaking actions to restructure, reorganize, and transform technologies to further support counterterrorism, intelligence, law enforcement, and administrative missions. Business Process Management is vital to the FBI’s continued transformation and evolution. It is the “roadmap” that defines, dissects, and delivers elements of the FBI’s Service-Oriented Architecture, and is the adhesive that makes it hold together. The FBI’s approach to Business Process Management uses both Business Process Reengineering (BPR) and Business Process Improvement (BPI). BPR provides the FBI with a cross-functional view of processes and uses specific redesign and creative thinking techniques to identify and overcome outmoded beliefs and assumptions. It also addresses the organizational change aspects of process redesign. BPI supports the detailed analysis of existing process value and performance to identify opportunities for improvement. Before entering into a path for BPR and BPI, the FBI must first compare current business needs to the current technological capabilities and processes available. Best Practices and customer perspectives are integrated into technology development processes to more accurately design a compelling picture of future FBI business practices.

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Ken Mullens, Senior Principal, MITRE Ken Mullens
Senior Principal

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