1. Applying Business Process Re-engineering
Progress & Lessons (Being) Learned from the Transition Management Team
Kelly Sandy & Bill Broglie

2. Business Process Reengineering Defined
What it is. . .
Starting from scratch and fundamentally changing the way you do business
Revolutionary
Cross-functional, inter-departmental change
Leveraging best practices
What it isn’t. . .
Downsizing
A “Quick Fix”
Incremental process improvement
Maintaining the status quo

3. Business Process Reengineering Benefits
Improved ability to make decisions based on detailed understanding of current operations
Improved quality in the output from operations
Better allocation and alignment of resources (people, technology, etc.) to achieve outcomes that are most important to customers
Results in. . .
Increased customer satisfaction with services
More efficient processes and execution

4. NOAA Business Process Reengineering Project Objectives
“[W]e are working to improve the management and delivery of financial and administrative services. Numerous studies… documented opportunities for improvements in financial and administrative service areas and recommended changes to both our organizational structure and business processes.”
- Memorandum from Conrad C. Lautenbacher, Jr. Vice Admiral, U.S. Navy (Ret.), September 9, 2004
Vision for efficient and effective financial and administrative services programs:
Clear, consistent policies and procedures
A properly resourced workforce with appropriate competencies and skills
Value-added business processes with maximum use of automation for improved timeliness and quality of service delivery
Performance metrics that enable program assessments, diagnostics, and customer satisfaction

5. The Business Process Reengineering Journey
Plan BPR Project
Assess “As-Is” Processes
Design “To-Be” Processes
Plan Transition and Change Efforts
Begin Execution/ Implementation
Timeframe 1
90 days
Timeframe 2
90 days
Timeframe 3
days
Timeframe 4
Varies by degree
of change
Confirm expectations and expected Project outcomes
Conduct Stakeholder Analysis
Begin Change Management and Project Planning
Determine and confirm performance measurements
Identify resources (team members, experience requirements, facilities)
Train Resources
Conduct As-Is interviews
Create As-Is process models and review performance data
Conduct analysis of As-Is processes
Solicit ideas for change and identify “Quick Wins”
Reengineer the process
Create a business case
Validate performance measurement targets
Identify workforce and technology requirements
Define roles and structures to support the To-Be process
Plan strategy and scope of implementation
Create implementation plans
Identify owners and implementation team
Manage implementation
Measure progress and improvements against targets
Reassess and refine To-Be Models

6. Phase 2: Assessing the “As-Is” Processes
Plan Based on 12-Week Period 1 2 3 4 5 6 7 8 9 10 11 12
Master Project Plan and Functional Area Project Plans
Plan for Project
Definitions of Each Functional Area and Processes
Structure Data Collection
High-Level As-Is
Process Maps
Collect Information and Map Processes
High-Level As-Is
Metrics
Analyze Data
Identify Improvement Opportunities
Results of Analysis
Develop Recommendations
Recommendations
Indicates milestones and major deliverables in the 90-day assessment effort.

7. What Are the Processes Identified in Each Functional Area?
Acquisition
Acquire goods and services (i.e., simplified
acquisitions, contracts, purchase cards)
Grants
Grants administration
Environmental Compliance, Health, and Safety
Environmental compliance
Occupational Safety and Health
Facilities and Logistics
Real property acquisition

8. What Are the Processes Identified in Each Functional Area (Cont.)?
Finance
Payment services
Reimbursable agreement services
Permanent Change of Station (PCS) services
Budget
Formulation
Execution
Information Technology
Application development and maintenance
Workforce Management
Recruitment
Organizational restructuring

9. Degree of Expectations of BPR Benefits
Organizational
Transformation
Radical Change From Today’s Operational
Environment
Incremental Change
No Change
Potential for
High Benefits
Restructuring
Direction of BPR Efforts
Incremental
Benefits
Process
Improvement
Status
Quo
No Benefits

10. What have we learned?
The “learning curve” is greater than anticipated.
Continuity among team leadership and membership is critical. All team leads and team members should be committed to a minimum month assignment.
Change management is crucial to success.
Adequate contractor support necessary—particularly when organization experience is immature.
Communication across organization is important: purpose and expectations.

11. What Are the Key Components of a Successful BPR?
Solid executive sponsorship
Effective communication
Preparing the organization for change and appropriate level of detailed planning
Assessing impact to groups and individuals
Empowered change agents
Manage risk areas

12. Questions?