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Client Case Studies

Process Center of Excellence - In 2009, 2Wire, a designer and manufacturer of modems and gateways based in San Jose, California, began conversations with BusinessGenetics around their business modeling methodology (BML™). They were specifically interested in how it could serve as a method for creating business requirements for SAP^®, a regulatory compliance management tool, a process documentation standard and communication vehicle between the business and the IT development team. Read More...

Global Design Control Standardization Process - In early 2009, a French public limited company that provides services to industries specializing in nuclear energy, mining, chemistry, enrichment, combustibles, services, engineering, nuclear propulsion and reactors, treatment, recycling, stabilization and dismantling began a standardization project to align their Global Design Control Processes. Read More...

US Navy Strategic Systems Programs Budgeting Case Study - As a result of the business modeling performed for the organization, the Navy stopped the implementation of Navy ERP in this organization when they saw the significant gaps in capability. In addition, the Navy is now aware of the lack of a well-disciplined program management module within their Navy ERP program. The office is evaluating the program modeled and deciding whether to adopt this business model as the enterprise-wide Navy model. Read More...

Business Enhancement Case Study - In 2004, one of the nation’s top ten brewing companies, with $4 Billion in net sales in 2003, undertook a strategic initiative to revolutionize its financial operations. In order to be successful in a more stringent SEC monitored environment, corporate accounting functions such as planning, closing, reporting and forecasting needed shortened cycle times with increased reliability and accuracy. Read More...

Plain Old Telephone Service Case Study - An $18 Billion Regional Bell Operating Company (RBOC) that provides telephone service to residential and business customers in a 14 state region of the western United States realized (in late 2002) the necessity of truly understanding the details of how their core business really operates and generates revenue. Read More...

Business Requirements for IT Case Study - In the Fall of 2000, the USDA FS Inventory and Monitoring Institute (IMI) initiated an internal project to explore the use of the BusinessGenetics proprietary Business Process Analysis methodology in extracting and understanding of requirements set forth in the New Planning Rule, released November 2000. This New Planning Rule implements the National Forest Management Act (NFMA) of 1976 and guides the revision and amendment of Land and Resource Management Plans on National Forest System (NFS) lands. Read More...

Identity Management Case Study- The NIH is comprised of 27 Institutes and Centers, employing over 18,000 employees with roughly another 18,000 contractors or scientists visiting the premises annually. Managing identity and access to NIH systems and facilities securely has long been a major challenge for the organization. The Homeland Security Presidential Directive 12, entitled “Policy for a Common Identification Standard for Federal Employees and Contractors,” mandated a federal standard for secure and reliable forms of identification. Read More...

Business Improvement Case Study - In mid 2004, a major North East Pennsylvania utility which sells energy in key U.S. markets and delivers electricity to customers in Pennsylvania, the United Kingdom and Latin America, undertook a strategic initiative at one of its nuclear energy generation plants to reduce their nuclear refueling outage process from 45 plus days to 22; thus cutting the current outage cycle time by at least 50%. Approximately $1 - $3M per day can be realized for each day’s reduction in the outage cycle, based on both cost reduction and revenue gain. Read More...

Business Improvement & Technology Enablement Case Study - During late 2003, Pitney Bowes was facing increasing competition for one of its major product lines that had established a high market share. Its field sales practices, representing 74 office locations around the country were unstructured and inconsistent, especially as compared with other product sales organizations within Pitney Bowes. Pitney Bowes had no visibility into its pipeline of sales opportunities, as sales contact and activity information was captured in multiple, internally developed, non-integrated systems. Read More...

Sales Process Optimization Case Study - In the midst of mergers and acquisitions, a large regional Telco was faced with the problem of overlapping systems and lack of synergy between the current and “acquired” sales ordering systems (39 in total). Each order system had its own set of process work to define the interaction with the specific system, but no overall process work had been performed to define the sales process on its own. Sales Consultants were forced to interact with multiple ordering systems based on product, customer location, or specific product incentive. Read More...

White Papers

“THE PROBLEM WITH REQUIREMENTS” AKA THE REQUIREMENTS OF THE PROBLEM -The VP of Marketing calls the CIO into his office and says “Our sales force is complaining that our customer database isn’t working for them. I want them to have a state-of-the-art Customer Relationship Management system which will help them develop stronger relationships with our customers.” The CIO tells his staff to put together a project plan with a budget and timeframe for implementation. The staff follow their usual process of comparing vendor packages, performing due diligence with vendor-supplied reference accounts, and selecting a vendor who’s software fits within the overall Technology Strategy and will interface with the existing systems. The budget and timeframe are presented to the VP of Marketing for approval, she signs off and the implementation project is launched. The first major activity is to “Gather Requirements”. Read More...

Business Modeling Using BML - To improve productivity within a business requires that we understand the business, but the complexity of most businesses makes this difficult. Business Modeling provides a powerful approach to address this issue. Unfortunately, current business modeling approaches are not sufficient to formally, rigorously, and completely represent business operations. BML™ (Business Modeling Language1), coupled with formal methods for developing and using business models, provides these characteristics, delivering the means to develop complete and precise models of business operations to support business improvement initiatives. Read More...

Business Requirements: An Inconvenient Truth? - There are as many definitions of a “business requirement”, as there are people or organizations that you might ask! In fact, this is often the case even for folks who work within the same organization or department. The creation of business requirements in most organizations seems to be somewhat of an art form. Read More...

Business Requirements: A New Definition- Nebulous definitions of exactly what constitutes a Business Requirement are arguably one of the central issues in the Business Requirement industry. There are perhaps as many definitions as there are Business Requirement Analysts (BRA’s), and most subscribe to definitions which are exceedingly difficult to qualify and quantify, which ultimately results in the creation of potentially “sloppy” or inadequate Business Requirements. Read More...

Rule Based Business Models – Next Generation Business Process Maps - In a world where business complexity accelerates at an unparalleled pace, it is no longer simply important to understand our business operations, it is an absolute necessity. Unfortunately, the evolution of methods and tools to aid in the understanding of our business operations (processes), have not kept pace with the increased complexity of modern day business. Read More...