This report summarizes the preliminary findings of a survey administered to community colleges across Tennessee to assess the impact of standardizing administrative processes through the Business Process Model Project. The survey collected estimates of potential efficiency gains in areas like annual cost savings, workload reduction, quality improvements, and increased processing capacity. On average, respondents estimated annual cost savings of over $200,000 per campus, a reduction of over 16,000 working hours, a 2.7% decrease in errors, and increased capacity across various functions. Financial aid processes showed the greatest potential for cost savings and workload reduction, while human resources/payroll processes resulted in lower estimated hours savings despite cost improvements. Overall, the results provide early evidence that standardizing processes through the B
What you'll learn:
Reasoning behind this new guide
Major changes since 2005
Reasonable compensation changes
Expanded audit guidance
Cognizant agency rules
The document discusses how the true cost of poor quality for many organizations is much higher than estimated at 10-20% of revenues. Traditional quality programs only account for visible failure costs and not hidden costs. A cloud-based audit platform like Beacon can significantly reduce administrative costs of quality programs while improving effectiveness through real-time insights. It allows for faster deployment, more consistent data collection, interactive reporting, and a reduction in audit management time by up to 85% compared to paper-based programs.
Compliagent is a consulting firm with a singular mission – guiding our healthcare provider clients in designing, managing and maintaining compliance infrastructure.
Serving over one-hundred healthcare facilities, providers, and business associates, we view compliance as an opportunity to partner with our healthcare provider clients to mitigate regulatory risk proactively and to build stronger organizations in a cost-effective way, ultimately leading to profitability increases and cost savings.
Optimisation assessment model for selection of material and assembly for sust...IJMREMJournal
Sustainable Selection of Material and Assembly (SMA) constitutes a importants strategy in building design and
construction. Current sustainable SMA methods fail to provide adequate solutions for finding the optimum
improvement strategies and choosing the best alternative in a decision environment. To assist the decision-making
process, this study suggests the Multi objective Optimization (MO) approach utilization. However, process
improvements cannot be based only on environmental considerations, other factors like socio-economic must be
also being considered in parallel. As well, the study indicates that MO coupled with Life Cycle Assessment (LCA)
provides a tool for balancing process environmental and economic performance. The value of this approach in
environmental process analysis rests in providing an optimal option for process improvements which may be
optimal and suitable for a particular situation. A decision-aid tool – optimum Life Cycle Assessment Performance
(OLCAP) – is recommended. OLCAP is tested and demonstrated by application to case studies of an existing
traditional construction method and contemporary construction method of low cost housing projects. The MO
value in process analysis lies in allowing for an alternative option for process betterments, therefore able the
selection of the Best Available Technique not Entailing Excessive Cost (BATEEC) and Best Practicable
Environmental Option (BPEO).
This document summarizes the application of the Capability Maturity Model Integrated (CMMI) framework to continuous improvement projects outside of software development. It discusses how the CMMI concepts can be adapted to other industries and business areas, such as energy efficiency. The author applied a tailored CMMI approach to lead continuous improvement projects at Little Rock Air Force Base, developing metrics and reporting tools to track projects and measure outcomes. Key accomplishments included implementing $35 million in resource conservation projects with estimated savings of $50 million. The document provides examples of the metrics reports and planning approach used to successfully manage the continuous improvement initiative.
Streamlining Environmental Management in Public Sector (Webinar Slides)Intelex
These are the slides from Intelex's webinar - Streamlining Environmental Management in the Public Sector. To learn more about Environmental Management and ISO 14001 certification be sure to check these slides out or go to http://bit.ly/LAvhQP to get Free Trial Access to Intelex’s EMS software and see how Environmental Management Software can power your environmental program!
Mobile EHS and Quality Auditing - Lessons LearnedNimonik
Smart phones and tablets are becoming commonplace in our offices. With this new technology, it is possible to improve efficiency during an audit, allowing more audits to be conducted with fewer resources. There are opportunities and pitfalls that all companies should be aware of before embarking on a mobile software project. This talk will cover lessons learned at L’Oreal, FedEx and Grupo Bimbo about deploying mobile technology and conducting compliance audits in the workplace.
What you'll learn:
Reasoning behind this new guide
Major changes since 2005
Reasonable compensation changes
Expanded audit guidance
Cognizant agency rules
The document discusses how the true cost of poor quality for many organizations is much higher than estimated at 10-20% of revenues. Traditional quality programs only account for visible failure costs and not hidden costs. A cloud-based audit platform like Beacon can significantly reduce administrative costs of quality programs while improving effectiveness through real-time insights. It allows for faster deployment, more consistent data collection, interactive reporting, and a reduction in audit management time by up to 85% compared to paper-based programs.
Compliagent is a consulting firm with a singular mission – guiding our healthcare provider clients in designing, managing and maintaining compliance infrastructure.
Serving over one-hundred healthcare facilities, providers, and business associates, we view compliance as an opportunity to partner with our healthcare provider clients to mitigate regulatory risk proactively and to build stronger organizations in a cost-effective way, ultimately leading to profitability increases and cost savings.
Optimisation assessment model for selection of material and assembly for sust...IJMREMJournal
Sustainable Selection of Material and Assembly (SMA) constitutes a importants strategy in building design and
construction. Current sustainable SMA methods fail to provide adequate solutions for finding the optimum
improvement strategies and choosing the best alternative in a decision environment. To assist the decision-making
process, this study suggests the Multi objective Optimization (MO) approach utilization. However, process
improvements cannot be based only on environmental considerations, other factors like socio-economic must be
also being considered in parallel. As well, the study indicates that MO coupled with Life Cycle Assessment (LCA)
provides a tool for balancing process environmental and economic performance. The value of this approach in
environmental process analysis rests in providing an optimal option for process improvements which may be
optimal and suitable for a particular situation. A decision-aid tool – optimum Life Cycle Assessment Performance
(OLCAP) – is recommended. OLCAP is tested and demonstrated by application to case studies of an existing
traditional construction method and contemporary construction method of low cost housing projects. The MO
value in process analysis lies in allowing for an alternative option for process betterments, therefore able the
selection of the Best Available Technique not Entailing Excessive Cost (BATEEC) and Best Practicable
Environmental Option (BPEO).
