Archive 9505: -- Change Mgt

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>From brighter@sarcom.com Mon May 1 11:07:04 1995
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From: "Bill Righter" <brighter@sarcom.com>
To: BPRREENG-L@lists.acs.ohio-state.edu
Subject: Change Mgt
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It is my belief that change management is the most critical part of
implementing a new system. And, the most important component is excellent
communication!

Whether there is an expectation of downsizing or not, it is human nature to be
concerned about new change. The implementation team (and the leaders of the
organization) have to be forthright in communicating impacts of the change.
What are the goals of the implementation? If people will be moved or
displaced, get that out early and outline how things will be handled. If no
movement is in the offing, still continually communicate this as well. Over
communication is not possible in this situation.

Training - I would suggest a train-the-trainer program be established
involving several "key" employees. This should include not only supervisory
staff but line workers as well. These people should be respected by their
peers for the competent job they do. In addition to any formal training
program, which comes and is then gone, these people can perform miracles in
supporting new users of the system over time. They also will be able to spot
defects and determine if they are just "learning curve" situations or " system
bugs".

We used this method for implementation of the first major document imaging
project in Ohio state government back in 1990, when I was with the BMV. While
we lowered staff numbers by about 20%, we did so with little disruption
because we communicated continuously with all involved.

Hope this helps.
>From MMINNIS@smtpgw.arms.ohio-state.edu Fri May 5 11:03:26 1995
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>From DALLEN@smtpgw.arms.ohio-state.edu Mon May 8 08:07:17 1995
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Just a note to let everyone know, we now have about 350 subscribers to our
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>From mrosenzw@research1.bryant.edu Mon May 8 12:42:48 1995
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From: Marty Rosenzweig <mrosenzw@research1.bryant.edu>
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What are the subject formats?

Thanks,

Marty Rosenzweig
>From Bob_Walker@smtplink.medcom.amedd.army.mil Mon May 8 13:40:13 1995
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To: bprreeng-l@lists.acs.ohio-state.edu
Subject: INTRODUCTION

I am a new BPREENG-L subscriber and would like to take this
opportunity to introduce myself. I am an Industrial Engineer (IE)
with over 35 years in health care (12 years in health care delivery
and 23 years IE and health care information management). I am a
senior member of the Institute of Industrial Engineers and was
certified as a Systems Integrator by IIE in January 1994.

I currently work at the U.S. Army Medical Command in San Antonio, TX.
I am currently serving as a project manager and statistician working
with a team of providers, biostatisticians, and system analysts in the
design of a demographics based decision logic system. Our objective
is to field a user friendly (GUI front end) tool set that will help
health care systems managers determine future staffing, training, and
make-buy decisions based on population served.

ROBERT G. WALKER, CSI-IIE
rgwalker@aol.com

>From sadams@dacom.com Tue May 9 18:21:07 1995
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To: BPRREENG-L@lists.acs.ohio-state.edu
Subject: Business Engineering Functional Requirements

We are participating in a NIST ATP Program to develop an advanced
business engineering methodology and supporting techniques and tools
for use in health care. The Program is the Health Informatics
Initiative. It is a collaborative research program with 12 companies
participating. The project is lead by the C. Everett Koop Institute.

In support of this research, we are developing a framework for mapping
existing methodologies and tools. We want to identify a list of
Business Engineering functional requirements for this purpose, the idea
being that form should follow function. This list might include the
following:

Functional Analysis - the ability to describe what the business
does and why.
Economic Analysis - the ability to describe how the enterprise uses
its financial resources.
Behavior Analysis - how enterprises do things and when.

We would appreciate input from users of Business Engineering methods
and tools. What do you see as the essential functionalities that are
required to perform "soup-to-nuts" Business Engineering?

Thank you for your help.

Scott Adams
214-869-1066
D. Appleton Company
222 w. Las Colinas Blvd.
Suite 1141
Irving, Texas 75039
USA
>From Bob_Walker@smtplink.medcom.amedd.army.mil Wed May 10 12:02:33 1995
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To: bprreeng-l@lists.acs.ohio-state.edu
Cc: kkirch@iie.noli.com, wleake@iie.noli.com
Subject: Re: Business Engineering Functional Requirements

The Institute of Industrial Engineers (IIE) has sponsored the
development of a set of Domains and Issues to define the knowledges
and skills necessary for certification as a Systems Integrator. The
four DOMAINS are:

1. PLANNING 2. DESIGN 3. IMPLEMENTATION 4. CONTROL

Each DOMAIN is divided into four ISSUES which are:

1. TECHNICAL/PHYSICAL 2. MANAGERIAL

3. FINANCIAL 4. OPERATIONAL/FUNCTIONAL

Each ISSUE is subdivided into approximately ten sets of knowledges and
skills. A study curriculum and examination has been developed that
is designed to guide a BSIE or BSEE through acquiring the knowledges
and skills necessary to pass the examination. I will send
you a copy of the Domains and Issues Set. For curriculum and
examination information contact Karl Kirch at IIE, 25 Technology
Park, Norcross GA 30092; Phone 404-449-0460.

Two of the better books on the subject are:

A Guide to Systems Integration, Joe H. Mize, Ph.D.,P.E. Editor, ISBN
0-89806-111-3; and Project Management Tools for Engineers and
Management Professionals, Adedeji B. Badiru, Ph.D., P.E., ISBN
0-89806-114-8. Both are published by the Industrial Engineering &
Management Press and sold through the IIE at the above address.


ROBERT G. WALKER, CSI-IIE



______________________________ Reply Separator
_________________________________
Subject: Business Engineering Functional Requirements
Author: bprreeng-l@lists.acs.ohio-state.edu at Internet-Mail
Date: 5/9/95 5:46 PM


We are participating in a NIST ATP Program to develop an advanced business
engineering methodology and supporting techniques and tools for use in
health care. The Program is the Health Informatics Initiative. It is a
collaborative research program with 12 companies participating. The
project is lead by the C. Everett Koop Institute.

In support of this research, we are developing a framework for mapping
existing methodologies and tools. We want to identify a list of Business
Engineering functional requirements for this purpose, the idea being that
form should follow function. This list might include the following:

Functional Analysis - the ability to describe what the business does
and why.
Economic Analysis - the ability to describe how the enterprise uses its
financial resources.
Behavior Analysis - how enterprises do things and when.

We would appreciate input from users of Business Engineering methods and
tools. What do you see as the essential functionalities that are required
to perform "soup-to-nuts" Business Engineering?

Thank you for your help.

Scott Adams
214-869-1066
D. Appleton Company
222 w. Las Colinas Blvd.
Suite 1141
Irving, Texas 75039
USA

>From JOHNSTOS@gunet.georgetown.edu Wed May 10 13:11:19 1995
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From: Scott Johnston <JOHNSTOS@gunet.georgetown.edu>
To: bprreeng-l@lists.acs.ohio-state.edu
Subject: BPRREENG-L digest 9 -Reply

We are in the process of defining a soup to nuts approach for
the hospital. Incuding roles, tools, methodology etc. Will
forward a copy of our approach when available. Please share
your results with the list.
Scott Johnston
Clinical Management Engineer
Clinical Resource Management
Georgetown Univeristy Medical Center
Johnstos@GUNET.GEORGETOWN.EDU

>>>

We are participating in a NIST ATP Program to develop
an advanced business engineering methodology and
supporting techniques and tools for use in health care. The
Program is the Health Informatics Initiative. It is a
collaborative research program with 12 companies
participating. The project is lead by the C. Everett Koop
Institute.

In support of this research, we are developing a
framework for mapping existing methodologies and tools.
We want to identify a list of Business Engineering functional
requirements for this purpose, the idea being that form
should follow function. This list might include the following:

Functional Analysis - the ability to describe what the
business does and why.
Economic Analysis - the ability to describe how the
enterprise uses its financial resources.
Behavior Analysis - how enterprises do things and when.

We would appreciate input from users of Business
Engineering methods and tools. What do you see as the
essential functionalities that are required to perform
"soup-to-nuts" Business Engineering?

Thank you for your help.

Scott Adams

>From Bob_Walker@smtplink.medcom.amedd.army.mil Wed May 10 13:55:41 1995
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Message-Id: <9504108001.AA800135239@smtplink.medcom.amedd.army.mil>
To: bprreeng-l@lists.acs.ohio-state.edu
Subject: Re: BPRREENG-L digest 9 -Reply

The Institute of Industrial Engineers (IIE) has sponsored the
development of a set of Domains and Issues to define the knowledges
and skills necessary for certification as a Systems Integrator. The
four DOMAINS are:

1. PLANNING 2. DESIGN 3. IMPLEMENTATION 4. CONTROL

Each DOMAIN is divided into four ISSUES which are:

1. TECHNICAL/PHYSICAL 2. MANAGERIAL

3. FINANCIAL 4. OPERATIONAL/FUNCTIONAL

Each ISSUE is subdivided into approximately ten sets of knowledges and
skills. A study curriculum and examination has been developed that
is designed to guide a BSIE or BSEE through acquiring the knowledges
and skills necessary to pass the examination. I will send
you a copy of the Domains and Issues Set. For curriculum and
examination information contact Karl Kirch at IIE, 25 Technology
Park, Norcross GA 30092; Phone 404-449-0460.

Two of the better books on the subject are:

A Guide to Systems Integration, Joe H. Mize, Ph.D.,P.E. Editor, ISBN
0-89806-111-3; and Project Management Tools for Engineers and
Management Professionals, Adedeji B. Badiru, Ph.D., P.E., ISBN
0-89806-114-8. Both are published by the Industrial Engineering &
Management Press and sold through the IIE at the above address.


ROBERT G. WALKER, CSI-IIE



______________________________ Reply Separator
_________________________________
Subject: BPRREENG-L digest 9 -Reply
Author: bprreeng-l@lists.acs.ohio-state.edu at Internet-Mail
Date: 5/10/95 12:15 PM


We are in the process of defining a soup to nuts approach for the hospital.
Incuding roles, tools, methodology etc. Will forward a copy of our approach
when available. Please share your results with the list.
Scott Johnston
Clinical Management Engineer
Clinical Resource Management
Georgetown Univeristy Medical Center Johnstos@GUNET.GEORGETOWN.EDU

>>>

We are participating in a NIST ATP Program to develop
an advanced business engineering methodology and
supporting techniques and tools for use in health care. The Program is the
Health Informatics Initiative. It is a collaborative research program with
12 companies participating. The project is lead by the C. Everett Koop
Institute.

In support of this research, we are developing a
framework for mapping existing methodologies and tools.
We want to identify a list of Business Engineering functional requirements
for this purpose, the idea being that form
should follow function. This list might include the following:

Functional Analysis - the ability to describe what the
business does and why.
Economic Analysis - the ability to describe how the
enterprise uses its financial resources.
Behavior Analysis - how enterprises do things and when.

We would appreciate input from users of Business
Engineering methods and tools. What do you see as the
essential functionalities that are required to perform
"soup-to-nuts" Business Engineering?

Thank you for your help.

Scott Adams



>From vikram@world.std.com Wed May 10 23:09:05 1995
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From: vikram@world.std.com (Vikram Sethi)
Message-Id: <199505110308.AA19191@world.std.com>
To: bprreeng-l@lists.acs.ohio-state.edu
Subject: Call for Papers

I am posting the following in the hope that it will be of interest to
subscribers to the list. I am a member of the editorial board of this
journal.

Vikram Sethi
Assistant Professor
Southwest Missouri State University
College of Business Administration
(417) 836-5078
FAX (417) 836-6907
vikram@world.std.com

==============================================================================

CALL FOR PAPERS

FOCUS ON CHANGE MANAGEMENT: CASES IN BUSINESS PROCESS REENGINEERING

Focus on Change Management is a new journal specializing in case studies
on change management. The journal is published ten times per year and is read
by senior executives around the world. Currently, there are subscribers
in 52 countries.

The journal includes case studies in business process reengineering,
benchmarking, constant improvement, total quality management, change
management, outsourcing, and other topics related to BPR, learning
organizations, and TQM. Focus on Change Management is currently seeking
contributions that are case studies, 2000 to 2500 words in length, concerning
corporations that are undergoing major change programs.

Articles should be submitted to:

Barbara Frenes
Editor
Focus on Change Management
Armstrong Information Limited
Third Floor
Brigade House
Parsons Green
London SW6 4TH
United Kingdom
Phone: (44) 171 736 7111
FAX: (44) 171 371 7806
100435.1653@compuserve.com

For the convenience of North American authors, submissions may also
be sent to:

Dr. Vikram Sethi
Southwest Missouri State University
College of Business Administration
Springfield, MO 65804
Phone: (417) 836-5078
FAX: (417) 836-6907
vikram@world.std.com

For a sample copy of Focus on Change Management, please contact:

Mr. Robin Crumby
Armstrong Information Limited
Phone: (44) 171 736 7111
FAX: (44) 171 371 7806
>From shyamal@MIT.EDU Thu May 11 08:44:41 1995
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Date: Thu, 11 May 95 09:19:29
From: shyamal@MIT.EDU (Shyam)
To: bprreeng-l@lists.acs.ohio-state.edu
Subject: Re: Business Engineering Functional Requirements

Scott,

Don't forget Information Systems analysis - what technology the
enterprise uses.

Also I'd probably state Behavior Analysis as WHY enterprise do things
and put the HOW under Functional Analysis.

Of course I don't know the logic you are following.

Shyamal Jajodia
MIT
>From kai@adb.gu.se Fri May 12 08:47:00 1995
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To: bprreeng-l@lists.acs.ohio-state.edu
From: kai@adb.gu.se (KAI A. SIMON)
Subject: Re: digest 11, Shyamal's reply to Scott

Shyamal raises one of the most important points in BPR context. Before
asking how processes are performed, one has to question their right to
exist, i.e. to ask, whether the process is needed at all. If the
value-adding contribution of the process is determined, the next step is to
question the ways of performing it, to identify possible improvements and
to identify enabling IT.
Here, we have the next difference between BPR and "traditional" improvement
strategies. Previously, the process was often designed, and then it was
looked for ways for supporting it with IT. Now, we can look at the
capabilities of IT, and then ask "how can we use IT to elevate the
process?", where we take the beginning in the possibilites of technology,
instead of process limitations.

