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This session will present an overview of the automation approach for a large services firm (exceeding $1 billion in revenue) and provide guidance to BPM practitioners that will enable them to more effectively apply the technology. Examined will be how AMTI addressed the need to improve its internal processes in order to support growth without increasing administrative staff, by using BPM to automate processes to reduce the administrative burden on staff and improve productivity. Since that successful effort AMTI has continued to use and to refine its application of BPM to support ongoing process improvement initiatives. In his role as Chief Technology Offi cer for Advanced Management Technology, Inc. (AMTI) David Holliday is responsible for ongoing automation efforts and for leading the effort to improve the way in which technology is applied to support the business.
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May 22-24, 2007
Washington Dulles HiltonThe Business Transformation Conference1
David B. HollidayChief Technology OfficerAdvanced Management Technology, Inc.A Tetra Tech Company
SessionTitle:Services Industry Cast Study: A Practical Approach to Process Automation
WelcomeWelcome
to Transformation and Innovation 2007 The Business Transformation Conference
May 22-24, 2007
Washington Dulles HiltonThe Business Transformation Conference2
Agenda
Tetra Tech / AMTI Profile Overview of Automating Process at AMTI AMTI Approach Other Notes Questions
May 22-24, 2007
Washington Dulles HiltonThe Business Transformation Conference3
Profile
Consulting, Engineering & Project Management Services
$1.4B Revenue in FY2006
63%37%
Over 7,500 Associates Worldwide
(Think: Consulting) (Think: Engineering)
Complex World, Clear Solutions™
May 22-24, 2007
Washington Dulles HiltonThe Business Transformation Conference4
Customers
* % of Revenue, Net of Subcontractor Costs
Q1-07
International 1%
State & Local 17%
Commercial34%
Federal48%
$244.9M
Top Clients (by rev.) %*
U.S. Navy 10.4
U.S. Army COE 8.7
U.S. Air Force 6.3
U.S. DOD – Other 5.5
U.S. EPA 4.8
U.S. DOE 3.9
NASA 3.5
FAA 2.7
Fed. Clients – Other 2.7
State & Local Clients 17.1
Verizon 1.4
Wal-Mart 0.6
General Motors 0.5
Alcoa 0.4
Lowe’s Companies 0.4
Lockheed Martin 0.4
Sprint 0.4
FE
DE
RA
LC
OM
ME
RC
IAL
May 22-24, 2007
Washington Dulles HiltonThe Business Transformation Conference5
Profile
One of two Information Technology components of Tetra Tech
8a graduate Acquired by Tetra Tech in March 2004 $70 million revenue FY2006 320 employees
May 22-24, 2007
Washington Dulles HiltonThe Business Transformation Conference6
Customers
FAA NASA DOT DHS TSA Air Force
Program Management Support
High Performance Computing
Software and System Engineering
Customer Support Logistics
May 22-24, 2007
Washington Dulles HiltonThe Business Transformation Conference7
AMTI Process Timeline
May 22-24, 2007
Washington Dulles HiltonThe Business Transformation Conference8
Transaction Volumes
Process Start/End Total Per Year (Avg.)
Purchase Request
April 2001 / Sept 2005
5,837 / $87,864,970
1,297 / $19,525,548
Education Request
July 2001 / TBD
2,002 325
IT Support Request
May 2004 / TBD
6,131 1,988
Travel Advance May 2002 / TBD
133 27
SubK Invoice Jan 2007 / TBD 162 640 est.
Updated: April 9, 2007
May 22-24, 2007
Washington Dulles HiltonThe Business Transformation Conference9
Reduce Administrative Burden
Revenue
Staff
May 22-24, 2007
Washington Dulles HiltonThe Business Transformation Conference10
Drive ComplianceClient Name: Tetra Tech
Master List for 2005
Summary of Aggregated Deficiencies - Management & PwC - (SAD)
Period: 10/1/2004 - 9/30/2005
#Business
UnitSAD List
DateKey
Control #Control Description Control Deficiency
Business Process
Deficiency Impact
Remediated
1 AMTI 8/31/2005 A-1
Administrator rights are only assigned to individuals who require these rights to perform their job duties. - A
Generic ID's are being used and shared. - SA (SQL ID that cannot be removed and used by Saritha, David, and Sean) - CAPTAIN (Can be removed, currently used by Saritha, David, and Sean) - EXCHADMIN (built-in account that gives NT authentication to both Franklin and Marcie servers)
Access to Programs and
Data
Both Design & Operating Deficiency
Yes
2 AMTI 8/31/2005 A-2
Programmers cannot perform accounting functions or make changes to any application production data; DBA's cannot make unauthorized changes to production data
1. IT Systems Manager Saritha Somasundaran has access to Franklin(e-Work Production server). 2.DBA access to production is not monitored. Access to
Programs and Data
Both Design & Operating Deficiency
Yes
3 AMTI 8/31/2005 A-3
User account and password configurations will be set up in accordance with the Corporate User Account and Password policy, with exceptions approved by IT Management - A
e-Work does not follow the Corporate Password Policy. (i.e. password minimum length, aging, reuse, lock outs, etc.) Access to
Programs and Data
Both Design & Operating Deficiency
Yes
4 AMTI 8/31/2005 A-5
A reconciliation is performed at least annually for the network and applications to verify that active users have proper program access levels given their job functions and that terminated users have no access to systems and applications - M
User certifications have not been completed for Costpoint users and Network users.
