April 1992


Speaker: Diane Perry
Assistant Director of Finance
Washington State Lottery

Diane Perry, as the Assistant Director of Finance for the Washington State Lottery, participated in the WORKFORCE 2000 effort along with more than 100 other managers from state government. Diane was a member of a committee which developed a framework for managers to use in creating Service Quality initiatives within their organizations. This effort was undertaken as a result of the responses received from the public to a questionnaire in which 52% rated state government service as good to excellent. Forty-eight percent rated the service received as only fair to poor.

Diane will talk about their effort, the critical success factors identified and the Service Quality Network among other items.

With the emphasis on state government, Diane's presentation is very timely so mark your calendars for this one.

Monthly Luncheon Notice
April Speaker
Diane Perry

April 9, 1992
12:00 Noon
Luncheon Buffet

Luncheon Location: Tyee Hotel


Publisher & Editor
Lydia Everson

Art & Design Director
Marilou Russell

IPMA Chairman
Curt Pederson

From The Editor...

The cutoff day for sending articles to Lydia Everson to be published in the IPMA newsletter will be two working days after the board meeting. Thank you for your cooperation.

HC 4710


IPMA Board Meeting Minutes
MARCH 19, 1992

The March 19 meeting of the IPMA was called to order by Vice Chairman Don Dahl at 7:40 a.m. Board members present were Jim Andersen, Bob Marlatt, Gary Longmire, Darrel Riffe, Bob Edwards, Glenn Medeiros, Phil Grigg, Dennis Jones and Kathy Marston. It was determined that a quorum was present. The minutes of the February board meeting were approved.

Treasurer's report - Treasurer Jim Andersen distributed the Treasurer's summary report. Jim said that he had completed the registration of the corporation with the Secretary of State's office.

Committee reports:

Executive Conference - Phil distributed a draft budget and speaker list. In addition to the speakers listed, there will be a speaker from the FBI on white collar crime and from DIS on the Business Oriented Information Engineering Project. Registration has been received from 17 members to date.

Strategic Partnerships - Bob Marlatt reported that he is still working with the educational community, specifically New Market Skills Center and SPSCC, on assisting with their Information Processing curriculums. Bob said that their vision for these programs was to graduate the "ideal" CAP- 1, who has exposure to CASE tools, etc. There is also talk about integration of the New Market Skills Center and SPSCC programs.

FORUM '92 - Jim distributed a report on progress toward the FORUM 92 including a proposed budget. He pointed out that the IPMA 1992 budget needed to be in place before we could approve a FORUM budget. He also distributed a handout containing the theme for FORUM 92 - Smart Size - Intercept the Future. The speakers that the FORUM Committee are looking at are practitioners in their field. Peter Keen is being sought as the keynote speaker. The "Track" organization of topics will be followed again this year.

Monthly Luncheons - Glenn reported having speakers for April and May. He asked if we should cancel the June 4 luncheon as it conflicts with the senior management retreat. It was agreed to cancel it and Kathy will contact the Tyee.

Professional Development - Bob Edwards reported that he and Dennis are taking the survey results and turning them into a requirements document for an RFP for a single vendor to provide management training in a series of modules. They expect to have a draft ready in 3 weeks and the RFP out by June 1. The target is to have a program in place this fall. He asked that any comments be submitted to Barb Conley or Debbie Rough-Mack at DIS.

Human Resource - Gary reported that progress was being made on the CISS series. They have identified 6 functional areas and are now breaking those into tasks. The next step is distinction between levels. They expect to have it completed in 3-4 months.

Membership - Chairman Darrel reported that the committee had not yet met.

New Business - The meeting was adjourned at 9:20 a.m. The next board meeting is scheduled for April 16 at a place to be determined. Respectfully submitted, Kathy Marston, Secretary.

Chairman's Corner..........

On the track to success, we have to fight the tendency to look at others and see how far they've come. The only thing that counts is how we use the potential we possess and that we run our race to the best of our abilities.

You get people to do what you want not by bullying them or tricking them, but by understanding them.

Education will never become as expensive as ignorance.

Notice: There will be no monthly Luncheon held in June

Integrating Information Systems And Total Quality Management

By Chris Larkin

In these tough economic times, achieving higher goals with decreasing resources is a reality of doing business. This is the case for both the public and private sectors. This theme is certainly hitting home within the state of Washington. The pressure of increasing demands upon the organization to improve service or product offerings mounts to a doublesided squeeze on hatred executives, whether they are from a state agency or a private business.

Many organizations are responding to these pressures through the use of total quality management (TQM), business process redesign (BPR), and continuous improvement efforts. The results of these efforts are felt enterprise-wide as the focus centers on streamlining the organization for responsiveness to customer demands.

Information managers within many of these same organizations are developing strategic technology initiatives also aimed at increasing the effectiveness of the enterprise. The result can be predictable: the quality folks are speaking their quality language and the technology folks are speaking their technology language, all the while working towards the ultimate goal of customer satisfaction. This is like a rowing crew with no coxswain, where even the strongest of rowers will not be able to optimize the effort of the entire crew, no maUer how hard he pulls.

The public domain can learn from the private sector that effective strategies for doing business today must include synchronized efforts from the total quality and information system divisions.

When these two disciplines are used in tandem, like the coordinated stroke of a rowing team, the increase in the effecfiveness of the enterprise can be a shot in the arm.

These "enterprise integration" strategies consist of using cross functional executive and staff level work teams to create ways to:

  • Streamline workflow through the enterprise;
  • Communicate and coordinate strategies of different functional units;
  • Decrease the cost of doing business; and
  • Measurably increase customer satisfaction.