Kai

-------------------------------------------------
Goeteborg University Phone: +46-(0)31-772 10 78
Dept. of Informatics Mobile:+46-(0)70-719 55 03
S - 412 96 Goeteborg Fax: +46-(0)31-772 10 99
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ATHLETICS 1995. CHECK OUT http://www.wca95.org/

>From NPSES@ccmail.ceco.com Fri May 12 12:53:21 1995
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To: bpr-l@duticai.twi.tudelft.nl, BPRREENG-L@lists.acs.ohio-state.edu
Subject: Process Mapping Software. and Metrics

In my position as an internal consultant for a nuclear utility in
Illinois, I am presently working on a project to improve the closing
of our financial records. I would appreciate any and all words of
advice from this audience. I have two areas of interest.

First, I am looking at PC software to assist in process analysis, with
a special interest in "what if" capabilities. I find that the such
items as ABC Flowcharter or Visio are good for drawing process maps,
but beyond that they are very limited. I am desperate to the point
that I would welcome calls from software vendors and that is a measure
of true desperation.

Second, I would appreciate suggestions or comments on dealing with
financial folks/processes. Many of our processes are 50 years old and
"they have always worked, why are we changing them". We are struggling
to establish meaningful metrics such as cost of the process as a per
cent of revenue.

My thanks in advance.

Everett Spitzner
Commonwealth Edison
708 663 7972 V
708 663 6699 F
npses@ccmail.ceco.com

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The original document is located at the following URL if you have access to
a web browser:

http://alpha.bzlogi.hu/microcad.hofi.html

The graphics have been removed in order to post to the listserve. I
interpreted the numerical data as best I could.
----------------------------------------------------------------------------
-----------------------------------------------------------------
BUSINESS PROCESS
RE-ENGINEERING : A NEW
STRATEGIC PARADIGM SHIFT IN
CHANGE MANAGEMENT

Zoltan Hoffman, MSc (Eng.), Ph.D candidate (Econ.), Bay Zoltan Foundation
for
Applied Research Institute for Logistics and Production Engineering

Abstract: This time, under various dynamic influences, the impact of change
seems
sweeping and dramatic. During the past years, many institutions, companies
and
virtually all industries have been forced into reactive patterns of dealing
with change
and widely varying degrees of success. Under the generic but noble banners
of
Restructuring, Total Quality, Re-engineering or otherwise Re-inventing,
wrenching
change has left its mark across the landscape of public and private sector.
It is
axiomatic that reacting to or initiating change alone does not automatically
lead to
improvement, no matter how well intentioned. Although we could have learned
to
expect pain in seeking gain it does not follow that the realized gain is in
proportion to
the pain incurred. Critical lessons for successful change management have
emerged,
which can be summarized:

- CHANGE MUST BE DIRECTED (driven by purpose toward a tangible GOAL)

- CHANGE MUST BE MANAGED (guided by a rigorous method, controlled by
feedback)

- CHANGE IS A CONSTANT, so ADAPTION must become a PERPETUAL
STRATEGY

The inescapable conclusion is that the old theories, tools and methods are
obsolete
and can no longer serve the needs of enterprises for change.

Introduction: There has always been a latest approach for managing
organizational
change, and the 1990s are no exception. In my article one leading
performance
improvement approach is discussed: Business Process Re-engineering. The
American
companies will spend an estimated $37 billion on business and system
re-engineering
projects by this year. Spending is expected to grow at an annual average
growth rate
of 19% over the next three years. The total of business process and
information
systems re-engineering spending is expected to exceed $52 billion dollars by
1997( 1.
chart ). Nearly two-thirds of those efforts will fail as that gloomy
prediction comes
from Michael Hammer, the Cambridge, Mass.-based consultant and co-author of
the
best-seller Re-engineering The Corporation ( 2nd chart ). But if so many
reengineering
projects fail, why do people continue to spend increasing amounts on them?

U.S. Business and Systems Reengineering Spending Forecast (modified)

(in Billions)
Business Systems
1992 6 19
1993 7 22
1994 8 25
1995 9 28
1996 11 35
1997 13 40

Source: Systems Reengineering Economics, 1994 May

Executive Satisfaction-or lack thereof-with business reengineering projects
(modified)

Fully Satisfied 15%
Dissatisfied 39%
Partially Satisfied 45%

Source: Arthur D. Little, 1993

1. What is the Business Process Re-engineering
(BPR):

Definition: " the fundamental rethinking and radical redesign of business
processes to
achieve dramatic improvements in critical, contemporary measures of
performance,
such as cost, quality, service, and speed" (Michael Hammer). This definition
contains
four key words.

1.1 KEY WORD: FUNDAMENTAL

In doing re-engineering, managers must ask the most basic questions about
their
companies and how they operate: Why do we do what we do? And why we do it
the
way we do? Asking these fundamental questions forces people to look at the
tacit rules
and assumption that underlie the way they conduct their businesses. Often,
these rules
turn out to be obsolete, erroneous, or inappropriate.

1.2 KEY WORD: RADICAL

The second key word in Michael Hammer's definition is radical. In
re-engineering,
radical redesign means disregarding all existing structures and procedures
and
inventing completely new ways of accomplishing work.

1.3 KEY WORD: DRAMATIC

Re-engineering is not about making marginal or incremental improvements but
about
achieving quantum leaps in performance.

1.4 KEY WORD: PROCESS

This word is the most important in the definition. Most business people are
not
"process-oriented"; they are focused on tasks, on jobs, on people, on
structures, but
not on processes. The business process can be define as a collection of
activities that
takes one or more kinds of input and creates an output that is of value to
the customer.
[1]

Obstacles to Business Reengineering Success (modified)

Ranked from lowest to highest.

* Project charter too narrow
* IS staff involved too late
* Inadequate team skills
* Lack of cross functional project team
* Unrealistic expectations
* Lack of senior executive champion
* Lack of executive consensus
* Limitations of existing systems
* Resistance to change

Note: Total exceeds 100% due to multiple answers

Data: Deloitte & Touche 1993 Survey of 400 U.S. and Canadian CIOs

2. Total Quality Management (TQM) and Business
Process Re-engineering (BPR):

2.1. Similar Goals, Different Approaches:

The elements of TQM include focus on the:

customer
employee involvement
teamwork
benchmarking
continuous improvement
stabilized working method

However one of the reason for TQM negative reputation is the perception that
it
provides a one-dimensional solution. Companies are wanting to emphasize
other
attributes of performance, such as cost, service, speed, and innovation.
Some people
worry that obsessing about quality alone can cause companies to lose sight
of the
bigger picture, like what your customers might want in product innovations.
TQM
requires significant outlays for product testing, quality audits, preventive
maintenance,
and employee training.[2]

2.2 Rate of Change is the Key:

One significant difference between TQM and BPR is the rate and extent of
change
required. TQM focuses on changes to business processes of an incremental
nature,
resulting in an evolutionary change process. One of the key descriptors of
TQM is that
of "continues improvement", where the objective is to be constantly closing
in on a
goal-zero defect manufacturing operation, for example. BPR is aimed at
addressing far
more intense pressures on corporations to accomplish change. The
expectations for
improvement are much further reaching; they get to the very core of the way
business
is done. One CEO explains his choice of Business Process Re-engineering over
TQM
by saying, "Our markets were moving too fast for incremental change to work.
We had
to get people on board." However, from surveys of consultants involved with
BPR
projects and corporate implementors, there is growing agreement that you can
not
re-engineer the whole world in one jump; it is better to do smaller
projects, with
measurable, satisfying outcomes. The 'big bang" theory of re-engineering is
not always
applicable.

3. Organizational Focus of Re-engineering:

One of the commonly stated tenants of BPR is that a multidepartment,
crossfunctional
project is often necessary and will pay the greatest rewards. One measure
was
presented by the Computer Economics, Inc. as follow: the major functional
area BPR
projects reported were:

Finance/Accounting 28%;
Customer Service 16%
Sales and Marketing 12%
Inventory/Distribution 9%

There were a number of other functional areas named, which collectively
represented
6% of the responses. Some of these were Human Resources and Payroll, New
Product

Development, Engineering/Construction, Order Processing, Manufacturing, and
Purchasing.[3]

However, having come across several BPR narratives one similarity is
startling: they
are all about large companies (i.e. over 100 employees or 10 $million/year
sales). It
suggest that either BPR is not applicable to small firms or is not
considered as a
paradigm shift in the way they are administered (i.e. their flexibility and
employee
involvement structure naturally favor radical change). Some consultants have
been
through a change process some time ago which suggest the latter assertion is
closer to
the truth.

One expert was asked to consult in a small Italian restaurant chain ($ 3.5
million/80
employees), in order to reduce costs. He interviewed several people,
decomposed the
production and distribution processes into activities and analyzed their
costs. Based
on it he conducted, as facilitator, several sessions involving literally
everybody (from
the owners to the waiters and cookers). The result was the centralization of
the
production into an industrial kitchen, reduction of synchronous
communication (e.g.
phone call orders were replaced by a fax-based kanban-like system) and
elimination
of several nonessential control procedures. Some branches were turned into
franchise
owned establishments, which reduced labor costs and increased motivation. An
analysis of costs per activity in the new context revealed that 75% of
reduction ($
700.000/year) was attained. All this was accomplished in a little more than
one year.

In this case some generally accepted characterictics of BPR are not present,
such as
top-down leadership and process building from clean slate (Hammer's point of
view),
perhaps because in small firms employee participation is higher and
processes are
simpler than in large ones.

4. The Role of Information Systems (IS) in Business
Process Re-engineering:

Cheryl Currid, president of Houston-based Currid & Co., notes, " if the
re-engineering
effort consisted simply of installing technology it would serve merely to
speed up the
mess."

Information systems reengineering can be of benefit to the organization. The
most
useful, contemporary systems improvements have focused on moving selected
mainframe-based application to midrange systems, workstations, or personal
computers, typically tied together in a distributed network, and more than
likely
architected into a client/server environment.

Whether we call this downsizing or rightsizing or re-engineering, these
improvements
do not, of themselves, yield any business process improvements. The business
applications they support will perform the same process-they will just do it
more
efficiently and at lower cost.

These improvements do at least streamline IS processes to take advantage of
possible
future efficiencies and deal with the reality of their shrinking or
no-growth budgets.

Real benefits to the business occur when IS becomes involved with more
fundamental
changes to the business processes themselves. Michael Hammer notes that " IS
can not
play a leadership role. But there is a very important role, an active role,
that IS
sometimes plays, what I call the catalytic role". The technology must
support
fundamental changes to the underlying processes and not simply be applied to
the old,
inefficient processes.

Outsourcing - Options for Reengineering: New options in outsourcing can be
used
very effectively to help facilitate an IS reengineering effort. The key
difference in
these options, compared to the traditional approach of outsourcing the
complete IS
function, is the utilization of a mix of internal and external resources.
Two outsourcing
approaches which can support reengineering are transitional outsourcing and
partnering.

Transitional Outsourcing: it is a very useful tactic for IS management about
to
embark on a reengineering project. It can take two forms. First, the
outsourcing
contractor could take over the support of old applications which are to be
reengineered, thus freeing up the internal resources needed in the
reengineering
project.

Second, the outsourcing contractor could participate in the reengineering
project by
working on system updates/conversions, while internal resources are deployed
on
developing new applications. The externally reengineered system could then
be
brought back in house for ongoing maintenance.

Partnering: Partnering adds an additional dimension by asking the outside
service
provider to share in the benefit and/or risk from the project which they
will be
working on with you. The shared benefits to the vendor can be based on "a
piece of
the action" in the financial gains to the client company or on future
marketing of the
capabilities developed during the joint reengineering effort.

5. Going Over the Waterfall-Development
Methodology:

Business Process Re-engineering is a time-critical undertaking and time
limitations
are to an organization's window-of-opportunity for BPR.

Traditional application development methodology typically follows a
five-step
process of Planning, Analysis, Design and Development, Testing, and
Implementation.
This has been described using a waterfall analogy - once you complete a
step,
development moves ahead to the next, surely as going over a waterfall, and
you can
not go back upstream. Unfortunately, the waterfall analogy breaks down when
we
consider the more glacial rate to develop applications in this mode, and
that the user
sign-off all good developers obtain do little to stem the current of today's
rapid
business change.

5.1 RAD, RID:

An alternative is to follow an incremental, iterative development approach,
also
called a spiral or workflow model. Whatever we call it, in this method you
start by
looking at the business processes involved and define the rules, tasks, and
objects
involved with those processes. Rather than an all-at-once "big bang"
implementation,
where the whole system is developed and uninvolved user community for
testing,
RAD (rapid application development) requires an incremental delivery of
system
components-at no more than 3 to 6 month intervals.

The development process follows repetitive spiral cycles, with useful
systems
deliverables to the end user from each cycle. The process is almost
self-correcting for
errors in definition or evolving business process changes. The incremental
deliverables can be in the form of added functionality in a given portion of
the system
or added components to a larger system. Thus, RAD incorporates RID (rapid
incremental delivery) in its methodology. This incremental, spiral process,
rule/task/object definition, and application delivery.

5.2 Some Other Methods and Tools:

- Dynamic Business Modeling - ARIS-Method - Action Workflow Analyst -
RDD-100
- iThink - Business System Planning,

CONTENTS:

1. HAMMER, M., CHAMPY, J.: Reengineering the Corporation.-Harper Business,
1993 pp. 32-35

2. YOUNGBLOOD, M.: Take Charge of Change.-Micrografx Inc., 1994 pp. 27-33

3. System Reengineering Economics Letter: 1994 August, Vol. 1 No. 4., p 3

4. DONOVAN, J.: Business Reengineering with Information Technology.-IDG,
1994

5. IMPARATO, N.: Innovation and Strategic Choice in an Age of
Transition.-IDG,
1994

>From Justin.Farrell@cs.tcd.ie Mon May 15 12:42:54 1995
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Date: Mon, 15 May 1995 17:35:20 +0100
To: BPRREENG-L@lists.acs.ohio-state.edu
From: Justin.Farrell@cs.tcd.ie (Justin Farrell)
Subject: Reengineering in universities - case studies sought.