This document summarizes the application of the Capability Maturity Model Integrated (CMMI) framework to continuous improvement projects outside of software development. It discusses how the CMMI concepts can be adapted to other industries and business areas, such as energy efficiency. The author applied a tailored CMMI approach to lead continuous improvement projects at Little Rock Air Force Base, developing metrics and reporting tools to track projects and measure outcomes. Key accomplishments included implementing $35 million in resource conservation projects with estimated savings of $50 million. The document provides examples of the metrics reports and planning approach used to successfully manage the continuous improvement initiative.
Streamlining Environmental Management in Public Sector (Webinar Slides)Intelex
These are the slides from Intelex's webinar - Streamlining Environmental Management in the Public Sector. To learn more about Environmental Management and ISO 14001 certification be sure to check these slides out or go to http://bit.ly/LAvhQP to get Free Trial Access to Intelex’s EMS software and see how Environmental Management Software can power your environmental program!
Mobile EHS and Quality Auditing - Lessons LearnedNimonik
Smart phones and tablets are becoming commonplace in our offices. With this new technology, it is possible to improve efficiency during an audit, allowing more audits to be conducted with fewer resources. There are opportunities and pitfalls that all companies should be aware of before embarking on a mobile software project. This talk will cover lessons learned at L’Oreal, FedEx and Grupo Bimbo about deploying mobile technology and conducting compliance audits in the workplace.
This document discusses fast close management challenges and outlook. It defines fast close as actions taken to accelerate financial closures while ensuring data quality. Some key points made include:
- Fast close involves thoroughly reviewing processes, tools, and rationalizing steps to reduce bottlenecks and speed up reporting.
- The objectives are to produce financial and operational information as quickly as possible to facilitate decision making.
- Implementing a fast close plan typically involves auditing the reporting process and defining action plans targeting people, processes, and systems.
- Actions may include improving training and communication, reengineering processes, and automating tasks with dedicated software.
This slideshow is about P4P model in health care and how it can transform the health care sector. It also talks about what is P4P it origin, budgeting methods, and how can it transform health care
The purpose of uploading this presentation is to share an example that how an internal energy team with basic resources can present the energy audit report to management.
IRJET- An Assessment of Role of Material Management in Construction ProjectsIRJET Journal
1) The document discusses the role and importance of material management in construction projects. Material management aims to ensure the right quality and quantity of materials are available when needed at a reasonable cost.
2) Materials make up 60-70% of total construction costs, so effective material management is essential to control costs and enhance productivity. Key aspects of material management include planning, purchasing, inventory control, receiving, inspection and value analysis.
3) Several factors can affect material management, such as design complexity, funding availability, price fluctuations, storage limitations, communication issues, site conditions, material handling problems and weather. Proper material management is important for completing projects on time and on budget.
This document summarizes a presentation given by Dunkin' Brands, Inc. on benefits auditing using Oracle Advanced Benefits. It implemented Oracle HRMS applications including Advanced Benefits in November 2007. Initial challenges included being new to the Oracle HRMS suite and lack of controls. The presentation highlights the need for auditing benefits configurations, life events, vendors, backfeeds, deductions, and adjustments. It demonstrates a custom Benefits Audit Workbench tool developed by Dunkin' Brands to proactively audit deductions and earnings, increase paycheck accuracy, and reduce employee issues. The tool identifies issues like flex spending account and deduction trending anomalies and missing initial payments.
ISA 540 (Revised) enhances audit requirements for accounting estimates with high estimation uncertainty. Key changes include emphasizing inherent risk factors like estimation uncertainty, complexity, and subjectivity in risk assessments. It introduces objectives-based work requirements focused on methods, assumptions, and data, and enhances requirements on controls testing and disclosures. The standard is intended to be scalable and promote professional skepticism. An implementation working group is providing support and guidance to facilitate adoption.
Internal Audit Best Practices for Safety, Environment, and Quality AuditsNimonik
Nimonik has seen a wide variety of internal Health, Safety, Environmental and Quality (HSEQ) audit programs. They seem to come in all shapes and sizes! Each company tends to focus on different risks and controls.
Whether your organization conforms to ISO 19011 or another internal audit standard, re-focusing your internal audit program on your risks, controls, and operational reality is a key driver for operational excellence.
On March 14th, John Wolfe shared insights from over 20 years as a hands-on HSE Director and as the Sr. Director of Operations Integrity Audit for a global Oil & Gas company. John outlined the attributes of an outstanding Internal audit program. He showed you how you can build out a program tailored to your operations and add tremendous value to your business.
Making Right Choices: Sustainability Assessment of TechnologiesPrasad Modak
The document provides an overview of the Sustainable Assessment of Technology (SAT) methodology. SAT integrates environmental, social, and economic considerations into technology assessment and selection. The document outlines the SAT methodology, which involves situational analysis, strategic assessment, operational assessment (screening, scoping, detailed assessment), and monitoring. It then provides an illustration of applying the SAT methodology to assess technology options for municipal solid waste management in a city. Key technology options are identified and assessed at the strategic level. Three options are then shortlisted and undergo detailed assessment using criteria across environmental, economic, and technical dimensions.
2008 Pioneering The Employment Services Audit In The Ontario College SectorNikhat Rasheed
The document summarizes Nikhat Rasheed's presentation on pioneering an employment services audit in the Ontario college sector. The presentation covers the history and purpose of the audit, defines auditing, discusses audit types and benefits, and compares different audit methodologies. It also includes information on developing an audit work plan and next steps.
Proven Paradigm for Creating Enterprise Project and Portfolio Management Adop...UMT
Capability Maturity Assessment is one of the tools consistently leveraged by Enterprise Project and Portfolio Manage-ment (EPM) practitioners in the creation of adoption roadmaps for organizations that are creating momentum for change with the objective of improving internal governance. Historically, the problem has been addressed in parallel at the Project, Program, or Portfolio levels, and in many cases the solutions devised have been independent of one anoth-er, potentially missing on integration aspects that could greatly improve overall results. In the past couple of years, new methodologies that attempt to encompass all three disciplines have been developed, including OPM3 from the PMI.
