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 81 - 90 of 125 resources matching your criteria.

Transforming the Management of Government

Contributed by:Tom Dwyer, Editorial Director and current Faculty Member, BPMInstitute.org

By: Tom Dwyer, Editorial Director, BPMInstitute.org

Truly transforming the management of government business requires both an architectural and process-oriented approach. This transformation is the strategic goal of the 2001 Presidential Management Agenda (PMA) and is enabled by the Federal Enterprise Architecture (FEA). The Business Reference Model (BRM) is one of five reference models in the FEA and is the first layer of the FEA and it is the main viewpoint for the analysis of data, service components and technology specified in the FEA. It is also the primary reference model that establishes the relationship with BPM.

Rhode Island Reengineers State Government

By: Elliot King, Editor-in-Chief, BPM Strategies Magazine

This article originally appeared in the members-only quarterly BPM Strategies Magazine. Join today to receive your own copy.

Discussion on Business Rules and Legacy Systems

By: Mark Treat & Don Estes

Recently, Don Estes and I were working on responding to a government solicitation for the replacement of a fairly large, 30 + year old legacy system. The request for proposal (RFP) was quite well done including a comprehensive list of requirements. The majority of these requirements were expressed as business process and data models with almost 1,000 supplementary text based requirements included. In addition, the RFP referenced the need to manage thousands of business rules – but the actual rules were not provided. Our design for the new system clearly required t

COMPASS Program Case Study

Mark Treat, BPMInstitute.org Government Editorial Director interviews Erik King, Program Manager and Chief Engineer, COMPASS Program

What is COMPASS?

COMPASS stands for “Creating Opportunities, Methods and Practices to Secure Safety.” It is a 5-year, $130 million process improvement and legacy system modernization program for the Federal Motor Carrier Safety Administration (FMCSA). FMCSA was established as a separate administration within the federal Department of Transportation in early 2000 pursuant to the Motor Carrier Safety Improvement Act of 1999.

Applying BPM Principles to Restructure the Government Procurement Process

By: Brian P. Stern, Executive Director/Purchasing Agent for the State of Rhode Island

There is nothing more difficult to take in hand, more perilous to conduct, or more uncertain in its success, than to take the lead in the introduction of a new order of things.

Integrating Business Process Management with Public Sector IT Management

By: John J. Wilson, IT Specialist/Project Manager, Nuclear Regulatory Commission

John Wilson is an IT Specialist and Project Manager at the Nuclear Regulatory Commission (NRC). His previous federal government experience included management positions at the Smithsonian Institution and the National Institutes of Health.

Wilson pointed out that the federal sector spends a considerable amount of money on IT. For fiscal year 2005 they spent $65B and in 2006 they expect to spend over $200B.

Wilson pointed out that the federal sector spends a considerable amount of money on IT. For fiscal year 2005 they spent $65B and in 2006 they expect to spend over $200B. That is a lot of money and it underscores the strong need for business process management in the public sector.

Research Brief: BPM and Government

This Research Brief highlights a selection of the findings from BPMInstitute.org's State of BPMSM survey. It reviews the challenges associated with automating government processes such as correspondence tracking, case management, project management and permit applications that involve integration with a variety of information systems. Many government business transformation initiatives involve replacing a manual, paper-based process with an automated, electronic document-based one.

Implementing Process Change in State Government

DMV - Three letters that can strike fear in any man or woman's heart, a term that all too often brings images of long lines and broken processes and red tape. State Departments of Motor Vehicles typically face many challenges: with lower budgets, staff reductions and increasing numbers of drivers and vehicles being registered. They face the challenge of continuing to provide quality services to the public while meeting increasingly challenging mandates from federal, state and local governments.

Case Study: Managing Process Across the Enterprise

By: George Thomas, Enterprise Chief Architect - General Services Administration

George Thomas is the Enterprise Chief Architect at GSA. He focuses on enterprise wide architecture using open standards based, process-centric, and service oriented modeling methodology and tools.

Thomas began his talk by covering grammar and modeling formalisms from selected GSA adopted industry standards. These were presented as a framework for developing the executable service oriented business process models, which can be automatically deployed.

The GSA uses a tool from Data Access Technologies that integrates CCA/FEA design and J2EE runtime environments.

George Thomas is the Enterprise Chief Architect at GSA. He focuses on enterprise wide architecture using open standards based, process-centric, and service oriented modeling methodology and tools.

Building a Government Services Oriented Architecture

By: Don Estes, Principal, Don Estes & Associates

Governments provide services, right? So why not provide them via a Services Oriented Architecture (SOA)?

Does that question actually make sense? Governments provide services like trash collection, street repairs, public safety, etc. These kind of physical services are not going to be handled by any advanced computer network, or at least none that we can imagine today.

But wait a minute. Governments also provide informational services. Is this car title valid? Does this driver’s license belong to the person in front of me?

And not just inquiries.