Baa rpt

BDPA
Information Technology Thought Leaders
Business
Area
Architecture
Report
ISSUE: 3

6 / 1 6 / 1 9 9 8 1 0 : 5 4 : 0 0 P M B D PA I N F O R M A T I O N T E C H N O L O G Y T H O U G H T L E A D E R S
Business Area Architecture Report
BDPA
1111 14th
Street, N.W • Suite 700
Washington, D.C. 20005
Phone 1 800 727 BDPA • Fax 202.789.1545
nbdpa@ix.netcom.com

B D P A B U S I N E S S A R E A A R C H I T E C T U R E R E P O R T
Table of Contents
OVERVIEW OF BUSINESS AREA ARCHITECTURE 4
BUSINESS STRATEGY SUMMARY 6
Case For Action ...............................................................................................................6
Mission Statement.............................................................................................................7
Business Objectives..........................................................................................................7
Specific Strategies.............................................................................................................7
NEW PRINCIPLES 8
Business Process Principles..............................................................................................8
Organizational Principles.................................................................................................8
Location Principles...........................................................................................................8
Application Principles.......................................................................................................8
Data Principles..................................................................................................................8
Technology Principles.......................................................................................................8
FUTURE-STATE BUSINESS PROCESSES 10
BUSINESS MANAGEMENT PROCESS DEFINITIONS 11
MEMBERSHIP MANAGEMENT PROCESS DEFINITIONS 18
FINANCE MANAGEMENT PROCESS DEFINITIONS 22

MEMBER SERVICES PROCESS DEFINITIONS 23
STRATEGIC PLANNING BUSINESS PROCESS DEFINITIONS 29
ORGANIZATION MODEL 35
QUICK-HIT PROJECT DEFINITIONS 38
INFRASTRUCTURE PROJECT DEFINITIONS 38
ENTERPRISE TRANSFORMATION SCHEDULE 39

Executive Summary
y now most of BDPA is familiar with the Enterprise Transformation Plan (ETP)
that was put together by the Strategic Planning Task Force under the auspices of
the National President, George Williams. The Business Area Architecture (BAA)
is the next phase of the BDPA transformation process.
B
Overview of Business Area Architecture
Business Area Architecture (BAA) is a formal process to address a specific area of
business interest and produce an architecture to guide further development and
implementation in all of the domains of change: business process, organization, location,
application, data, and technology. A business area is a subset of the enterprise singled out
for development activity. The scope of BAA is generally a business area, although it
could be performed for a group of business areas − as is the case for BDPA’s BAA.
BAA can be the Starting Point for a new Project or can follow an ETP project. Since
this BAA follows an ETP project, it uses and builds upon many of the work products
created in ETP. Many of the steps in the BAA project have been completed within the
ETP phase. The pertinent work products are carried over to this project. BDPA’s ETP
proposes 5 business areas through which the business of BDPA will be conducted:
1. Business Management
2. Membership Management
3. Finance
4. Member Services
5. Strategy & Planning
BAA provides the means to integrate the components of the business within each of the
5 business areas. The BAA phase is the responsibility of the Business Area Leaders. The
Transformation Team will act as consultants to the Business Area Leaders.
Business Area Architecture Team
Business Area Leader Business Area Transformation Team
Consultant
George Williams, Sponsor National President Curvie Burton
4
Part
A

Denia Byndon Business Management Paulette Smith
Valerie J. Hammond, FLMI Membership Management Rudy Duke
Daryl Bradley Finance Diane Davis
Angela Adams Members Services Renee V. McClure
Michael McCrimmon Strategy & Planning
5

Future Direction
his section of the report represents the BDPA Case for Action and its revised/refined
BDPA business strategy as outlined in the ETP.
Business Strategy Summary
Case For Action
The ETP identified the following compelling reasons to change:
BDPA is doing very little to accomplish its mission
Current programs offer very little value to members
Membership is disenchanted with local support from the National BDPA
BDPA has not kept up with trends in Information Technology(IT)
The ratio of members to minority IT community is shrinking
BDPA has not exploited a vast amount of untapped talent among IT
community
BDPA continues to lose many of its talented members
The IT community, including target members, does not know who BDPA is
Strategic alliances with the IT industry are non-existent
6
Part
BT

Mission Statement
BDPA is a member focused organization that exists to provide professional
development programs and services to position its members at the
forefront of the information technology industry.
Business Objectives
To fulfill its mission, BDPA must achieve and maintain the following objectives:
1. Increase membership to 10,000 over the next 3 to 5 years
2. Limit administrative/operational costs to a maximum of 20% of total annual
budget by 1998
3. Establish Technology Learning Centers in every chapter city over the next 3 to 5
years
Specific Strategies
BDPA can achieve its Business Objectives by employing the following strategies:
1. Focus on the member; add membership value
2. Apply technology to achieve operational efficiency
3. Centralize decision making
4. Communicate directly to the member
5. Utilize the BDPA Education Technology Foundation as a major source of funds
for BDPA programs
6. Establish Corporate Partnerships with technology firms
7