From a static to a dynamic bsc analysis – winston salem sanitation division Armando Vicente Tauro
This document discusses using system dynamics modeling to create a dynamic balanced scorecard for the Winston Salem Sanitation Division. It begins by identifying key variables like population, collection points, garbage accumulation and collection, workers, and service level indicators. Graphs show how these variables are related and influence each other. It also discusses using performance drivers and indexes to measure and influence variables like collection rates, productivity, customer satisfaction, and working hours. The purpose is to help analyze causal relationships between resources, activities and performance outcomes to improve decision making.
The document outlines the steps to build a business case for a technology project, including defining the initial scope and costs, reviewing functionality, measuring benefits, and covering the entire lifecycle of the solution. It provides examples of tangible benefits that can be quantified, such as cost reductions and process improvements, as well as strategic benefits like standardization, improved information flow, and regulatory compliance.
This document provides a summary of Jennifer R. Crossthwaite's qualifications and experience. It outlines her areas of expertise, technical skills, professional experience, and education. She has over 15 years of experience in operations management, quality assurance, financial modeling, and process improvement. Her previous roles include Quality Assurance Training Officer for the State of Nevada Public Employees' Benefits Program and Audit Team Administrative Assistant/Trainer for the State of Nevada Department of Taxation.
Jennifer Crossthwaite has over 15 years of experience in project management, systems implementation, operations management, and financial analysis. She has expertise in Microsoft applications, SAP, Oracle, and other systems. Her experience includes roles managing grants and new system implementation projects at Live Violence Free, improving processes and implementing quality assurance programs at the Nevada Public Employees' Benefits Program, streamlining audits and training staff in new software at the Nevada Department of Taxation, managing contracts and shipments in SAP at Microsoft Licensing, and adjudicating return claims and improving logistics processes at Xerox. She holds an MBA and BS in Business Management.
ROI of Training - Converting Value and Calculating ROIdmdk12
This document discusses methods for measuring the return on investment (ROI) of training programs by quantifying both tangible and intangible benefits. It distinguishes between "hard data" which are easy to quantify, like output increases or cost savings, and "soft data" which are more subjective, like employee satisfaction. Various methods are presented for assigning monetary values to soft benefits, including using historical records, expert estimates, and manager assessments. The document also covers calculating program costs and determining the financial payoff through metrics like benefit-cost ratio and ROI percentage.
This document provides an overview of project cost management processes including estimating costs, determining budgets, and controlling costs. It defines key terms like planned value, earned value, actual costs, and gives examples of how to calculate variances, performance indices, estimates to complete, and variance at completion. Methods for estimating costs like analogous, bottom-up, and parametric estimating are described. The importance of integrating cost, schedule and scope management is emphasized.
A comprehensive guide to us cma syllabus convertedshindeprahalad
Certified Management Accountant (CMA) is the highest level of certification in management accounting awarded by the Institute of Management Accountants (IMA), USA. The US CMA Course is globally recognized, advanced-level credential appropriate for accountants and financial professionals in the business.
Using market-based comparisons to drive transformation planning for a private healthcare hospital system. Are your technology costs in line with what best-practice outsourcing providers would charge for similar work? This is a case study showing how a market assessment led to a transformational roadmap - and the chance for a hospital system to save millions of dollars.
The document outlines the process taken by Gulf Chemical & Metallurgical Corporation to develop a new reliability-based maintenance system from scratch. It discusses conducting a needs assessment, designing and testing experiments, implementing costs, obtaining executive approval, training employees, cultural adoption, and adjusting to market changes over a multi-year process. The goal was to increase plant uptime and throughput through condition-based monitoring and an overall equipment effectiveness approach.
The document outlines the process of developing a reliability-based maintenance system from scratch at Gulf Chemical & Metallurgical Corporation. It discusses performing a needs assessment, designing and implementing a computerized maintenance management system (CMMS) and condition monitoring program, calculating the potential costs and savings, obtaining executive approval, training employees, and culturalizing the new reliability practices. Key steps included trialing software, developing standard operating procedures, and continuously measuring effectiveness and adapting to market changes.
AAA transformed their business process for handling service requests by implementing a service catalog. This provided a structured, automated workflow for requests and ensured tasks were handled correctly. It reduced request handling times from 11 days to same day and improved productivity by around 21%. AAA saw additional benefits like improved relationships between departments and increased employee satisfaction. They plan future improvements like setting service level agreements and increasing automation.
This presentation provides an example and specific sources for data to demonstrate measureable iprovments in productivity, quality and customer satisfaction.
This document discusses fast close management challenges and outlook. It defines fast close as actions taken to accelerate financial closures while ensuring data quality. Some key points made include:
- Fast close involves thoroughly reviewing processes, tools, and rationalizing steps to reduce bottlenecks and speed up reporting.
- The objectives are to produce financial and operational information as quickly as possible to facilitate decision making.
- Implementing a fast close plan typically involves auditing the reporting process and defining action plans targeting people, processes, and systems.
- Actions may include improving training and communication, reengineering processes, and automating tasks with dedicated software.
This slideshow is about P4P model in health care and how it can transform the health care sector. It also talks about what is P4P it origin, budgeting methods, and how can it transform health care
The purpose of uploading this presentation is to share an example that how an internal energy team with basic resources can present the energy audit report to management.
IRJET- An Assessment of Role of Material Management in Construction ProjectsIRJET Journal
1) The document discusses the role and importance of material management in construction projects. Material management aims to ensure the right quality and quantity of materials are available when needed at a reasonable cost.
2) Materials make up 60-70% of total construction costs, so effective material management is essential to control costs and enhance productivity. Key aspects of material management include planning, purchasing, inventory control, receiving, inspection and value analysis.
3) Several factors can affect material management, such as design complexity, funding availability, price fluctuations, storage limitations, communication issues, site conditions, material handling problems and weather. Proper material management is important for completing projects on time and on budget.
