BUSINESS PROCESS REENGINEERING IN THE FEDERAL SECTOR
Many federal agencies and global businesses are employing business process reengineering and business process improvement (BPR/BPI) methods. Thirty-one federal agencies and eighteen states indicated they had BPR/BPI projects underway in a recent survey conducted by the National Academy of Public Administration.

AIR FORCE BLSM PROGRAM BACKGROUND
The Base-Level Systems Modernization (BLSM) program began in 1989 as a technical effort to modernize the standard information systems supporting base-level functional activities. The Air Force added the Wing-IDEF Project to the BLSM Program in 1992 in order to increase the program payback by simplifying the wing processes prior to automation to achieve order of magnitude improvements.

The BPSM program is now based on a three tier modernization approach: technical modernization (including migration to an open systems, environment), data standardization (through the use of the DoD Data Dictionary), and functional process improvement (through IDEF modeling and analysis).

OVERVIEW OF THE WING-IDEF PROJECT
Management strategy for the Wing-IDEF Project consists of four phases. The USAF is currently executing Phase IV of the Wing-IDEF Project.

• PHASE I - Scoping workshops and top level activity modeling using IDEF0 techniques to depict the current (AS-IS) activities at a typical objective wing. (completed May, 1993)
  
  
• PHASE II - Decomposition of the AS-IS IDEF0 model. The Phase I model was further decomposed and 900 activity model diagrams were developed. Activity Based Costing (ABC) analysis was performed and high cost activities were identified. Six processes were selected for process flow modeling and data modeling analyses. (completed November, 1993)
  
  
• PHASE IIIB - AS-IS process flow modeling, TO-BE process flow modeling, and information modeling (IDEFIX) of the following six key processes: (completed November, 1994)
  
  • Maintenance Data Documentation
  • Weapon Systems Data Tracking
  • Asset Tracking
  • Training Data Requirements
  • Supply Request
  • Personnel Data Collection
  
  
• PHASE IV - Functional modeling. Further decomposition of the AS-IS activity model. Building of theTO-BEE activity and data models (started October, 1994)

APPROACH
The USAF uses a number of methods to acquire process knowledge necessary to reengineering, but the primary approach is through workshops and teams of subject matter experts. This approach has several benefits such as securing agreements on AS-IS models, obtaining buy-in for TO-BE process designs, and getting consensus on issues quickly. Other methods, such as interview, document survey, and original research, were used as appropriate.

The basic BPR methodology employed on Wing-IDEF is summarized in the exhibit. for theseanalysess the USAF used Wizdom's integrated toolkit and commercially available third party software which accessed the IDEF0 model electronically as an input. The automated interfaces made these analyses considerably faster.

To overcome the resistance to change and set reengineering guidelines, the USAF conducted Visioning Workshops in Phase IIA. During these workshops, senior Air Staff, major command and wing subject matter experts identified barriers to change, and developed New Business Rules (NBR) to guide future BPR efforts. Top level approval for the NBRs was obtained from members of the Air Force Council and the Vice Chief of Staff. These New Business Rules will be used to change the AS-IS model to a TO-BE model.

RESULTS
With the approval of the New Business Rules, the USAF is now postured to examine radical improvements in the basic business practices of the objective wing. Detailed TO-BE processes have been constructed giving detail to the improvement ideas.

So far the Wing-IDEF Project has produced tangible, cost-effective, process improvement initiative for integration into objective wing operations, both in terms of improved business process, as well as requirements for more responsive, user-friendly, and standardized information systems. In all, more than 150 improvement actions were identified, many of which suggest opportunities for exploring modern technologies.

The project teams identifies 28 wing operates. Some have a potentially high impact, are relatively easy to implement, and can be immediately enacted at every objective wing throughout the Air Force Many of these suggestions focus on improving the accuracy and timeliness of communication and coordination among wing organizations. Others call for realignment of organizational roles and responsibilities to eliminate coordination problems and inefficient use of personnel and equipment. The largest area for improvement centers on the sharing of information.

This project has reinforced the need for process improvement prior to installing new automated information systems. Additionally, several activities were identified as candidates for further study. Future phases of the project will focus on detailed modeling and analysis to TO-BE processes and additional information modeling.

SUMMARY
In any BPR project, it is important to keep things in perspective so that all efforts work toward the overall objective. The Wing-IDEF Project management used a "plan-top-down...build bottom-up" approach to keep the proper focus. To that end, every phase of the project was launched with senior leadership planning and guidance. Each process modeling and analysis effort was staffed with knowledgeable process experts. Each of the modeling and analysis techniques used were considered tools for the reengineering team and not ends in themselves. The result is an Air Force with a clear vision of needed change, a mechanism for change, and the top level commitment to make the change.

The proceeding article is an excerpt from a presentation given by Col Brem Moffison and Walther Hudson at the IDEF Users Group meeting, October, 1994, in La Jolla, California. For more information, or a copy of the complete Wing-IDEF project case study, contact Robin Davies in the U.S.A. at (630) 357-3000.