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Understanding and (Re)Designing Organizational Systems

Understanding and (Re)Designing Organizational Systems. Walt Scacchi (wscacchi@uci.edu) Institute for Software Research UCI http://www.ics.uci.edu/~wscacchi/Presentations/OrgSystems/. Backstory. Collaborative R&D study sponsored by and for the Office of Naval Research

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Understanding and (Re)Designing Organizational Systems

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  1. Understanding and (Re)Designing Organizational Systems Walt Scacchi (wscacchi@uci.edu) Institute for Software Research UCI http://www.ics.uci.edu/~wscacchi/Presentations/OrgSystems/

  2. Backstory • Collaborative R&D study sponsored by and for the Office of Naval Research • Redesigning acquisition processes for Internet-based ECommerce • Acquisition of Science and Technology R&D services by Federal Government is now (FY2002 Federal Budget) $95B/year industry

  3. Backstory • Personnel at ONR were unfamiliar with the concepts, techniques, and tools for understanding and redesigning their work processes. • ONR had a heterogeneous computing infrastructure and isolated information systems that often made information sharing problematic.

  4. Backstory • There was recurring difficulty in efficiently managing and tracking research grants funding expenditures. • There was a lack of trust and lack of data integrity controls in existing data sets. • How to best address these challenges via organizational transformation, process redesign and Web-based systems integration?

  5. Overview • Research Questions • Approach and Methods • Findings and Results • Opportunities • Related Papers

  6. Research Questions • How to understand the procurement of contracted services? • How is service procurement at ONR the same or different than other government organizations or commercial enterprises? • How to reengineer business processes like procurement? • How to redesign procurement processes using Web-based process management techniques?

  7. Approach and Methods • Socio-Technical Action Research • Focus on Organizational System • Web of people, processes, IS, other resources • Participatory Design and Empowerment • Process Reinvention Collaboratory • Wide-area information infrastructure for designing or redesigning process-based organizational systems

  8. Findings and Results • Situated Findings • Process pathologies • (Re)Designed as-is, to-be, and here-to-there organizational systems for managing acquisition • Transformation to integrated funds management • Integration of multiple views across autonomous heterogeneous financial databases

  9. Findings and Results • Web-based computational modeling, analysis, and prototyping techniques can support participatory (re)design of organizational work systems

  10. Results • Resulting redesign reduced cycle time 20X over three years (from 60 days to 2-3 days; now down to 2-3 hours), and identified $10M+ in annual operational savings • Organizational transformation took between 1-2 years to implement and routinize

  11. Opportunities • Acquiring Large Software-Intensive Systems via Virtual System Acquisition (e.g., the U.S. Navy DD-21 Program) • USAF and Defense Acquisition University • 1996-97, 1999-2004 • Open Acquisition Processes • DAU (2001-2003, Pending)

  12. Opportunities • Modeling Organizational Systems in Open Source Software Communities • NSF, 2000-2003 • (Re)Designing Organizational Systems in Corporate Settings • Acquisition and Management of Scientific Knowledge at the National Level

  13. Related Papers • W. Scacchi, Redesigning Contracted Service Procurement for Internet-based Electronic Commerce: A Case Study, J. Information and Technology Management, to appear, 2001. • J. Noll and W. Scacchi, Process-Oriented Hypertext for Organizational Computing, J. Network and Computing Applications, 24(1):39-61, 2001. • W. Scacchi and J. Noll, Process-Driven Intranets: Life Cycle Support for Process Reengineering. IEEE Internet Computing, 1(5):42-49, 1997.

  14. Process Pathology Example:ONR Justification and Approval Process

  15. Transformation to Integrated Financial Oversight

  16. To-Be ONR Process Demo

  17. To-Be ONR Process Demo

  18. To-Be ONR Process Demo

  19. To-Be ONR Process Demo

  20. process Proposal_Submit { action submit_proposal { agent { PrincipalInvestigator } requires { proposal } provides { proposal.contents == file } script {"<p>Submit proposal contents.\ <p>BAA to which this proposal responds: \ <input name='baa' type='string' size=16>\ <p>CBD source for this BAA: \ <input name='cbd' type='string' size=50>\ <br>Proposal title: <input name='title' type='string' size=50>\ …} action submit_budget { agent { PrincipalInvestigator } requires { proposal } provides { proposal.budget == file } script {"<p>Submit budget.\ <br>Proposal title: <input name='title' type='string' size=50>\ <br>Budget file: <INPUT NAME='file' TYPE='file'>\ <br>Email address of contact: <input name='user_id' type='string'>" }} Computational Model of ONR Organizational System for Acquisition

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