Date Location Presented by: Name

1
Presentation Title
ODF FBII Business Process Modeling
ProjectSummary of Project Findings
DateLocationPresented by Name
March 11th, 2009
2
Agenda

• FBII Introduction - Clark Seeley
• Project Introduction - Janet Hoyt (Sanborn)
• Phase 1 Findings - David Buckley (Sanborn)
• Phase 2 Findings - Steve Fairweather (MBG)
• Questions Discussion
• Closing Comments - Sandy Jefferson Clark Seeley
  

3
Introductions

• Janet Hoyt, Project Manager
• David Buckley, Senior Consultant (Phase 1)
• Steve Fairweather, Senior Consultant (Phase 2)

4
Project Context
5
Purpose of the Project

• To architect and align ODFs critical business
  functions as part of an agency-wide approach to
  business process improvement
• We will achieve this by conducting
• Enterprise Wide Process Engineering Assessment
• Enterprise Mapping
• High Level Business Process Mapping
• Gap Analysis
• Recommendations
• Strategy Formulation
• Build the Vision
• Develop Future Operational Model
• Develop the Enterprise Strategies
• Business Process Reengineering
• Process Reengineering Design
• Process Reengineering Implementation

6
Purpose of the Project

• To architect and align ODFs critical business
  functions as part of an agency-wide approach to
  business process improvement
• We will achieve this by conducting
• Enterprise Wide Process Engineering Assessment
• Enterprise Mapping
• High Level Business Process Mapping
• Gap Analysis
• Recommendations
• Strategy Formulation
• Build the Vision
• Develop Future Operational Model
• Develop the Enterprise Strategies
• Business Process Reengineering
• Process Reengineering Design
• Process Reengineering Implementation

7
FBII Business Process Modeling
Phase 1
8
Phase 1 BPMProject Findings

• High Level Business Process Models
• Gap Analysis
• Recommendations

9
Phase 1 BPMObjectives Why?

• Provide a consistent description of the current
  business processes within ODF
• Identify those processes that are most
  inefficient (broken)
• Identify those systems and databases used to
  support business processes
• Identify the best opportunities for business
  process improvement

10
Project ObjectivesWhy?

• Provide the information required to drive the
  development of business strategies phase
• Define the business values and criteria to
  evaluate priorities for business improvement
• Overall, to provide the information necessary as
  a foundation to proceed with the next phase of
  the FBII

11
Business Process ModelingHow?
12
Phase 1 BPMProcess

• Completed by program area
• We defined functional categories and processes
  within those categories for each program area
• Process modeling was conducted for those
  functional categories (not by organizational
  units)
• This approach ensures that results are valid
  independent of changes to the organizational
  structure in the future

13
Functional Categories State Forests Program

• List of functional categories and business
  processes
• (partial example)

14
Functional Categories Private Forests Program

• List of functional categories and business
  processes
• (partial example)

15
Functional Categories Fire Protection Program

• List of functional categories and business
  processes
• (partial example)

16
Phase 1 BPMProject Findings

• High Level Business Process Models
• Gap Analysis
• Recommendations

17
Phase 1 BPM High Level Business Process Model
Report

• 224 pages
• By Functional Categories within the Program Areas
  (not by business units)
• Policy
• Planning
• Operations
• Business Mgt.
• Info Systems
• Info Sharing Reporting

18
Phase 1 BPMHow Many Business Processes?

• /- 67 business processes documented
• Process flows narratives
• State Forests Program - 16
• Private Forests Program - 11
• Fire Protection Program - 20
• Business Services Program - 8
• Financial Business Management - 12

19
Phase 1 BPMState Forests Program - Operations
20
Phase 1 BPMState Forests Program Timber Sale
Admin
21
Phase 1 BPMPrivate Forests Program
Notifications
22
Phase 1 BPMFire Protection Program Fire
Incident Response
23
Phase 1 BPMProject Findings

• High Level Business Process Models
• Gap Analysis
• Recommendations

24
Phase 1 BPMPurpose of the Gap Analysis

• Generally
• Identify issues, problems and gaps between
  processes and program areas
• Analyze deficiencies in current processes,
  information flows, systems integration,
  redundancy, etc.
• Identify where business processes are not well
  integrated and hence where opportunities exist to
  re-engineer these processes to become more
  efficient

