Intergraph GSA Schedule 874, Management, Organization, and Business Improvement Services (MOBIS)

Contract Number: GS-10F-0198-J

Professional Services

The professional services offered under the GSA MOBIS contract are grouped by Special Item Numbers (SINs). This page provides detailed descriptions of the Intergraph services offered under these SINs.

874-1 Consulting Services
874-2 Facilitation Services
874-3 Survey Services
874-4 Training Services
874-6 Privatization Support Services and Documentation

SIN 874-1 Consulting Services

Today's Government organizations face significant challenges to improve the quality, timeliness, and efficiency of their operations in light of ever increasing budget reductions and outsourcing initiatives. Modernizing information technology applications and infrastructure is a typical response that many organizations pursue in order to obtain a breakthrough in performance. Other organizations tighten their belt and "peanut butter spread" the pain. These approaches can lead to disasterous results. How many projects have you witnessed where a major investment in Information Technology delivered a "new" system but no discernable increase in productivity? How many projects have you witnessed where the Information Technology requirements grew to such an extent that the project was cancelled instead of implemented? How many times have you seen organizations shuffle the structure without a discernable strategic focus and tactical plan?

Intergraph Solutions Group has developed the Enterprise Process Engineering™ (EPE™) methodology to bring real bottom line results to organizations that face significant business improvement challenges. EPE™ is a process-centric methodology. In other words, the business processes of an organization are thoroughly analyzed and engineered before organizational change or enabling information technology is leveraged. This approach has achieved significant bottom line results. For example, Warner Robins Air Logistics Center has improved the cycle time associated with Programmed Depot Maintenance (PDM) of aircraft by a whopping 40%!

The first stage of an EPE™ project is to develop a strategic business and / or action plan. A Vision for the future is created with and signed by key stakeholders. This is not the typical feel good, one liner vision. Rather, the Vision statement contains substantive detail that allows the entire team to know, understand, and commit to the direction of the organization. This Vision statement is signed by all participants. Subsequent steps in the Vision process identify organizational objectives and related initiatives required to make the Vision a reality. Strategic planning is not unlike the plans associated with a big summer vacation. Dreaming about days of endless sun on a beach doesn't address numerous details associated with tickets, reservations, luggage, clothes, and money that will be required. One of the most important aspects of strategic planning is building the bridge between the Vision and the Action Plan. We accomplish this task by identifying the "prime constraints" of the organization relative to the Vision. This translates into a clear roadmap, a prioritization of objectives and initiatives that allow organizations to systematically achieve their objectives. The EPE™ process is unique in its ability to build alignment among teams.

Strategic Planning sets the stage for Process Engineering. We use our EPE™ methodology to help organizations explicitly understand and document their business processes. The IDEF3 process modeling methodology is used to graphically capture operational workflows. Drill down is used to layer ever increasing levels of process details. Process models can be linked like cinder blocks in a foundation to build up an enterprise model. Using this incremental approach, we have been able to develop models that capture the complexity of enterprise wide processes. For example, at WR-ALC, we modeled the entire supply chain process for AF Depot Maintenance. At AFMC HQ, we modeled the entire AF Depot Maintenance Account Group Financial Management process. The graphical representation of the process is used by the Government and Intergraph team to baseline the "As-Is" and determine what changes are required to achieve the "To-Be" Vision.

Substantial information can be associated with each process step. Typically, this information includes: process descriptions, resource requirements, system dependencies, responsible parties, and references to procedures and / or regulations. Additional information can also be captured to support training, workflow automation, discrete event simulation analysis, and information technology requirements. Process engineering also provides teams a rational backdrop to analyze performance metrics and indicators.

We maintain a bottom line focus while moving projects quickly towards achievable results. Recommended changes and corresponding cost / benefit analysis are captured by each team and documented in a set of functional specifications.

We understand the impact of process change on organizational structure and technical infrastructure. Team alignment is addressed throughout the process. This enables our customers to focus their energies in the same direction. The EPE™ methodology is tailored to support specific organizational needs. It is our experience that more than 50% of the challenge of any project is cultural and not technical.

How Do Our Consulting Services Support MOBIS?

MOBIS SIN 874-1 requires contractors to provide expert advice, assistance, guidance or counseling in support of agencies' management, organizational and business improvement efforts. This may include studies, analyses and reports documenting any proposed developmental, consultative or implementation efforts.

Through our EPE™ methodology and consulting practice, we provide this range of services to customers throughout the United States Government. More importantly, we have earned a solid reputation for delivering bottom line results through its business improvement initiatives.