Hi,

I am a postgraduate student in the Applied Information Systems Group in
Trinity College Dublin (TCD). For the last year/ year and a half I have been
struggling with BPR concepts, their links with Groupware paradigms and how
all this could benefit small business/ Universities (which could be viewed
as a small to mediuim sized enterprise in the service sector). Having
carried out some experiments in TCD as to the feasability of such methods
and techniques in the typically resource starved university I would like to
be able to draw some comparisons with similar efforts in other universities
(especially in the administrative aspects).

If anyone has such experiences I would appreciate hearing from them and I
would be glad to share with them some of my own findings (although they are
only preliminary at the moment).

All areas would be of interest, from tool selection, methods used, resources
needed (financial, structural, technical and human). Projects where the
newly redesigned process lead to a far more collabrative or group orientated
system would be of particular interest.

Not to be all one sided I will try and put together (over the next couple of
weeks) a brief note on some of the more interesting things I came across in
our experiments here if it is of interest to people on the list here?

Justin.
-------------------------------------------------------------
Justin Farrell
Applied Information Systems Group,
O'Reilly Institute,
Trinity College Dublin.

fax: +353-1-677-2204
Phone: +353-1-608-2489 email: jfarrell@cs.tcd.ie
WWW: http://www.cs.tcd.ie/www/jfarrell/jfarrell.html
-------------------------------------------------------------

>From Bob_Walker@smtplink.medcom.amedd.army.mil Mon May 15 12:54:45 1995
Received: from hcssa.e-mail.amedd.army.mil by lists.acs.ohio-state.edu (8.6.11/5.901231)
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Encoding: 83 Text
Message-Id: <9504158005.AA800563366@smtplink.medcom.amedd.army.mil>
To: bprreeng-l@lists.acs.ohio-state.edu
Subject: CERTIFICATION

I sent this post last week but I am not sure it was posted to the
list. I apologize if you have received it twice.
ROBERT G. WALKER, CSI-IIE

______________________________ Forward Header __________________________________
Subject: Re: Business Engineering Functional Requirements
Author: bprreeng-l@lists.acs.ohio-state.edu at Internet-Mail
Date: 5/10/95 11:06 AM

The Institute of Industrial Engineers (IIE) has sponsored the
development of a set of Domains and Issues to define the knowledges
and skills necessary for certification as a Systems Integrator. The
four DOMAINS are:

1. PLANNING 2. DESIGN 3. IMPLEMENTATION 4. CONTROL

Each DOMAIN is divided into four ISSUES which are:

1. TECHNICAL/PHYSICAL 2. MANAGERIAL

3. FINANCIAL 4. OPERATIONAL/FUNCTIONAL

Each ISSUE is subdivided into approximately ten sets of knowledges and
skills. A study curriculum and examination has been developed that
is designed to guide a BSIE or BSEE through acquiring the knowledges
and skills necessary to pass the examination. I will send
you a copy of the Domains and Issues Set. For curriculum and
examination information contact Karl Kirch at IIE, 25 Technology
Park, Norcross GA 30092; Phone 404-449-0460.

Two of the better books on the subject are:

A Guide to Systems Integration, Joe H. Mize, Ph.D.,P.E. Editor, ISBN
0-89806-111-3; and Project Management Tools for Engineers and
Management Professionals, Adedeji B. Badiru, Ph.D., P.E., ISBN
0-89806-114-8. Both are published by the Industrial Engineering &
Management Press and sold through the IIE at the above address.


ROBERT G. WALKER, CSI-IIE



______________________________ Reply Separator
_________________________________
Subject: Business Engineering Functional Requirements
Author: bprreeng-l@lists.acs.ohio-state.edu at Internet-Mail
Date: 5/9/95 5:46 PM


We are participating in a NIST ATP Program to develop an advanced business
engineering methodology and supporting techniques and tools for use in
health care. The Program is the Health Informatics Initiative. It is a
collaborative research program with 12 companies participating. The
project is lead by the C. Everett Koop Institute.

In support of this research, we are developing a framework for mapping
existing methodologies and tools. We want to identify a list of Business
Engineering functional requirements for this purpose, the idea being that
form should follow function. This list might include the following:

Functional Analysis - the ability to describe what the business does
and why.
Economic Analysis - the ability to describe how the enterprise uses its
financial resources.
Behavior Analysis - how enterprises do things and when.

We would appreciate input from users of Business Engineering methods and
tools. What do you see as the essential functionalities that are required
to perform "soup-to-nuts" Business Engineering?

Thank you for your help.

Scott Adams
214-869-1066
D. Appleton Company
222 w. Las Colinas Blvd.
Suite 1141
Irving, Texas 75039
USA

>From gmiksik@ezmail.ucs.indiana.edu Mon May 15 14:26:03 1995
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From: gmiksik <gmiksik@indiana.edu>
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To: bprreeng-l@lists.acs.ohio-state.edu
Subject: Re: Reengineering in universities - case studies sought.
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In initial response to Justin Farrell's recent addition to BPRREENG-L:

Case studies in this arena would result in big bucks at the publisher's
table! We definitely need them, and I would be more than happy to review
any one of them for an objective opinion.

In my case, I've been all over the BPR map, too. I am now concentrating
on the requirements "gleaning" aspect of BPR coupled with identifying the
relevant skill sets that can improve the process, both technically AND
POLITICALLY. I'm really leaning toward such non-IT topics as collective
bargaining and alternative dispute resolution techniques as viable skills
for the systems integrator. All the technology in the world won't solve
the organizational issues that face ALL (re)engineering projects.

This LISTSERV is GREAT! Hope to hear from all of you!

-Gary (Miksik)
Business Engineering & Systems Integration Services
University Computing Services
Indiana University
1000 East 17th Street
Bloomington, IN 47405
PH: 812-855-7349
FX: 812-855-7868
gmiksik@indiana.edu

On Mon, 15 May 1995, Justin Farrell wrote:

> Hi,
>
> I am a postgraduate student in the Applied Information Systems Group in
> Trinity College Dublin (TCD). For the last year/ year and a half I have been
> struggling with BPR concepts, their links with Groupware paradigms and how
> all this could benefit small business/ Universities (which could be viewed
> as a small to mediuim sized enterprise in the service sector). Having
> carried out some experiments in TCD as to the feasability of such methods
> and techniques in the typically resource starved university I would like to
> be able to draw some comparisons with similar efforts in other universities
> (especially in the administrative aspects).
>
> If anyone has such experiences I would appreciate hearing from them and I
> would be glad to share with them some of my own findings (although they are
> only preliminary at the moment).
>
> All areas would be of interest, from tool selection, methods used, resources
> needed (financial, structural, technical and human). Projects where the
> newly redesigned process lead to a far more collabrative or group orientated
> system would be of particular interest.
>
> Not to be all one sided I will try and put together (over the next couple of
> weeks) a brief note on some of the more interesting things I came across in
> our experiments here if it is of interest to people on the list here?
>
> Justin.
> -------------------------------------------------------------
> Justin Farrell
> Applied Information Systems Group,
> O'Reilly Institute,
> Trinity College Dublin.
>
> fax: +353-1-677-2204
> Phone: +353-1-608-2489 email: jfarrell@cs.tcd.ie
> WWW: http://www.cs.tcd.ie/www/jfarrell/jfarrell.html
> -------------------------------------------------------------
>
>

>From kesner@hcc01.babson.edu Mon May 15 15:50:02 1995
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Date: Mon, 15 May 95 15:48:55 EDT
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To: bprreeng-l@lists.acs.ohio-state.edu
Subject: re:BPRREENG-L digest 13
X-Incognito-SN: 208
X-Incognito-Format: VERSION=1.44 ENCRYPTED=NO

Babson College has published a detailed study of its reengineering efforts.
It has been published by the European Case Clearing House at Babson Ltd. for a
few dollars. Contact Wendy S. Carmichael,GM; Babson college, Babson Park, MA
02157; phone 617-239-5884; fax 617-239-5885.
>From jdb@MIT.EDU Mon May 15 16:29:41 1995
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Date: Mon, 15 May 95 16:29:27 EDT
From: jdb@MIT.EDU (James D. Bruce)
To: bprreeng-l@lists.acs.ohio-state.edu
Subject: Re: BPRREENG-L digest 13
Cc: Justin.Farrell@cs.tcd.ie (Justin Farrell)

MIT has undertaken a significant project to reengineer
its administrative processes. Information concerning
our activities is available on the World Wide Web at

http://web.mit.edu/afs/athena.mit.edu/org/r/reeng/www/

James D. Bruce
Professor of Electrical Engineering,
Vice President for Information Systems, and
Program Manager for Reengineering
>From sadams@dacom.com Mon May 15 17:38:03 1995
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Message-Id: <9504158005.AA800583291@uu1511.dacom.com>
To: BPRREENG-L@lists.acs.ohio-state.edu
Subject: BPR methods/tools end-user requirements survey

We are extending an invitation to you to provide direct input to a
major national healthcare initiative effort.

We are participating in a NIST ATP Program to develop an advanced
business engineering methodology and supporting tools for use in
health care. The Program is the Health Informatics Initiative. It is
a collaborative research program with 12 companies participating. The
project is lead by the C. Everett Koop Institute.

In support of this research, we are developing a survey to determine
end-user requirements of business engineering methodologies,
techniques and tools. We will probably pursue more than one approach
to this survey. One approach that we are considering is to post the
survey on the internet. We are new to newsgroups such as this and
would appreciate your thoughts.

As one with experience participating in these newsgroups:
1. Is this a good idea? Do you think we would get much response?
2. What other business engineering or health care related newsgroups
can you recommend?

If you are a user of business engineering methods and tools:
1. Would you be interested in participating in the survey?
2. Would you be interested in providing input into the survey or
reviewing it prior to its use?

Thank you for your response. Sincere thanks also to those who
responded to our previous inquiry regarding business engineering
functions. Your comments were very helpful.

Regards,
Scott Adams 214-869-1066
Consultant 214-869-1099 FAX
D. Appleton Company sadams@dacom.com
222 W. Las Colinas Blvd., Suite 1141
Irving, Texas 75039

>From gmiksik@ezmail.ucs.indiana.edu Mon May 15 18:06:10 1995
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From: gmiksik <gmiksik@indiana.edu>
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To: bprreeng-l@lists.acs.ohio-state.edu
Subject: Re: BPR methods/tools end-user requirements survey
In-Reply-To: <9504158005.AA800583291@uu1511.dacom.com>
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To Scott Adams:

I highly recommend posting your survey on the Internet. You will be
amazed at the organizations you reach and the amount of dialog that will
ensue.

BPRREENG-L is the first LISTSERV that I have seen on the subject of
BPWhatever, and it has started to take off. I learned today about the
massive effort to reengineer administrative processes at MIT, and have
gotten many great ideas on how to organize around such an endeavor.

We are not (yet) a user of business engineering tools/methodologies, but
are gearing up for such a change in doing business. We have a very
visible pilot project currently on-going with our Registrar on the
Bloomington (main) campus to process/track immunization information on
our student population in response to State of Indiana mandates. We are
using IBM's Visual Age O-O development tool, Sybase RDBMS, and Sybase's
"gateway" product to our administrative mainframe to access some
institutional student record data. While an O-O "development"
methodology is being used, there is a CRYING NEED for a "requirements
gleaning" methodology that can pave the way to an object-oriented
analysis and design "phase" of development.

Your efforts sound intriguing!

-Gary (Miksik)
Business Engineering & Systems Integration Services
University Computing Services
Indiana University
1000 East 17th Street
Bloomington, IN 47405
PH: 812-855-7349
FX: 812-855-7868
gmiksik@indiana.edu

On Mon, 15 May 1995 sadams@dacom.com wrote:

>
> We are extending an invitation to you to provide direct input to a
> major national healthcare initiative effort.
>
> We are participating in a NIST ATP Program to develop an advanced
> business engineering methodology and supporting tools for use in
> health care. The Program is the Health Informatics Initiative. It is
> a collaborative research program with 12 companies participating. The
> project is lead by the C. Everett Koop Institute.
>
> In support of this research, we are developing a survey to determine
> end-user requirements of business engineering methodologies,
> techniques and tools. We will probably pursue more than one approach
> to this survey. One approach that we are considering is to post the
> survey on the internet. We are new to newsgroups such as this and
> would appreciate your thoughts.
>
> As one with experience participating in these newsgroups:
> 1. Is this a good idea? Do you think we would get much response?
> 2. What other business engineering or health care related newsgroups
> can you recommend?
>
> If you are a user of business engineering methods and tools:
> 1. Would you be interested in participating in the survey?
> 2. Would you be interested in providing input into the survey or
> reviewing it prior to its use?
>
> Thank you for your response. Sincere thanks also to those who
> responded to our previous inquiry regarding business engineering
> functions. Your comments were very helpful.
>
> Regards,
> Scott Adams 214-869-1066
> Consultant 214-869-1099 FAX
> D. Appleton Company sadams@dacom.com
> 222 W. Las Colinas Blvd., Suite 1141
> Irving, Texas 75039
>
>

>From kai@adb.gu.se Tue May 16 07:34:23 1995
Received: from butler.adb.gu.se by lists.acs.ohio-state.edu (8.6.11/5.901231)
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Date: Tue, 16 May 95 13:34:01 CET
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To: bprreeng-l@lists.acs.ohio-state.edu
From: kai@adb.gu.se (KAI A. SIMON)
Subject: Justin's request

Hi Justin,

A while ago I was looking for BPR case studies at Universities as well. I
used a search engine on the WWW (Lycos), and got a lot of useful stuff,
including information about BPR initiatives at MIT, Univ. Pennsylvania,
UCLA, UCR, UCSC.
Just try it!

Regards,

Kai

-------------------------------------------------
Goeteborg University Phone: +46-(0)31-772 10 78
Dept. of Informatics Mobile:+46-(0)70-719 55 03
S - 412 96 Goeteborg Fax: +46-(0)31-772 10 99
-------------------------------------------------
email: kai@adb.gu.se http: www.adb.gu.se/~kai
-------------------------------------------------
GOETEBORG IS HOST FOR THE WORLD CHAMPIONSHIPS IN
ATHLETICS 1995. CHECK OUT http://www.wca95.org/

>From bob_walker@smtplink.bamc.amedd.army.mil Tue May 16 09:04:42 1995
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Date: Tue, 16 May 95 07:59:01 CST
From: bob walker <bob_walker@smtplink.bamc.amedd.army.mil>
Encoding: 181 Text
Message-Id: <9504168006.AA800636549@smtplink.bamc.amedd.army.mil>
To: bprreeng-l@lists.acs.ohio-state.edu
Subject: Re: BPR methods/tools end-user requirements survey

Dear Mr. Adams;

I am very interested in participating in your survey. Please
provide any direct comments or questions to rgwalker@aol.com.

