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 71 - 80 of 125 resources matching your criteria.

BPM - A Cure for Institutional Memory Loss

Case Study: How Simple Services Yield Big Benefits for Law Enforcement

This case study describes NYC Dept of Correction experience in implementing the first web services in NYC Govt. How a private sector guy in a public sector world discovered that web services and agile methods are ideally suited for accomplishing great things in one of the world’s most complicated bureaucracies. How SOA concepts and methods, and standards such as Justice XML, are revolutionizing government and criminal justice information supply chain.

Case Study: What the Business Sector can Learn from Government- (For a Change!)

The business model is often cited as a benchmark for how government agencies should manage and conduct their programs. But the high profile corporate scandals of recent years are not uncommon. And many business executives will readily admit the challenges of leading a private sector organization pale in comparison to the much more difficult arena of the government and the public sector. In this session, participants will take away: • Case studies of executives who make the successful transition between business and government and what they did to make the a difference, • Where government leads in Customer Satisfaction, Loyalty and other indicators for business success. • What business and government alike can learn from each other to face their next major competitor - the global economy!

Case Study: Practical Guide to Federal SOA

This session will present an overview of the Federal CIO Council’s Architecture and Infrastructure Committee Service Subcommittee (FCIOC AIC SSC) guidance, called the ‘Practical Guide to Federal SOA’ (PGFSOA). Service Orientation key messages for the Enterprise, for Architecture and for IT Infrastructure will be discussed.

Panel: The Federal Government and Business Architecture

Over the last decade there has been increasing interest in Enterprise Architecture in general and Business Architecture in particular. This panel will address the role of Business Architect in large organizations, with an emphasis upon Business Architecture in Public Agencies. The panel will address the following questions: Where does BA fit? Where should BA report? What is the relationship between BA and Business Process?

Process Architecture in Practice - Getting Value from an Enterprise Process Model

This presentation leverages a real-world case study in which a large, quasi-government organization developed an enterprise process model with over 1,000 diagrams over the past 10 years. We’ll review the drivers behind this initiative, how the model evolved over time, and what we learned along the way. For those thinking about a need for corporate process documentation, this is a great place to start. For those already working on corporate process architectures, you’ll come away with new ideas. This presentation is not “pie in the sky” – you’ll see what it takes to govern this information, the kinds of standards that are put in place, and how this information is leveraged to improve organizational performance.

Case Study: Choreography and Orchestration

This session will analyze business process choreography and orchestration techniques based on Service Oriented Architecture and Model Driven Architecture open standards. The focus will be on the relationship of process choreography to Performance Based Acquisition, and process orchestration to Competitive Sourcing. Scenarios for Organizational Design and Human Capital training and transition planning will be given in light of Target Architecture transition strategies for eGovernment.

Applying organizational design principles to achieve strategic alignment and high performance - as well as a peek at emerging and future design options to achieve “innovation” as a strategic advantage

This session will focus on how to use organization design principles to manage and align the thousands of possible organizational choices required to achieve stakeholder results. It will also illustrate how today competitive or highly productive organizations require at least two if not three parallel organizational structures/cultures (as well as a discussion the practical implications of that), and finally the session will include a review what the next wave of emerging organizational networks that are likely posed to replace our organization-centric approaches to optimizing innovation. For the past 6 years, whether collaborating with Booz Allen Hamilton on the creation of the State Education Office, working with a local District consultant like Paradyme Inc to apply CMM tools to reengineer and standardize the Department of Consumer and Regulatory Affairs core business processes, or simply working with the Strategic Design Team of the new District Department of Environment, Bill has done the exciting and challenging work of creating the readiness and alignment so organizations to take advantage of technology. Bill will share insights and perspectives from his 25 years of experience in local, state, and the federal governments.

A Business-Driven, Services-Oriented Approach to Enterprise Transformation

To transform the federal government into a services-oriented enterprise that is citizen-centered, OMB has challenged federal decision-makers to demonstrate their use of enterprise architecture (EA) as a decision support mechanism that informs the capital planning, investment, and control process within each department of the Executive Branch. From its extensive experience in helping federal executives realize the true value of EA, MITRE has derived a simplified approach to developing and using EA. Starting with each agency’s mission, vision, business goals and performance objectives, MITRE’s method for yielding practical results from an evolving EA exposes viable alternatives for streamlining business operations while also demonstrating –via the well-governed execution of a services-oriented architecture– the shortest route to the operational realization of positive mission results.

Best Practices Keynote: The Human Resources Line of Business (HRLOB) Use of the FEA

The HR LOB Federal Enterprise Architecture (FEA) models and target requirements set the standards for the Shared Service Centers (SSCs) and guide HR LOB efforts in compliance with OMB FEA requirements. The enterprise architecture (EA), coupled with target requirements, provides the basis for understanding commonalities across business entities, provides an opportunity for collaboration and sharing, and sets expectations for SSCs to meet requirements for HR delivery. Collectively, the models provide universal definitions and constructs of the business, performance and technology of the Federal Government. The HR LOB models serve as a foundation to help determine and define future target processes and requirements as future investments are made. They are designed to provide a Government wide view that will help identify duplicative investments and opportunities for collaboration within and across Federal agencies. The HR LOB EA models have been developed and published with the exception of the Technical Model, which will be developed during FY 2008. The most current versions of the above documents are available at In January 2007, the Target Requirements for Shared Service Centers Report, version 2, was published, establishing expectations of SSCs with regard to delivery of HR services and systems.

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Ken Mullens, Senior Principal, MITRE Ken Mullens
Senior Principal

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