New Principles
To achieve its vision as a member focused organization, a set of new principles are
defined for the six domains of change that will govern the BAA phase.
Business Process Principles
Maintain tight metrics & performance measurement
Establish & maintain consistency of strategy & execution
Organizational Principles
Build transition strategy into the organizational structure
Select officers at the highest levels based on qualifications for each role
Recognize behavior that is exemplary to the entire organization
Cascade National organizational model down to the chapters
Location Principles
Communicate directly with members (web site, journal, email)
Manage membership process performed entirely at the national level
Roll out programs and services to members at the local level via chapters
Application Principles
Develop and maintain leading edge applications that can be utilized across
BDPA
Practice reuse across BDPA; do not reinvent the wheel
Data Principles
Capture data once - at the source (eliminate transmittals)
Capture demographic data
Technology Principles
Use leading edge technology in all that we do
Solicit advice from subject matter expert members in technology decisions
8
Part
C

Business Area
Architecture
his section is the crux of the BAA report.. Each of the five business areas will
be decomposed into one or more Business Segments; each Segment will be
decomposed into Sub-segments (processes); each Sub-segment consists of a
number of Process Steps and each Process Step involves a set of Process Tasks
and each task consists of one or more Activities.
T
Thus, a Business Area may undergo at least five possible levels of decomposition:
1. Business Segments
2. Sub-segments
3. Process Steps
4. Process Tasks
5. Activities
The Application (system), Data and Location of each activity is captured where
applicable. The architecture of the business area allows us to identify technical,
information and resource requirements for each activity or piece of work. The process
decomposition exercise also establishes the business rules that drive the organization.
9

Future-State Business Processes
The BDPA of the future is built around five Business Areas that facilitate the
achievement of the BDPA mission. Each Business Area consists of a number of
segments as depicted in Figure 1: BDPA Future Business Process Hierarchy
B u s in e s s P ro c e s s H ie ra rc h y
In te rn a l
S u p p o rt
E x te rn a l
S u p p o rt
C o n fe re n c e
A d m in .
P u b lic
R e la tio n s
O u tre a c h
P ro g ra m s
B u s in e s s
M a n a g e m e n t
M a rk e tin g
R e c ru itm e n t
R e te n tio n
A d m in is tra tio n
M e m b e rs h ip
M a n a g e m e n t
E x te rn a l
F u n d in g
In te rn a l
F u n d in g
F in a n c e
C a re e r
D e v e lo p m e n t
T e c h n ic a l
S IG 's
C o m m u n ic a tio n s
C o n s u m e r
B e n e fits
M e m b e r
S e rv ic e s
P la n n in g
R e la tio n s h ip
M a n a g e m e n t
O rg a n iz a tio n
S tra te g y &
P la n n in g
B D P A
Figure 1: BDPA Future Business Process Hierarchy
10

Business Management Process Definitions
Segment Sub-Segment Process Steps Process Tasks Activities Applications Data Location
1.1
Internal Support Function
1.1.1
Maintain Policies and
Procedures
1.1.1.1
Catalog existing policies
and procedures
1.1.1.1.1
Locate existing policies
and procedures
1.1.1.1.1.1
Request copies of policies
and procedures from
BOD members
1.1.1.1.1.2
Request copies for policies
and procedures from
National Office
1.1.1.1.2
Review policies and
procedures
1.1.1.1.3
Categorize policies and
procedures
1.1.1.1.3.1
Categorize by National
Office
1.1.1.1.3.2
Categorize by BITL
1.1.1.2
Create new policies and
procedures
1.1.1.2.1
Create template
1.1.1.2.1.1
Create policy and
procedure templates
1.1.1.2.2
Solicit suggestions
1.1.1.2.2.1
Solicit suggestions from
BOD
1.1.1.2.2.2
Solicit suggestions from
National Office
1.1.1.2.3
Review policies and
procedures
1.1.1.2.4
Categorize policies and
procedures
1.1.1.2.4.1
Categorize by National
Office
1.1.1.2.4.2
Categorize by BITL
11