I mailed the knowledge and skill requirements for CSI-IIE. Hope you
received them and find them helpful in effort you are working.

I have been work with a group assembled to define the Electronic
Data Interchange (EDI) applications for the Healthcare Open Systems
Test (HOST). MY perception of HOST is a series of distributed
databases integrated in an open systems environment. An expanded
EDI and open NIST standard protocols that support existing and
future technology, as well as distributed data bases will be the
ultimate automation tool of the future health care information
system.

HOST is public and private funded project lead by Microelectronics
and Computer Technology Corporation (MCC). MCC is an Austin Texas
based research consortium. EDI applications that I perceive as
applicable are as follows:

1. EVALUATION OF THE EDI DEMONSTRATION PROJECTS: If you look at
HOST as the system that integrates connecting modules, their are
at least eight major EDI categories associated with demonstration
projects. Each of the eight categories could have many EDI
links. Some of the most obvious are:

THE INSTITUTIONAL MODULE connects inpatient facilities
(i.e., hospitals, nursing homes, mental institutions, etc.) to
HOST.

INSTITUTIONAL RECORD is the standard inpatient record.
The inst. record would contain primary and secondary diagnosis
etc., Information on procedures (surgical, diagnostic, etc.),
Information on the treatments, and providers that administered
the care, procedures, treatments, Etc. on an inpatient basis.

QUALITY CONTROL DATA would summarize the numbers of
admissions, dispositions, occupied beds, length of stay,
procedures, treatments, and provide comparative mortality and
morbidity data.

BILLING INFORMATION WOULD BE THAT INFORMATION REQUIRED
BY THE FINANCIAL INTERMEDIARY (INSURANCE CO., ETC.).

THE CLINICAL MODULE connects outpatient facilities (i.e.,
Clinics, emergency rooms, provider offices, etc.) to HOST.

CLINICAL RECORD is the standard outpatient record.
The clinical record would contain primary and secondary diagnosis
etc., Information on procedures (surgical, diagnostic, etc.),
Information on treatments, and the providers that administered
the care, procedures, treatments, Etc. on an outpatient basis.

QUALITY CONTROL DATA would summarize the numbers of
clinic visits, procedures, treatments, and provide comparative
mortality and morbidity data.

THE BILLING INFORMATION would be that information
required by the financial intermediary (insurance co., Etc.).

THE ENROLLMENT data is demographic data relative to
the numbers of individuals by sex, age, enrollment category,
etc., being cared for by the specific clinical program.

THE ANCILLARY SERVICES MODULES provide connectivity with
pharmacies, laboratories, radiological services, and other
support services (i.e, electrocardiology, electroencephalo-
graphy, electroneuremyography, pulmonary function, etc.).

THE PREVENTATIVE MEDICINE MODULES provide connectivity with
federal, state, and community services preventative medicine
activities/programs. (I.E., Food and drug administration, center
for disease control, school and community immunization/health
programs, environmental quality programs, etc.).

THE QUALITY EVALUATION MODULES provide connectivity with
agencies that monitor the quality health care. Some possible
agencies are: the Department of Health and Human Services, the
Joint Commission on Accreditation of Hospitals, American Hospital
Association, American Medical Association, American Nursing
Association, and many others. The primary reports these agencies
generate are: mortality and morbidity statistics, quality of
health care statistics, respective case mix analysis, health care
quality management reports and comparative statistics,
institutional and provider quality evaluations, etc.

THE TELEMEDICINE MODULES would be used to electronically
connect institutions and providers to other institutions and
providers. The primary rationale for telemedicine is to help
provide emergency care, diagnostic assistance, treatment
assistance, consultation and evaluation of health care in support
of underserviced areas, home health care, etc. Advancements in
robotics, virtual reality, and cyberspace will probably lead to
exponential growth in these areas over the next ten years.
(e.g., The army institute for surgical research is currently
testing procedures to allow surgeons to perform emergency field
surgery using robotics and virtual reality.)

THE BUSINESS AND PLANNING MODULES would be used to
electronically connect institutions, providers of health care,
and providers of ancillary and support services to the financial
intermediaries (insurance companies). The data will also be used
in conjunction with quality of care data for business and health
planning, and institution/provider productivity reporting.
Automated inventory and logistics support may also be a part of
this module.

OTHER HOST MODULES should be virtually connected to allow
access to patient records when traveling or moving. Integration
of the various host projects will also be vital to quality
assurance and business comparisons.

2. USE OF EDI IN THE HEALTHCARE NETWORKS QUALITY EVALUATION: I
view this issue as the evaluation of how well the host
demonstration project is serving it's customers. Most of the
data requirements should be developed within the host system and
the statistical quality control reports generated by the system.
Data reports should show the maximum time a customer was placed
in the que, throughput, data recovery speed, disaster recovery
time, data quality, etc. Additionally, customer satisfaction
surveys could be used.

3. LINKING EDI TO CLINICAL SYSTEMS AND STANDARDS: This issue is
the key to the success of the host demonstration projects. The
effectiveness of integration to clinical, institutional,
ancillary services, preventative medicine, quality evaluation,
telemedicine, business and planning, and other host projects is
paramount to project success. This is especially important in
the integration of existing systems. Standardization of data
records is crucial to efficient integration.

Please provide any additions or comments to
rgwalker@aol.com. Thank you.

ROBERT G. WALKER, CSI-IIE

______________________________ Reply Separator
_________________________________
Subject: BPR methods/tools end-user requirements survey
Author: bprreeng-l@lists.acs.ohio-state.edu at Internet-Mail
Date: 5/15/95 4:45 PM


We are extending an invitation to you to provide direct input to a
major national healthcare initiative effort.

We are participating in a NIST ATP Program to develop an advanced
business engineering methodology and supporting tools for use in
health care. The Program is the Health Informatics Initiative. It is
a collaborative research program with 12 companies participating. The
project is lead by the C. Everett Koop Institute.

In support of this research, we are developing a survey to determine
end-user requirements of business engineering methodologies,
techniques and tools. We will probably pursue more than one approach
to this survey. One approach that we are considering is to post the
survey on the internet. We are new to newsgroups such as this and
would appreciate your thoughts.

As one with experience participating in these newsgroups:
1. Is this a good idea? Do you think we would get much response?
2. What other business engineering or health care related newsgroups
can you recommend?

If you are a user of business engineering methods and tools: 1. Would
you be interested in participating in the survey?
2. Would you be interested in providing input into the survey or
reviewing it prior to its use?

Thank you for your response. Sincere thanks also to those who
responded to our previous inquiry regarding business engineering
functions. Your comments were very helpful.

Regards,
Scott Adams 214-869-1066 Consultant
214-869-1099 FAX D. Appleton Company
sadams@dacom.com 222 W. Las Colinas Blvd., Suite 1141
Irving, Texas 75039

>From DALLEN@smtpgw.arms.ohio-state.edu Tue May 16 14:55:11 1995
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Date: Tue, 16 May 1995 14:57:00 -0700 (PDT)
From: DAN ALLEN <DALLEN@smtpgw.arms.ohio-state.edu>
Subject: General -- Survey -- Ohio State
To: "'BPRREENG-L Send'" <BPRREENG-L@lists.acs.ohio-state.edu>
Cc: "Allen.31@osu.edu" <Allen.31@osu.edu>
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I would like to conduct an informal survey of colleges and universities to
determine who is doing what -- with regard to BPR activities. I believe
that this type of general information will stimulate a lot of interest.

Please respond by making a copy of this survey. Add in your results, and in
the subject line, place: BPR Survey Results - (college/university name)

Thanks.

----------------------------------------------------------------------------
---------------------------------

College/University: ____________________________________

Completed by: ________________________________________
E-mail Address: ________________________________________
Phone: _________________________________

Please answer Yes or No to the following questions:

1. Have you COMPLETED a re-engineering project in the past several years:
If so, was it for:
a. Accounting and Budget Process:
b. Human Resources:
c. Procurement:
d. Student Admissions:
e. Student Loans & Financial Aid:
f. Student Registrations:
g. Traffic & Parking:
h. Residence & Dining Halls:
i. Patient Care:
j. Information Technology:
k. Others:

2. Are you CURRENTLY in the PROCESS of re-engineering:
If so, is it for:
a. Accounting and Budget Process:
b. Human Resources:
c. Procurement:
d. Student Admissions:
e. Student Loans & Financial Aid:
f. Student Registrations:
g. Traffic & Parking:
h. Residence & Dining Halls:
i. Patient Care:
j. Information Technology:
k. Others:

l. Are you currently using an outside consultant to assist:
If so, which firm:

m. Have you completed a needs assessment:

n. Have you identified your hardware and software:
If so, what hardware and software:

o. Have you developed a change integration plan:
If so, would you be willing to share your plan:

p. Have you developed an education and training plan:
If so, would you be willing to share your plan:

q. Have you developed a communications strategy/plan:
If so, would you be willing to share your plan:

r. Approximately how many personnel will be impacted by the change:

s. When do you plan to complete the implementation:

3. Are you CURRENTLY PLANNING a new re-enginnering project:
If so, is it for:
a. Accounting and Budget Process:
b. Human Resources:
c. Procurement:
d. Student Admissions:
e. Student Loans & Financial Aid:
f. Student Registrations:
g. Traffic & Parking:
h. Residence & Dining Halls:
i. Patient Care:
j. Information Technology:
k. Others:

Thanks for your input.

Dan Allen
Manager -- Business Process Re-engineering
A.R.M.S. Project
The Ohio State University

>From rwebb@sun.cis.smu.edu Wed May 17 16:02:04 1995
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Date: Wed, 17 May 1995 14:48:52 -0500 (CDT)
From: Roland Webb <rwebb@sun.cis.smu.edu>
Subject: Re: BPRREENG-L digest 15
To: bprreeng-l@lists.acs.ohio-state.edu
cc: Multiple recipients of list <bprreeng-l@lists.acs.ohio-state.edu>
In-Reply-To: <199505171650.MAA01655@lists.acs.ohio-state.edu>
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On Wed, 17 May 1995 bprreeng-l@lists.acs.ohio-state.edu wrote:

> BPRREENG-L Digest 15
>
> Topics covered in this issue include:
>
> 1) General -- Survey -- Ohio State
> by DAN ALLEN <DALLEN@smtpgw.arms.ohio-state.edu>
>
> ----------------------------------------------------------------------
>
> Date: Tue, 16 May 1995 14:57:00 -0700 (PDT)
> From: DAN ALLEN <DALLEN@smtpgw.arms.ohio-state.edu>
> To: "'BPRREENG-L Send'" <BPRREENG-L@lists.acs.ohio-state.edu>
> Cc: "Allen.31@osu.edu" <Allen.31@osu.edu>
> Subject: General -- Survey -- Ohio State
> Message-ID: <2FB91F53@smtpgw.arms.ohio-state.edu>
>
>
> I would like to conduct an informal survey of colleges and universities to
> determine who is doing what -- with regard to BPR activities. I believe
> that this type of general information will stimulate a lot of interest.
>
> Please respond by making a copy of this survey. Add in your results, and in
> the subject line, place: BPR Survey Results - (college/university name)
>
> Thanks.
>
> ----------------------------------------------------------------------------
> ---------------------------------
ES>
> College/University: Southern Methodist
University, Dallas Texas >
> Completed b Roland Webb, Director of Internal Audit
> E-mail Address: rwebb@sun.cis.smu.edu
> Phone:214 768-3759
>
> Please answer Yes or No to the following questions:
>
> 1. Have you COMPLETED a re-engineering project in the past several
years: NO > If so, was it for:
> a. Accounting and Budget Process:
> b. Human Resources:
> c. Procurement:
> d. Student Admissions:
> e. Student Loans & Financial Aid:
> f. Student Registrations:
> g. Traffic & Parking:
> h. Residence & Dining Halls:
> i. Patient Care:
> j. Information Technology:
> k. Others:
>
>
>
> 2. Are you CURRENTLY in the PROCESS of re-engineering: YES
> If so, is it for:
> a. Accounting and Budget Process:
> b. Human Resources:
> c. Procurement:
> d. Student Admissions: YES
> e. Student Loans & Financial Aid: YES
> f. Student Registrations: YES
> g. Traffic & Parking:
> h. Residence & Dining Halls:
> i. Patient Care:
> j. Information Technology: YES
> k. Others:
>
We call what the re-engineering project "student services". We
identified value streams prior to commencing the project. The Student
Services Value stream was the highest priority.

