A mission-critical information management system for a new customer had experienced multiple implementation failures. Problems they had experienced included issues of scalability due to integration of data from disparate source. They had also been plagued with ongoing deployment challenges because the completion date was an endlessly moving target.

Recognizing significant limitations to its current data access and dissemination capabilities, our federal customer undertook a radical re-design in the way it designs, develops, and delivers data products to its customers. A cross-functional team was charged with creating a business and technology solution that incorporated metadata, data, and finished data products from various internal and external sources into one “seamless” data access, delivery, and customer service site. The customer also wanted to develop a team of internal business process reengineering (BPR) facilitators to be able to plan and execute this type of project for future efforts.

The goal of this project was to radically change the design, development, delivery, and support of operational support and information systems for our federal customer's headquarters and 80 field offices across the country. Strapped with 1970s methodologies, equipment, and processes, and restricted by archaic business rules and management practices, this IT organization defied traditional wisdom and plunged into re-engineering before it became fashionable among government agencies.