150x Filetype PPTX File size 1.89 MB Source: digital.gov
Speakers Jesrael Lopez Bernadette Goodwin Program Manager as well as one of the Diversity, Acting Executive Architect in the Office of Financial Equity, Inclusion and Accessibility (DEIA) leaders at Innovation and Transformation within Treasury’s Treasury's Bureau of the Fiscal Service, supporting Bureau of the Fiscal Service (Fiscal Service). In this role, financial management transformation initiatives that she leads innovation efforts to transform Federal emphasize the use of new and emerging capabilities. financial management. Page 2 LEAD ∙ TRANSFORM ∙ DELIVER The challenge The federal government is instrumental in delivering services for the public, yet many business processes we rely on today are manual and costly. • We are still focused largely on transaction management. • There are many processes that remain heavily manual. • Fixes have been segmented, focusing on improving isolated parts of a task, rather than process. Page 3 LEAD ∙ TRANSFORM ∙ DELIVER The DEEE Playbook The Playbook helps agencies identify improvement opportunities through detailed analysis of process documentation, while also understanding the experience, needs, expectations, and pain points of the users involved. Page 4 LEAD ∙ TRANSFORM ∙ DELIVER Traditional Process Analysis Human-Centered Design Collect summary data and existing (HCD) analysis on major FM challenges, Apply techniques focused on identify and examine process collaboration, conversation, and documentation. engagement from customers. • Fact-Based Transparency from Historical • Assists in managing users’ expectations Data. DEEE and levels of satisfaction with the process/service. • Quickly find opportunities. Playbook • Result is more efficient and effective. • Analysis not dependent on other people's schedules. • Users develop a sense of ownership with solution implementation. • Obtain a clear End-to-End picture of documented process. • The collaborative process generated more solution options. Page 5 LEAD ∙ TRANSFORM ∙ DELIVER Key stakeholders to engage Process Improvement Project Team Agency Leadership A selected group of agency CFOs, Directors, Branch Chiefs, and/or representatives identified to work other leaders of customer and provider towards improving a selected business agencies responsible for leading process and sponsored by agency business transformation efforts and leadership. empowered to make decisions. Process Owners Process SMEs & Users Individuals (end users & service Stakeholders that execute or carry out provider) that oversee or manage the the selected process (“fingers on selected process overall and have keyboards”) and those with expert insight into processes, procedures, process knowledge (end user & service policies, tools, and workforce. provider). OCIO/Technology Teams Policy/Audit/Risk Teams Practitioners who understand, Individuals or teams responsible for maintain, and deploy agency auditing and assessing policy controls technology systems and experts to of end-to-end processes. help assess emerging technologies. Deploying this Playbook requires engaging a cross-level, cross-organization set of stakeholders to understand perspectives across different organizations and drive feasible, desirable, and viable solutions. Page 6 LEAD ∙ TRANSFORM ∙ DELIVER
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