>
>
> l. Are you currently using an outside consultant to assist:
> If so, which firm: We used James Martin & Company from
Langley, Virginia >
> m. Have you completed a needs assessment: YES
>
> n. Have you identified your hardware and software: NO
> If so, what hardware and software:
>
> o. Have you developed a change integration plan: YES
> If so, would you be willing to share your plan: I don't know
I would have to put you in contact with the project director. >
> p. Have you developed an education and training plan: In Process
> If so, would you be willing to share your plan:
>
> q. Have you developed a communications strategy/plan: In process
> If so, would you be willing to share your plan:
>
> r. Approximately how many personnel will be impacted by the
change: 100 - 200 >
> s. When do you plan to complete the implementation: 1997?
>
>
> 3. Are you CURRENTLY PLANNING a new re-enginnering project:
> If so, is it for:
We identified four basic value streams in this order of priority: Student
Services, Development, Human Resources and Financial Management

> a. Accounting and Budget Process:
> b. Human Resources:
> c. Procurement:
> d. Student Admissions:
> e. Student Loans & Financial Aid:
> f. Student Registrations:
> g. Traffic & Parking:
> h. Residence & Dining Halls:
> i. Patient Care:
> j. Information Technology:
> k. Others:
>
>
>
> Thanks for your input.
>
> Dan Allen
> Manager -- Business Process Re-engineering
> A.R.M.S. Project
> The Ohio State University
>
>
> ------------------------------
>
> End of BPRREENG-L Digest 15
> ***************************

>From DALLEN@smtpgw.arms.ohio-state.edu Thu May 18 11:38:53 1995
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Date: Thu, 18 May 1995 11:41:00 -0700 (PDT)
From: DAN ALLEN <DALLEN@smtpgw.arms.ohio-state.edu>
Subject: BPR Survey Results - Ohio State University
To: "'BPRREENG-L Send'" <BPRREENG-L@lists.acs.ohio-state.edu>
Cc: "Allen.31@osu.edu" <Allen.31@osu.edu>
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Encoding: 96 TEXT

College/University: The Ohio State University
Completed by: Dan Allen
E-mail Address: Allen.31@osu.edu
Phone: (614) 688-3318

Please answer Yes or No to the following questions:

1. Have you COMPLETED a re-engineering project in the past several years:
NO
(None that I know about)

If so, was it for:
a. Accounting and Budget Process:
b. Human Resources:
c. Procurement:
d. Student Admissions:
e. Student Loans & Financial Aid:
f. Student Registrations:
g. Traffic & Parking:
h. Residence & Dining Halls:
i. Patient Care:
j. Information Technology:
k. Others:

2. Are you CURRENTLY in the PROCESS of re-engineering: YES
If so, is it for:
a. Accounting and Budget Process: YES
b. Human Resources: YES
c. Procurement: NO
d. Student Admissions: NO
e. Student Loans & Financial Aid: NO
f. Student Registrations: NO
g. Traffic & Parking: NO
h. Residence & Dining Halls: NO
i. Patient Care: (Our Hospital is working on some re-enginnering -
out of my scope)
j. Information Technology: NO
k. Others: NO

l. Are you currently using an outside consultant to assist:
If so, which firm: ANDERSEN CONSULTING

m. Have you completed a needs assessment: YES (Effective 6/2/95)

n. Have you identified your hardware and software: NO -- Anticipate
identifying hardware and software around Jan 1996

If so, what hardware and software:

o. Have you developed a change integration plan: (YES - DRAFT)
If so, would you be willing to share your plan: (Not until
approved)

p. Have you developed an education and training plan: (YES - DRAFT)
If so, would you be willing to share your plan: (Not until
approved)

q. Have you developed a communications strategy/plan: (YES - DRAFT)
If so, would you be willing to share your plan: (Not until
approved)

r. Approximately how many personnel will be impacted by the change:
Approximately 5600 End Users and Management

s. When do you plan to complete the implementation: 2 1/2 years

FOR MORE INFORMATION, SEE:

World Wide Web -- http://www.acs.ohio-state.edu
Gopher -- gopher.acs.ohio.state.edu/1/OSU
Administration/ARMS

Project is referred to as the: Administrative Resource Management System
(A.R.M.S.) Project

3. Are you CURRENTLY PLANNING a new re-enginnering project: N/A
If so, is it for:
a. Accounting and Budget Process:
b. Human Resources:
c. Procurement:
d. Student Admissions:
e. Student Loans & Financial Aid:
f. Student Registrations:
g. Traffic & Parking:
h. Residence & Dining Halls:
i. Patient Care:
j. Information Technology:
k. Others:

>From Schmidt#m#_Linda.Business_Affairs@msgateway.andrew.cmu.edu Thu May 18 13:54:58 1995
Received: from cmu1.acs.cmu.edu by lists.acs.ohio-state.edu (8.6.11/5.901231)
id NAA07971; Thu, 18 May 1995 13:54:56 -0400
Received: from msgateway.andrew.cmu.edu (MSGATEWAY.ANDREW.CMU.EDU [128.2.35.151]) by cmu1.acs.cmu.edu (8.6.12/8.6.9) with SMTP id NAA21513 for <bprreeng-l@lists.acs.ohio-state.edu>; Thu, 18 May 1995 13:54:54 -0400
Message-Id: <199505181754.NAA21513@cmu1.acs.cmu.edu>
Date: 18 May 1995 13:55:50 U
From: "Schmidt, Linda" <Schmidt#m#_Linda.Business_Affairs@msgateway.andrew.cmu.edu>
Subject: RE: Error Condition Re: BPR Survey Results - Carnegie Mellon
To: bprreeng-l@lists.acs.ohio-state.edu

College/University: Carnegie Mellon University
Completed by: Linda Schmidt
E-mail Address: ls2v@andrew.cmu.edu
Phone: (412)268-1976

Please answer Yes or No to the following questions:

1. Have you COMPLETED a re-engineering project in the past several years:
NO
If so, was it for:
a. Accounting and Budget Process:
b. Human Resources:
c. Procurement:
d. Student Admissions:
e. Student Loans & Financial Aid:
f. Student Registrations:
g. Traffic & Parking:
h. Residence & Dining Halls:
i. Patient Care:
j. Information Technology:
k. Others:

2. Are you CURRENTLY in the PROCESS of re-engineering:
If so, is it for:
a. Accounting and Budget Process: NO
b. Human Resources: NO
c. Procurement: YES
d. Student Admissions: NO
e. Student Loans & Financial Aid: NO
f. Student Registrations: YES
g. Traffic & Parking: NO
h. Residence & Dining Halls: NO
i. Patient Care: NO
j. Information Technology: NO
k. Others:

ANSWERS BELOW ARE FOR THE PROCUREMENT PROCESS

l. Are you currently using an outside consultant to assist: NO
If so, which firm: (Used Coopers & Lybrand for 1st project)

m. Have you completed a needs assessment: YES

n. Have you identified your hardware and software: NO
If so, what hardware and software:

o. Have you developed a change integration plan: DRAFT
If so, would you be willing to share your plan: once final

p. Have you developed an education and training plan: NO
If so, would you be willing to share your plan:

q. Have you developed a communications strategy/plan: DRAFT
If so, would you be willing to share your plan: once final

r. Approximately how many personnel will be impacted by the change: 28
for the Procurement Process

s. When do you plan to complete the implementation: Februray 96

3. Are you CURRENTLY PLANNING a new re-enginnering project: YES
If so, is it for:
a. Accounting and Budget Process: YES
b. Human Resources:
c. Procurement:
d. Student Admissions:
e. Student Loans & Financial Aid:
f. Student Registrations:
g. Traffic & Parking:
h. Residence & Dining Halls:
i. Patient Care:
j. Information Technology:
k. Others:

>From Bob_Walker@smtplink.medcom.amedd.army.mil Thu May 18 16:01:15 1995
Received: from hcssa.e-mail.amedd.army.mil by lists.acs.ohio-state.edu (8.6.11/5.901231)
id PAA08816; Thu, 18 May 1995 15:59:54 -0400
From: <Bob_Walker@smtplink.medcom.amedd.army.mil>
Received: from SMTPLINK.MEDCOM.AMEDD.ARMY.MIL
by host.hcssa.e-mail.amedd.army.mil id aa11330; 17 May 95 10:06 CDT
Received: from cc:Mail by smtplink.medcom.amedd.army.mil
id AA800730571; Wed, 17 May 95 10:07:21 CST
Date: Wed, 17 May 95 10:07:21 CST
Encoding: 34 Text, 128 Text
Message-Id: <9504178007.AA800730571@smtplink.medcom.amedd.army.mil>
To: bprreeng-l@lists.acs.ohio-state.edu, nrch@usa.net, HIM-L@fiona.umsmed.edu,
hirschman@al.tch.harvard.edu
Subject: HELP - EDI Question

I am posting this response to the following question because
I need help in answering Mr. Hirschman. Please send me an info
copy your answers at rgwalker@aol.com. I am interested in
learning more about HL7 and ANSI X.12.
Reference attached document that was posted on 95-05-16,
SUBJECT: ELECTRONIC DATA INTERCHANGE.
In response Mr. Cliff Hirschman
Director, Financial Systems, Children's Hospital-Boston.
E-MAIL: hirschman@al.tch.harvard.edu
wrote:
"Your document does not reference any of the existing EDI
standards or proposed standards that are used healthcare--
specifically HL7 and ANSI X.12. I would be interested to know
how the framework you propose relates to these."

My best answer is: In the subject document I have provided
a very basic structure of information requirements relative to an
open systems interconnect (OSI) environment. HL7 and ANSI X.12
are standard formats for describing complex data.
OSI is a internationally accepted protocol model developed
by the International Standards Organization that governs
communications interchange between systems. The OSI reference
model specifies how dissimilar computing devices such as network
interface cards, bridges, and routers exchange data over a
network. The model consist of seven layers. From lowest to
highest are: Physical, Data Link, Network, Transport, Session,
Presentation, and Application. Every layer performs services that
support the layer above it.
I understand that HL7 and ANSI X.12 may apply at any of the
highest three levels of OSI. HL7 and ANSI X.12 must apply at one
of the levels to comply with OSI standards.

ROBERT G. WALKER, CSI-IIE

I have been work with a group assembled to define the
Electronic Data Interchange (EDI) applications for the Healthcare
Open Systems Test (HOST. MY perception of HOST is a series of
distributed databases integrated in an open systems environment.
An expanded EDI and open NIST standard protocols that support
existing and future technology, as well as distributed data bases
will be the ultimate automation tool of the future health care
information system.

HOST is public and private funded project lead by
Microelectronics and Computer Technology Corporation (MCC). MCC
is an Austin Texas based research consortium. EDI applications
that I perceive as applicable are as follows:

1. EVALUATION OF THE EDI DEMONSTRATION PROJECTS: If you look at
HOST as the system that integrates connecting modules, their are
at least eight major EDI categories associated with demonstration
projects. Each of the eight categories could have many EDI
links. Some of the most obvious are:

THE INSTITUTIONAL MODULE connects inpatient facilities
(i.e., hospitals, nursing homes, mental institutions, etc.) to
HOST.

INSTITUTIONAL RECORD is the standard inpatient record.
The inst. record would contain primary and secondary diagnosis
etc., Information on procedures (surgical, diagnostic, etc.),
Information on the treatments, and providers that administered
the care, procedures, treatments, Etc. on an inpatient basis.

QUALITY CONTROL DATA would summarize the numbers of
admissions, dispositions, occupied beds, length of stay,
procedures, treatments, and provide comparative mortality and
morbidity data.

BILLING INFORMATION WOULD BE THAT INFORMATION REQUIRED
BY THE FINANCIAL INTERMEDIARY (INSURANCE CO., ETC.).

THE CLINICAL MODULE connects outpatient facilities (i.e.,
Clinics, emergency rooms, provider offices, etc.) to HOST.

CLINICAL RECORD is the standard outpatient record.
The clinical record would contain primary and secondary diagnosis
etc., Information on procedures (surgical, diagnostic, etc.),
Information on treatments, and the providers that administered
the care, procedures, treatments, Etc. on an outpatient basis.

QUALITY CONTROL DATA would summarize the numbers of
clinic visits, procedures, treatments, and provide comparative
mortality and morbidity data.

THE BILLING INFORMATION would be that information
required by the financial intermediary (insurance co., Etc.).

THE ENROLLMENT data is demographic data relative to
the numbers of individuals by sex, age, enrollment category,
etc., being cared for by the specific clinical program.

THE ANCILLARY SERVICES MODULES provide connectivity with
pharmacies, laboratories, radiological services, and other
support services (i.e, electrocardiology, electroencephalo-
graphy, electroneuremyography, pulmonary function, etc.).

THE PREVENTATIVE MEDICINE MODULES provide connectivity with
federal, state, and community services preventative medicine
activities/programs. (I.E., Food and drug administration, center
for disease control, school and community immunization/health
programs, environmental quality programs, etc.).

THE QUALITY EVALUATION MODULES provide connectivity with
agencies that monitor the quality health care. Some possible
agencies are: the Department of Health and Human Services, the
Joint Commission on Accreditation of Hospitals, American Hospital
Association, American Medical Association, American Nursing
Association, and many others. The primary reports these agencies
generate are: mortality and morbidity statistics, quality of
health care statistics, respective case mix analysis, health care
quality management reports and comparative statistics,
institutional and provider quality evaluations, etc.

THE TELEMEDICINE MODULES would be used to electronically
connect institutions and providers to other institutions and
providers. The primary rationale for telemedicine is to help
provide emergency care, diagnostic assistance, treatment
assistance, consultation and evaluation of health care in support
of underserviced areas, home health care, etc. Advancements in
robotics, virtual reality, and cyberspace will probably lead to
exponential growth in these areas over the next ten years.
(e.g., The army institute for surgical research is currently
testing procedures to allow surgeons to perform emergency field
surgery using robotics and virtual reality.)

THE BUSINESS AND PLANNING MODULES would be used to
electronically connect institutions, providers of health care,
and providers of ancillary and support services to the financial
intermediaries (insurance companies). The data will also be used
in conjunction with quality of care data for business and health
planning, and institution/provider productivity reporting.
Automated inventory and logistics support may also be a part of
this module.

OTHER HOST MODULES should be virtually connected to allow
access to patient records when traveling or moving. Integration
of the various host projects will also be vital to quality
assurance and business comparisons.

2. USE OF EDI IN THE HEALTHCARE NETWORKS QUALITY EVALUATION: I
view this issue as the evaluation of how well the host
demonstration project is serving it's customers. Most of the
data requirements should be developed within the host system and
the statistical quality control reports generated by the system.
Data reports should show the maximum time a customer was placed
in the que, throughput, data recovery speed, disaster recovery
time, data quality, etc. Additionally, customer satisfaction
surveys could be used.

3. LINKING EDI TO CLINICAL SYSTEMS AND STANDARDS: This issue is
the key to the success of the host demonstration projects. The
effectiveness of integration to clinical, institutional,
ancillary services, preventative medicine, quality evaluation,
telemedicine, business and planning, and other host projects is
paramount to project success. This is especially important in
the integration of existing systems. Standardization of data
records is crucial to efficient integration.

Please provide any additions or comments to
rgwalker@aol.com. Thank you.