This document summarizes a presentation given by Dunkin' Brands, Inc. on benefits auditing using Oracle Advanced Benefits. It implemented Oracle HRMS applications including Advanced Benefits in November 2007. Initial challenges included being new to the Oracle HRMS suite and lack of controls. The presentation highlights the need for auditing benefits configurations, life events, vendors, backfeeds, deductions, and adjustments. It demonstrates a custom Benefits Audit Workbench tool developed by Dunkin' Brands to proactively audit deductions and earnings, increase paycheck accuracy, and reduce employee issues. The tool identifies issues like flex spending account and deduction trending anomalies and missing initial payments.
ISA 540 (Revised) enhances audit requirements for accounting estimates with high estimation uncertainty. Key changes include emphasizing inherent risk factors like estimation uncertainty, complexity, and subjectivity in risk assessments. It introduces objectives-based work requirements focused on methods, assumptions, and data, and enhances requirements on controls testing and disclosures. The standard is intended to be scalable and promote professional skepticism. An implementation working group is providing support and guidance to facilitate adoption.
Internal Audit Best Practices for Safety, Environment, and Quality AuditsNimonik
Nimonik has seen a wide variety of internal Health, Safety, Environmental and Quality (HSEQ) audit programs. They seem to come in all shapes and sizes! Each company tends to focus on different risks and controls.
Whether your organization conforms to ISO 19011 or another internal audit standard, re-focusing your internal audit program on your risks, controls, and operational reality is a key driver for operational excellence.
On March 14th, John Wolfe shared insights from over 20 years as a hands-on HSE Director and as the Sr. Director of Operations Integrity Audit for a global Oil & Gas company. John outlined the attributes of an outstanding Internal audit program. He showed you how you can build out a program tailored to your operations and add tremendous value to your business.
Making Right Choices: Sustainability Assessment of TechnologiesPrasad Modak
The document provides an overview of the Sustainable Assessment of Technology (SAT) methodology. SAT integrates environmental, social, and economic considerations into technology assessment and selection. The document outlines the SAT methodology, which involves situational analysis, strategic assessment, operational assessment (screening, scoping, detailed assessment), and monitoring. It then provides an illustration of applying the SAT methodology to assess technology options for municipal solid waste management in a city. Key technology options are identified and assessed at the strategic level. Three options are then shortlisted and undergo detailed assessment using criteria across environmental, economic, and technical dimensions.
2008 Pioneering The Employment Services Audit In The Ontario College SectorNikhat Rasheed
The document summarizes Nikhat Rasheed's presentation on pioneering an employment services audit in the Ontario college sector. The presentation covers the history and purpose of the audit, defines auditing, discusses audit types and benefits, and compares different audit methodologies. It also includes information on developing an audit work plan and next steps.
Proven Paradigm for Creating Enterprise Project and Portfolio Management Adop...UMT
Capability Maturity Assessment is one of the tools consistently leveraged by Enterprise Project and Portfolio Manage-ment (EPM) practitioners in the creation of adoption roadmaps for organizations that are creating momentum for change with the objective of improving internal governance. Historically, the problem has been addressed in parallel at the Project, Program, or Portfolio levels, and in many cases the solutions devised have been independent of one anoth-er, potentially missing on integration aspects that could greatly improve overall results. In the past couple of years, new methodologies that attempt to encompass all three disciplines have been developed, including OPM3 from the PMI.
From a static to a dynamic bsc analysis – winston salem sanitation division Armando Vicente Tauro
This document discusses using system dynamics modeling to create a dynamic balanced scorecard for the Winston Salem Sanitation Division. It begins by identifying key variables like population, collection points, garbage accumulation and collection, workers, and service level indicators. Graphs show how these variables are related and influence each other. It also discusses using performance drivers and indexes to measure and influence variables like collection rates, productivity, customer satisfaction, and working hours. The purpose is to help analyze causal relationships between resources, activities and performance outcomes to improve decision making.
The document outlines the steps to build a business case for a technology project, including defining the initial scope and costs, reviewing functionality, measuring benefits, and covering the entire lifecycle of the solution. It provides examples of tangible benefits that can be quantified, such as cost reductions and process improvements, as well as strategic benefits like standardization, improved information flow, and regulatory compliance.
This document provides a summary of Jennifer R. Crossthwaite's qualifications and experience. It outlines her areas of expertise, technical skills, professional experience, and education. She has over 15 years of experience in operations management, quality assurance, financial modeling, and process improvement. Her previous roles include Quality Assurance Training Officer for the State of Nevada Public Employees' Benefits Program and Audit Team Administrative Assistant/Trainer for the State of Nevada Department of Taxation.
Jennifer Crossthwaite has over 15 years of experience in project management, systems implementation, operations management, and financial analysis. She has expertise in Microsoft applications, SAP, Oracle, and other systems. Her experience includes roles managing grants and new system implementation projects at Live Violence Free, improving processes and implementing quality assurance programs at the Nevada Public Employees' Benefits Program, streamlining audits and training staff in new software at the Nevada Department of Taxation, managing contracts and shipments in SAP at Microsoft Licensing, and adjudicating return claims and improving logistics processes at Xerox. She holds an MBA and BS in Business Management.
ROI of Training - Converting Value and Calculating ROIdmdk12
This document discusses methods for measuring the return on investment (ROI) of training programs by quantifying both tangible and intangible benefits. It distinguishes between "hard data" which are easy to quantify, like output increases or cost savings, and "soft data" which are more subjective, like employee satisfaction. Various methods are presented for assigning monetary values to soft benefits, including using historical records, expert estimates, and manager assessments. The document also covers calculating program costs and determining the financial payoff through metrics like benefit-cost ratio and ROI percentage.
This document provides an overview of project cost management processes including estimating costs, determining budgets, and controlling costs. It defines key terms like planned value, earned value, actual costs, and gives examples of how to calculate variances, performance indices, estimates to complete, and variance at completion. Methods for estimating costs like analogous, bottom-up, and parametric estimating are described. The importance of integrating cost, schedule and scope management is emphasized.
A comprehensive guide to us cma syllabus convertedshindeprahalad
Certified Management Accountant (CMA) is the highest level of certification in management accounting awarded by the Institute of Management Accountants (IMA), USA. The US CMA Course is globally recognized, advanced-level credential appropriate for accountants and financial professionals in the business.
