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Agenda ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Background ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Acquisition Process Improvement and IT Alignment Charter ITS Jeff Chao Region Rep(s). Jack Wachsstock (R2) Bob Niewood (R3) Randy Matlack (R3) GSS Gail Hauswirth CAR Kathy Carson CIO Butch Roach Controller Erv Koehler Strategic Planning Chuck Popelka TMVCS Becky Koses Strategic Planning April Kestyn AAS Stephanie Trout AM Steven Hutchinson Office Name Office Name ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Definition Define and map, at a high-level, the end-to-end acquisition process for all of the Federal Acquisition Service’s (FAS) offerings.  Further align these maps with information technology (IT) systems (current and future) that will increase FAS’ ability to allow our customers to meet mission critical requirements. All acquisition life-cycle steps, starting at the Federal Acquisition Regulation (FAR) requirements, flowing through contract order close-out are within the scope of this initiative.
API Project Management Team   Project Management Team GSS (QS) AAS (QF) TMVCS (QM) OCIO (QL) CAR (QC) Controller (QB) BPI (QP) Region AM (QV) April Kestyn Charles Popelka Rebecca Koses Jack Wachsstock (R2) Bob Niewood (R3) Randall Matlack (R3) Jeff Chao Erville Koehler Kathleen Carson Butch Roach Stephanie Trout Gail Hauswirth Steven Hutchinson Observing: George Thomas GSA OCIO Robert Maslyn GSA OCAO ITS (QT)
Mission:  Provide best value services, products, and solutions to our customers that increase overall government effectiveness and efficiency Vision:   Make acquisition solutions easier for the government Target Customers:  Government agencies and authorized non-governmental institutions Targeted Stakeholders:  GSA, OMB, Congress, and Industry FAS FY08 Strategy Map Align systems with  defined business  processes Create and maintain  processes for  collaborative customer and  stakeholder  relationships INTERNAL PROCESSES AND TECHNOLOGY CUSTOMER Provide integrated  and seamless customer support STAKEHOLDER HUMAN RESOURCE MANAGEMENT Recruit, retain,  and develop  a skilled   workforce Encourage  responsible innovation and risk taking FINANCIAL Serve  as the customer’s  trusted advisor  Maintain fiduciary  responsibility and  financial solvency Develop  consistent, effective,  and efficient  business processes  Ensure a unified  FAS team ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],Serve as leaders in  government-wide  initiatives and uphold  government policy Effectively manage  Stakeholder relationships Provide best value  service and product  offerings on time
Value Chain to Workflow Align systems with  defined business  processes Create and maintain  processes for  collaborative customer and  stakeholder  relationships INTERNAL PROCESSES AND TECHNOLOGY Develop  consistent, effective,  and efficient  business processes
FAS-wide Process Improvement Governance Business Strategy Group API IT Project Mgmt Team (PMT) Segment CPI Team Segment CPI Team Segment CPI Team Segment CPI Team Strategy/ Direction/Prioritization End-to-End Process Design & IT Alignment Scope & Targets Common Process Segment Should-Be State Acquisition Process Improvement Plan API Shared Repository Facilitate Acquisition/Execute Delivery Teams  Create Acquisition Sources/Business Intel Teams A common process segment is a set of business activities from various business lines with sufficient commonality to be the subject of a single process design. Strategic Initiatives LSS, One  GSA, Etc.
Model Inventory Building Upon Previous FAS Process Improvement Work
FAS Enterprise-Wide Acquisition Framework   “ As a customer, I am looking for data.  Tell me what I bought; it will make me come back.  FEMA goes to a non-GSA source because of their ability to provide data.” - Dee Lee at the Coalition for Government Procurement,  November 2007
Major End-to-end Acquisition Process Break-out Create Acquisition Sources Define Need Develop Acquisition  Strategy Develop Solicitation Process New Offers Maintain  Agreements Facilitate Acquisitions Qualify Fund Acquire Execute Deliveries Process Order Deliver  Goods/ Services Manage  Funds Close-Out Provide Customer Care Process Service Request Deliver Services Manage  Funds Close-Out Provide Business Intelligence Define Data Collect  Data Normalize  Data Analyze  Data Publish  Data Partner Services -  Full Services - Assisted Services - Self Services
Systems ,[object Object],Illustrative ,[object Object],[object Object]
Aligning Systems
Common Process Team Kathy Jocoy Auburn, WA Nathan Stewart Kansas City, MO Chris Popp Donna Peck Fort Worth, TX Bob Niewood Randall Matlack Philadelphia, PA David Griffin San Diego, CA Team members from  each business line Crystal City, VA Willow Wood, VA Nationwide and FAS-wide Participation with 24 Members
People Building a shared vision for difficult change ,[object Object],[object Object],[object Object],[object Object],[object Object]
Success Factors  – “How is our approach Different?” ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Quantifying Results: Driving-out unproductive activities, delays and bottlenecks As-Is Target Direct Value  Added Work Non-value Added Tasks Collaboration Delays Resource Bottlenecks 120 Days Average Supervisor Knowledge Staff X Days Y Days Z Days Direct Value  Added Work 30 Days Rework Support Staff Eliminate Non-value add work and understand constraints
Business Process Modeling Notation (BPMN) System  Role System  Requirement Data Requirement People Role External - Internal Business Rule Business Activity
Outcomes of a Good Process Design ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Lessons Learned – To Date ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
Next Steps ,[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object],[object Object]
 
