Global Business Blueprint Summary

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Global Business Blueprint Summary
January 28, 2004
Presenters Laurie Dempsey, CBP Lois McCluskey,
eCP
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Table of Contents

• Objectives Laurie Dempsey
• Executive summary Laurie Dempsey
• Background Laurie Dempsey
• Scope Laurie Dempsey
• Approach Lois McCluskey
• TSN involvement Lois McCluskey
• Key takeaways Lois McCluskey

3
Objectives

• The objective for this session is to
• Provide a summarized information to TSN meeting
  participants
• The purpose of this presentation is to
• Reiterate key concepts for Global Business
  Blueprint (GBB)
• Communicate key takeaways

4
Executive Summary
Global Business Blueprint Objectives and Approach

• Objectives
• Leverage eCP work done to date
• Establish an integrated CBP to be business
  process model
• Define the solution for Releases 6 and 7 that
  most effectively satisfies the modernization
  objective of CBP

• Approach
• Our approach will involve a combined team of eCP,
  CBP, PGA, TSN representatives
• The activities for GBB will involve a combination
  of the following
• Port visits
• Interactive To-Be process definition work shops
• SAP prototyping to support clarification related
  to business process design

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Executive Summary
Benefits

• Identifying business process improvement
  opportunities and potential benefits
• Leveraging the process design / solutions from
  Releases 2 through 5 and Selectivity Releases 1,
  2, 3
• Prototyping key processes within SAP for
  significant jumpstarts on Release 6
• Early identification of potential CBP
  organizational impacts
• Revised Program Plan (i.e. updated timeline and
  budget for Release 6/7) for implementation

6
Background
Importance of Global Business Blueprint

• The Global Business Blueprint will provide an
  end-to-end view of the key business processes,
  helping to
• Determine how SAP can be leveraged to its maximum
  potential
• Identify where business process reengineering
  (BPR) is useful feasible
• Confirm where additional 3rd party applications
  or custom development may be required
• Finalize business process technical
  architectures
• Enable detailed planning of Releases 6 and 7
• Understand magnitude of potential CBP
  organizational and business process changes and
  adjust scope / approach accordingly

7
Scope
Business Process
Our business process scope is the ACE
cargo-related components of the Enterprise
Business Process Model (EBPM)

• The EBPM represents the activities and support
  functions that comprise the U.S. Customs and
  Border Protection (CBP) Modernization effort,
  including Participating Government Agencies (PGA)
  and Trade Support Network (TSN) activities that
  are performed within the context of importing and
  exporting cargo
• During GBB, we will specifically focus on
  determining whether the subset of the
  Operations-Focused Enterprise Areas are within
  the scope of Releases 6 and 7.

Operations-Focused Enterprise Areas
Manage Account Relationships
Manage Entry Processing
Manage Finance
Manage Legal and Policy
Manage Release Processing
Manage Enforcement
Manage Business Intelligence
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Approach
Key Role of Business Process Team
Traditional SDLC
IT Resources
Process Resources
Design Specifications
New System
Programming Testing
User Requirements
User Testing
Business Problem
ERP (Enterprise Resource Planning)
IT Resources
Process Resources
New System
Hi-Level Process Design
Design Test
Business Problem

• While implementing an ERP delivery model
• The same project team executes the complete
  lifecycle of the projectno handoffs
• Trade involvement throughout the complete
  lifecycle
• Business process resources are empowered to make
  design decisions
• Feedback is continually solicited from business
  community (e.g. workshops, port visits)

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Approach
GBB Key Activities and Results

Business Process Definition
Project Preparation for Rel 6

• Key Activities
• Conduct Workshops
• Conduct Port Visits
• Review Existing Documentation
• Conduct Interviews
• Prototyping

• Key Outputs
• SAP Organization Structure
• To Be Business Processes
• Refined Prototype
• SAP Fit
• Baseline Scope

Baselined Release 6 7 Scope
Revised Implementation Strategy
Working with SMEs, TSN, PGAs
Enterprise ACE Architecture
Program Strategies

• Key Activities
• Review Existing Strategies
• Determine Necessary Changes to Existing
  strategies
• Document Strategies

• Key Outputs
• Revised Strategies
• Baseline Scope

Program Planning
Provide input to the planning team to perform
solution sizing, cost and schedule modeling.
Planning Team updates ACE program plans.
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Approach
Business Process Design
Integrated Reviews Across Workstreams

• Workshop Approach at a glance

Confirm Model 3 at Summit
A combination of formal workshops and daily
design / collaboration activities will be used to
develop the to-be business process model and
obtain the appropriate involvement and sign off
from CBP by the end of May.
Conduct Gap Analyses Refine Model
Increasing Level of CBP Awareness, Commitment,
and Approval
Confirm Model 2

• eCP Team
• CBP Team Leads
• CBP SMEs
• CBP BPOs
• TSN
• PGAs

Conduct Model Integration Reviews

• eCP Team
• CBP Team Leads
• CBP SMEs
• CBP Port / Field

Review Model w/ PGAs TSN

• eCP Team
• CBP Team Leads
• CBP SMEs
• CBP BPOs

Confirm Model 1

• eCP Team
• CBP Team Leads
• CBP SMEs

Review Refine Model

• eCP Team
• CBP Team Leads
• CBP SMEs
• TSN
• PGAs

• CBP Role in Decision Making and Sign Off
• CBP Team Lead full time involvement in project
  activities
• SME part-time involvement in design activities
• CBP port / field involvement in scheduled design
  / review activities
• CBP BPO availability for ongoing informal
  guidance
• CBP Business Process Owner (BPO) active
  participation in formal model confirmation
  activities
• CBP BPO final sign off and ownership of model by
  end of April

Create Straw Model

• eCP Team
• CBP Team Leads
• CBP SMEs
• CBP BPOs
• eCP Trade Leads

Education Sessions (Collect Existing
Documentation Requirements, Schedule Workshops)

• eCP Team
• CBP Team Leads
• CBP SMEs
• CBP Port / Field
• eCP Trade Leads

• eCP Team
• CBP Team Leads
• CBP SMEs
• eCP Trade Leads

February
March
April
January
May
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The TSN Involvement

• The TSN is one of the key stakeholder communities
  for the Global Business Blueprint. Our approach
  is based on active engagement of the TSN we plan
  to
• Leverage requirement recommendations provided to
  date by the TSN committees as a key input to
  process design activities
• Invite TSN committee leads or their designee to
  actively participate in key business process
  design workshops
• Conduct site visits to select TSN member
  facilities to validate requirements and obtain
  feedback on preliminary process designs

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Key Takeaways

• Port visits for first hand requirements gathering
  / validation
• Involvement of TSN, PGAs during To-Be process
  definition
• Business process-driven workshops
• Actual prototyping within SAP
• Information exchanges with other federal SAP
  customers
• Benefits-driven strategy
• SAP experienced team
• Alignment with Enterprise Architecture
• Leverage Releases 2 - 5
• Refined scope roadmap produced for Releases 6
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