1.1.1.3
Receive approval of
policies and procedures
1.1.1.3.1
Request approval from
BOD
1.1.1.3.1.1
Disseminate polices and
procedures at a quarterly
BOD meeting
1.1.1.4
Publish policies and
procedures
1.1.1.4.1
Place policies and
procedures in common
areas
1.1.1.4.1.1
Store hardcopies at
National Office
1.1.1.4.1.2
Post copies on the Web
1.1.2
Manage Bylaw Compliance
1.1.2.1
Form Bylaws Committee
1.1.2.1.1
Solicit members for
Bylaws
Committee
1.1.2.1.1.1
Select volunteers from
BOD
1.1.2.2
Request Bylaw
amendments
1.1.2.2.1
Request written Bylaw
amendments from BOD
1.1.2.2.1.1
Receive Bylaw
amendments from BOD
via e-mail , listserv or
standard mail
1.1.2.3
Create a Bylaw draft
1.1.2.3.1
Develop a Bylaw draft
1.1.2.3.1.1
Arrange amendments into
Bylaw format
1.1.2.3.1.2
Remove duplicate
amendments
1.1.2.3.1.3
Verify amendments are
not currently in Bylaws
1.1.2.4
Submit Bylaw Draft
1.1.2.4.1
Forward Bylaw Draft to
National Office 120 days
before Annual National
Meeting
1.1.2.4.1.1
Bylaw Draft is date and
time stamped
1.1.2.5
Receive approval of
Bylaw Draft
1.1.2.5.1
Request approval of Draft
from BOD
1.1.2.5.1.1
Disseminate Draft to
BOD members prior to
2nd Quarter BOD
meeting
12

1.1.2.5.1.2
Review Draft at 2nd
Quarter BOD meeting
1.1.2.5.1.3
BOD members will vote
on each Bylaw amendment
1.1.2.6
Mail approved Bylaw
amendments
1.1.2.6.1
Send approved Bylaw
amendments to Delegates
1.1.2.6.1.1
Delegates will receive the
amendments 2 weeks after
2nd quarter BOD meeting
1.1.2.7
Manage Bylaw
amendments
1.1.2.7.1
Conduct Bylaw
amendment segment of
Delegates Meeting
1.1.2.7.1.1
Present each Bylaw
amendment to Delegates
for a vote
1.1.2.7.1.2
Record pass/fail decision
for each amendment
1.1.2.8
Post Bylaw amendment
status report
1.1.2.8.1
Develop Bylaw
amendment status report
1.1.2.8.1.1
Present Bylaw amendment
status report to BOD at
3rd Quarter meeting
1.1.2.9
Create new Bylaws
Document
1.1.2.9.1
Produce Bylaws
Document
1.1.2.9.1.1
Incorporate new Bylaw
amendments into existing
Bylaws document
1.1.2.10
Publish Bylaws
1.1.2.10.1
Place Bylaws in common
areas
1.1.2.10.1.1
Store hardcopy at National
Office
1.1.2.10.1.2
Post copy on the Web
1.1.2.10.2
Send Bylaws to BOD
members
1.1.3
Regulate Election Process
1.1.3.1
Form Nomination and
Elections Committee
1.1.3.1.1
Solicit members for
Nomination and Elections
Committee
1.1.3.1.1.1
Select volunteers from
BOD
1.1.3.2 1.1.3.2.1 1.1.3.2.1.1
13

Solicit nominations Petition nominations for
open offices
Candidates submit written
platform 120 days before
National Meeting
1.1.3.2.1.2
Accept Nominations from
the floor at Delegates
Meeting
1.1.3.3
Determine nominee slate
1.1.3.3.1
Define nominee slate for
BOD members
1.1.3.3.1.1
Match nominees with an
open office
1.1.3.3.1.2
Note offices without
nominees
1.1.3.4
Publish nominee slate
1.1.3.4.1
Distribute slate
1.1.3.4.1.1
Disseminate to BOD
members 60 days before
National Meeting
1.1.3.4.1.2
Disseminate to Delegates
60 days before National
Meeting
1.1.3.5
Manage Election Process
1.1.3.5.1
Conduct Election
segment of Delegates
Meeting
1.1.3.5.1.1
Present Candidates to
Delegates
1.1.3.5.1.2
Record votes for
candidates
1.1.3.6
Present Election results
1.1.3.6.1
Develop Election status
report
1.1.3.6.1.1
Post Names of newly
elected Officers at
National Meeting
1.1.3.6.1.2
Post Names of newly
elected Officers on Web
1.1.4
Establish IT Support
1.1.4.1
Define IT Support
Procedures
1.1.4.1.1
Define IT Support
Procedures for National
1.1.4.1.1.1
Assess software and
hardware needs annually
14