 
Thank  You! ,[object Object],[object Object],[object Object],[object Object],[object Object]

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Improving Enterprise Performance using a Business Process Improvement Discipline

  • 1.
  • 2.
  • 3.
  • 4.
  • 5. API Project Management Team Project Management Team GSS (QS) AAS (QF) TMVCS (QM) OCIO (QL) CAR (QC) Controller (QB) BPI (QP) Region AM (QV) April Kestyn Charles Popelka Rebecca Koses Jack Wachsstock (R2) Bob Niewood (R3) Randall Matlack (R3) Jeff Chao Erville Koehler Kathleen Carson Butch Roach Stephanie Trout Gail Hauswirth Steven Hutchinson Observing: George Thomas GSA OCIO Robert Maslyn GSA OCAO ITS (QT)
  • 6.
  • 7. Value Chain to Workflow Align systems with defined business processes Create and maintain processes for collaborative customer and stakeholder relationships INTERNAL PROCESSES AND TECHNOLOGY Develop consistent, effective, and efficient business processes
  • 8. FAS-wide Process Improvement Governance Business Strategy Group API IT Project Mgmt Team (PMT) Segment CPI Team Segment CPI Team Segment CPI Team Segment CPI Team Strategy/ Direction/Prioritization End-to-End Process Design & IT Alignment Scope & Targets Common Process Segment Should-Be State Acquisition Process Improvement Plan API Shared Repository Facilitate Acquisition/Execute Delivery Teams Create Acquisition Sources/Business Intel Teams A common process segment is a set of business activities from various business lines with sufficient commonality to be the subject of a single process design. Strategic Initiatives LSS, One GSA, Etc.
  • 9. Model Inventory Building Upon Previous FAS Process Improvement Work
  • 10. FAS Enterprise-Wide Acquisition Framework “ As a customer, I am looking for data. Tell me what I bought; it will make me come back. FEMA goes to a non-GSA source because of their ability to provide data.” - Dee Lee at the Coalition for Government Procurement, November 2007
  • 11. Major End-to-end Acquisition Process Break-out Create Acquisition Sources Define Need Develop Acquisition Strategy Develop Solicitation Process New Offers Maintain Agreements Facilitate Acquisitions Qualify Fund Acquire Execute Deliveries Process Order Deliver Goods/ Services Manage Funds Close-Out Provide Customer Care Process Service Request Deliver Services Manage Funds Close-Out Provide Business Intelligence Define Data Collect Data Normalize Data Analyze Data Publish Data Partner Services - Full Services - Assisted Services - Self Services
  • 12.
  • 14. Common Process Team Kathy Jocoy Auburn, WA Nathan Stewart Kansas City, MO Chris Popp Donna Peck Fort Worth, TX Bob Niewood Randall Matlack Philadelphia, PA David Griffin San Diego, CA Team members from each business line Crystal City, VA Willow Wood, VA Nationwide and FAS-wide Participation with 24 Members
  • 15.
  • 16.
  • 17. Quantifying Results: Driving-out unproductive activities, delays and bottlenecks As-Is Target Direct Value Added Work Non-value Added Tasks Collaboration Delays Resource Bottlenecks 120 Days Average Supervisor Knowledge Staff X Days Y Days Z Days Direct Value Added Work 30 Days Rework Support Staff Eliminate Non-value add work and understand constraints
  • 18. Business Process Modeling Notation (BPMN) System Role System Requirement Data Requirement People Role External - Internal Business Rule Business Activity
  • 19.
  • 20.
  • 21.
  • 22.  
  • 23.  
  • 24.