Peter Keen and Michael Scott Morton write, "any innovative information system is a change program...The organization has an existing equilibrium that will be disturbed by the introduction of the system." The same is true for business process redesign in the effort to continuously improve. If the treatment of the organization does not include a holistic, enterprise-wide analysis of effects, there is a strong chance that the new process will trigger the organization's "immune system" causing rejection to occur.

This rejection can occur with information technology projects as a post-implementation failure of an otherwise well engineered project. These "passive failures" are arguably the most expensive to an organization and hardest to reveal. The system, never genuinely accepted, is either never used or gradually falls into disuse as other short term processes spring up around the system.

The danger with enterprise analysis is that an effort can be studied ad nauseam with no change ever actually occurring. Both MIS and TQM share some philosophies to combat this "implementation stagnation". One such philosophy has been deployed for more than 40 years by quality pioneer W. Edwards Deming: the "Plan-Do-Check-Act" continuous improvement cycle.

Systems developers refer to this process as rapid, incremental prototyping. The "PDCA" cycle and rapid prototyping have the same steps: To plan a change, perform a model experiment, gather data on the results of the model and implement the redesigned system, being that much smarter about the eventual reaction of the organization.

These methods are being deployed together in some organizations to take advantage of the capability that Information Technology provides. For example, American Express and Diner's Club are engineering success in their "moments of truth" with customers by empowering front-line workers to make expert decisions on customer service levels. Motorola and Pratt and Whitney are using executive level decision support systems to track the progress of different responsiveness goals from the customer site all the way to the shop floor.

Information technology has the power to increase responsiveness to customers through more informed and timely decision making. These decisions empower front-line workers to focus on increasing customer satisfaction instead of making sure paper forms are filled out correctly. These organizations understand that in order to implement many of their strategies, technology must play a roll and that the effort must be coordinated.

These are organizational techniques that can be employed to enhance the success of strategic initiatives, whether the initiatives arise from the Quality or the MIS shop. Motorola uses "enterprise integration" committees, made up of senior executives of the product, service, quality, finance and information resource functions. Their mission is to determine the effects of process changes on the whole organization, not just a single department. These executives plan, and then motivate their separate departments in synergistic ways to embrace (or at least not rejec0 the changes.

Motorola, a winner of the 1988 Malcolm Baldrige National Quality Award, and Digital Equipment Corporation have formal Product and Cycle Time Excellence (PACE) processes which are comprised of cross-functional work teams to support enterprise level projects. These teams can be thought of as the implementation arm of the enterprise integration committees. Motor(,,, ~,as also devoted significant portions of its employee and executive training programs to further understand "the ripple effect" of process changes on the enterprise.

Understanding and enhancing how business processes work together is a common opportunity for all functional units within the enterprise. The total quality and management information systems functions share many of the same philosophies and strategies. Like the oarsmen, they can pull together to thrust public service institutions forward toward service excellence, they just neeAl the vehicle to do so.


Christopher Larkin is a Senior Policy Advisor with the Department of Information Services and is actively involved in the Service Quality Network.

1991/1992 Board of Directors

Position Name Agency Phone Mail Stop
Chairman Curt Pederson LNI 7534970 4700
Vice Chair Don Dahl  DORS 586-5771 8380
Treasurer Jim Andersen  OFM 7534573 3113
Secretary Kathy Marston   DIS 586-2832 2442
Monthly Luncheons Glenn Medeiros  HRISD 459-6638 7580
Profess. Dev. Bob Edwards  DNR 753-1308 7020
Human Resources Gary Longmire  WSP 586-6058 2622
Executive Conference Darrel Rifle

Phil Grigg







FORUM Jim Andersen 

Bob Marlatt  









By Emi Keffer

The topic of the IPMA's March monthly luncheon was BPR (business process reengineering or redesign) and technical architecture presented by management consultant Mark Grossman. Mr. Grossman's discussion covered several aspects of BPR and technical architecture such as: the thought process involved, what BPR is and what it is not, technical architecture's role in the process, the players involved and the process itself.

The evolution of computing over the last 40 years was described beginning with the 1950's and the introduction of automation, through the collection and organization of data, or MIS, in the 1960's and 70's, systems integration in the 1980's and finally re-engineering in the 1990's. The thought process behind business re-engineering is described as rethinking the way a business operates, as opposed to computerizing the way abusiness has been run.

Business re-engineering is not a technology exercise nor is it facilitated by awareness of technology's potential. It is streamlining business processes, leveraging technology and human resource re-augmentation.

Technical architecture plays a role in the business re-engineering process by enabling the development of business solutions by providing the foundation. The two primary contributions are a well defined set of facilities and standards.

BPR is a multi-disciplinary process which is driven by a process design team made up of business operations staff and supported by technology planners and a process facilitator. Objectives are established to create awareness and for goal-setting or visioning. The process is then redesigned by assessing the current processes for desired outcomes and targeting new processes to opportunities, driving technology requirements, determining people impact, modelling the impact and receiving feedback.

Mr. Grossman additionally discussed technical architecture, how it is developed and where it fits relative to business re-engineering. A business visioning exercise is the starting point for the technical architecture just as with the reengineering effort. The steps for technical architecture planning include the development of a business vision, establishment of architecture principles and facilities and development of implementation plans. Implementation of new processes is enabled by technical architecture and supported by business applications.

In closing, it was noted that business reengineering is a process of migration, measurement and continual change. Architecture implementation takes place over several years, emerging technologies must be factored in, the potential for new process redesign must be constantly monitored and changes must be measured and fed back into the analytical process.