25
Phase 1 BPMGap Analysis Report

• 44 pages
• By Program Area
• Achievements
• Issues Challenges
• Operational Requirements

26
Phase 1 Gap AnalysisState Forests Program

• Achievements
• ROOTS component to track completed activities
  related to reforestation.
• Recognition of the roads inventory issue and ODF
  Roads database schema (Road Inventory Management
  System).
• Development of workarounds and use of available
  technology to address data processing needs.
• Procedures, guidelines and documentation on the
  Timber Sale process are well defined.
• Use of the internet for advertising timber sales.
• The in-house developed Timber Appraisal System
  works effectively for District and Salem staff.
• Use of LIDAR data has demonstrated impressive
  results

27
Phase 1 BPM SFP Issues Challenges

• Timber Sales
• Inability to load the timber cruise into a
  database system for use later.
• Stumpage values are typically three months
  behind.
• No integration between road costs and timber
  appraisal.
• No ability for District staff to access
  bidder/contractor information.
• Lack of integration for timber sale activities
  and the FACTS notifications system.
• ETC

28
Phase 1 BPM SFP Operational Requirements

• There is a critical need for a new timber sales
  system.
• There is a critical need for an enterprise wide
  activity tracking system that will accommodate a
  single repository for data input by both Salem
  and the Districts on operational activities.
• A centralized spatial database is essential for
  implementation of an enterprise forest management
  system for SFP.

29
Phase 1 BPMProject Findings

• High Level Business Process Models
• Gap Analysis
• Recommendations

30
Phase 1 BPMRecommendations Report

• 49 pages
• Organizational Operational
• Technical

31
Phase 1 Recommendations Organizational
Operational

• Processes need to align with agency goals
• Processes should be customer focused
• There needs to be process owners
• Measurable results to support performance
  monitoring
• Business process improvement should not focus on
  marginal gains, but rather processes where more
  substantial efficiencies can be gained (50)

32
Phase 1 Recommendations Organizational
Operational

• Key Success Factors
• ODF leadership will need to foster a culture of
  change that leads towards acceptance of common
  processes and products, and away from local
  autonomy and control over how processes will be
  carried out.
• ODF should focus on very specific, workflow
  oriented processes and use these as a pilot
  project to demonstrate the success and benefit of
  business process improvement.
• ODF will need to provide adequate resources to
  support process improvement.

33
Phase 1 Recommendations Organizational
Operational

• General (1)
• ODF will require on-going support from the Oregon
  Legislature, Board of Forestry, and the various
  key committees involved in establishing policies
  and directives that guide current operations and
  related business.
• Ensure that ODFs IT and GIS staffing and
  technical resources are adequate to support the
  process improvement and on-going implementation
  activities.
• Ensure adequate funding is in place to support
  the IT investments required to support business
  process improvements.

34
Phase 1 Recommendations Organizational
Operational

• General (2)
• Ensure that ODF program areas have adequate
  staffing to support the process improvement and
  implementation activities.
• Provide technical training to IT staff to support
  future IT systems development and implementation.
• Provide technical training to ODF program area
  staff to support future process changes and
  information systems implementation.
• Ensure that key seasoned staff with the requisite
  institutional knowledge of current ODF processes
  are actively involved in the business
  reengineering and improvement process.

35
Phase 1 Recommendations Organizational
Operational

• General (3)
• Some reorganization will be required to support
  business process changes.
• Identify a specific business process as a pilot
  project.

36
Phase 1 Recommendations Organizational
Operational

• Specific (1)
• Based on findings of the high level process
  modeling and gap analysis tasks, ODF should
  proceed with business process improvement.
• Ok, so what processes and what priority?

