Dennis will explain the Business Transformation Group's SOA and BPM strategies, giving insight into how this agency is tackling operational efficiency while maintaining mission preparedness.

• BPM and the Global Federal SOA Program – Moderator: Marc Smith, Director of Technical Marketing, Lombardi Software
  How do they fit together and how can Federal Agencies ensure success?
• Modeling Challenges in Government - Moderator: Bob Daniel, Practice Director, Troux Technologies
  What are benefits associated with a common set of modeling methods? What are the obstacles?
• Whose Data Is It Anyway – Scott Starsman,  Director-Defense Systems, Avineon
  How can Federal, State and City agency rise to the challenges of Transparency, Ownership and Security?
• Case Management in Government – Derek Miers, Derek Miers, CEO, BPM Focus
  What are the benefits associated with this architectural design pattern and how can governmental agencies leverage Case Handling for both efficiency and agility?
• Emergency Response and Process – Moderator: Duane A Habeck, President - AIS IDEA AHM
  How can agencies design processes and plans for handling unfolding civil situations?
• Single View of the Citizen – Kevin Sherry, Director-BPM Practice, Amentra
  How can more effective business process provide governmental agencies with a single coordinated view of the citizen?

Debra McKeldin, Chief Enterprise Architect, Division of Enterprise Architecture Program Management, Center of Medicare Services
and
Audrey Fanjoy, Lead Enterprise Architect, 
Vangent, Inc.-Health Solutions Division

The CMS Division of Enterprise Architecture Program Management (DEAPM) made the decision to use BPM as a central part of its business architecture transformation strategy and as a tool to support its IT Investment decision process. This case study presents the many successes and challenges that occurred through this process.
 
CMS realizes that the adoption and utilization of standardized Business Process Models and Templates to document and analyze the “As-Is” and “To-Be” state of its programs, demos, and lines of businesses, have significantly reduced the communication gap between the agency’s IT and business communities. CMS used the BPMN standard along with a standardized framework and terminology. The framework spans all 13 Operating Divisions within the Department of Health and Human Services (HHS). By relying on this use of uniform business oriented diagrams (i.e. models), CMS was able to successfully depict both legacy and innovative processes that otherwise resided only within the individuals heads or disparate manuals and attachments. These models correlate business processes with their supporting technology, applications, and services; show the relationship between a process and its components with the entire enterprise; and support analysis reconciling process with agency goals and policies. For example, examination of As-Is models revealed that, in several instances, information exchange required by a process necessitated modification of policies affecting, e.g., privacy, security, operational restriction, and other areas. In addition, CMS was able to identify the business value of its current and future IT investments and determine whether or not proposed future investments would met the legislators, policy makers and business owners’ needs.

• BPM and the Global Federal SOA Program
• Modeling Challenges in Government
• Whose Data Is It Anyway
• Case Management in Government
• Emergency Response and Process
• Single View of the Citizen