Office
1.1.4.1.1.2
Create technical on-call
support staff
***new**** 1.1.5
Manage National
Correspondence
1.1.5.1
Prepare quarterly minutes
1.1.5.1.1
Attend quarterly BOD
and NEC meetings
1.1.5.1.1.1
Capture minutes of
quarterly BOD and NEC
meetings
1.1.5.1.2
Disseminate quarterly
minutes
1.1.5.1.2.1
Distribute to BOD
members 3 weeks after
meeting
1.1.5.2
Circulate correspondence
1.1.5.2.1
Distribute correspondence
to BOD members
1.1.6
Support Parliamentary
Procedures
1.1.6.1
Assure usage of
Parliamentary Procedures
1.1.6.1.1
Appoint parliamentarian
1.1.6.1.1.1
for quarterly BOD
meetings
1.1.6.1.1.2
for quarterly NEC
meetings
1.1.6.2
Publish Robert Rules
1.1.6.2.1
Create scaled-down
version of Robert Rules
1.1.6.2.1.1
Select portions of Robert
Rules that apply to
meetings
1.1.6.2.2
Distribute copies of
Robert Rules to all BOD
members
1.1.7
Govern Procurement
Transactions
1.1.7.1
Establish Procurements
Process
1.1.7.1.1
Create Procurement
procedures
1.1.7.1.1.1
Setup accounts receivable
and payable
1.1.7.1.1.2
Create invoices for all
accounts receivable
1.1.7.1.1.3
15

Associate each account
payable with an invoice
and check #
1.1.7.1.1.4
Require all procurements
to be approved by NEC
1.1.7.1.2
Request approval of
procedures
1.1.7.1.2.1
Present procedures to
NEC
1.1.7.2
Publish Procurement
Procedures
1.1.7.2.1
Place Procurement
Procedures in common
areas
1.1.7.2.1.1
Office
1.2
External Support
Functions
1.2.1
Manage Legal Service
1.2.1.1
Maintain Legal Service
1.2.1.1.1
Manage Legal Services
annually
1.2.1.1.1.1
Forecast legal activities for
the year
1.2.1.1.2
Request approval of
forcasted legal activities
1.2.1.1.2.1
Present activities to BOD
members at 1st quarter
BOD meeting
1.2.1.1.2.2
BOD members approve
forecasted activities
1.2.1.2
Publish Legal Activities
1.2.1.2.1
Place Legal Activity
document in common
areas
1.2.1.2.1.1
Office
1.2.2
Maintain Insurance
Compliance
1.2.2.1
Assure Insurance
Compliance
1.2.2.1.1
Maintain Insurance Policy
1.2.2.1.1.1
Update officers, directors
and employees names
annually
1.2.2.1.1.2
Update Renter’s Insurance
Rider annually
1.2.2.1.1.3
16

Update Office Equipment
Insurance Rider annually
1.2.2.2
Publish Insurance Policy
1.2.2.2.1
Place Insurance Policy in
common areas
1.2.2.2.1.1
Office
1.3
Conference
Administration
Management
Govern Conference
Administration
Process
Centralize Conference
Administration Process
1.4
Public Relations
Establish Public Relations
Process
Define Public Relations
Process
1.5
Outreach
Maintain High School
Competitions
Manage High School
Competitions
Establish Collegiate and
Youth Programs
Define Collegiate and
Youth Programs
17

Membership Management Process Definitions
Segment Sub-Segment Process Steps Process Tasks Activities Applications Data Locations
2.1 Marketing 2.1.1
Develop & Maintain
Membership Expansion
Programs
2.1.1.1
Research & develop
new membership
service offerings
2.1.1.1.1
Analyze & benchmark
marketing strategies of
other non-profits
2.1.1.1.2
Define technical
markets
2.1.1.1.1.1
Develop programs
for the BDPA
entrepreneur and
Mobile Worker
Capture & disseminate
information
2.1.1.2
Evaluate & refine
current membership
service offerings
2.1.1.2.1
Solicit new product and
service offerings (i.e.
discounts on technical
publications, software,
hardware)
2.1.2
Conduct Advertising &
Promotions
2.1.2.1
Produce Marketing
Collateral
2.1.2.1.1
Update/generate
membership application
& marketing material
Benefits of membership
2.1.2.2
Develop Web Site
Content
2.1.2.2.1
Develop Web Site
membership application
and process
2.1.2.2.2
Develop /update
employment listings
2.1.2.2.3
Keep FTP files current
National Web Site
2.1.2.3
Develop Radio & TV
Promotions
2.1.2.3.1
Identify and distribute
PSA’s, press releases of
membership initiatives
Radio & TV
2.1.2.4
Promote BDPA
2.1.2.4.1
Develop resale products
18