37
Phase 1 Recommendations Organizational
Operational

• Top Ten List
• Timber Sales Contract Preparation
  Administration (State Forests)
• FPA Administration Forestry Activities
  Notifications (Private Forests)
• Fire Incident Response (Fire Protection)
• Fire Reporting System (Fire Protection)
• Fire Finance (Fire Protection)
• Budget Planning Administration (Business
  Services)
• Fiscal Services (Business Services)
• Financial Reporting (Business Services)
• Federal Grants Administration (all programs)
• Landowner Assistance Administration (Private
  Forests)

38
Phase 1 Recommendations Organizational
Operational

• Top Ten List
• Landowner Assistance Administration (Private
  Forests)
• Information Sharing Reporting (all programs)
• Stand Level Inventory (State Forests)
• Equipment Pool - Motor Pool, Aviation
  Communications Administration
• FEMA Assistance Administration (Fire Protection)
• Information Technology Database Devt
  Maintenance
• Information Technology Applications Development
  
• Reforestation YSM (State Forests)
• Procurement Purchase Orders (Business Services)
• Time Recording Payroll (Business Services)

39
Phase 1 Recommendations Organizational
Operational

• By Program Area

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42
Phase 1 Recommendations Technical

• Agency Wide
• Extend the current ODF ArcGIS Transition Plan to
  incorporate the enterprise implementation
  recommendations that are adopted
• Provide technical training for ODF IT/GIS staff
  to support the implementation recommendations
• Develop an agency wide enterprise spatial data
  model
• Complete the data conversion and enterprise
  database development
• Develop and implement an agency wide enterprise
  GIS system framework
• Develop and implement business modules for key
  business processes

43
We just need to get from A to B
44
How do we get there?
45
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46
Phase 1 Recommendations Technical
47
Things get complex real quick
48
Phase 1 BPM

• Questions

49
FBII Business Process Modeling
Core Values, Vision, Goals, and Strategies for
the Oregon Department of Forestrys Business
Processes
Phase 2
50
Phase 2 Strategy Formulation
51
Phase 2 Strategy Formulation

• Workshops and Meetings
• 12/1/08 Core Values and Vision for ODF
  business processes listed in 12/8/08 report

52
Phase 2 Strategy Formulation

• Workshops and Meetings
• 12/1/08 Core Values and Vision for ODF
  business processes listed in 12/8/08 report
• 12/10/08 small meeting to review 12/8/08
  report, and begin to list Goals goals will be
  used to evaluate and prioritize FBII projects

53
Phase 2 Strategy Formulation

• Workshops and Meetings
• 12/1/08 Core Values and Vision for ODF
  business processes listed in 12/8/08 report
• 12/10/08 small meeting to review 12/8/08
  report, and begin to list Goals goals will be
  used to evaluate and prioritize FBII projects
• 1/12/09 Large meeting to refine and agree on
  Values and Vision, and to list and prioritize
  Goals summarized in 1/19/09 report, which also
  included suggested Strategies

54
Phase 2 Strategy Formulation

• Workshops and Meetings
• 12/1/08 Core Values and Vision for ODF
  business processes listed in 12/8/08 report
• 12/10/08 small meeting to review 12/8/08
  report, and begin to list Goals goals will be
  used to evaluate and prioritize FBII projects
• 1/12/09 Large meeting to refine and agree on
  Values and Vision, and to list and prioritize
  Goals summarized in 1/19/09 report, which also
  included suggested Strategies
• 1/23/09 Mid-size meeting to review 1/19/09
  report and suggest revisions finalized in 2/6/09
  report.

55
Phase 2 Strategy Formulation

• What values should drive the ODF business
  processes???

56
Phase 2 Strategy Formulation

• In the conduct of our business processes, the
  ODF will subscribe to these Core Values
• Transparency
• Quality
• Employee Effectiveness
• Customer Satisfaction
• Accountability
• Continuous Improvement

57
Phase 2 Strategy Formulation

• In the conduct of our business processes, the
  ODF will subscribe to these Core Values
• Transparency
• Quality
• Employee Effectiveness
• Customer Satisfaction
• Accountability
• Continuous Improvement

Business processes, procedures, and protocols
will be well-documented and open to inspection.
58
Phase 2 Strategy Formulation