ROBERT G. WALKER, CSI-IIE

>From Bob_Walker@smtplink.medcom.amedd.army.mil Thu May 18 16:34:18 1995
Received: from hcssa.e-mail.amedd.army.mil by lists.acs.ohio-state.edu (8.6.11/5.901231)
id QAA09241; Thu, 18 May 1995 16:33:09 -0400
From: <Bob_Walker@smtplink.medcom.amedd.army.mil>
Received: from SMTPLINK.MEDCOM.AMEDD.ARMY.MIL
by host.hcssa.e-mail.amedd.army.mil id aa21107; 18 May 95 8:00 CDT
Received: from cc:Mail by smtplink.medcom.amedd.army.mil
id AA800809420; Thu, 18 May 95 08:02:53 CST
Date: Thu, 18 May 95 08:02:53 CST
Encoding: 33 Text, 128 Text
Message-Id: <9504188008.AA800809420@smtplink.medcom.amedd.army.mil>
To: BPRREENG-L@lists.acs.ohio-state.edu
Subject: HELP - EDI Question

I am posting this response to the following question because
I need help in answering Mr. Hirschman. Please send me an info
copy your answers at rgwalker@aol.com. I am interested in
learning more about HL7 and ANSI X.12.
Reference attached document that was posted on 95-05-16,
SUBJECT: ELECTRONIC DATA INTERCHANGE.
In response Mr. Cliff Hirschman
Director, Financial Systems, Children's Hospital-Boston.
E-MAIL: hirschman@al.tch.harvard.edu
wrote:
"Your document does not reference any of the existing EDI
standards or proposed standards that are used healthcare--
specifically HL7 and ANSI X.12. I would be interested to know
how the framework you propose relates to these."

My best answer is: In the subject document I have provided
a very basic structure of information requirements relative to an
open systems interconnect (OSI) environment. HL7 and ANSI X.12
are standard formats for describing complex data.
OSI is a internationally accepted protocol model developed
by the International Standards Organization that governs
communications interchange between systems. The OSI reference
model specifies how dissimilar computing devices such as network
interface cards, bridges, and routers exchange data over a
network. The model consist of seven layers. From lowest to
highest are: Physical, Data Link, Network, Transport, Session,
Presentation, and Application. Every layer performs services that
support the layer above it.
I understand that HL7 and ANSI X.12 may apply at any of the
highest three levels of OSI. HL7 and ANSI X.12 must apply at one
of the levels to comply with OSI standards.

ROBERT G. WALKER, CSI-IIE

I worked with a group assembled to define the electronic Data
Interchange (EDI) applications for the Healthcare Open Systems
Test (HOST). MY perception of HOST is a series of distributed
databases integrated in an open systems environment. An expanded
EDI and open NIST standard protocols that support existing and
future technology, as well as distributed data bases will be the
ultimate automation tool of the future health care information
system.

HOST is public and private funded project lead by
Microelectronics and Computer Technology Corporation (MCC). MCC
is an Austin Texas based research consortium. EDI applications
that I perceive as applicable are as follows:

1. EVALUATION OF THE EDI DEMONSTRATION PROJECTS: If you look at
HOST as the system that integrates connecting modules, their are
at least eight major EDI categories associated with demonstration
projects. Each of the eight categories could have many EDI
links. Some of the most obvious are:

THE INSTITUTIONAL MODULE connects inpatient facilities
(i.e., hospitals, nursing homes, mental institutions, etc.) to
HOST.

INSTITUTIONAL RECORD is the standard inpatient record.
The inst. record would contain primary and secondary diagnosis
etc., Information on procedures (surgical, diagnostic, etc.),
Information on the treatments, and providers that administered
the care, procedures, treatments, Etc. on an inpatient basis.

QUALITY CONTROL DATA would summarize the numbers of
admissions, dispositions, occupied beds, length of stay,
procedures, treatments, and provide comparative mortality and
morbidity data.

BILLING INFORMATION WOULD BE THAT INFORMATION REQUIRED
BY THE FINANCIAL INTERMEDIARY (INSURANCE CO., ETC.).

THE CLINICAL MODULE connects outpatient facilities (i.e.,
Clinics, emergency rooms, provider offices, etc.) to HOST.

CLINICAL RECORD is the standard outpatient record.
The clinical record would contain primary and secondary diagnosis
etc., Information on procedures (surgical, diagnostic, etc.),
Information on treatments, and the providers that administered
the care, procedures, treatments, Etc. on an outpatient basis.

QUALITY CONTROL DATA would summarize the numbers of
clinic visits, procedures, treatments, and provide comparative
mortality and morbidity data.

THE BILLING INFORMATION would be that information
required by the financial intermediary (insurance co., Etc.).

THE ENROLLMENT data is demographic data relative to
the numbers of individuals by sex, age, enrollment category,
etc., being cared for by the specific clinical program.

THE ANCILLARY SERVICES MODULES provide connectivity with
pharmacies, laboratories, radiological services, and other
support services (i.e, electrocardiology, electroencephalo-
graphy, electroneuremyography, pulmonary function, etc.).

THE PREVENTATIVE MEDICINE MODULES provide connectivity with
federal, state, and community services preventative medicine
activities/programs. (I.E., Food and drug administration, center
for disease control, school and community immunization/health
programs, environmental quality programs, etc.).

THE QUALITY EVALUATION MODULES provide connectivity with
agencies that monitor the quality health care. Some possible
agencies are: the Department of Health and Human Services, the
Joint Commission on Accreditation of Hospitals, American Hospital
Association, American Medical Association, American Nursing
Association, and many others. The primary reports these agencies
generate are: mortality and morbidity statistics, quality of
health care statistics, respective case mix analysis, health care
quality management reports and comparative statistics,
institutional and provider quality evaluations, etc.

THE TELEMEDICINE MODULES would be used to electronically
connect institutions and providers to other institutions and
providers. The primary rationale for telemedicine is to help
provide emergency care, diagnostic assistance, treatment
assistance, consultation and evaluation of health care in support
of underserviced areas, home health care, etc. Advancements in
robotics, virtual reality, and cyberspace will probably lead to
exponential growth in these areas over the next ten years.
(e.g., The army institute for surgical research is currently
testing procedures to allow surgeons to perform emergency field
surgery using robotics and virtual reality.)

THE BUSINESS AND PLANNING MODULES would be used to
electronically connect institutions, providers of health care,
and providers of ancillary and support services to the financial
intermediaries (insurance companies). The data will also be used
in conjunction with quality of care data for business and health
planning, and institution/provider productivity reporting.
Automated inventory and logistics support may also be a part of
this module.

OTHER HOST MODULES should be virtually connected to allow
access to patient records when traveling or moving. Integration
of the various host projects will also be vital to quality
assurance and business comparisons.

2. USE OF EDI IN THE HEALTHCARE NETWORKS QUALITY EVALUATION: I
view this issue as the evaluation of how well the host
demonstration project is serving it's customers. Most of the
data requirements should be developed within the host system and
the statistical quality control reports generated by the system.
Data reports should show the maximum time a customer was placed
in the que, throughput, data recovery speed, disaster recovery
time, data quality, etc. Additionally, customer satisfaction
surveys could be used.

3. LINKING EDI TO CLINICAL SYSTEMS AND STANDARDS: This issue is
the key to the success of the host demonstration projects. The
effectiveness of integration to clinical, institutional,
ancillary services, preventative medicine, quality evaluation,
telemedicine, business and planning, and other host projects is
paramount to project success. This is especially important in
the integration of existing systems. Standardization of data
records is crucial to efficient integration.

Please provide any additions or comments to
rgwalker@aol.com. Thank you.

ROBERT G. WALKER, CSI-IIE

>From fcbbs!David_Goessling@uu6.psi.com Sat May 20 00:35:31 1995
Received: from uu6.psi.com by lists.acs.ohio-state.edu (8.6.11/5.901231)
id AAA16113; Sat, 20 May 1995 00:35:30 -0400
Received: from fcbbs.UUCP by uu6.psi.com (5.65b/4.0.071791-PSI/PSINet) via UUCP;
id AA23393 for ; Sat, 20 May 95 00:25:27 -0400
Received: from KPMG (Radnor) (FirstClass[2000111])
by fcbbs.ss.kpmg.com (PostalUnion/UUCP 1.0.9a)
id AA2000111.2883771948; Fri, 19 May 1995 22:53:04 EST
Message-Id: <1995May19.234548.2883771948@fcbbs.ss.kpmg.com>
To: bprreeng-l@lists.acs.ohio-state.edu
From: David_Goessling@fcbbs.ss.kpmg.com
Organization: Strategic Services of KPMG Peat Marwick
Date: Fri, 19 May 1995 23:45:48 EST
Subject: Re: BPRREENG-L digest 17

Dave Goessling will be on vacation until May 30. Please contact one of the
following helpful individuals for all your research needs:
Bob Meade 201-307-7229
Renee Massoud 201-307-7293
Dave Kull 201-307-7249

Thanks!

***************************************************************************
This e-mail message was sent from the KPMG Knowledge Manager.

The information contained in this e-mail message is privileged and confidential. It is intended for the use of the addressee listed above.

Technical Support (610) 995-4419
***************************************************************************
>From EKMMAMP@MVS.OAC.UCLA.EDU Mon May 22 14:22:32 1995
Received: from MVS.OAC.UCLA.EDU by lists.acs.ohio-state.edu (8.6.11/5.901231)
id OAA23293; Mon, 22 May 1995 14:22:29 -0400
Message-Id: <199505221822.OAA23293@lists.acs.ohio-state.edu>
Received: from UCLAMVS.BITNET by MVS.OAC.UCLA.EDU (IBM MVS SMTP V2R2.1)
with BSMTP id 6145; Mon, 22 May 95 11:22:36 PST
Date: Mon, 22 May 95 11:22 PDT
To: bprreeng-l@LISTS.acs.ohio-state.edu
From: "Ann M. Powley" <EKMMAMP@MVS.OAC.UCLA.EDU>
Subject: What makes BPR successful?

As a recent subscriber to this forum, I am anxious to get the
benefit of other subscribers' experience in institutional BPR.
In preparing a survey for a research project, I need the
assistance of some of those expert in BPR. Specifically, I need
your opinions on the following questions:

Assuming BPR success is measured in profit improvements or cost
reduction/productivity improvement, what organizational
conditions, values or attributes are there that would predict
project success? For example: executive consensus, commitment
to change, employee involvement, training for employees involved
in the process, consultant involvement or any other predictive
condition, no matter how small its importance.

Do organization size or project scope affect BPR success? In
other words, would a large institution be more likely to succeed
than a small one? Would a small project (e.g., only Accounts
Payable processes) be more likely to succeed that an
organization wide project?

Do successful projects always involve a net reduction in
employees? do some involve an increase?

What institution represents your idea of a model organization
successful in BPR?

Any response will be appreciated - a laundry list or a treatise.
I will be happy to share the results of the research with anyone
interested. Please direct your response to me with the subject
listed as: BPR Success from <your name or institution name>.

Best regards,
Ann M. Powley, C.P.M.
Procurement Reengineering Leadership Team
UCLA
>From Bob_Walker@smtplink.medcom.amedd.army.mil Mon May 22 16:31:48 1995
Received: from hshs09.dencom.army.mil by lists.acs.ohio-state.edu (8.6.11/5.901231)
id QAA24448; Mon, 22 May 1995 16:31:38 -0400
From: <Bob_Walker@smtplink.medcom.amedd.army.mil>
Received: from smtplink.medcom.amedd.army.mil by hshs09.dencom.army.mil (5.x/SMI-SVR4)
id AA22298; Mon, 22 May 1995 15:31:11 -0500
Received: from cc:Mail by smtplink.medcom.amedd.army.mil
id AA801181641; Mon, 22 May 95 14:25:22 CST
Date: Mon, 22 May 95 14:25:22 CST
Encoding: 51 Text
Message-Id: <9504228011.AA801181641@smtplink.medcom.amedd.army.mil>
To: BPRREENG-L@lists.acs.ohio-state.edu
Subject: What makes BPR successful?

As a recent subscriber to this forum, I am anxious to get the
benefit of other subscribers' experience in institutional BPR.
In preparing a survey for a research project, I need the
assistance of some of those expert in BPR. Specifically, I need
your opinions on the following questions:

Assuming BPR success is measured in profit improvements or cost
reduction/productivity improvement, what organizational
conditions, values or attributes are there that would predict
project success? For example: executive consensus, commitment to
change, employee involvement, training for employees involved in
the process <<Yes all very inportant>>>, consultant involvement
<<<Not Necessarily>>> or any other predictive condition, no
matter how small its importance.

Do organization size or project scope affect BPR success? In
other words, would a large institution be more likely to succeed
than a small one? <<<<Not Necessarily>>> Would a small project
(e.g., only Accounts Payable processes) be more likely to
succeed that an organization wide project <<<Yes, especially
until you have achieved some success>>>>?

Do successful projects always involve a net reduction in
employees <<<No>>>? do some involve an increase <<<not
often unless grossly understaffed to begin with or new
markets/products identified during the process>>>?

What institution represents your idea of a model organization
successful in BPR <<<<Harley Davidson Motorcycle, Flordia Light
and Power, plus others have been very successful>>>?

Any response will be appreciated - a laundry list or a treatise.
I will be happy to share the results of the research with anyone
interested. Please direct your response to me with the subject
listed as: BPR Success from <your name or institution name>.