Access to Programs and
Data
Operating Deficiency
Yes
5 AMTI 8/31/2005 A-8
To ensure 1) that access to Significant Spreadsheets is restricted to only those individuals who require these rights to perform their job duties and 2) that proper backups are performed of the Significant Spreadsheets. - ITdM
Need to complete testing
Access to Programs and
Data
Both Design & Operating Deficiency
Yes
6 AMTI 8/31/2005 CM-2
Changes may not be moved into production by the same individual who developed or worked on the change- M
Saritha Soma has ability to program changes and move them into production for eWork
Access to Programs and
Data
Both Design & Operating Deficiency
Yes
7 AMTI 8/31/2005 CO-3
Key systems, including application databases and system files, and other key data are backed up fully on a regular basis and stored offsite.- A
There is no backup tape rotation log. Determining which tapes are in the library and which tapes are offsite at the Network Manager's home can be difficult.
Computer Operations
Both Design & Operating Deficiency
Yes
8 AMTI 8/31/2005 CO-5
The Company's network security settings limit and log unauthorized access. The company utilizes a firewall, and the access to modify firewall settings is restricted to authorized personnel.
There are no formal evidence of the monitoring of audit logs (i.e. failed login attempts, failed process, failed file attempts, etc.)
This function was activated on 4/18/2005.
Access to Programs and
Data
Both Design & Operating Deficiency
Yes
May 22-24, 2007
Washington Dulles HiltonThe Business Transformation Conference11
Improve Visibility
• Disconnects between PM’s and HR were creating problems
• Implemented process to improve visibility and collaboration
• Reduced backlog of open positions from on average 21 to 14 per week
May 22-24, 2007
Washington Dulles HiltonThe Business Transformation Conference12
Automation Team
1 Team Lead 2 Process Programmers 1 .NET Developer 1 Analyst 1 QA/CM Person
May 22-24, 2007
Washington Dulles HiltonThe Business Transformation Conference13
Development Characteristics
Typical development is 1 person, 4-6 weeks, 12-20 human stages, 6-8 roles, and 3-4 unique actions per stage
Email primary notification mechanism Standardized functions and libraries Some website integration Incorporating SOA elements
May 22-24, 2007
Washington Dulles HiltonThe Business Transformation Conference14
Tool Selection Criteria
Factor Selection
Human vs. System Weighted toward Human
Target Environment Primarily Windows
ERP Oracle
Rules Engine Not Required
Reporting Capability Primarily Management (trending toward BAM)
Portal Integration Sharepoint (recently implemented Vignette at Corp.)
Critical Criteria Maximize productivity of limited resource pool
May 22-24, 2007
Washington Dulles HiltonThe Business Transformation Conference15
AMTI Approach
Bus
ines
s S
trat
egy P
rocess Goals
May 22-24, 2007
Washington Dulles HiltonThe Business Transformation Conference16
Process Architecture
AMTI HR – New Hire Business Process
Key
Pro
cess
A
rea
s
Busi
ne
ss
Pro
cess
Busi
ne
ss
Sub
pro
cess
App
licatio
ns
New Hire
EmploymentRequisition
Recruitment Selection Hiring OrientationPositionIdentification
eEmploymentRequisition
eApplicant(In Work)
Employee Transaction
Request (ETR) Form
(to be automated)
Narrative
Narrative (optional)
Swim Lane (optional)
User Guide
Narrative
Swim Lane
Swim Lane (optional)
Business Development
Contracts Facilities Finance HR IT Operations Security & Safety
Tetra Tech IT Infrastructure Process Layer
SSS IT Infrastructure Process Layer
AMTI IT Infrastructure Process Layer
May 22-24, 2007
Washington Dulles HiltonThe Business Transformation Conference17
Process Detail 4. Partner Agreement and Sign-off (TA-SO) 5. Issue Resolution (TA-IR) 6. Archive (TA-AR)
Teaming Agreement
Pre
side
nt
BD
MC
FO
Con
trac
ts
Ma
nage
r
Se
nior
PM
an
d C
OO
Con
trac
ts
Ad
min
Cap
ture
M
ana
ger
PartnerSigned
TA?