Product Merchandise (calendars,
desk accessories, etc.)
2.1.2.5
Conduct Direct
Marketing Campaign
2.1.2.5.1
Develop membership
campaigns for specific
markets
2.2 Recruitment 2.2.1
Develop &
Conduct Membership
Drives
2.2.1.1
Analyze & benchmark
other non-profit
recruitment techniques
2.2.1.1.1
Campaign to IS
companies with a
special interest to
underwrite a minimum
of 5 employees for
membership and
conference attendance
2.2.1.1.2
Establish student
chapters in colleges
(especially HBC’s)
2.2..1.1.3
Develop special
campaigns (i.e. reduced
rate, 3YR, 5YR
programs)
2.3 Retention 2.3.1
Access Current
Membership
2.3.1.1
Conduct Member
Survey
2.3.1.1.1
Develop/distribute
survey to membership
2.3.2
Conduct Retention
Programs
2.3.2.1
Periodically review
retention statistical
reports.
2.3.2.1.1
Enhance and
reintroduce the
‘Working Our Renewals
is Key’ program
19

2.4 Administration 2.4.1
Manage Membership
Process
2.4.1.1
Process New
Membership
Application
2.4.1.1.1
The development and
adherence to one
national membership
application
2.4.1.1.1.1
Create one format and
template for submitting
membership
correspondence
Membership Data
Application
Membership Data
2.4.1.2
Process Membership
Renewal
2.4.1.2.1
Centralize the
distribution of renewal
letters to the National
Office
2.4.1.2.1.1
- Identify local
chapters of process
- Identify member
renewal date
- Determine the
schedule in which
to send renewal
letter (3 months)
- Renewal letter to
indicate which
chapter member is
renewing to
- Timely return of
funds to local
chapter
- Timely
distribution of
membership
confirmation
letter/cards and
services
2.4.1.3
Process Membership
Update
2.4.1.3.1
The development and
adherence to one
membership update
process
2.4.1.3.1.1
Create one format and
template for submitting
membership
correspondence
2.4.2
Manage Chapter
Relations
2.4.2.1
Establish & Nurture
New Chapters
2.4.2.1.1
Offer Chapter Building
Workshops
2.4..2.2 2.4.2.2.1
20

Maintain Existing
Chapters
Offer Chapter;
Membership;
Student counseling &
coaching
2.4.2.3
Develop/Enhance
Chapter Operations
Toolkit (templates)
2.4.2.3.1
Provide and update
electronic templates
and documentation
for chapter
management,
incorporation,
membership, etc.
2.4.2.3.1.1
Update :
- Qtrly/Annual Rpts
- Budget Format
- Incorporation
Process
- Recognition
Process
- Compliance
Guidelines
- Membership
Process
- Management
Manual
- Regional Summit
Guide
2.4.3
Conduct Membership
Profiling
2.4.3.1
Derive Member
Demographics
2.4.3.1.1
Solicit/collect various
Membership Data
Management System
Member demographics National Office
21

Finance Management Process Definitions
Segment Sub-Segment Process Steps Process Tasks Activities Application Data Location
3.1
Funding
3.1.1
Access Internal
Funding
3.1.1.1
Determine Membership
Dues
3.1.1.1.1
Determine cost of
current
programs/operations
3.1.1.1.1.1
Specify Budget items
included in costs
MS Word
Financial
Package/Excel
Budgets Virtual
3.1.1.1.1.2
Tally items to be
included in costs
MS Word
Financial
Package/Excel
3.1.1.1.2
Determine cost of
future
programs/operations
3.1.1.1.2.1
Specify Budget items
included in costs
MS Word
Financial
Package/Excel
Budgets
Strategic Pl.
Virtual
3.1.1.1.2.2
Tally items to be
included in costs
MS Word
Financial
Package/Excel
3.1.1.1.3
Determine number of
members
(current/future)
3.1.1.1.3.1
Pull current
membership numbers
from database
MS Word
Membership DB
Financial
Package/Excel
Members Virtual
3.1.1.1.3.2
Review 2-3 year plan for
membership growth
MS Word Budgets
Strategic Pl.
3.1.1.1.4
Membership Dues
approval
3.1.1.1.4.1
Prepare results of
analysis
MS Word
Financial
Package/Excel
Virtual
3.1.1.1.4.2
Present to National
Board of Directors for
approval with projected
implementation date
MS Word, PP,Excel Budgets
Strategic Pl
Members. #s
22

Member Services Process Definitions
Segment Sub-Segment Process Steps Process Tasks Activities Application
s
Data Location
4.1
Career develop &
counseling
4.1.1
Help find jobs
4.1.1.1
Determine technical
career options
4.1.1.1.1
Develop central
repository mechanism
which houses job
listings applicable for
career options
4.1.1.1.1.1
Devise a routine
process which
collects job
information
from local
chapters
Technical Journal Job listings Jobs database,
4.1.1.1.1.2
Devise routine
process which
gathers job
information
from corporate
sponsors (local
& national level)
Visual Basic Job bank
Job postings
Web host server
4.1.1.1.1.3
Make job
information
easily accessible
to members, and
offer listing to
non members
Visual Basic Job bank
Job postings/listings
Web host server
4.1.1.1.2
Develop central
tracking mechanism
which monitors
member placement
based on career options
4.1.1.1.2.1
Create a process
that monitors
the resumes a
company
extracts from the
resume bank.
Follow-up with
company re:
resumes selected
if candidate is
Visual Basic Job & resume bank Web host server
23

