Global Business Blueprint Summary
January 28, 2004
Presenters:
Laurie Dempsey, CBP
Lois McCluskey, eCP
Table of Contents
 Objectives
Laurie Dempsey
 Executive summary
Laurie Dempsey
 Background
Laurie Dempsey
 Scope
Laurie Dempsey
 Approach
Lois McCluskey
 TSN involvement
Lois McCluskey
 Key takeaways
Lois McCluskey
2
Objectives
The objective for this session is to:
Provide a summarized information to TSN
meeting participants
The purpose of this presentation is to:
Reiterate key concepts for Global Business
Blueprint (GBB)
Communicate key takeaways
3
Executive Summary
Global Business Blueprint Objectives and Approach
Objectives
 Leverage eCP work done to date
 Establish an integrated CBP to be business process model
 Define the solution for Releases 6 and 7 that most effectively
satisfies the modernization objective of CBP
Approach
Our approach will involve a combined team of eCP, CBP, PGA, &
TSN representatives
The activities for GBB will involve a combination of the following :
 Port visits
 Interactive To-Be process definition work shops
 SAP prototyping to support clarification related to business
process design
4
Executive Summary
Benefits
 Identifying business process improvement opportunities
and potential benefits
 Leveraging the process design / solutions from
Releases 2 through 5 and Selectivity Releases 1, 2, & 3
 Prototyping key processes within SAP for significant
jumpstarts on Release 6
 Early identification of potential CBP organizational
impacts
 Revised Program Plan (i.e. updated timeline and budget
for Release 6/7) for implementation
5
Background
Importance of Global Business Blueprint
The Global Business Blueprint will provide an end-to-end
view of the key business processes, helping to…
 Determine how SAP can be leveraged to its maximum
potential
 Identify where business process reengineering (BPR) is
useful & feasible
 Confirm where additional 3rd party applications or
custom development may be required
 Finalize business process & technical architectures
 Enable detailed planning of Releases 6 and 7
 Understand magnitude of potential CBP organizational
and business process changes and adjust scope /
approach accordingly
6
Scope
Business Process
Our business process scope is the ACE cargo-related components of
the Enterprise Business Process Model (EBPM)
 The EBPM represents the activities and support functions that comprise the U.S.
Customs and Border Protection (CBP) Modernization effort, including Participating
Government Agencies (PGA) and Trade Support Network (TSN) activities that are
performed within the context of importing and exporting cargo
 During GBB, we will specifically focus on determining whether the subset of the
Operations-Focused Enterprise Areas are within the scope of Releases 6 and 7.
Operations-Focused Enterprise Areas
Manage
Account
Relationships
Manage
Entry
Processing
Manage
Release
Processing
Manage
Finance
Manage
Enforcement
Manage
Legal
and Policy
Manage
Business
Intelligence
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Approach
Key Role of Business Process Team
“Traditional”
SDLC
IT Resources
Process Resources
Programming
Design
User
Business
Problem Requirements Specifications & Testing
ERP
(Enterprise
Resource
Planning)
User
Testing
New
System
IT Resources
Process Resources
Business
Problem
Hi-Level
Process
Design
Design & Test
New
System
While implementing an ERP delivery model…
 The same project team executes the complete lifecycle of the project…no handoffs
 Trade involvement throughout the complete lifecycle
 Business process resources are empowered to make design decisions
 Feedback is continually solicited from business community (e.g. workshops, port visits)
8
Approach
GBB Key Activities and Results
Business Process Definition
Key Activities
Key Outputs
• Conduct Workshops
• SAP Organization Structure
• Conduct Port Visits
• To Be Business Processes
Project
Preparation
for Rel 6
Enterprise & ACE Architecture
• Review Existing Documentation • Refined Prototype
• Conduct Interviews
• SAP Fit
• Prototyping
• Baseline Scope
Working with SMEs, TSN, PGAs
Key Activities
Revised
Implementation
Strategy
Baselined
Release 6 & 7
Scope
Program Strategies
Key Outputs
• Review Existing Strategies
• Revised Strategies
• Determine Necessary Changes • Baseline Scope
to Existing strategies
• Document Strategies
Program Planning
Provide input to the
planning team to
perform solution
sizing, cost and
schedule modeling.
Planning Team
updates ACE
program plans.
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Approach
Business Process Design
Workshop Approach at a glance…
Port
Visit
A combination of formal workshops and
daily design / collaboration activities will
be used to develop the to-be business
process model and obtain the
appropriate involvement and sign off
from CBP by the end of May.
Port
Visit
Create
Straw
Model
Education
Sessions
(Collect Existing
Documentation &
Requirements,
Schedule
Workshops)
•
•
•
•
•
•
•
•
•
eCP Team
CBP Team Leads
CBP SMEs
eCP Trade Leads
Review &
Refine
Model
•
•
•
•
•
eCP Team
CBP Team Leads
CBP SMEs
CBP Port / Field
eCP Trade Leads
Confirm
Model #1
eCP Team
CBP Team Leads
CBP SMEs
CBP BPOs
eCP Trade Leads
Review
Model w/
PGAs &
TSN
•
•
•
•
•
Conduct
Model
Integration
Reviews
Confirm
Model #2
•
•
•
•
• eCP Team
• CBP Team Leads
• CBP SMEs
eCP Team
CBP Team Leads
CBP SMEs
TSN
PGAs
Conduct
Gap
Analyses &
Refine
Model
•
•
•
•
Confirm
Model #3 at
“Summit”
•
•
•
•
•
eCP Team
•
CBP Team Leads
CBP SMEs
CBP Port / Field
Integrated
Reviews
Across
Workstreams
eCP Team
CBP Team Leads
CBP SMEs
CBP BPOs
TSN
PGAs
eCP Team
CBP Team Leads
CBP SMEs
CBP BPOs
CBP Role in Decision Making and Sign Off
• CBP Team Lead full time involvement in project activities
• SME part-time involvement in design activities
• CBP port / field involvement in scheduled design / review activities
• CBP BPO availability for ongoing informal guidance
• CBP Business Process Owner (BPO) active participation in formal
model confirmation activities
• CBP BPO final sign off and ownership of model by end of April
January
February
March
April
May
10
The TSN Involvement
The TSN is one of the key stakeholder communities for the
Global Business Blueprint. Our approach is based on active
engagement of the TSN; we plan to:
 Leverage requirement recommendations provided to date by the
TSN committees as a key input to process design activities
 Invite TSN committee leads or their designee to actively
participate in key business process design workshops
 Conduct site visits to select TSN member facilities to validate
requirements and obtain feedback on preliminary process designs
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Key Takeaways
 Port visits for first hand requirements gathering / validation
 Involvement of TSN, PGAs during To-Be process definition
 Business process-driven workshops
 Actual prototyping within SAP
 Information exchanges with other federal SAP customers
 Benefits-driven strategy
 SAP experienced team
 Alignment with Enterprise Architecture
 Leverage Releases 2 - 5
 Refined scope & roadmap produced for Releases 6 & 7
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