Using market-based comparisons to drive transformation planning for a private healthcare hospital system. Are your technology costs in line with what best-practice outsourcing providers would charge for similar work? This is a case study showing how a market assessment led to a transformational roadmap - and the chance for a hospital system to save millions of dollars.
The document outlines the process taken by Gulf Chemical & Metallurgical Corporation to develop a new reliability-based maintenance system from scratch. It discusses conducting a needs assessment, designing and testing experiments, implementing costs, obtaining executive approval, training employees, cultural adoption, and adjusting to market changes over a multi-year process. The goal was to increase plant uptime and throughput through condition-based monitoring and an overall equipment effectiveness approach.
The document outlines the process of developing a reliability-based maintenance system from scratch at Gulf Chemical & Metallurgical Corporation. It discusses performing a needs assessment, designing and implementing a computerized maintenance management system (CMMS) and condition monitoring program, calculating the potential costs and savings, obtaining executive approval, training employees, and culturalizing the new reliability practices. Key steps included trialing software, developing standard operating procedures, and continuously measuring effectiveness and adapting to market changes.
AAA transformed their business process for handling service requests by implementing a service catalog. This provided a structured, automated workflow for requests and ensured tasks were handled correctly. It reduced request handling times from 11 days to same day and improved productivity by around 21%. AAA saw additional benefits like improved relationships between departments and increased employee satisfaction. They plan future improvements like setting service level agreements and increasing automation.
This presentation provides an example and specific sources for data to demonstrate measureable iprovments in productivity, quality and customer satisfaction.
This feasibility study evaluates implementing new systems and processes for High Point Living's Accounts Payable department. It finds the proposed changes are operationally, technically, and schedulably feasible. However, the economic feasibility finding notes the proposed $120,000 budget is not sufficient and recommends proceeding with an increased $200,000 budget to realize the projects benefits, which include increased efficiency and reduced lost revenue.
The document discusses financial management for IT services. It describes how FM ensures IT solutions meet requirements and are cost-effective. FM provides cost visibility, optimization, and cost recovery. Its goals are cost-effective stewardship, fully accounting for IT spend, and assisting management decisions. FM scope includes identifying assets/activities, developing budgets, analyzing costs/benefits of changes, and developing chargeback methods. Key definitions and an overview of FM components are also provided.
This document describes an audit and compliance management software called ARC that helps skilled nursing facilities achieve complete compliance with CMS regulations. It contains over 40 audit modules covering all regulatory areas. The software facilitates auditing, committee review of results, and corrective action tracking. It provides templates and automatically generates documents. Using ARC can significantly reduce facilities' costs and risks of fines while optimizing revenue.
Strong technology manager who excels at understanding customer requirements and who utilizes technology and best practices to achieve company goals; utilizing existing applications to streamline and improve performance transparency. Extremely passionate with respect to process improvement, implementing best practices and accurate reporting resulting in actively being sought after by clients. International and domestic expertise in process improvement and application deployment. Repeatedly reduced costs increased productivity and expanded marketability using a technological approach to implementing software solutions across multicultural environments.
Lean IT... here's how we use activity based costing, total quality and process re engineering to drive quality up, cost down and redirect IT spend from support to strategic investments
0903 pacific gas and electric companys bpc projectsSilas Musakali
PG&E is implementing SAP's Business Planning and Consolidation (BPC) software to improve its budgeting, planning, and forecasting processes. Key objectives are to reduce cycle times, enable driver-based planning, and provide better financial insight. PG&E selected BPC because it integrates well with its existing SAP systems and data, and provides the required functionality through an intuitive Excel interface. Implementation will be phased and focus first on mature processes. The roles, responsibilities, and timeline for the 2011 implementation were outlined.
Business Case Templatewww.ProjectManagementDocs.comBusines.docxhumphrieskalyn
Business Case Template
www.ProjectManagementDocs.com
Business Case Template
This Business Case Template is free for you to copy and use on your project and within your organization. We hope that you find this template useful and welcome your comments. Public distribution of this document is only permitted from the Project Management Docs official website at:
www.ProjectManagementDocs.com
Business Case
<Project Name>
Company Name
Street Address
City, State Zip Code
Date
Table of Contents
21.Executive Summary
21.1.Issue
21.2.Anticipated Outcomes
31.3.Recommendation
31.4.Justification
42.Business Case Analysis Team
43.Problem Definition
43.1.Problem Statement
53.2.Organizational Impact
53.3.Technology Migration
64.Project Overview
64.1.Project Description
74.2.Goals and Objectives
74.3.Project Performance
84.4.Project Assumptions
84.5.Project Constraints
84.6.Major Project Milestones
95.Strategic Alignment
96.Cost Benefit Analysis
107.Alternatives Analysis
118.Approvals
1. Executive Summary
This section should provide general information on the issues surrounding the business problem and the proposed project or initiative created to address it. Usually, this section is completed last after all other sections of the business case have been written. This is because the executive summary is exactly that, a summary of the detail that is provided in subsequent sections of the document.
This business case outlines how the Web Platform (WP) Project will address current business concerns, the benefits of the project, and recommendations and justification of the project. The business case also discusses detailed project goals, performance measures, assumptions, constraints, and alternative options.
1.1. Issue
This section should briefly describe the business problem that the proposed project will address. This section should not describe how the problem will be addressed, only what the problem is.
Because of an expanding client base, Smith Consulting has moved to a de-centralized business model over the last 2 years. As we continue to support more clients in more locations, the administration of our workforce has become more difficult. Until now, many of our internal requirements such as reporting, payroll activities, and resource management have been done via legacy mainframe systems. As our workforce expands in numbers and area, these legacy mainframe systems have become inadequate to effectively manage these administrative activities. This inadequacy is manifested in higher costs and increased employee turnover which we have seen over the last 12 months. In order to more effectively manage our administration, reduce costs, and improve employee turnover, Smith Consulting must move to a web-based application as outlined in this business case for the WP Project. By doing so, employees will assume a greater role in managing their administrative issues, have access to timesheets securely online, and the company can manage its administrat ...