s
Data Location
placed, log
results into
tracking
database
4.1.2
Educate members on
careers
4.1.2.1
Define available career
paths for IT professions
4.1.2.1.1
Partner with regional &
national
career firms geared
towards client growth
development
4.1.2.1.1.1
Hosts
conference
seminars which
focus on I/T
career paths and
growth &
development
Conference career
fair
Technical Journal I/T careers Virtual
4.1.2.1.2
Provide career
information via links to
the national web page
4.1.2.1.2.1
Utilize existing
links to national
web site
Web site I/T career Web host server
4.1.2.1.2.2
Identify
additional
popular regional
and national
career sites and
link to national
web site
Web site I/T career Web host server
4.1.3
Soft skills development
4.1.3.1
Determine soft skills
development needs
4.1.3.1.1
Develop national survey
geared towards
capturing soft skill
development needs
4.1.3.1.1.1.
Identify top 10
soft skills needs
Ms Access Skills Virtual
4.1.3.1.2
Partner with select
career firms and
identify trends
regarding soft skill set
development
4.1.3.1.2.1
Provide
membership
with listing of
BDPA
recommended
Job search services Skills Virtual
24

s
Data Location
career firms
based on
researched
information
4.1.3.1.1.3
Make research
information
regarding soft
skills trends
available to
membership
Technical Journal
Conference
seminars
Web page updates
Soft skills information Virtual
Web host server
4.1.4
Resume skill set search
services
4.1.4.1
Determine I/T career
options
4.1.4.1.1
Develop central
repository mechanism
which houses resumes
based on I/T career
options
4.1.4.1.1.1
Devise a routine
process which
collects resume
information
from local
chapters
Visual Basic Skill set database Web host server
4.1.4.1.2
Allow same mechanism
to capture resumes for
non BDPA members
4.1.4.1.2.1
Devise a method
to distinguish
between the
BDPA and non
BDPA resume
Visual Basic Resume database Web host server
4.2
Technical development
4.2.1
Design educational
programs seminar
workshops
4.2.2
Special Interest Group
4.2.2.1
Identify SIGS currently
in BDPA
4.2.2.1.1
Determine viability of
SIGS. Within strategic
direction
4.2.2.1.2
Institute procedure to
ensure in compliance
with national standards
4.2.2.1.3
25

s
Data Location
Establish central points
of contact
4.2.2.2
Identify potential
SIGS programs
beneficial to membership
4.2.2.2.1
Establish methods of
implementing new
SIGS
4.2.2.2.2
Institute procedures to
ensure compliance and
national standards are
met.
4.2.2.2.3
Establish method of
tracking SIGS
to maintain strategic
direction
4.2.3
Design/implement
SIG’s (ex. Executive
program,
entrepreneurial
development)
4.3.1
Provide
communication
services
4.3
Communications
4.3.2
Develop technical
journal
4.3.2.1
Establish standard
format for journal
4.3.2.1.1
Provide detailed outline
of structured format
4.3.2.2
Identify methods
of maintaining current IT
industry topics
4.3.2.2.1
ensuring current trends
are published
4.3.2.3
establish method of
ensuring articles are
received by due date
4.3.2.3.1
Establish deadline
publication dates
26

s
Data Location
4.3.2.3.2
Establish methods to
entice input from
members
4.3.2.3.3
Develop repository for
articles
4.3.2.4
Establish methods and
procedures for
dissmination
4.3.2.4.1
Provide method to
ensure product is
dissiminated in a timely
manner
4.3.2.5
securing ads/and or
underwriting
4.3.2.5.1
Develop method in
conjunction with
Finance Mgmt
4.3.2.5.1
Establish discount
benefits
4.3.2.5.1
Provide
discounts for
members
4.3.2.5.2
Establish
discounts for
other sources
4.3.2.6
securing articles from
outside
sources(corporate,
networks
4.3.2.6.1
Establish affiliations
with computer related
organizations to utilize
their resources
4.4
Consumer benefits
4.4.1
Design/implement
consumers benefits
(provide
software/hardware,
member)
4.4.2
27

s
Data Location
Benefits discount
4.5.1
Maintain resume
database
4.5
Administration
4.5.2
Maintain job database
28

