From time to time on this blog we plan on telling stories about some of Metastorm’s customers – stories that hopefully highlight intelligent uses of process automation and enterprise modeling tools, as well as challenges that IT organizations often face within the greater enterprise.

One such story is that from a major branch of the U.S. Military. In recent years, there has been a significant top down initiative at the branch for greater focus on information visibility and the desire to adopt formal business improvement practice such as Lean Six Sigma and business process reengineering. The first Lean Six Sigma initiative launched by the military branch under this new effort has been the Common Integration Environment (CIE) business process reengineering transition. This project, which was facilitated by contractor BTAS Inc. along with Metastorm, aligns with the branch’s organizational efforts, as an optimized CIE is an integral platform which must interact with multiple agencies and support information systems needs of combat personnel and field commanders.

This project addressed a myriad of internal processes at the military branch. For example, a tailoring worksheet for the development of an IT system originally listed 163 questions, but after implementing business rules the IT team was able to boil it down to just 13 questions.

It is efficiency like this that allowed the military branch to significantly reduce costs for IT projects. The cost for the CIE reengineering plan was approximately $90,000 total. With an average time savings of 30 percent due to the implemented improvements, it is estimated that the reengineering plan will save the branch $750,000 a year in staff time. That translates to an annual ROI of more than 700 percent.

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