Streamline business processes

The hurdle:

It takes too long to access high-quality data (to inform decision making).

Bill acknowledges and identifies the interoperability hurdle as an ongoing problem. It impedes workflows and compromises general systems and user efficiencies.

The leadership and relevant teams agree there is a problem and support the need to improve access to high quality data.

Bill contacts internal specialists with the skills and knowledge required to address the problem. A project team is developed.

The team identifies key elements of data and information governance that will help them manage the interoperability hurdle.

Recent work on centralising a metadata repository is discussed and the team agrees it could be used to tackle the problem.

Resource: Data governance and management

The project team starts by analysing the systems and procedures of the current process. They identify strengths and weaknesses of its business, data and information management environments.

Resource: Current state assessment

A user research exercise provides the team with customer story maps to solidify the vision.

The project team understands the requirements for the improved services, systems or processes.

Resource: Future state vision

The team compares the current process with the improved future vision. They analyse the services of both and recognise their differences as gaps. These gaps form core requirements for the improved future process.

Resource: Gap analysis

The team plans the structure and operation of the improved process. They define the users and also the roles of key stakeholders who will implement and manage the process.

Resource: Planning and design

The project team identifies the solution that best aligns to their needs and budget. Existing infrastructure and available skills are also considered.

Resources:

The agency embeds the improved process into business as usual (BAU). This includes:

  • documenting new processes and procedures
  • updating existing documentation
  • defining and documenting new responsibilities aided by training.

Real-time data monitoring and analytics are implemented to ensure early detection of errors and support continuous improvement.

Resource: BAU, monitoring and improvement

The future vision of improved business processes – is realised.

The new processes:

  • embed the agency's data and information governance needs
  • make use of new and existing technologies
  • are documented with new procedures
  • clearly assign new responsibilities within teams
  • are regularly monitored for errors and improvements
  • overcome the interoperability hurdle.
Copyright National Archives of Australia 2019