Strategic Planning Business Process Definitions
Segment Sub-
Segment
Process Steps Process Tasks Activities Application Data Location
5.1 Planning 5.1.1 Develop
National Strategy
5.1.1.1 Prepare for
Planning Process
5.1.1.1.1 Review
Existing Strategic Plan
5.1.1.1.2 Review
Business Area
Portfolios
5.1.1.1.3 Review IT
Industry Research
Updates
5.1.1.1.4 Identify
Potential Alliance
Partners
5.1.1.1.5 Schedule
Planning Session s
5.1.1.2 Conduct
Planning Sessions
5.1.1.2.1 Conduct
Business Area Planning
Sessions
5.1.1.2.2 Review
Business Area Planning
Session Work Products
5.1.1.2.3 Conduct
National Planning
Session
5.1.1.2.3.1
Schedule
National
Planning
Session
5.1.1.2.3.2
Disseminate all
applicable Work
Products
5.1.1.2.3.3
Conduct
Meeting
5.1.1.2.3.4 Set
29

Segment Sub-
Segment
Goals and
Objectives
5.1.1.2.3.5
Document
Changes and
Modifications
5.1.1.2.3.6
Complete Plan
5.1.1.3 Approve Plan 5.1.1.3.1 Review of
Proposed Plan by
National Board of
Directors
5.1.1.3.1.1
Distribute Plan
to National
Board Members
5.1.1.3.1.2
Review
Proposed
Strategic Plan
5.1.1.3.1.3
Produce
Feedback on
Strategic Plan
5.1.1.3.2 Present
Proposed Plan to
National Board of
Directors
5.1.1.3.3 Approval of
Proposed Plan by
National Board of
Directors
5.1.1.4 Implement Plan 5.1.1.4.1 Prepare
Strategic Plan for
Distribution
5.1.1.4.2 Distribute
Strategic Plan
5.1.2 Develop
BITL / BETF
Annual Strategic Plan
5.1.2.1 Prepare for
Planning Process
5.1.2.1.1 Review Budget
5.1.2.1.2 Review
30

Segment Sub-
Segment
Previous Service Level
Agreements
5.1.2.2 Conduct
BITL/BETF Planning
Session
5.1.2.3 Approve
BITL/BETF Annual
Strategic Plan
5.1.2.4 Implement Plan
5.1.3 Develop
Conference Strategic
Plan
5.1.3.1 Prepare for
Planning Process
5.1.3.1.1 Review
National Strategic Plan
5.1.3.1.2 Review
Industry Research
Sources
5.1.3.1.3 Review BDPA
Research Quarterlies
5.1.3.1.4 Survey
National Board of
Directors
5.1.3.1.5 Survey
Corporate Community
5.1.3.1.6 Consolidate
Planning Data Sources
5.1.3.2 Build Conference
Plan
Planning Data Sources
5.1.3.2.2 Form
Conference Strategy
Team
5.1.3.2.3 Conduct
Conference Planning
Meeting
5.1.3.2.3.1
Compile and
Distribute
Meeting Pre-
work
5.1.3.2.4 Produce
Plan (draft)
31

Segment Sub-
Segment
5.1.3.3 Approve Plan 5.1.3.3.1 NEC review of
Conference Strategy
Draft document
5.1.3.3.2 Update draft
version
and distribute to
NBOD for review
5.1.3.3.3 Present
Conference Strategy to
NBOD
5.1.3.3.4 Complete Final
Editing of plan
5.1.3.3.5 Produce
Plan (final version)
5.1.3.4 Implement Plan 5.1.3.4.1 Publish
Plan
Plan
5.1.3.4.3 Post
Plan to Natonal
Website
5.1.4 Conduct
Industry Research
5.1.4.1 Conduct Research 5.1.41.1 Consult
Industry Sources
5.1.41.2 Acquire
Industry Research Data
5.1.41.3Evaluate
Emerging Technologies
5.1.42 Analyze Research
Data
5.1.42.1 Distribute
Industry Research
5.1.42.2 Select Relevant
Industry Topics
32

Segment Sub-
Segment
5.1.42.3 Conduct BDPA
Research Roundtable
5.1.42.4 Produce BDPA
Quarterly Update Draft
Document
5.1.43 Review BDPA
Research Analysis
5.1.43.1 NEC Review of
Research Draft
Document
5.1.43.2 Complete Final
Editing
5.1.43.3 Produce BDPA
Quarterly Update (final
edition)
5.1.4.4 Produce Industry
Research Quarterly
5.1.4.4.1 Print Research
Quarterly
Research Quarterly
5.1.4.4.3 Post Research
Quarterly to Website
5.2 Relationship
Management
5.2.1 Manage
Alliances
5.2.1.1 Prepare for
Planning Process
5.2.1.2 Conduct National
Planning Sessions
5.2.1.3 Approve Plan
5.2.2 Develop
Outreach Programs
5.2.2.1 Prepare for
Planning Process
Planning Sessions
5.3 Organization 5.3.1 Manage
Organization
Performance
5.3.1.1 Prepare for
Planning Process
Planning Sessions
33