SIN 874-2 Facilitation Services

We have found that facilitated meetings are key to achieving the best process engineering results in the least amount of time. Typically, we employ a two person team. The facilitator is the focal point in the meeting for keeping the team on task, ensuring team participation, managing the discussion of issues, and resolving conflicts. The facilitator is supported by a technographer. This person is an expert in process modeling and captures information generated during the meeting real time in a laptop computer. The computer is hooked to a projector so the entire team sees and becomes involved in completing the task at hand. This approach also avoids the pitfalls associated with interviews. Interview processes very often involve a consultant's reinterpretation of data provided by a functional expert. Essential information is often lost in the translation. By contrast, we use a technographer to capture team input real time. As the team identifies a new idea, a new process step, or new issue it is simply recorded by the technographer. The team ensures that it is captured correctly and can make immediate modifications. The documented results of each meeting can then be made available to all participants. We have found that this tag team of facilitator and technographer is more efficient in capturing information from functional experts than comparable interview processes with their associated rework.

An equally important objective of a facilitated session is to build alignment within the team. Dealing proactively with "rice bowl" issues, disputes, organizational conflicts, and agendas is essential to achieving bottom line results. Every aspect of our EPE™ methodology integrates accomplishment of the task at hand (Vision setting, Process Engineering, .) with the tools and techniques to build team alignment.

We do not distinguish between facilitation and consulting services. We employ state of the art facilitation in every aspect of providing consulting support.

How Do Our Consulting Services Support MOBIS?

MOBIS SIN 874-2 requires contractors to provide facilitation and related decision support services to agencies engaging in collaboration efforts, working groups, or integrated product, process, or self-directed teams.

Through its facilitators and technographers, we have worked with numerous teams to establish strategic plans, analyze their business processes, and resolve organizational issues. The speed at which this is accomplished has become a hallmark of our EPE™ methodology.

SIN 874-3 Survey Services

Surveys provide a key tool in the baselining an organization's capabilities, in assessing the readiness for change, and measuring deployment effectiveness.

Typically, large process engineering breakthroughs can occur when customer leadership develops a real understanding of the current state of their organization. Surveys can be used to replace the clouds of illusion with current reality as understood by personnel who work specific tasks each day.

Many organizations fail to understand the underlying fundamentals associated with change management. Surveys play a key role in helping us and our customers understand the capacity an organization has for change. This can be as specific as determining the level of functional or information technology knowledge within an organization. Surveys can also be used to determine how receptive the organization may be to a new process or idea.

Identifying organizational issues is easy. Determining a reengineered solution is a little harder. Deploying change can be extremely difficult. This difficulty goes beyond people's natural resistance to change. This difficulty is rooted in the interdependencies between the elements of change as well as the level of organizational maturity.

Organizations tend to focus change on just one front. For example, information technology is usually implemented with a highly technical training class with little acknowledgement of the process implications. Likewise, new organizational procedures can be instituted without the technology to support the new procedures. Misalignment of personnel performance metrics to overall organizational metrics is also fairly typical. Change is most effectively managed when it is approached on all fronts: Organizational, Process, Technology, and Information. A coordinated approach is essential to breaking through the barriers of rejection and acknowledgment to achieve the deployment levels of acceptance and endorsement. Surveys can provide an essential measuring stick in this process to gage the progress of an organization and provide the necessary information to make mid course corrections.

Our EPE™ methodology incorporates the use of survey instruments as required to quantify the many intangibles associated with Change and Deployment Management.

How Do Our Survey Services Support MOBIS?

MOBIS SIN 874-3 requires contractors to provide expert consultation, assistance, and deliverables associated with all aspects of surveying within the context of MOBIS.

Within the context of its EPE TM methodology, we use surveys to help our customers baseline their organizational capabilities, assess their readiness for change, and ensure that deployment strategies achieve their intended results.