Best regards,
Ann M. Powley, C.P.M.
Procurement Reengineering Leadership Team
UCLA

A very good book on the tools needed for BPR is:

PROJECT MANAGEMENT TOOLS FOR ENGINEERS AND MANAGEMENT PROFESSIONALS
ISBN 0-89806-114-8 by Adedeji B. Badiru, Ph.D, P.E.
Published by: Institute of Industrial Engineers
25 Technology Park
Norcross, GA 30092

ROBERT G. WALKER, CSI-IIE

>From CAUMMEL@MERCUR.USAO.EDU Mon May 22 17:23:29 1995
Received: from MERCUR.USAO.EDU by lists.acs.ohio-state.edu (8.6.11/5.901231)
id RAA24840; Mon, 22 May 1995 17:23:28 -0400
From: <CAUMMEL@MERCUR.USAO.EDU>
Date: Mon, 22 May 1995 16:26:13 -0500 (CDT)
To: bprreeng-l@lists.acs.ohio-state.edu
Message-Id: <950522162613.330b@MERCUR.USAO.EDU>
Subject: response to post by Ann M. Powley

I defended thesis on this topic last week; subject is very interesting
to me. You can obtain *lots* of good info from Assn. of Governing Bds. of
Univ. & Colleges national conference (tapes). Please keep me posted on
this.
>From earleneb@comp.uark.edu Mon May 22 17:48:16 1995
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id RAA25082; Mon, 22 May 1995 17:48:15 -0400
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Date: Mon, 22 May 1995 16:48:11 -0500
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Mime-Version: 1.0
Content-Type: text/plain; charset="us-ascii"
To: bprreeng-l@lists.acs.ohio-state.edu
From: earleneb@comp.uark.edu (Earlene Baker)
Subject: Re: BPRREENG-L digest 15

> BPRREENG-L Digest 15
>
>Topics covered in this issue include:
>
> 1) General -- Survey -- Ohio State
> by DAN ALLEN <DALLEN@smtpgw.arms.ohio-state.edu>
>
>----------------------------------------------------------------------
>
>Date: Tue, 16 May 1995 14:57:00 -0700 (PDT)
>From: DAN ALLEN <DALLEN@smtpgw.arms.ohio-state.edu>
>To: "'BPRREENG-L Send'" <BPRREENG-L@lists.acs.ohio-state.edu>
>Cc: "Allen.31@osu.edu" <Allen.31@osu.edu>
>Subject: General -- Survey -- Ohio State
>Message-ID: <2FB91F53@smtpgw.arms.ohio-state.edu>
>
>
>I would like to conduct an informal survey of colleges and universities to
>determine who is doing what -- with regard to BPR activities. I believe
>that this type of general information will stimulate a lot of interest.
>
>Please respond by making a copy of this survey. Add in your results, and in
>the subject line, place: BPR Survey Results - (college/university name)
>
>Thanks.
>
> ----------------------------------------------------------------------------
> ---------------------------------
>
>College/University: ____________________________________
>
>Completed by: ________________________________________
>E-mail Address: ________________________________________
>Phone: _________________________________
>
>Please answer Yes or No to the following questions:
>
>1. Have you COMPLETED a re-engineering project in the past several years:
> If so, was it for:
> a. Accounting and Budget Process:
> b. Human Resources:
> c. Procurement:
> d. Student Admissions:
> e. Student Loans & Financial Aid:
> f. Student Registrations:
> g. Traffic & Parking:
> h. Residence & Dining Halls:
> i. Patient Care:
> j. Information Technology:
> k. Others:
>
>
>
>2. Are you CURRENTLY in the PROCESS of re-engineering:
> If so, is it for:
> a. Accounting and Budget Process:
> b. Human Resources:
> c. Procurement:
> d. Student Admissions:
> e. Student Loans & Financial Aid:
> f. Student Registrations:
> g. Traffic & Parking:
> h. Residence & Dining Halls:
> i. Patient Care:
> j. Information Technology:
> k. Others:
>
>
>
> l. Are you currently using an outside consultant to assist:
> If so, which firm:
>
> m. Have you completed a needs assessment:
>
> n. Have you identified your hardware and software:
> If so, what hardware and software:
>
> o. Have you developed a change integration plan:
> If so, would you be willing to share your plan:
>
> p. Have you developed an education and training plan:
> If so, would you be willing to share your plan:
>
> q. Have you developed a communications strategy/plan:
> If so, would you be willing to share your plan:
>
> r. Approximately how many personnel will be impacted by the change:
>
> s. When do you plan to complete the implementation:
>
>
>3. Are you CURRENTLY PLANNING a new re-enginnering project:
> If so, is it for:
> a. Accounting and Budget Process:
> b. Human Resources:
> c. Procurement:
> d. Student Admissions:
> e. Student Loans & Financial Aid:
> f. Student Registrations:
> g. Traffic & Parking:
> h. Residence & Dining Halls:
> i. Patient Care:
> j. Information Technology:
> k. Others:
>
>
>
>Thanks for your input.
>
>Dan Allen
>Manager -- Business Process Re-engineering
>A.R.M.S. Project
>The Ohio State University
>
>
>------------------------------
>
>End of BPRREENG-L Digest 15
>***************************

Earlene Baker
Office of the Vice Chancellor for Finance & Admin.
University of Arkansas
Telephone: (501)575-5828

>From earleneb@comp.uark.edu Mon May 22 17:56:48 1995
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Date: Mon, 22 May 1995 16:56:44 -0500
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To: bprreeng-l@lists.acs.ohio-state.edu
From: earleneb@comp.uark.edu (Earlene Baker)
Subject: Re:BPR Survey - University of Arkansas, Fayetteville

----------------------------------------------------------------------------
> ---------------------------------
>
>College/University: University of Arkansas, Fayetteville
>Campus____________________________________
>
>Completed by: Earlene Baker_______________________________________
>E-mail Address: earleneb@comp.uark.edu________________________________________
>Phone: (501)575-5828________________________________
>
>Please answer Yes or No to the following questions:
>
>1. Have you COMPLETED a re-engineering project in the past several years:
> If so, was it for:
> a. Accounting and Budget Process:Yes
> b. Human Resources: Yes
> c. Procurement: Yes
> d. Student Admissions: Yes
> e. Student Loans & Financial Aid: Yes
> f. Student Registrations: Yes
> g. Traffic & Parking: Yes
> h. Residence & Dining Halls: Yes
> i. Patient Care: n/a
> j. Information Technology: No
> k. Others:
>
>
>
>2. Are you CURRENTLY in the PROCESS of re-engineering:
> If so, is it for:
> a. Accounting and Budget Process: Yes
> b. Human Resources: Yes
> c. Procurement: Yes
> d. Student Admissions: Yes
> e. Student Loans & Financial Aid: Yes
> f. Student Registrations: Yes
> g. Traffic & Parking: Yes
> h. Residence & Dining Halls: No
> i. Patient Care: n/a
> j. Information Technology: Yes
> k. Others:
>
>
>
> l. Are you currently using an outside consultant to assist:
> If so, which firm: AMS
>
> m. Have you completed a needs assessment: Yes
>
> n. Have you identified your hardware and software:
> If so, what hardware and software: The software used in the
primary areas of re-engineering will be an in-house developed
information system, using NATURAL. Existing hardware will be used.
>
> o. Have you developed a change integration plan: Yes
> If so, would you be willing to share your plan: n/a The software
development is done in modules; there is a plan developed for each
module that could be adaptable in other environments.
>
> p. Have you developed an education and training plan: Again, education
and training is specific to each module developed, although there
are general training sessions for the overall system concept.
> If so, would you be willing to share your plan: n/a
>
> q. Have you developed a communications strategy/plan: No
> If so, would you be willing to share your plan: n/a
>
> r. Approximately how many personnel will be impacted by the change:
> 500
> s. When do you plan to complete the implementation: July, 1999
>
>
>3. Are you CURRENTLY PLANNING a new re-enginnering project:
> If so, is it for:
> a. Accounting and Budget Process: No
> b. Human Resources: No
> c. Procurement: No
> d. Student Admissions: No
> e. Student Loans & Financial Aid: No
> f. Student Registrations: No
> g. Traffic & Parking: No
> h. Residence & Dining Halls: No
> i. Patient Care: No
> j. Information Technology: No
> k. Others: n/a
>
>
>

>
>------------------------------
>
>End of BPRREENG-L Digest 15
>***************************

Earlene Baker
Office of the Vice Chancellor for Finance & Admin.
University of Arkansas
Telephone: (501)575-5828

>From waria@gate.net Mon May 22 20:26:55 1995
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Date: Mon, 22 May 95 18:05:01 PDT
From: layna <waria@gate.net>
Subject: RE: BPRREENG-L digest 13
To: bprreeng-l@lists.acs.ohio-state.edu
X-Mailer: Chameleon ARM_55, TCP/IP for Windows, NetManage Inc.
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>
>Date: Mon, 15 May 1995 17:35:20 +0100
>From: Justin.Farrell@cs.tcd.ie (Justin Farrell)
>To: BPRREENG-L@lists.acs.ohio-state.edu
>Subject: Reengineering in universities - case studies sought.
>Message-ID: <199505151642.MAA18669@lists.acs.ohio-state.edu>
>
>Hi,
>
>I am a postgraduate student in the Applied Information Systems Group in
>Trinity College Dublin (TCD). For the last year/ year and a half I have
>been <snip>
>If anyone has such experiences I would appreciate hearing from them and I
>would be glad to share with them some of my own findings (although they are
>only preliminary at the moment).

You might want to read the case study by Dr. Peter Denning and Dr. Raul
Medina-Mora on how George Mason University reengineered curriculum
management. This case study appears in the excellent anthology, New Tools
for New Times: The Workflow Paradigm, Second Edition.The Impact of
Information Technology on Business Process Reengineering.
ISBN 0-9640233-2-6 $34.95.

If you can't find it at your local bookstore (it was published this month)
you can order it direct from Future Strategies Inc. Book Division
3640 N. Federal Highway, Lighthouse Point, FL 33064 USA
tel:305-782-3376 fax: 305-782-6365

Layna Fischer
Chair, WARIA (Workflow And Reengineering International Association.)

>From JACKSOAT@charlie.aston.ac.uk Tue May 23 06:56:31 1995
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From: "A.T.JACKSON" <JACKSOAT@charlie.aston.ac.uk>
Organization: Aston University
To: bprreeng-l@lists.acs.ohio-state.edu
Date: Tue, 23 May 1995 11:54:15 GMT+1
Subject: Overloading Support Departments
Priority: normal
X-mailer: Pegasus Mail v3.22
Message-ID: <211B07C03E3@charlie.aston.ac.uk>

Can anyone help?

I'm trying to identify relationships between shop-floor operations
and indirect functions in a manufacturing business. By indirect
functions I mean those departments or business processes that support
shop-floor operations. For example, these might include goods
inwards, purchasing, accounts payable/receivable, sales order
processing etc.

I'm particularly interested in identifying cases where excess
workloads placed on these functions have constrained manufacturing
operations.

I've read cases where companies have re-engineered, for example,
their procurement process. These re-designed processes will
typically be performed significantly faster and with fewer resources
than the old process. However, I'm struggling to find cases where
the old process has obviously constrained shop-floor operations. For
example, where overloading a purchasing or goods inwards function has
resulted in part shortages.

Does anybody know of any suitable cases or references??

I've sent this request to several mailbases, so I apologise if you
receive duplicate copies. Thanks in advance for any suggestions.

Andrew Jackson
>From DALLEN@smtpgw.arms.ohio-state.edu Tue May 23 10:29:24 1995
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Date: Mon, 22 May 1995 17:02:00 -0700 (PDT)
From: DAN ALLEN <DALLEN@smtpgw.arms.ohio-state.edu>
Subject: BPR Success - Ohio State University
To: "'BPRREENG-L Send'" <BPRREENG-L@lists.acs.ohio-state.edu>
Cc: "Allen.31@osu.edu" <Allen.31@osu.edu>
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This is in response to Ann M. Powley's questions of -- What makes BPR
successful?
from Digest #19.

I would like to try to respond to your questions -- though I really don't
consider myself as an "expert" in BPR.

1. Regarding your questions about what attributes are there that would
predict project success?

You Wrote:
Assuming BPR success is measured in profit improvements or cost
reduction/productivity improvement, what organizational
conditions, values or attributes are there that would predict
project success? For example: executive consensus, commitment
to change, employee involvement, training for employees involved
in the process, consultant involvement or any other predictive
condition, no matter how small its importance.

Answer:
I hate to give you the old "conditional" answer -- but the answer to
attributes to predicting project success is unique to each situation. What
we have done at OSU is to document the existing systems (Accounting and
Human Resources) and first asked ourselves "Is this step or process needed
-- and why?" After going through the processes -- we also looked at some
"best practices" or benchmarks to try to compare ourselves to what others
are doing. In some areas -- we were OK, others we needed improvement.
Then, it basically comes to a management decision as to what the real
success factors are for the process, e.g., to reduce the processing of
something from 3 weeks to 1 hour. These success factors (which are agreed
upon by management and end users) become our success factors -- for which
the project is evaluated against. The factors may be cost, may be time in
implementation, number of personnel able to perform the function on day of
implementation, how the process time compares to benchmarks, what the return
on investment is, or virtually anything. Again, this is entirely based on
the situation or conditions. The more specific the success factors are --
the better.

2. Do organization size or project scope affect BPR success?

Answer: Certainly! My inclination is that project scope has a greater
impact than does the organization size. There are many cases where if the
project scope was too broad that it became almost impossible to re-engineer
-- in that there were too many changes and too few resources in order to
make the changes happen. So yes, I belive that a smaller project will be
more successful than a broad change. However, I believe the proper approach
should be to break the broad changes into numerous segments -- then over
time -- change those processes (segments) and ensure that they are well
integrated (assuming there are resource constraints).

As for organizational size -- both large and small have succeeded as well as
failed with BPR efforts. I believe that the resolve of management to
sponsor the change is more important than the actual size of the
organization.

3. Do successful projects always involve a net reduction in
employees?

Answer: NO. A reengineering effort very well may redesign
operations/products/etc. by adding new opportunities for the organization.
Frequently, instead of reducing headcount, many organizations try to move
personnel to new areas or opportunities or are able to free up the personnel
to do the other things that needed to be done that had not been done well in
the past.

4. What institution represents your idea of a model organization
successful in BPR?

Eastman Chemical and many others.

Hope this helps.

Dan Allen
Ohio State University
>From kai@adb.gu.se Wed May 24 03:43:34 1995
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From: kai@adb.gu.se (KAI A. SIMON)
Subject: Replies to Dan Allen's survey

Is it so increadibly difficult to send the reply to Dan's survey by private
email, or why are so many of you sending it back to the list? It is the
"reply" function, isn't it?

Pleas send replies directly to DAN ALLEN <DALLEN@smtpgw.arms.ohio-state.edu>

Thanks,

Kai

-------------------------------------------------
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ATHLETICS 1995. CHECK OUT http://www.wca95.org/

>From dwatson@FLASH.LakeheadU.CA Wed May 24 08:12:33 1995
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Date: Wed, 24 May 1995 07:36:44 -0400 (EDT)
From: Don Watson - Comp Serv <dwatson@FLASH.LakeheadU.CA>
Subject: Re: BPRREENG-L digest 15
In-reply-to: <199505171643.MAA01611@lists.acs.ohio-state.edu>
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Thanks for doing the survey, and for setting up this listserver. I
appreciate your work and will be interested in your results.