Business Case Templatewww.ProjectManagementDocs.comBusines.docxRAHUL126667
This document provides a template for a business case outlining the Web Platform Project for Smith Consulting. The summary includes:
- The project will address issues with an aging mainframe system for managing payroll/administration by migrating to a new web-based system.
- Benefits will include reduced costs, improved reporting/accuracy, and increased employee autonomy.
- The project recommendations, goals, costs/benefits, alternatives considered, and high-level implementation plan are presented across multiple sections.
The document proposes implementing Milliman's Cite Auto Authorization software to automate utilization review (UR) for medical necessity authorizations. This would create efficiencies for both the health plan (GHP) and providers by allowing providers to electronically submit authorization requests and often receive immediate automated responses. The software uses clinical guidelines and member eligibility to automatically authorize procedures, reducing administrative burdens. Key deliverables include contracting, developing processes, testing, training, and technical setup. Potential benefits include saving 2 FTE positions, expedited responses, and increased provider satisfaction while maintaining UR controls. The estimated first year costs are $200,000 and savings of $92,000-140,000 from automating 10,000-15,000
2. Tennessee Board of Regents Office of Community Colleges
Business Process Model Project Efficiency Impact Report 2
BPM Efficiency Impact Report
Overview
The Business Process Model (BPM) Project, guided by the Complete College Tennessee Act, is
designed to standardize select administrative processes across the community college system. As
of November 2014, two of the three phases - process design and training – for the project have
been completed. The final phase – implementation – will start with an assessment of
implementation and impact across the community college system. A survey was administered to
all campus-functional members (finance, financial aid, HR/Payroll, admissions/records, and
student accounts receivable) to collect data related to implementation. The instrument was also
designed to capture any estimates of potential gains in efficiency, as a result of implementation.
This report will highlight the outcomes and implications of the responses to this survey.
The efficiency framework for the assessment is based on four measurements – cost, workload,
quality, and capacity. The survey instrument included questions related to efficiency for each
individual process. Each efficiency category included a question about the impact
(positive/neutral/negative) of each process standard, and any measurable estimates of this impact
based on a list of defined metrics: annual dollars saved, annual hours saved, process-specific
reduction in errors, and annual changes in processing volume. The responses of the participants
served as the basis for this report, which offers some preliminary evidence of the overall impact
of the BPM Project for individual institutions, as well as the collective system.
Based on the preliminary analysis of the data, there is evidence of efficiency gains related to the
outcomes of the BPM Project. There is an estimated positive impact of more than $200,000 in
annual cost savings per institution. Workload, quality, and capacity improvements were also
reported. Based on the average reported measurements, the aggregate outcome for these
efficiency factors are estimated to save 16,000 hours annually, reduce errors (2.7%), and increase
capacity in many areas. While these outcomes represent reported estimates, the evidence suggests
some gains can possibly be significant for a given institution, from many different perspectives
on efficiency. This report will highlight the significant gains of each functional area, with some
background on how these process standards provide the opportunity for campuses to become
more efficient.
BPM Efficiency Impact (Annual Estimates per Campus)
Avg. Savings
(Totals)
Avg. Saved
Hours (Totals)
Error Rates
(Avg.)
Increase in
Capacity (Avg.)
Finance $(9,883) ‐118.33 0.4% 15
Financial Aid 89,826 5,800.29 5.2% 510
HR/Payroll 77,001 ‐75.83 1.5% 2
SAR 19,300 1,437.33 4.5% 179
Student $39,902 8,960.83 2.0% 676
Total $216,146 16,004.29 2.7% 276
3. Tennessee Board of Regents Office of Community Colleges
Business Process Model Project Efficiency Impact Report 3
Finance
The finance functional area, according to the survey responses, experienced the lowest outcome
for efficiency, resulting in an aggregate annual dollar loss of nearly $10,000. The new
standardized processes for finance have also shown evidence of potentially taking more time than
existing practices on campus. The negative impact may be the result of additional resources
necessary in this area to create efficiencies in other areas of the institution. However, there appear
to be possible gains in quality, which was the primary focus of designing processes for this group
– reporting accuracy. Given the small amount of units processed for this group, the gains in
capacity were insignificant.
Finance Processes
(Averages based on survey responses)
Cost Hours Quality Capacity
Grants Module $(5,533) ‐70 0.5% 0
Inception‐to‐date reporting for construction projects ‐ ‐55 1.5% 0
Indirect cost (Facilities & Administrative costs)
automated calculations
(500) ‐3.3 1.0% 0
Banner Effort Certification for Reporting on Sponsored
Projects
‐ 0 0.0% 0
Self‐service Banner for Budget Transfer Requests (2,850) ‐80 1.0% 200
Running daily accounts receivable reconciliation
schedules
‐ 0 0.0% 0
Expanded Approval Queues for Capital items to ensure
proper asset management
‐ 0 0.0% 0
Components and Attachments to accurately generate
asset tags
4,000 50 1.0% 0
Automated Year‐end Schedules (5,000) 40 0.0% 0
Banner's Supplemental Data Engine ‐ 0 0.0% 0
UC4 for automated job scheduling ‐ 0 0.0% 0
Banner Workflow ‐ 0 0.0% 0
BDM and/or Reports Manager $‐ 0 0.0% 0
Total $(9,883) ‐118 0.4% 15.4
4. Tennessee Board of Regents Office of Community Colleges
Business Process Model Project Efficiency Impact Report 4
Financial Aid
The financial aid function represents the largest evidence of the total potential annual cost
efficiency gains reported by the campus-functional members. Efficiency related to soft savings
also showed the potential of performance improvements. The gains across the different processes
were evenly distributed, with some items showing evidence of a potential increase in annual cost.
The most significant cost improvements centered on the use of Banner to handle and automate
functions related to customer service and financial transactions with outside organizations. As an
example of the gains from these features, the TD Client process now allows each campus to
utilize a new software application developed by the federal government to manage data and
financial transactions. This new process significantly reduces the time necessary to handle these
transactions, and also reduces the errors associated with two-way data transfers. Given the
volume of customers, paperwork, and transactions associated with the financial aid function, the
gains in efficiency are an expected outcome for an office with norms of manual and labor-
intensive processes.