SIN 874-4 Training Services

In conjunction with our EPE TM Consulting and Facilitation services, we provide our customers off-the-shelf as well as customized training. The available off-the-shelf training includes:

Introduction to Enterprise Process Engineering This one day course will introduce our approach to Enterprise Process Engineering TM, and introduce the EPE TM concepts. It covers the why, what, and how's of EPE TM at a high level.
Process Modeling This one day course is designed for those people who have no prior experience with the IDEF3 methodology. Trainees will learn the basics of building process models. Presented interactively, this course offers plenty of hands-on experience in the operation of process modeling tools.
Activity Modeling This one day course is designed for those people who have no prior experince with the IDEF0 methodology. Trainees will learn the basics of building activity / functional models. Presented interactively, this course offers plenty of hands-on experience in the operation of activity modeling tools.
IDEF Methods This two day course teaches the IDEF methods (IDEF0, IDEF1x, and IDEF3). The course takes a tool independent viewpoint to teach the fundamental of each method, method syntax, and how to model using the IEDF methods. The course covers a small case study for each method to demonstrate the concepts.
BPE Facilitator Training This five day course includes effective team facilitation principles and techniques, group dynamics, team problem solving, meeting planning, preparation and follow through. The key role of the facilitator in scoping, planning, and scheduling an EPE™ project is covered in detail. This course will also include an introduction to Process and Activity modeling. This training workshop is offered to managers and professionals who will be responsible for facilitating EPE™ projects.
Activity Based Cost Management Fundamentals This one day course will give hands-on opportunity for executives, program and project managers, financial personnel, and others to learn how to use activity based cost management for:
- Precisely understanding and evaluating the activities and business processes your organization undertakes to produce and deliver goods and services to customers.
- Improving procedures and customer satisfaction through organizational changes, process engineering, and streamline cycle times.
- Learn how to use activity based cost management for managing organizational change and strategic planning.

Up to two additional days may be added to this course for covering the topics in greater detail as well as further discussion about ABC tools and methods.

Customized courses can be developed to meet specific customer needs. We are also pioneering the development of customized web-based training. Specifically, ourknowledge management training services have provided customers a break through ability to capture corporate process knowledge and establish a continuous learning environment. We intend to expand its off-the-shelf course offerings in response to customer demands and needs.

How Does Our Training Support MOBIS?

MOBIS SIN 874-4 requires contractors to provide off-the-shelf, or customized off-the-shelf training packages under this SIN to meet specific agency needs related to management, organizational, and business improvement services.

We provide EPE™ training and is pioneering the use of the Web to reduce corporate memory loss and improve the efficiency and effectiveness of customer training.

SIN 874-6 Privatization Support Services and Documentation (A-76)

Our area of expertise relative to A-76 is associated with our core competencies in Strategic Planning and Process Engineering. We begin the A-76 process by focusing on the use of strategic planning to identify goals and objectives. This is helpful in agencies' identification of their core competencies the first major step in the process. We develop comprehensive strategic, business, and performance plans documenting the organizational objectives, goals, strategies, and service requirements. The organizational plans and measures for accomplishing their goals are essential elements in determining an agency's need for services. We utilize process engineering to conduct analysis and determine changes required to achieve their goals and the Government's Most Efficient Organization (MEO) This course of action also facilitates the preparation of the governments Management Plan and is the basis of the Government's in-house cost estimates. This method identifies the organizational structures, staffing and operating procedures, equipment and other assets, facilities, to ensure that the in-house activity is executed in an efficient and cost effective manner. In determining the MEO, we help the government organization reinvent, reorganize and restructure itself, including recommendations for making capital investments, in order to arrive at the organization's most efficient method of performing the commercial activity.

We have consistently demonstrated the ability to help organizations achieve dramatic improvements in process efficiency and effectiveness. This break through performance is key to A-76 competition.

We provide the following services in direct support of privatization initiatives:

Pre-assessment for MEO's
Helping organizations determine core vs. non core processes
Process engineering services associated with the reengineering of core processes
Activity Base Costing analysis to quantify and baseline organizational and business performance
Develop comprehensive strategic, business, and performance plans
Identify the organizational structure, staffing and operating procedures
Provides documentation for the preparation of the governments Management Plan
Prepare Quality Assurance Plans and Performance Work Statements
Recommends and implements best of class maximum use of commercial, off-the-shelf technology
Strategic planning to help organizations establish a viable vision and clear tactical implementation plans
Program management services

How Do Our Privitization Support Services and Documentation Support MOBIS?

MOBIS SIN 874-6 requires contractors to provide expert advice, consultation, assistance, and documentation in support of studies conducted under OMB Circular A-76 or other privatization / commercial activities studies, projects, or efforts.

We provide A-76 or privatization support to our customers in the areas of strategic planning and process engineering.

For technical/ordering questions or additional information on our products and services, contact us by phone at 1-800-747-2232, by fax at 1-256-730-6816, or by e-mail to federal@intergraph.com, Monday through Friday, 7:30 a.m. to 5 p.m. (CST).

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