Don Watson

>
>
> I would like to conduct an informal survey of colleges and universities to
> determine who is doing what -- with regard to BPR activities. I believe
> that this type of general information will stimulate a lot of interest.
>
>
College/University: Lakehead University

Completed by: Don Watson
E-mail Address: dwatson@flash.lakeheadu.ca
Phone: 807-343-8103

Please answer Yes or No to the following questions:

1. Have you COMPLETED a re-engineering project in the past several years:
If so, was it for:

I don't know what to answer. We have taken some quick hits, will
take some intermediate hits, and are close to final
recommendations in one process, but need to spend a lot of money on
technology in order to finish what we now see - but by the time we
get there, the target will have moved. It may also take time for the
University to face up to the pain of restructuring. So my question is
"completed what?"


> 2. Are you CURRENTLY in the PROCESS of re-engineering:
> If so, is it for:
> a. Accounting and Budget Process: PARTLY, as an offshoot from
Procurement
> b. Human Resources: YES
> c. Procurement: YES
> d. Student Admissions: YES
> e. Student Loans & Financial Aid: YES
> f. Student Registrations: YES
> g. Traffic & Parking: PARTLY, as an offshoot from Student Services
> h. Residence & Dining Halls: YES
> i. Patient Care:
> j. Information Technology:
> k. Others: EXECUTIVE INFORMATION
>
>
>
> l. Are you currently using an outside consultant to assist:
> If so, which firm:

Not currently, but we used 10 hours of time from Coopers &
Lybrand to get us started.
>
> m. Have you completed a needs assessment:

Sort of! The Ontario government gave money for three small
University to do a joint feasability study. This identified
Problem areas - but largely speaking, Senior Management
Directed which areas it wanted addressed first.
>
> n. Have you identified your hardware and software:
> If so, what hardware and software:

Hardware depends upon the software chosen. Since we are a
VMS shop, we would prefer DEC alpha with VMS (possible with
some software we are looking at) might go DEC Alpha with
OSF/1 (Possible with another alternative) or IBM RS/6000
(possible with one student system alternative)

Software is under examination.
>
> o. Have you developed a change integration plan:
> If so, would you be willing to share your plan:
>
Only for any quick hits. Plans for new computer system
change await the decision on which system(s).

> p. Have you developed an education and training plan:
> If so, would you be willing to share your plan:
>

Not yet, for the same reasons.

> q. Have you developed a communications strategy/plan:
> If so, would you be willing to share your plan:
>

Are you talking about a computer communications plan or a
people communications plan?

> r. Approximately how many personnel will be impacted by the change:
>

Eventually the whole university community, Management, Staff,
Faculty, Students, Customers. That doesn't tell you much - but
it is one of those questions to which everyone can give
the same answer as I did. But I don't know what else to say.

> s. When do you plan to complete the implementation:
>

Probably over 2 to 3 years - except as stated above, it
will never stop.

>
> 3. Are you CURRENTLY PLANNING a new re-enginnering project:
> If so, is it for:

I am not certain what we will do next. The Student process
project is major enough to continue for a while longer. The
others might finish the planning work sooner, but still take
time to implement.

>From waria@gate.net Sun May 28 12:21:25 1995
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Date: Sun, 28 May 95 12:16:29 PDT
From: layna <waria@gate.net>
Subject: BIS' Euro conf. thanks
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Dear Fellow Beepers (in Europe)

At last I can give you an update as promised on the BIS European
Business Process and Workflow Conference.

My grateful thanks to the many people who participated in voting
the city they considered the most convenient in which to have the
conference. Munich and Frankfurt sort of tied as favorites, and
we selected Frankfurt because the available hotel offered better
facilities compared to Munich.

The dates are: November 6-8, The Sheraton Hotel, Frankfurt
Airport (very convenient for getting in and out of the city by
air and by car or train from the rest of Europe). Monday 6 is a
half day of tutorial sessions starting around noon. Welcome
reception party that night.

We are delighted that Professor Dr. A-.W. Scheer will be doing
the keynote address, and so far we have a sterling line up of
topics and speakers. My thanks again for the great topic
suggestions from so many people. (Actually, I'm now looking for
suggestions for *speakers* on a couple of topics. I'll make that
request in a separate post.)

BIS' Dr. Bruce Silver will be giving his two-part presentation
called the "BIS Review of Workflow Products" which is a
benchmarking of workflow vendors, and WARIA and the Workflow
Management Coalition will be holding information exchange
sessions.

There will also be a WARIA meeting with the chapters around
Europe being represented. All members and others are welcome.

As with the US conference, we will have six workflow/BPR vendor
test labs for users only. These are hour-long hands-on workshops
where users sitting at computers can examine the software
products objectively in a "non-sales pressure" environment. These
labs have always been rated one of the most important and
interesting aspects of BIS' conferences. There will also be what
BIS calls the "Business Forum" which is an area of Table Top
exhibits, and it will coincide with lunch breaks and the informal
atmosphere of the welcome reception and other evening events. A
great opportunity for networking while seeing what the market
offers.

About the conference:
The full conference registration fee is UK Sterling 775.
WARIA (Workflow And Reengineering International Association)
members will get 10% discount. (UK Sterling 77.5). If you're
already a member, your dues need to be paid for this fiscal year
which started May 1 (we sent out renewal notices two weeks ago).
If you want to join WARIA, cost is US$60 per year for individuals
and $20.00 for students. Your conference fee savings will more
than pay for your membership dues.

Email me at waria@gate.net for more info. Please do not mail to
this list.

For more info immediately on both the conference and WARIA, you
can use our 24-hour fax-on-demand service. From outside the USA,
dial 415-637-2600 _from a fax machine_ (or a touchtone phone) and
follow the easy voice instructions.

Request document number 2502 for the conference and 2001 about
WARIA. You'll be asked to key in your fax number and phone
number. Within minutes the documents you requested will arrive at
your fax machine. (Request the index page too, to get the big
picture of everything on there. It's sort of Web-by-fax, for
those who don't/can't access the Web. Has vendor listings, BPR
bibliography with abstracts, research reports and more.)

Regards

Layna

======================================================
Layna Fischer, chair waria@gate.net
Workflow And Reengineering International Association (WARIA)
c/o Future Strategies Inc.
3640 N. Federal Highway, Lighthouse Point, FL 33064 USA
tel:305-782-3376 fax: 305-782-6365
!! Now Open for Testing:1-800-GROUPWARE, (800-476-8792. International
callers dial 415-637-2600 from a fax machine) the new Fax-0n-Demand database
of groupware, workflow/bpr products,tools and services. Free information
service!!
=======================================================

>From waria@gate.net Sun May 28 12:23:06 1995
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Date: Sun, 28 May 95 12:18:49 PDT
From: layna <waria@gate.net>
Subject: Speaker suggestions wanted
To: bprreeng-l@lists.acs.ohio-state.edu
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Hi fellow Beepers! (in Europe)

Thanks again for all your valuable input on what sort of topics you
wanted to see included in BIS' European Business Process and
Workflow Conference. (November 6-8, Sheraton Airport Hotel,
Frankfurt). As promised, here are the results (and you'll recognize
your words!)

Professor Dr. A-W Scheer will do the keynote address on "Business
Engineering: From Vision to Implementation."

If you're unfamiliar with the name, he is Direktor des Instituts fur
Wirtschaftsinformatik an der Universitat des Saarlandes and author
of Business Process Engineering, Computer Integrated Manufacturing,
Principals of Efficient Information Management and Architecture for
Integrated Information Systems (ARIS)

Here are a few topics on which I invite your suggestions for
speakers you consider credible, authoritative and leaders in their
particular fields. We already have speakers from the UK and Germany
(although suggestions from those areas won't be ignored), but I'd
like to hear about potential speakers from other countries too.

PLEASE EMAIL ME DIRECT! Don't clog up this list. Please use
waria@gate.net.

Btw, not mentioned here is Electronic Commerce and Workflow (and the
Internet). How important do you consider this issue?

Business/Strategy Issue:
The Role of the Human Resource/Personnel Department in the New
Enterprise.
Is there a role for the Personnel Manager in the new order? The
answer is yes. That role, however is one of a consultant, advisor
and enabler, in short, a function which adds value to the overall
organization. Today's Personnel practitioners must present
themselves as business partners willing and able to provide
resources and solutions to business issues. Line managers, too, must
realize their roles have changed and need to work closely with all
support groups to better establish their mandates.

ALTERNATIVE TOPIC
The Role of the Human Being in the New Enterprise
The speaker will look at reengineering issues from the viewpoint of
those affected by, but not partaking in, the decision to develop and
implement workflow software. Discussion will include how to engender
cooperation other than by decree.

Business/Strategy Issue
Automating the Business Process: What Role Does Technology Play?
To automate the business environment, what does it take in terms of
technology, vendor support, human resources and financial outlays?
What are the traits of a successful implementation and what are the
potential pitfalls? From planning all the way through
implementation, a detailed understanding of the resources required
to be successful at each stage will be clearly outlined.

Technology Issue
Navigating through New Technology Waters
Imaging, workflow, document management, client/server architectures,
groupware, e-mail etc., are all converging around the central
concept of work management. Many different products now claim to
have workflow capabilities. This presentation defines workflow
software vis-a-vis these other technologies in terms of product
functionality.

Technology Issues. Panel Discussion
Evaluating and Selecting BPR Tools from the User's Perspective.
Different methodologies have been proposed for evaluating and
selecting business process reengineering tools. Most ignore,
however, the key element which is the human aspect. The best tool
will not be beneficial if only experts know how to use it. The three
panelists in this session will discuss the best approach on
evaluating tools, including learning curve, cost and whether they
cover all aspects of a BPR project including modeling, data
collection, communication, analysis etc.

About the conference:
The full conference registration fee is UK Sterling 775.
WARIA (Workflow And Reengineering International Association) members
will get 10% discount. (UK Sterling 77.5). If you're already a
member, your dues need to be paid up for this year (we sent out
renewal notices two weeks ago).

If you want to join WARIA, cost is US$60 per year for individuals
and $20.00 for students. Your conference fee savings will more than
pay for your membership dues.
Email me here for more info.

For info *immediately* on both the conference and WARIA, you can use
our 24-hour fax-on-demand service. From outside the USA, dial
415-637-2600 _from a fax machine_ and follow the easy voice
instructions. Request document number 2502 for the conference and
2001 about WARIA.

You'll be asked to key in your fax number and phone number. Within
minutes the documents you requested will arrive at your fax machine.
(Request the index page too, to get the big picture of everything on
there. It's sort of Web-by-fax, for those who don't/can't access the
Web. Has vendor listing, bpr bibilograghy with abstracts, research
reports and more.)

Regards

Layna

======================================================
Layna Fischer, chair waria@gate.net
Workflow And Reengineering International Association (WARIA)
c/o Future Strategies Inc.
3640 N. Federal Highway, Lighthouse Point, FL 33064 USA
tel:305-782-3376 fax: 305-782-6365
!! Now Open for Testing:1-800-GROUPWARE, (800-476-8792. International
callers dial 415-637-2600 from a fax machine) the new Fax-0n-Demand database
of groupware, workflow/bpr products,tools and services. Free information
service!!
=======================================================

>From Bob_Walker@smtplink.medcom.amedd.army.mil Tue May 30 10:31:27 1995
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To: nrch@usa.net, HIM-L@fiona.umsmed.edu, BPRREENG-L@lists.acs.ohio-state.edu
Subject: MEDICAL INFORMATICS/ELEC. COMMERCE SERVICES

I am trying to search out sources for:

1) Work/research on the difficulty or ease of mapping
various types of medical billing systems for electronic commerce
services.

2) Publications/newsletters/online media on the technical
issues of medical informatics and/or electronic commerce
services.

Please reply to llorton@shell.portal.com or rgwalker@aol.com.

Thank you;
ROBERT G. WALKER, CSI-IIE

>From Randall_T._Vogan_at_SL-OCNS-PO1@ext.missouri.edu Tue May 30 15:49:08 1995
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Message-Id: <9504308018.AA801870450@ext.missouri.edu>
To: BPRREENG-L@LISTS.acs.ohio-state.edu
Subject: Reengineering the cash receipts process


The University of Missouri is reengineering the cash receipts'
processes. The goal is to improve the accuracy and efficiency of
the cash receipts process from receipt of money to reconciliation
of bank and books. The University System consists of separate
campuses in Columbia, Kansas City, Rolla, and St. Louis.
Currently, part of the cash receipts are recorded by way of a
Money Received Report (MRR) form. The University of Missouri
System processes approximately 126,000 MRRs annually. This paper
form is prepared by the originating department collecting the
receipts and lists pertinent information such as the date of
payment, payer, form of payment, amount, reason for payment, and
account number to credit. The MRR is ultimately received in the
Accounting Services departments of each campus, usually grouped
by deposit total if cash or transmission date if credit card.
The information is then batch entered into the mainframe and
reflected in the Financial Records System (FRS).

The committee to review the cash receipt processes has
recommended the University pursue electronic processing of MRRs.
A standardized electronic mail routing system will be installed
on each campus to assure compatibility between departments on
campus and between the campuses themselves. On the St. Louis
campus, electronic MRRs will be prepared in five direct deposit
locations (Cashier's office, three eye centers, and bookstore)
and in departments who will hand deliver their receipts to the
Cashier's office. This information will be electronically routed
to either the Cashier's office then to Accounting Services or
directly to Accounting Services. The Accounting Services office
will then approve the information, then upload the data into FRS.
There is discussion about whether Accounting Services must
approve the data before upload, considering approximately 4% of
the cash receipts transactions flowing through Accounting are
modified.

I am interested in the experiences of other campuses (especially
those with remote locations) who have undergone a similar
transition. Providing information on pitfalls to avoid or items
from hindsight that would have been done differently are most
appreciated. If audit procedures were modified due to the change
to electronic processing, I would appreciate that information
also. Thank you.
_________________________________________________________________
University of Missouri - St. Louis
Accounting Services
8001 Natural Bridge Road
St. Louis, Missouri 63121

Randall Vogan, Sr. Accountant
(314) 516-5478
Fax: (314) 516-5479
Randall T. Vogan at SL-OCNS-PO1@EXT.MISSOURI.EDU

>From VPT@aol.com Wed May 31 20:17:44 1995
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Date: Wed, 31 May 1995 20:13:57 -0400
Message-Id: <950531201356_18659888@aol.com>
To: bprreeng-l@lists.acs.ohio-state.edu
Subject: Re: BPRREENG-L digest 25

Education will never get into "re-engineering" with current tenure customs.
It is like asking Christ to reconsider his religous choices..
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