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Enterprise Grants Management The Time is Right. Transformation From To.

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Presentation on theme: "Enterprise Grants Management The Time is Right. Transformation From To."— Presentation transcript:

1 Enterprise Grants Management The Time is Right

2 Transformation From To

3 Why Now Increased public sensitivity to Government inefficiency Niche application markets (including grants mgmt) maturing Increased knowledge and acceptance of CMM resulting in attempt to move up the maturity latter

4 Leads To Quality initiatives to uncover service improvement candidates More enterprise approaches to common process areas (eg. IT Service Desk, Claims Mgmt, Doc mgmt, Grants mgmt) Emphasis on common, documented processes under Change control Enterprise applications – preferably COTS

5 Specifically – MCI Grant Process Improvement Review recommendation to promote effective grants management collaboration and co-ordination 2004 inter-ministerial team in the development of a Grant Delivery Improvement Strategy Extended grants administration by best-in-field provider (MCI) But... Unscalable technology architecture prevents continuing growth to new functional areas new web-based technologies offer new opportunities to extend grant service chain frontward to grant applicant and backward to data warehouse

6 Considerations Scope – conceptualization of business processes to capture maximum benefits Definition of desired process maturity level Quality of current To-Be business process descriptions – inaccurate or incomplete descriptions result in re-work at a later date.

7 Scope Issues Can grant applicant create/edit/view status of an application over the web? Additional jurisdictions (governments & ministry) granting programs Data schema architecture and relationship/duplication with other OPS data elements (eg. WINS/IFIS) Application & process description support Grant risk assessment methodology

8 Maturity Levels 1.Performed 2.Managed 3.Defined 4.Quantitatively Defined 5.Optimizing

9 Managed Process A performed process that is planned and executed in accordance with policy, employs skilled people having adequate resources to produce controlled outputs, involves relevant stakeholders; is monitored, controlled, and reviewed; and is evaluated for adherence to its process description. The process may be instantiated by an individual project, group, or organizational function. Management of the process is concerned with the institutionalization of the process area and the achievement of other specific objectives established for the process, such as cost, schedule, and quality objectives.

10 Defined Process A managed process that is tailored from the organization's set of standard processes according to the organizations tailoring guidelines, and contributes outputs, measures, and other process -improvement information to the organizational process assets. The set of standard processes, which are the basis of the defined process, are established and improved over time. Standard processes document fundamental process elements and describe relationships (e.g., the ordering and interfaces) amongst the process elements.

11 Quality of Process A process is... "A naturally occurring or designed sequence of operations or events, possibly taking up time, space, expertise or other resource, which produces some outcome. A process may be identified by the changes it creates in the properties of one or more objects under its influence."

12 Process Descriptions Process Model - used to describe activities and their relationships Objectives – definition of process success Policies & Guidelines – governing process Key Concepts - basic concepts inherent throughout the approach Performance Measures - how effective the process was in meeting the Objectives Roles and Responsibilities - the distinct roles involved in the process. Accountabilities, RACI or RAW diagrams which expand upon the role descriptions. Process Descriptions - the process at various levels of decomposition according to the rules set out in Key Concepts

13 Addenda Supporting Material

14 Grants Mgmt Lifecycle

15 Integrating Best Practices

16 Best Practice Elements Organization –Agreement at highest level of management as to Principles, Best Practices & Methodologies, Standards and Guidelines. –A central function that facilitates compliance while allowing business flexibility. –Distributed professionals committed to these policies and principles and supported by local as well as central management. Principles and Best Practices –statements of a preferred architectural direction or practice Architecture Model –the representation of the underlying set of inter-related frameworks that define and describe the solution domain required by the business entity to attain its objectives and achieve its business vision Methodology –Information Architecture Modeling (Gates 2 & 3) –Business Process Architecture Modeling –Application Development /Purchase –Quality Administration and Stewardship


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