• In the conduct of our business processes, the
  ODF will subscribe to these Core Values
• Transparency
• Quality
• Employee Effectiveness
• Customer Satisfaction
• Accountability
• Continuous Improvement

Business processes will allow effective and
efficient decision making based on information
that is consistent, reliable, and correct.
59
Phase 2 Strategy Formulation

• In the conduct of our business processes, the
  ODF will subscribe to these Core Values
• Transparency
• Quality
• Employee Effectiveness
• Customer Satisfaction
• Accountability
• Continuous Improvement

Business processes will enhance employee
effectiveness by providing tools that facilitate
innovation and by providing information that is
trusted and understood.
60
Phase 2 Strategy Formulation

• In the conduct of our business processes, the
  ODF will subscribe to these Core Values
• Transparency
• Quality
• Employee Effectiveness
• Customer Satisfaction
• Accountability
• Continuous Improvement

Business processes will have the trust of both
internal and external customers.
61
Phase 2 Strategy Formulation

• In the conduct of our business processes, the
  ODF will subscribe to these Core Values
• Transparency
• Quality
• Employee Effectiveness
• Customer Satisfaction
• Accountability
• Continuous Improvement

Roles and responsibilities related to
administration, implementation, and improvement
of business processes will be understood,
monitored, and subscribed to.
62
Phase 2 Strategy Formulation

• In the conduct of our business processes, the
  ODF will subscribe to these Core Values
• Transparency
• Quality
• Employee Effectiveness
• Customer Satisfaction
• Accountability
• Continuous Improvement

Business processes, procedures, and protocols
will be constantly evaluated and changed as
necessary to enable the agency to better fulfill
its mission.
63
Phase 2 Strategy Formulation

• In the conduct of our business processes, the
  ODF will subscribe to these Core Values
• Transparency
• Quality
• Employee Effectiveness
• Customer Satisfaction
• Accountability
• Continuous Improvement

64
Phase 2 Strategy Formulation

• What should be the VISION for ODF business
  processes?

65
Phase 2 Strategy Formulation

• In crafting the Vision, we suggested
• State a vision that is positive, and aims high
  but is reachable.

66
Phase 2 Strategy Formulation

• In crafting the Vision, we suggested
• State a vision that is positive, and aims high
  but is reachable.

The greatest danger for most of us is not that
our aim is too high and we miss it, but that it
is too low and we reach it. - Michelangelo
67
Phase 2 Strategy Formulation

• In crafting the Vision, we suggested
• State a vision that is positive, and aims high
  but is reachable.
• Use language that is generic enough to pertain
  to any business process at the ODF.

68
Phase 2 Strategy Formulation

• In crafting the Vision, we suggested
• State a vision that is positive, and aims high
  but is reachable.
• Use language that is generic enough to pertain
  to any business process at the ODF.
• Keep the vision statement short enough to be
  communicated easily and consistently.

69
Phase 2 Strategy Formulation

• In crafting the Vision, we suggested
• State a vision that is positive, and aims high
  but is reachable.
• Use language that is generic enough to pertain
  to any business process at the ODF.
• Keep the vision statement short enough to be
  communicated easily and consistently.
• Stay within the framework already provided by
  the ODFs vision, mission, and core values.

70
Phase 2 Strategy Formulation

• In crafting the Vision, we suggested
• State a vision that is positive, and aims high
  but is reachable.
• Use language that is generic enough to pertain
  to any business process at the ODF.
• Keep the vision statement short enough to be
  communicated easily and consistently.
• Stay within the framework already provided by
  the ODFs vision, mission, and core values.
• Provide a good base from which to draft goals.

71
Phase 2 Strategy Formulation
The ODF will subscribe to the following Vision as
it evaluates, refines, improves, and develops
business systems and protocols to accomplish the
agencys mission -
The Oregon Department of Forestry conducts
business in a manner that supports effective
decision making, provides service beyond
expectations, promotes strategic thinking at all
levels, and enhances agency integrity.
72
Phase 2 Strategy Formulation

• What should be the GOALS, in support of the
  Vision, that can help the ODF decide which
  projects to tackle under the FBII program?

