Process Level Improvements Business process reengineering (BPR) is the analysis and redesign of workflow within and between

enterprises. The authors promoted the idea that sometimes radical redesign and reorganization of an enterprise (wiping the slate clean) was necessary to lower costs and increase quality of ser ice and that information technology was the key enabler for that radical change. !ammer and "hampy felt that the design of workflow in most large corporations was based on assumptions about technology# people# and organizational goals that were no longer alid. They suggested se en principles of reengineering to streamline the work process and thereby achie e significant le els of impro ement in quality# time management# and cost$ %. &rganize around outcomes# not tasks. '. (dentify all the processes in an organization and prioritize them in order of redesign urgency. ). (ntegrate information processing work into the real work that produces the information. *. Treat geographically dispersed resources as though they were centralized. +. ,ink parallel acti ities in the workflow instead of -ust integrating their results. .. Put the decision point where the work is performed# and build control into the process. /. "apture information once and at the source. Lean Six Sigma 0 business impro ement methodology that ma1imizes shareholder alue by achie ing the fastest rate of impro ement in customer satisfaction# cost# quality# process speed# and in ested capital. 2i1 2igma impro ement methods is required because$ 3 ,ean cannot bring a process under statistical control 3 2i1 2igma alone cannot dramatically impro e process speed or reduce in ested capital 3 Both enable the reduction of the cost of comple1ity. 2i1 2igma supporters point out that ,ean fails to address key concepts like customer needs and ariation. Both sides are right. 4et these arguments are more often used to ad ocate choosing one o er the other# rather than to support the more logical conclusion that we blend ,ean and 2i1 2igma. Quality Assurance / Quality Control 5uality assurance (50) is a set of acti ities whose purpose is to demonstrate that an entity meets all quality requirements. 50 acti ities are carried out in order to inspire the confidence of both customers and managers 5uality control is a set of acti ities or techniques whose purpose is to ensure that all quality requirements are being met. (n order to achie e this purpose# processes are monitored and performance problems are sol ed.

The Lifecycle Performance Management it pro ides all of the processes# techniques and frameworks to implement a successful go ernment performance solution. The &rganizational Performance and Best Practices 0nalysis will identify your strengths# weaknesses# and cost sa ings opportunities# and will plan out the e1act steps to reaching your performance goals. Activity Level Improvements 2trategy 6apping is the process of diagramming how an organization creates alue by connecting strategic ob-ecti es in e1plicit cause7and7effect relationship with each other in the four B2" ob-ecti es (financial# customer# processes# learning and growth) !u"get Cross#al$s# commonly used in finance and budgeting# con ert one set of alues to another by applying a specific set of business rules and can describe the relationship between the budget8s allocated funds and the programs those funds are e1pected to impact. 9sed in the :ederal Budget Process# Budget "rosswalks are defined as a# ;term for the allocation of budget authority and outlay amounts in a budget resolution to congressional committees according to their -urisdictions and the committees< subdi ision of those amounts among their programs or subcommittees.= 0cti ity Based "osting (0B") is an alternati e to the traditional way of accounting. Traditionally it is belie ed that high olume customers are profitable customers# a loyal customer is also a profitable one# and profits will follow a happy customer. 2tudies on customer profitability ha e un eiled that the abo e is not necessarily true. 0B" is a costing model that identifies the cost pools# or acti ity centers# in an organization and assigns costs to products and ser ices (cost dri ers) based on the number of e ents or transactions in ol ed in the process of pro iding a product or ser ice Activity !ase" Management (0B6) is a discipline that focuses on the management of acti ities as a way to impro e customer alue and profit. 0B6 includes cost dri er analysis# acti ity analysis# and performance measurement. The 6ost >fficient &rganization (6>&) is management8s ;bid= to perform a certain function. (f the 6>& wins an 07/. competition# it succeeds or takes o er the work of the e1isting go ernment function. The President8s 6anagement 0genda urges federal leadership to ;compete= functions that are commercial in nature. %inancial Management is the ?planning# directing# monitoring# organizing# and controlling of the monetary resources of an organization. The &ffice of :ederal :inancial 6anagement (&::6) was created within the &ffice of 6anagement and Budget (&6B) by the "hief :inancial &fficers (":&) 0ct of %@@A. &::6# led by the &6B "ontroller under the direction of the Beputy Birector for 6anagement# is responsible for the financial management policy of the :ederal Co ernment

The Strategic Prioriti&ation an" Planning (2P') process is an e olution of5uality >ngineering 6ethods# including 5uality :unction Beployment and Besign for 2i1 2igma# and incorporates arious dynamic aspects to form a portable and powerful decision making en ironment. The process can be tailored to any desired le el of detail to enhance the decision making process for in estment strategies as more information becomes a ailable. The end product allows for ;what if= games to be played through a dynamic and interacti e en ironment and the results of the process can be the foundation for detailed strategic road mapping and quantitati e technology assessments and tracking. 2P' is a li ing process that should guide strategic planning and be continuously updated as a program e ol es. Portfolio Analysis is a method to impro e Co ernment business practices by analyzing a portfolio of systems as a whole# rather than analyzing indi idual acquisition programs. Portfolio analysis is the art and science of allocating scarce resources to satisfy strategic ob-ecti es. !usiness Case Analysis is a method companies use for pro-ect selection. (t analyzes how fulfilling the business case for the pro-ect will implement the corporate strategy and sustain the competiti e ad antage of the company. Performance'!ase" !u"geting is a results focused planning and budgeting framework which focuses on three elements$ the strategy (how to achie e outcome)# outputs (acti ities to achie e final outcome)# and the result (final outcome). Performance budgets use missions# goals and ob-ecti es to -ustify funding. Through the allocation of resources# performance7based budging achie es specific ob-ecti es based on program goals and measured results. (ecision Support Systems Becision 2upport 2ystems include software# frameworks and other tools that can be used as part of a structured decision7making process. Types of decision support systems include information control models# paradigm models# decision models# simulation models# isualization models and process models.

Becision 2upport 2ystems and Tools :ramework