Technology Solutions: Services

Business Process Reengineering (BPR) is a technique which helps organizations to change the way they do business - to enhance customer service and substantially cut operating costs. Information Technology (IT) has become an enabler for many BPR initiatives as desktop and network technologies have grown dramatically in capacity and capability. BPR is increasingly used by today's IT executives and Chief Information Officers to evaluate information processes and IT investments. BPR seeks first to define and understand the current business process ("As Is") and then, after modeling and analysis, to formulate a future ("To Be") business process.

CSC's BPR experts are flexible, multi-disciplinary, and accomplished communicators. They are skilled in many interviewing techniques including: hypothetical prompting, conceptualization, visualization, consensus building, brainstorming and assumption surfacing. They are experts in data flow techniques - identifying where data originates, where it goes, and how it is used - and in structured analysis of enterprisewide operations.

CSC can help you define, manage and implement reengineering projects and streamline processes to enable you to better serve your customers faster, more accurately, at a lower cost to you.

For more information, please contact
Kumait Jawdat,
Business Development.

What We Offer || Success Stories

What We Offer

Collection of "As Is" Information
"As Is" information includes the identification of current systems, processes, and data stores. This information is structured into easy-to-understand matrixes which identify the role each operating organization performs for each system, and constraints/test criteria including performance, security, sizing, and platforms/operating systems.

Modeling of "As Is" Information
We model "As Is" information using market-and-technology-driven methodologies and tools adapted to meet customer needs. Current functional, information, and technical architectures are refined. Processes, stored data, data flows, and user requirements are identified. This information is gradually formed into structured or object-oriented models which are checked for consistency, accuracy, correctness, and completeness.

"To Be" Information
"To Be" information describes best practices and is visionary - what the customer would like to do, what users think would work better or more efficiently. CSC's experts can help streamline your transition by deriving "To Be" information in conjunction with the collection of "As Is" information.

Modeling of "To Be" Information
"To Be" information is modeled similarly to "As Is"; the goal is to model the ideal world. Additional analyses may include: work flow, technology forecasting, feasibility, communications technology, business case, reliability, and maintainability. Sometimes we model, simulate, or prototype alternatives. The result is a recommended change in the business process.

Change Management
Achieving change is hard - and people are the key to successful change. An organization's senior management team is critical to motivating the entire organization to accept change. Change management plans should clearly define and control requirements, models, hardware, software, databases, data, documentation, procedures, personnel roles, and facilities. CSC has been called to act in disaster recovery situations because of our change management experience.

Risk, Schedule, and Cost Management
CSC's comprehensive risk, schedule, and cost management process is described elsewhere. At the start of each reengineering effort, for each task, we identify risks which may impact budget, schedule, performance, and quality. The probability of occurrence is identified for each risk, and risks are monitored accordingly. Detailed prevention and mitigation plans are developed for medium and high risks.

Success Stories

CSC consolidated 16 data centers into 3 megacenters - with no disruption in service to any of the data center users - reducing operating costs by $1 billion per year. This savings was due largely to reducing staffing requirements and asset holdings. BPR techniques helped us understand the impact of the change and plan for success. Human resource planning to relocate, transition, or retrain individuals whose jobs were eliminated was vital, as was planning ways to dispose of or reuse unneeded facilities and equipment.

CSC recently performed a Business Process Reengineering study of NORAD/USSPACECOM's Intelligence Data Handling System (IDHS). We reviewed command documentation, conducted extensive interviews of key managers, engineered ways to dispose of or reuse unneeded facilities and equipment, and prepared functional activity models of the division's processes. We then identified 12 issues where command improvements could be made and economies achieved. Next, we briefed results of the study, delivered activity models, and issued papers to the command.

CSC completed a major transformation to a team-based, customer-focused, information-centric environment. Our senior management team are committed to this transformation, as are all of our employees. We have developed a robust intranet to support our new way of doing business; interactive Intranet databases are accessed bypersonnel at our main office, in field locations, and from our homes. Many teams of employees worked for months to identify requirements and "to be" processes - which we are now actively using every day.