Financial Aid Processes (Averages based on survey responses) Cost Hours Quality Capacity
Period/Algorithmic Budgeting $625 17 6.4% 380
Algorithmic Packaging to package financial aid awards (170) ‐12 4.6% 475
Banner's Attending Hours functionality (292) 153 5.3% 400
Self‐Service Banner to allow students to view their financial aid
status and accept their aid
4,220 888 9.1% 567
Self‐Service Banner to for Title IV Authorizations (Questions and
Answers tab in SSB)
2,972 1003 7.2% 567
EARLINK to link your tracking requirements updated on BDM 5,400 265 4.1% 467
TD Client 8,369 548 3.7% 800
Roane State Alerts Bolt‐on 3,250 194 4.3% 633
Summer Pell Awards Automation (417) 1270 4.1% 700
Banner for Transfer Monitoring 729 0 3.8% 267
Banner for Student Employment (917) 78 3.3% 182
Banner for Return of Title IV 13,059 392 3.4% 400
Third Party Contracts in Financial Aid using Banner functionality 2,000 100 11.8% 500
Banner's Supplemental Data Engine 2,501 200 5.3% 351
UC4 for automated job scheduling 33,829 188 3.5% 667
Workflow 2,501 101 5.3% 351
BDM and/or Reports Manager 10,000 267 4.4% 933
Reports Manager $2,167 150 3.8% 533
Total $89,826 5800 5.2% 510
5. Tennessee Board of Regents Office of Community Colleges
Business Process Model Project Efficiency Impact Report 5
Human Resources/Payroll
The Human Resources/Payroll function responses show the second highest annual cost savings
total. However, the results (estimates) for annual workload (hours) efficiencies were the second
lowest, revealing a negative impact. The negative impact on workload may be the result of
additional resources necessary in this area to create efficiencies in other areas of the institution.
The work to automate processes for faculty contracts is an example of a potential increase in
workload for the HR/Payroll function. In terms of quality and capacity impact, quality show
significant signs of error reduction for the HR/Payroll processes (1.5 errors per 100 processed),
and virtually no impact on annual capacity improvements. While the results appear mixed, the
outcomes of this survey show realistic promise for this functional area. The cost impacts are
driven by a move to paperless processes and transactions. The increase in hours, more than likely,
is a result of more technical responsibilities and new procedural adjustments to review data and
information. Quality, in alignment with the cost impacts, is possibly attributed to fewer manual
processes related to data entry. Finally, the insignificant impact of capacity could possibly be a
reflection of moderate volume volatility, with respect to processing contracts or applications.
HR/Payroll Processes (Averages based on
survey responses)
Cost Hours Quality Capacity
Position Budgeting $1 0 0.0% 0
Encumbering salaries ‐ 0 0.0% 0
Salary Planner 5,000 100 0.0% 0
FLAC for Adjuncts 25,001 ‐18 5.3% 0
FLAC For Full Time Faculty 5,000 ‐123 3.5% 20
Workflow for FLAC approvals 5,000 ‐98 0.0% 0
Electronic Personnel Action Forms (EPAF) ‐ 0 0.0% 0
Banner's Supplemental Data Engine 999 0 2.0% 0
UC4 for automated job scheduling ‐ 0 0.0% 0
Workflow 5,000 ‐250 1.0% 0
BDM and/or Reports Manager 21,000 513 3.0% 0
Reports Manager ‐ 0 0.0% 0
Web Time Entry $10,000 ‐200 5.0% 0
Total $77,001 ‐76 1.5% 2
6. Tennessee Board of Regents Office of Community Colleges
Business Process Model Project Efficiency Impact Report 6
Student Accounts Receivable
The efficiency outcomes for the student accounts receivable processes were positive in every
area. Based on the survey responses, the cost impact of these standardized processes show the
potential for nearly a $20,000 savings annually per campus. In terms of soft savings, there is
some evidence of a positive impact in all three areas – workload, quality, and capacity. The
improvements centered on a higher utilization of baseline Banner, leveraging automation, and
adopting a common approach to billing and collection strategies.
SAR Processes (Averages based on survey responses) Cost Hours Quality Capacity
TSACONT/TSAACCT to build a contract and assign
students to the contract
$1,000 0 2.0% 20
TSRCBIL at least daily to apply contract credits for all
applicable terms using UC4
‐ 0 2.0% 0
TSACPDT to designate which students are covered by a
particular third party payment
2,000 0 3.0% 100
TSACONR with "Data Extract" for contract reconciliation 3,000 ‐50 1.5% 500
TSRTBIL with Form‐Fusion® or ARGOS® to create the
majority of your contractor bills
100 12 1.0% 100
TSRROLL to copy contract rules ‐ 0 0.0% 0
ARGOS or Banner's Student/Bill with Form Fusion to
produce bills for currently enrolled students
10,000 50 1.0% 50
ARGOS or Banner with Form‐Fusion to produce a student
statement for students no longer enrolled
1,000 125 2.0% 262.5
ARGOS or Banner Population Selection to select groups of
students for billing and/or collection processing
‐ 500 32.0% 250
ARGOS or Banner Letter Generation to produce collection
letters
3,700 600 5.0% 750
TGPHOLD to automate putting students on hold as they
move into collection or write off status
2,000 1025 5.3% 300
Banner payment plan functionality for tracking payment
plans of students no longer enrolled
(500) ‐850 27.5% 50
Recommended Banner processes each evening using UC4
to insure proper maintenance of student accounts
including TGRUNAP
‐ 0 0.0% 0
TSRRFND to automatically post the majority of your
student refunds
‐ 0 5.0% 0
Population selection as needed to manage refunding
groups
1,000 125 2.7% 1200
Banner's Supplemental Data Engine ‐ 0 0.0% 0
UC4 for automated job scheduling ‐ 0 0.0% 0
Workflow ‐ 0 0.0% 0
BDM and/or Reports Manager (4,000) ‐100 0.0% 0
Reports Manager $‐ 0 0.0% 0
Total $19,300 1437 4.5% 179
7. Tennessee Board of Regents Office of Community Colleges
Business Process Model Project Efficiency Impact Report 7
Student (Admissions & Records)
The efficiency outcomes for the student (admissions and records) processes were positive in
every area. Based on the survey responses, the cost impact of these standardized processes show
the potential for nearly a $40,000 savings annually per campus. In terms of soft savings, there is
some evidence of a positive impact in all three areas – workload, quality, and capacity. The
improvements centered on the use of automation for daily routines and scheduled
communication. The group also transitioned their approach to storing documents by using
document management at the beginning of the process to improve processing times, instead of
scanning documents at the end of the process for archival purposes.
