to their use of data, most DOJ related agencies and department are still
very primitive in the ways they manage the business of executing work
processes. Business processes are inconsistent across applications,
locations, functions, and divisions. Few people understand how their
work relates to the overall processes in which they participate. Even
though process maps, task documentation, and job aids exist in isolated
cases, most knowledge about how
things are or should be done, is stored in an incompatible and
disconnected manner. Usually this knowledge is not even written down
at all, but exists only in people's heads.
approach to business process design, deployment and execution has indeed
emerged to meet the growing disconnect between business requirements and
IT's ability to deliver working systems. This new paradigm is called the third wave of business process
BPM the third wave, Peter Fingar 2002
BPKM framework is the single most immediate opportunity for a DOJ
related agency or department to meet compliance, and turn workflow into
a consolidated, audible database of record.
When a DOJ compliant database of record exists, the more critical
issue of information sharing becomes
Unfortunately, traditional IT approaches, methods and information
technologies are incapable of managing current realities. We live in a
world of continuous change, where competition is rigorous and financial
pressures are unrelenting. Surprisingly, our business models and
software development approaches are historically static, inflexible, and
diffused with siloed thinking. This marks a critical divide between
business and IT's ability to provide timely solutions. The BPKM
framework implemented as the GJSA
solution is a breakthrough solution technology built with
high reuse, Service Oriented Architecture, using five reliable
and scalable Microsoft platforms.
are three important elements to understand about the Global Justice
Change is "built-in."
The GJSA solution enables the continuous visual management and
improvement of business processes, both within and across organizations.
- The business and technology of intelligence become united. We align
agency processes with the goals and capabilities of the people and
systems that are involved in their execution.
- GJSA is not just a strategic
infrastructure for compliant intelligence operations. The process
repository database is itself a cross
case tactical database holding
case details, raw intelligence and operational activity never before
available to agency analytical or data mining tools.
key issues are solved in successful implementations of the SST GJSA:
GJSA improves organizational
agility. Such agility doesn't just come from automating business
processes; it comes from a process-oriented approach about work related
information and enables clearer divisions of responsibility between IT
and business administrators.
- GJSA consolidates and
integrates technology stovepipes. More often than not DOJ
organizations use a hodgepodge of point solutions unable to handle the
end-to-end automation of business processes. The
GJSA consolidates these documents, evidence and analytical artifacts
from I2, Nexus-Lexus, Memex, and any other tools into consolidated,
secure intranet published case summaries.
- GJSA enables interactive change
by empowering agency administrators to dynamically implement changes to
the operation of IT assets, as business requirements are refined or
Sharing Standards will
soon be required by DHS-DOJ. The GJSA is the only known technology of
its kind that is fully SOA-XML - DOJ compliant out of the box. Any
future secure information sharing standard will require DOJ compliance
to middleware or secure web service exchanges. The GJSA architecture is
built to support both.