Segment Sub-
Segment
5.3.2Mantain
Organization
Structure
5.3.2.1 Prepare for
Planning Process
Planning Sessions
5.3.3 Develop
Recognition
Programs
5.3.3.1 Prepare for
Planning Process
Planning Sessions
34

Organization Model
To achieve its vision, BDPA must fashion its organizational structure to carry out its
business processes.
What we call BDPA today is now referred to as BDPA Information Technology
Thought Leaders (BITL). The BDPA Education Technology Foundation (BETF) will
be one of the 501c(3) funding source for the programs of BITL. There will be three
elected officers: President, President Elect and Vice President of Finance. Elections
will be held for President Elect and VP, Finance. The President Elect will serve an
apprenticeship term then assume the Presidency. This strategy is geared towards
maintaining a transition between administrations.
F u t u r e B o a r d o f D ir e c t o r s
A d m in is t r a t iv e
A s s is t a n t
P r e s id e n t
E le c t *
V P
O p e r a t io n s ^
V P
F in a n c e *
V P
M e m b e r
S e r v ic e s ^
V P
S t r a t e g y &
P la n n in g ^
C h a p t e r
P r e s id e n t s
P r e s id e n t *
B I T L
B I T L B E T F
D ir e c t o r s ^
B E T F
D ir e c t o r s
B E T F E x e c u t iv e
D ir e c t o r
C h a ir m a n
o f t h e B o a r d
B E T F
B D P A
*Elected Officer
^Selected Officer
35

Figure 2: BDPA Future Organizational Structure
36

The successful enterprise must align its business functions and its organizational
structure to create a functional organization.
F u n c tio n a l H ie r a r c h y
A d m in is tr a tiv e
A s s is ta n t
N a t'l O ffic e
M a n a g e r
In te r n a l
S u p p o r t
E x te r n a l
S u p p o r t
C o n fe r e n c e
A d m in
P u b lic
R e la tio n s
P re s id e n t
E le c t*
B u s in e s s
M a n a g e m e n t
M a r k e tin g
R e c r u itm e n t
R e te n tio n
A d m in is tr a tio n
V P
O p e r a tio n s ^
M e m b e r s h ip
M a n a g e m e n t
B u d g e t
E x te r n a l
F u n d in g
In te r n a l
F u n d in g
A d m in in is tr a t io n
V P
F in a n c e *
C a re e r
T e c h n ic a l
S IG s
C o m m u n ic a tio n s
C o n s u m e r
B e n e fits
A d m in is tr a tio n
V P
M e m b e r
S e r v ic e s ^
P la n n in g
R e la tio n s h ip
M a n a g e m e n t
O r g a n iz a tio n
V P
S tra te g y &
P la n n in g ^
P re s id e n t*
B D P A
Figure 3: BDPA Functional Organization
37

Quick-Hit Project Definitions
Scope Estimates (Cost & Time)
• Establish bylaw subcommittee to
incorporate the changes
No-cost review of existing bylaws and
recommendations; 3 months
• Select new Vice Presidents No cost, elected officers will fill most positions; 1
month
• Establish & distribute a marketing kit
to all chapters to be used for seeking
corporate donations
Stationary & publishing costs; 2 months
• Establish membership drive
• Establish member profile database
• Recruit BETF Executive Director
Infrastructure Project Definitions
Scope Estimates (Cost & Time)
• Eliminate redundant e-mail IDs Savings of $80 per month; 2 months transition
period
• Evaluate BBS Savings of $500 per month?
• Establish common e-mail for BoD
• Set up National Office as the
operational hub
38

Enterprise Transformation Schedule
ID Task Name
10 Administration Appointees Announced
11 Complete Transition to New Org. Structure
12 Bylaw presentation and review
13 Proposal for Bylaw Amendment due date
14 Formal Bylaw change submission
16 Bylaw vote/approval @ National Conference
18 National Board of Directors Meetings
19 NBOD 1996 Q4 Meeting
22 NBOD 1997 Q3 Meeting - National Conference
24
25
26
27
2/7/97 8:00 AM
2/15/97 8:00 AM
4/1/97 8:00 AM
4/1/97 8:00 AM
8/12/97 8:00 AM
Qtr 3 Qtr 4 Qtr 1 Qtr 2 Qtr 3 Qtr 4 Qtr 1 Qtr 2 Qtr 3 Qtr 4 Qtr 1 Qtr 2 Qtr 3
96 1997 1998 1999
39

40

Baa rpt

Recommended

Recommended

More Related Content

What's hot

What's hot (7)

Viewers also liked

Viewers also liked (9)

Similar to Baa rpt

Similar to Baa rpt (20)

More from Ron Cureton

More from Ron Cureton (20)

Baa rpt