Ready for Signature?
If the TA Partner is the Prime rather than AMTI, the execution order is reversed from that shown in this diagram. The Agreement is signed first by the AMTI CFO and then by the Partner
IncludeTA Estimated
Expiration Date
President Review
Required?
ApproveTA?
Transfer TAto Repository
Cancel
Send
SignTA
Expired?
With Capture Manager
Resolve Any Issue
Issue Rereview
No
Issue
Issue
Issue Issue
Yes
No
Yes No
No Yes
Yes
No
Extend Expiration?
Yes
No
Yes
• TA-IN: Initiation (Step 1)
An employee acting in the role of capture manager may initiate a TA. The Capture Manager will identify the partner company and the specific business opportunity.
• TA-PD: Proceed Determination (Step 2)
• TA-PD1: Business Development Manager Review
The Business Development Manager will determine whether or not it is in the best interests of AMTI to proceed in a teaming agreement with the selected partner company in pursuit of the given business opportunity. If the Business Development Manager determines it is best not to proceed, the TA will be cancelled unless the BDM indicates further review by the President.
• TA-PD2: Optional President Review
If review by the President is indicated, the President makes the final decision as to whether to proceed with the TA or not. If the President concurs with the decision not to proceed, the TA is cancelled, archived and this process is completed; otherwise,the process is moved forward to documentation by the Contracts Administrator.
May 22-24, 2007
Washington Dulles HiltonThe Business Transformation Conference18
Technical Architecture
Metastorm InsightDashboards, Reports,
Monitoring
Metastorm Designer Metastorm Envision
Metastorm RulesMetastorm Administration
Metastorm Process Engine
Clients – Mail, Mobile, Web, Portal
Metastorm Integration ManagerLegacy, Commercial Apps, Custom Systems
Metastorm Orchestrators.NET, Java, WS, Messaging
System A System B System C System D
Met
ast
orm
Pro
ces
s A
ccel
erat
ors
Ver
tical
& O
pera
tion
al P
roce
ss P
ods™
, 3rd
Par
ty F
unct
ions
, S
ervi
ces
& M
etho
dol
ogy
Visibility
Design, Simulation & Analysis
Execution
Integration
May 22-24, 2007
Washington Dulles HiltonThe Business Transformation Conference19
Change Management
Every project starts with a Business Case and an understanding of the Process that it supports
IT Steering Committee Process Owners CMMI Level 2 Change Request Process
May 22-24, 2007
Washington Dulles HiltonThe Business Transformation Conference20
Change Request Checklist
May 22-24, 2007
Washington Dulles HiltonThe Business Transformation Conference21
Phase 1: Define
Review Business Case and Documentation Identify Process Owner and Stakeholders Identify Interfaces and Points of Integration Ask Questions and Seek Clarification Establish Concept and Define Increment Conduct JAD Session(s) Identify Critical Requirements
May 22-24, 2007
Washington Dulles HiltonThe Business Transformation Conference22
Phase 2: Implement
Create an Initial Process Perform a Walkthrough Enter Iterative Development Cycle Establish Initial Operational Capability (IOC) Obtain Sign-off from Process Owner Test Process
May 22-24, 2007
Washington Dulles HiltonThe Business Transformation Conference23
Phase 3: Deploy
Handoff through Configuration Library Complete Testing Process Get Process Owner Sign-off Prepare Release Notification Deploy Identify Issues and Expedite Changes
May 22-24, 2007
Washington Dulles HiltonThe Business Transformation Conference24
Phase 4: Change
Collect Feedback from Users Manage database of Change Requests Work with Management to Prioritize Changes Coordinate Updates with Process Owner Establish a Refresh Cycle
May 22-24, 2007
Washington Dulles HiltonThe Business Transformation Conference25
Tracking Metrics
Estimate to Complete Process Delivery Task Completion Assumptions/Dependencies Risk: Green, Yellow, Orange, Red
May 22-24, 2007
Washington Dulles HiltonThe Business Transformation Conference26
General Recommendations
Tool choice is important Establish a governance structure First project should have an impact but not be
in the critical path Work towards business goals and objectives Deploy sooner than later
May 22-24, 2007
Washington Dulles HiltonThe Business Transformation Conference27
Questions?
May 22-24, 2007
Washington Dulles HiltonThe Business Transformation Conference28
Thank YouThank YDavid B. HollidayChief Technology OfficerAdvanced Management Technology, Inc.A Tetra Tech Company
Contact Information:[email protected]
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