Student Processes (Averages based on survey responses) Cost Hours Quality Capacity
Loading Application Data electronically using baseline Banner $1 50 10.0% ‐
Accepting Online Payments through the Banner Self‐Service
application
‐ 1 1.0% 1
Banner's Automated Decision Processing 3,000 800 3.0% 15,000
Creating Recruitment records from ISIR data loads to track
prospects
‐ ‐ 0.0% ‐
Banner's Recruiting Module and Web for Prospect
functionality
‐ ‐ 0.0% ‐
Banner's Self‐Service Admissions Applications ‐ ‐ 0.0% ‐
Argos for managing select lists and formatting applicant
correspondence
‐ 100 0.0% ‐
Banner's Supplemental Data Engine ‐ ‐ 0.0% ‐
UC4 for automated job scheduling of jobs, letters, or reports
in the area of Recruiting and Admissions
‐ 150 0.0% ‐
Workflow for any recruiting/admissions processes and/or
notifications
‐ 100 0.0% ‐
BDM and/or Reports Manager ‐ 50 0.0% ‐
Reports Manager ‐ ‐ 0.0% ‐
Workflow for Student Initiated Grade Changes ‐1,500 ‐484 ‐2.3% ‐1,000
Workflow to automate updates and notifications for
Canceled Courses
‐5,000 ‐1,000 ‐10.0% ‐1,000
Customized Registration Error Messages to alert students 5,000 1,000 ‐10.0% 1,000
Banner's Early Alert Functionality (Faculty Feedback) ‐5,000 ‐1,000 ‐10.0% ‐1,000
Banner's Self‐Service Transcript Requests 5,000 1,000 10.0% 1,000
Banner's Web for Proxy to allow parental/employer/sponsor
access to Student Self Service
5,000 1,000 10.0% 1,000
Banner's Transfer Articulation Module 5,000 1,000 10.0% 1,000
Transfer catalog import/export functionality to transfer
course catalog information from other Banner schools
5,000 1,000 5.5% 850
Banner's Supplemental Data Engine 5,000 1,000 10.0% 1,000
UC4 for automated job scheduling for registration‐related
jobs, letters, or reports
5,000 1,000 10.0% 1,000
Workflow ‐5,000 1,000 ‐10.0% 1,000
BDM and/or Reports Manager 5,000 1,000 10.0% 1,000
Reports Manager? 5,000 ‐ 10.0% 1,000
Workflow for Student Curriculum Changes $2,333 ‐ ‐3.3% ‐
Self‐Service Banner to provide students an online Graduation
Application
‐ 27 0.3% 233
8. Tennessee Board of Regents Office of Community Colleges
Business Process Model Project Efficiency Impact Report 8
Student Processes (Averages based on survey responses) Cost Hours Quality Capacity
Mass Entry/Update form to process changes to graduation
status
400 167 0.3% 233
Workflow to improve Graduation
processing/communications
667 ‐ ‐6.3% ‐
Automated Incomplete Grade processing ‐ ‐ ‐10.0% ‐
CAPP (Walter's State model for XML output; or XML output
based on XSL style sheets)
‐ ‐ 0.3% 233
Banner's Supplemental Data Engine 5,000 1,000 0.0% ‐
UC4 for automated job scheduling, letters, or reports in the
areas of Catalog, Schedule, or Graduation/Degree Conferral
‐5,000 ‐1,000 10.0% 1,000
Workflow 5,000 1,000 ‐10.0% ‐433
BDM and/or Reports Manager ‐ ‐ 10.0% 1,000
Reports Manager $‐ ‐ 33.3% 233
Total $39,902 8,961 2.0% 676
Conclusion
There is preliminary evidence of significant gains in efficiency across the community college
system. The potential estimated gains in efficiency total more than $2.8 million in annual savings
for the community college system. From a soft savings perspective, the impact of the BPM
Project could potentially save the community college system more than 16,000 hours annually,
reduce errors for certain processes, and increase the capacity to accommodate future growth and
demand. To validate the outcomes of these estimates, each functional area was sent a summary
table showing the calculations for each process, and asked to verify the validity of these
estimates. To date, the responses have affirmed the validity of these estimates.
While the outcomes of this study show evidence of improvements in efficiency, the assumptions
made about how these improvements can be realized at each campus must factor several
constraints and realities. One, the cost savings (estimated) reported in this study come mainly
from a reduction in some form of consumption – part-time hours, user fees, materials, etc. These
savings may be repurposed in other areas, which may not be clearly apparent from a budgetary
perspective. Two, the reduction of hours spent managing these processes may not result in lower
part-time costs or an elimination of a position. This may be due to an absorption of these free
hours by other resource-strained processes within a particular office. Three, the ability to realize
gains in capacity will be highly dependent on the probability of production volumes increasing in
the future. For small institutions, and functional areas with stable volume loads, the probability of
experiencing these gains is low. As an overall measurement of potential gains, the level of
efficiency improvement will vary due to (1) the level of preexisting inefficiency at each campus,
(2) the required technical skill and expertise within each office, and (3) the extent of procedural
change necessary to adopt these new process standards.
Overall, the results show good evidence of a positive impact from the BPM Project. The initial
investment for this project totals close to $1.5 million. Given the projections of more than a $2.8
million reduction in system-wide annual cost, not including the reduction in hours and increase in
capacity, the investment could be more than covered after the first year of full implementation
across the system. Moving forward, the savings realized from this effort show promise of
providing campuses with excess capacity to improve customer service, and allowing them to
better accommodate new initiatives related to student success. Equally as important, the effort has
produced a culture of continuous improvement necessary to realize even more savings in the
future, as well as accommodate new administrative demands.