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Global Business Blueprint Summary

Global Business Blueprint Summary. January 28, 2004. Presenters: Laurie Dempsey, CBP Lois McCluskey, eCP. Objectives Laurie Dempsey Executive summary Laurie Dempsey Background Laurie Dempsey Scope Laurie Dempsey Approach Lois McCluskey TSN involvement Lois McCluskey

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Global Business Blueprint Summary

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  1. Global Business Blueprint Summary January 28, 2004 Presenters: Laurie Dempsey, CBP Lois McCluskey, eCP

  2. Objectives Laurie Dempsey Executive summary Laurie Dempsey Background Laurie Dempsey Scope Laurie Dempsey Approach Lois McCluskey TSN involvement Lois McCluskey Key takeaways Lois McCluskey Table of Contents

  3. The objective for this session is to: Provide a summarized information to TSN meeting participants The purpose of this presentation is to: Reiterate key concepts for Global Business Blueprint (GBB) Communicate key takeaways Objectives

  4. Objectives Leverage eCP work done to date Establish an integrated CBP to be business process model Define the solution for Releases 6 and 7 that most effectively satisfies the modernization objective of CBP Executive Summary Global Business Blueprint Objectives and Approach Approach Our approach will involve a combined team of eCP, CBP, PGA, & TSN representatives The activities for GBB will involve a combination of the following : • Port visits • Interactive To-Be process definition work shops • SAP prototyping to support clarification related to business process design

  5. Identifying business process improvement opportunities and potential benefits Leveraging the process design / solutions from Releases 2 through 5 and Selectivity Releases 1, 2, & 3 Prototyping key processes within SAP for significant jumpstarts on Release 6 Early identification of potential CBP organizational impacts Revised Program Plan (i.e. updated timeline and budget for Release 6/7) for implementation Executive Summary Benefits

  6. The Global Business Blueprint will provide an end-to-end view of the key business processes, helping to… Determine how SAP can be leveraged to its maximum potential Identify where business process reengineering (BPR) is useful & feasible Confirm where additional 3rd party applications or custom development may be required Finalize business process & technical architectures Enable detailed planning of Releases 6 and 7 Understand magnitude of potential CBP organizational and business process changes and adjust scope / approach accordingly Background Importance of Global Business Blueprint

  7. The EBPM represents the activities and support functions that comprise the U.S. Customs and Border Protection (CBP) Modernization effort, including Participating Government Agencies (PGA) and Trade Support Network (TSN) activities that are performed within the context of importing and exporting cargo During GBB, we will specifically focus on determining whether the subset of the Operations-Focused Enterprise Areas are within the scope of Releases 6 and 7. Scope Business Process Our business process scope is the ACE cargo-related components of the Enterprise Business Process Model (EBPM) Operations-Focused Enterprise Areas Manage Account Relationships Manage Entry Processing Manage Finance Manage Legal and Policy Manage Release Processing Manage Enforcement Manage Business Intelligence

  8. Approach Key Role of Business Process Team “Traditional” SDLC IT Resources Process Resources Design Specifications New System Programming & Testing User Requirements User Testing Business Problem ERP (Enterprise Resource Planning) IT Resources Process Resources New System Hi-Level Process Design Design & Test Business Problem • While implementing an ERP delivery model… • The same project team executes the complete lifecycle of the project…no handoffs • Trade involvement throughout the complete lifecycle • Business process resources are empowered to make design decisions • Feedback is continually solicited from business community (e.g. workshops, port visits)

  9. Approach GBB Key Activities and Results Business Process Definition Project Preparation for Rel 6 Key Activities • Conduct Workshops • Conduct Port Visits • Review Existing Documentation • Conduct Interviews • Prototyping Key Outputs • SAP Organization Structure • To Be Business Processes • Refined Prototype • SAP Fit • Baseline Scope Baselined Release 6 & 7 Scope Revised Implementation Strategy Working with SMEs, TSN, PGAs Enterprise & ACE Architecture Program Strategies Key Outputs • Revised Strategies • Baseline Scope Key Activities • Review Existing Strategies • Determine Necessary Changes to Existing strategies • Document Strategies Program Planning Provide input to the planning team to perform solution sizing, cost and schedule modeling. Planning Team updates ACE program plans.

  10. Workshop Approach at a glance… Approach Port Visit Port Visit Business Process Design Integrated Reviews Across Workstreams Confirm Model #3 at “Summit” A combination of formal workshops and daily design / collaboration activities will be used to develop the to-be business process model and obtain the appropriate involvement and sign off from CBP by the end of May. Conduct Gap Analyses & Refine Model Increasing Level of CBP Awareness, Commitment, and Approval Confirm Model #2 • eCP Team • CBP Team Leads • CBP SMEs • CBP BPOs • TSN • PGAs Conduct Model Integration Reviews • eCP Team • CBP Team Leads • CBP SMEs • CBP Port / Field Review Model w/ PGAs & TSN • eCP Team • CBP Team Leads • CBP SMEs • CBP BPOs Confirm Model #1 • eCP Team • CBP Team Leads • CBP SMEs Review & Refine Model • eCP Team • CBP Team Leads • CBP SMEs • TSN • PGAs • CBP Role in Decision Making and Sign Off • CBP Team Lead full time involvement in project activities • SME part-time involvement in design activities • CBP port / field involvement in scheduled design / review activities • CBP BPO availability for ongoing informal guidance • CBP Business Process Owner (BPO) active participation in formal model confirmation activities • CBP BPO final sign off and ownership of model by end of April Create Straw Model • eCP Team • CBP Team Leads • CBP SMEs • CBP BPOs • eCP Trade Leads Education Sessions (Collect Existing Documentation & Requirements, Schedule Workshops) • eCP Team • CBP Team Leads • CBP SMEs • CBP Port / Field • eCP Trade Leads • eCP Team • CBP Team Leads • CBP SMEs • eCP Trade Leads January February March April May

  11. The TSN is one of the key stakeholder communities for the Global Business Blueprint. Our approach is based on active engagement of the TSN; we plan to: Leverage requirement recommendations provided to date by the TSN committees as a key input to process design activities Invite TSN committee leads or their designee to actively participate in key business process design workshops Conduct site visits to select TSN member facilities to validate requirements and obtain feedback on preliminary process designs The TSN Involvement

  12. Port visits for first hand requirements gathering / validation Involvement of TSN, PGAs during To-Be process definition Business process-driven workshops Actual prototyping within SAP Information exchanges with other federal SAP customers Benefits-driven strategy SAP experienced team Alignment with Enterprise Architecture Leverage Releases 2 - 5 Refined scope & roadmap produced for Releases 6 & 7 Key Takeaways

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