Surveys & Market Reports

The Lockheed Martin Mission Systems Data Capture System 2000 (DCS 2000) utilized barcode, digital imaging, optical recognition and Staffware workflow technologies to check-in and extract the data from 151.4 million forms. This is the equivalent of 1.5 billion 8.5” x 11” pages processed for the United States 2000 decennial census. Seventy percent of the data was extracted automatically with an accuracy of over 99 percent. This feat was accomplished at four data capture centers starting March 6, 2000 and ending August 3, 2000. All of the US Bureau of Census' intermediate processing milestones were met ahead of schedule. However, the sheer size and daily production of more than 1.2 million forms make this the largest workflow and automated data capture system in the world. The system has provided a model for other similar systems in other countries for a faster and more accurate census.

Arnaud Bezancon, Advantys, France....... Businesses today are required by law to comply with a vast range of regulations and standards. They have to implement new procedures to ensure full accountability, maintain records of all decisions taken and analyze any deviation through the use of audits. An organization’s ability to manage compliance and governance projects efficiently has become key issue which impacts directly on their business performance. This chapter highlights a number of processes required by legislation such as Sarbanes Oxley, HIPAA & BASEL 2, IT governance standards such as COBIT, ITIL & ISO 17799, as well as corporate project management.

Nathalie Génieux, W4, France....... Taylor Nelson Sofres is the French market leader for ad hoc research, market surveys, polls and consultancy. The company provides a full range of qualitative and quantitative services across the spectrum of consumer, social and industrial research spanning all business sectors. It is well known for pioneering opinion polls in France in the 60s and has been a major player in this activity ever since.The project aimed to use the Intranet of Taylor Nelson Sofres created in July 1999 but left on the back burner since. In fact, Taylor Nelson Sofres had an information system made of a certain number of isolated management applications. These applications didn’t form any consistent information system. In-house, Taylor Nelson Sofres had no computer network. It clearly appeared that the workflow application would be the keystone of the new network increasingly directing collaborative work applications

Alan McNamara, Badja Consulting, Australia , Dr. M. Ali Chishti, Defence Housing Authority, Australia......Architectural principles promote the use of interfaces—a facade behind which the implementation can be hidden. Current Service Oriented Service (SOA) analysis methods are based on providing synchronous services to expose transactional processes. However, this analysis method does not give a robust model for services implemented through workflow. A business integration interface (façade) will need to: • hide process implementation • allow long running processes • allow tracking of process status • allow additional data to be provided when required • handle events, regarding supplier or requester of a service • manage exceptions The service model presented in the OASIS ASAP [1] standard provides a good basis for the business integration interface, but the state based service model is not fully defined. This paper provides an analysis of the requirements for business integration services for long running processes, and proposes how the service model presented in the ASAP standard can be extended to satisfy these requirements. Practical examples from industry are used to illustrate these points.

The scope of the ICT Services BPR includes different types of services such as network services, user support services, application development services, and hardware/software acquisition services. This report provides the results of the analysis of the situation (as-is) on various aspects, including the pain and problems faced, change inducing factors (inputs) and maps of the general procedures followed for resource mobilization in the University.