Vaazhga!

WO-200 Recommendations
Overview
Highest Value, Highest Priority 2
High

Investment / Savings Opportunities

1 4

1 2

3
Benefit / Value

Shared data services for treatment data. Consider longer term replacement of current range/vegetation systems. IRM Strategic Plan alignment suggestions. Expanded E-GIS data strategy. Specialized IT services. Blueprints, O&M and remaining investment suggestions. Minimal IT infrastructure savings available.

3 4

Low

5 6
Low

Business Priority Alignment

High

BLM Enterprise Architecture | Edit Date: 8/24/2006

BPR Methodology
A challenge to: Reduce cost Increase quality Reduce cycle time Improve customer service

Document Current Business Processes

Evaluate Potential Improvements Document Recommended Processes and Data Requirements

4 main process steps

Develop Short- and LongTerm Recommendations Transition Business Process Recommendations

Implement process improvements Document policy changes Document/Update SOPs, BLM manuals, training guides

Automation Recommendations
ITIB evaluates technological solutions Transition to CPIC Process Application development requires OMB Exhibit 300 Identify and track performance measures and targets

BLM Enterprise Architecture | Edit Date: 8/24/2006

Monitor Progress

National Monitoring Strategy (NMS) Project

Objective
To develop a BLM national strategy to manage the collection, storage, and use of data so that we:
Enhance efficiency and effectiveness Use limited number of common indicators Standardize the management of data to improve the quality of management decisions

BLM Enterprise Architecture | Edit Date: 8/24/2006

Save $$$
LTCP Without GO RTC Louisville, KY Quebec, Qc Paris, France Wilmington, DE Montreal, QC $ 250 M $ 270 M $ 3 000 M $ 114 M $ 840 M LTCP With GO RTC $ 90 M $ 170 M $ 2 200 M $ 27 M $ 410 M Savings $ $160 M $ 100 M $ 800 M $ 87 M $ 430 M

Savings % 64 % 35 % 27 % 76 % 51 %

Savings 30% to 70% on Capital Improvements Same environmental objective

Common Problems
Process Simplification is Common - True BPR is Not Desire to Change Not Strong Enough Start Point the Existing Process Not a Blank Slate Commitment to Existing Processes Too Strong
REMEMBER - If it aint broke

Quick Fix Approach

Common Problems with BPR

Process under review too big or too small Reliance on existing process too strong The Costs of the Change Seem Too Large BPR Isolated Activity not Aligned to the Business Objectives Allocation of Resources Poor Timing and Planning Keeping the Team and Organization on Target

Execute Plan
Qualify/certify the process Perform periodic qualification reviews Define and eliminate process problems Evaluate the change impact on the business and on customers Benchmark the process Provide advanced team training

Identify Action Plan

Remove no-value-added activities Standardize Process and Automate Where Possible Up-grade Equipment Plan/schedule the changes

Identify Action Plan

Construct in-house metrics and targets Introduce and firmly establish a feedback system Audit, Audit, Audit