73
Phase 2 Strategy Formulation
Goals

• Improve efficiency
• Support multiple functional areas
• Provide information that is standardized,
  well-defined, and accessible
• Guarantee accountability
• Consider future information needs and reporting
  requirements

• Support critical information requirements.
• Reduce risk and exposure to the ODF
• Accommodate customer needs
• Supply information effectively
• Support field operations

74
Phase 2 Strategy Formulation
Goals

• Improve efficiency
• Support multiple functional areas
• Provide information that is standardized,
  well-defined, and accessible
• Guarantee accountability
• Consider future information needs and reporting
  requirements

• Key Questions
• How critical is this information in the day to
  day operations of the ODF?
• What is the cost to the ODF of not having this
  information readily available?

• Support critical information requirements.
• Reduce risk and exposure to the ODF
• Accommodate customer needs
• Supply information effectively
• Support field operations

75
Phase 2 Strategy Formulation
Goals

• Improve efficiency
• Support multiple functional areas
• Provide information that is standardized,
  well-defined, and accessible
• Guarantee accountability
• Consider future information needs and reporting
  requirements

• Support critical information requirements.
• Reduce risk and exposure to the ODF
• Accommodate customer needs
• Supply information effectively
• Support field operations

• Key Questions
• How will this process reduce costs or time
  currently needed to supply the information?
• Or, how will this process improve the
  benefit/cost ratio for satisfying the information
  requirement?
• How will it add value?
• How will redundancy in data entry be eliminated?
• How will employee effectiveness be improved?

76
Phase 2 Strategy Formulation
Goals

• Improve efficiency
• Support multiple functional areas
• Provide information that is standardized,
  well-defined, and accessible
• Guarantee accountability
• Consider future information needs and reporting
  requirements

• Support critical information requirements.
• Reduce risk and exposure to the ODF
• Accommodate customer needs
• Supply information effectively
• Support field operations

77
Phase 2 Strategy Formulation

• IMPEDIMENTS to achieving the goals
• Limited
• Limited time
• Lack of expertise
• Lack of priority

78
Phase 2 Strategy Formulation

• What STRATEGIES should be employed to achieve the
  Goals and Vision?

79
Phase 2 Strategy Formulation
Strategies

• Use centralized, integrated databases and
  standardized protocols
• Establish system documentation standards
• Focus on requirements
• Use COTS software
• Train
• Consider the total cost of ownership
• Use spatially enabled applications

• Conduct customer surveys
• Assess information needs
• Use web-based services
• Employ data editing in the field
• Employ varying levels of permission (for
  security)
• Establish a system of governance of information
  systems

80
Phase 2 Strategy Formulation
Strategies

• Use centralized, integrated databases and
  standardized protocols
• Establish system documentation standards
• Focus on requirements
• Use COTS software
• Train
• Consider the total cost of ownership
• Use spatially enabled applications

• Conduct customer surveys
• Assess information needs
• Use web-based services
• Employ data editing in the field
• Employ varying levels of permission (for
  security)
• Establish a system of governance of information
  systems

• to avoid data redundancy, minimize the creation
  of information silos, provide a consistent user
  interface, and guarantee accuracy.

81
Phase 2 Strategy Formulation
Strategies

• Use centralized, integrated databases and
  standardized protocols
• Establish system documentation standards
• Focus on requirements
• Use COTS software
• Train
• Consider the total cost of ownership
• Use spatially enabled applications

• Conduct customer surveys
• Assess information needs
• Use web-based services
• Employ data editing in the field
• Employ varying levels of permission (for
  security)
• Establish a system of governance of information
  systems

• in the selection of solutions, keep information
  needs, costs, usability, and all other goals in
  mind.

82
Phase 2 Strategy Formulation
Strategies

• Use centralized, integrated databases and
  standardized protocols
• Establish system documentation standards
• Focus on requirements
• Use COTS software
• Train
• Consider the total cost of ownership
• Use spatially enabled applications

• Conduct customer surveys
• Assess information needs
• Use web-based services
• Employ data editing in the field
• Employ varying levels of permission (for
  security)
• Establish a system of governance of information
  systems

83

• Questions Discussion

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