by clicking on the page. A slider will appear, allowing you to adjust your zoom level. Return to the original size by clicking on the page again.
the page around when zoomed in by dragging it.
the zoom using the slider on the top right.
by clicking on the zoomed-in page.
by entering text in the search field and click on "In This Issue" or "All Issues" to search the current issue or the archive of back issues respectively.
by clicking on thumbnails to select pages, and then press the print button.
this publication and page.
displays a table of sections with thumbnails and descriptions.
displays thumbnails of every page in the issue. Click on a page to jump.
allows you to browse through every available issue.
FCW : August 30, 2013
uses BP Logix s Process Director to automate the work- ow associated with the numerous electronic forms and approval processes the agency must manage. CIO John Harris said NIMH began using Process Director in 2008 and now has about 50 applications running in it. The agency s automated processes include telework program enrollment and approval, and waivers for secu- rity exceptions. Before BPM, NIMH s document routing and approval cycle involved email or interof ce mail. The agency spans several buildings in the Maryland suburbs of Washington, D.C., so interof ce delivery proved a slow way to conduct business. Reliability was also an issue. "It became quite clear that things were getting lost, and it was hard to account for when things had been done or if they had been done at all," Harris said. The use of BPM has boosted speed and accountability. Harris said processes that used to take days can now be wrapped up in a matter of hours. From an accountability standpoint, BPM makes it possible to know who has done what and when, and to zero in on where a given process becomes stuck. The hurdles Harris advised organizations new to BPM to avoid tackling big, complex problems out of the gate. "Start with some of the easier processes rst," he said, such as automating basic processes and electronic forms. He also recommended standardizing the business pro- cesses before attempting to automate them. "We had to work hard with the users and the business sponsor to get some consistent processes in place," he said. Ross identi ed another, related pitfall: The people who own a process might be unwilling to modify their business rules to take advantage of BPM software. One option is to modify the software, but heavy customization could make future upgrades impossible to deploy. He said it is crucial that BPM leaders instead persuade process owners to change the way they do business. Because that type of consensus-building can make BPM tough to implement, White said top-level leadership sup- port is an important factor in BPM success. "Make sure you have...leadership buy-in from the begin- ning, so [the entire] organization is learning about the journey you are getting ready to take," he said. ■ ONLINE REPORT SPONSORED BY NETAPP EMERGING CYBER THREATS DEMAND NEW THINKING TOPICS INCLUDE: CYBERSECURITY FEELS BUDGET PRESSURES AGENCIES EAGER TO STEP UP CYBERSECURITY TRAINING CLOUD SECURITY CONCERNS GIVE AGENCIES PAUSE AGENCIES SEEK NEW CYBERSECURITY INSIGHTS TO LEARN MORE, VISIT: www.fcw.com/2013CyberSec RESEARCH REPORT August 30, 2013 FCW.COM 27
August 15, 2013
September 15, 2013