I was totally focused on learning how to use the BPR Modeling Tool. I spent a great deal of time learning how to model a function within an organization, as well as the activities associated with that function. Those activities described how, who, when, where, and why they were performed to produce a desired product or to deliver services to their clients on time within budget. The other part of the model was designed to define what kinds of efforts in terms of skills, technology, and discipline were required.
I was very happy to make presentations, explaining the approach in detail to various audiences in the department. Every time I made a presentation, I learned something from the questions that were asked by the audience. I made sure that those issues were incorporated in the model. Consequently, it became a comprehensive model, representing various functions.
We were successful in making appointments to make presentations in various departments to demonstrate the capabilities of the modeling tool, which was quite impressive.
We got our first contract with the Department of Supply and Services to model a section of their organization. It was a huge department. Our contract was only for three months to model a specific function in a branch of the department.
The Department of Supply and Services is now defunct. The Department of Public Works and Government Services was formed in July 1993 from the amalgamation of Supply and Services and the Department of Public Works.
In the 1990’s The Department of Supply and Services was the purchasing and accounting arm of the federal government. It was established in 1969 through the merger of the Departments of Defence Production and Public Printing and Stationery (Queen’s Printer), the shipbuilding branch of the Transport Department, the Office of the Comptroller of the Treasury, the central data-processing service bureau of the Treasury Board, and the Bureau of Management Consulting Services from the Public Service Commission.
The 2 branches (Supply and Services) operated under their own deputy ministers. Supply administration was responsible for purchasing, printing, publishing, traffic management, security, equipment maintenance and repair for the federal public service. It offered its services to customers on a cost-recovery basis. Services administration provided payment or cheque-issuing services for all federal departments and accounting, auditing and computer services for federal departments and agencies. The department was also responsible for the redistribution of tax dollars to the provinces. The Minister of Supply and Services acted as the Receiver General for Canada and reported to Parliament for the Crown Assets Disposal Corporation, the Royal Canadian Mint and STATISTICS CANADA.
This was the first time Mark and I ever worked together. However, he let me lead the project. I felt that everyone we spoke to was totally motivated by local departmental politics. It was very unusual for me, and Mark had never worked anywhere as a consultant. Luckily, we finished the project without any problem. However, they were not ready to expand the project to other areas even though they were reasonably happy with the end result. Perhaps the reason was the BPR approach was new and not necessarily accepted or understood by everybody.
In the meantime, we were exploring every possibility to market the concept of BPR, and the use of the tool wherever possible. As a result, we ended up getting a contract with the Royal Canadian Mounted Police (RCMP).
The RCMP is Canada’s national police service. They have been part of the fabric of Canada since 1873 – over 150 years. They are one of only a few police services recognized around the world for both policing excellence and our image – the “Mountie”.
From coast-to-coast-to-coast, at the community, provincial, territorial and federal levels, the RCMP works to:
- Prevent crime;
- Enforce the law;
- Investigate offences;
- Keep Canadians and their interests, safe and secure; and
- Assist Canadians in emergency situations/incidents.
They also offer their renowned expertise at the international level by:
- Providing specialized training for police officers;
- Conducting international policing activities, including peacekeeping; and
- Sharing intelligence with trusted partners to support investigations, as well as to disrupt and dismantle criminal operations.
The RCMP work in over 700 detachments in 150 communities across the country. They also provide policing services in more than 600 indigenous communities.
The RCMP is represented by more than 19,000 police officers, and supported by over 11,000 civilian members and public servants. The RCMP has a reputation for delivering high-quality work that keeps our communities safe.
I don’t remember exactly how we got the contract with the RCMP. All I remember is that we were heavily involved with sending marketing materials to all major departments in the Canadian Federal Service. This was done to promote the BPR methodology, highlighting its benefits.
If I remember correctly, I got a telephone call from someone in the RCMP one afternoon in 1982. She told me that she was calling to set up a presentation as suggested in the marketing material sent to her. She provided me with the number of people who would be attending the presentation, along with information about the location.
I provided her with information about Mark and me. They appeared to be very particular about security and the identity of the folks who would be coming with me.
I didn’t need a lot of preparation as we were getting used to making presentations on short notice.
When we showed up, somebody was waiting for us downstairs. He signed in for us and took us to their meeting room where at least 15 folks were waiting. They appeared to be very friendly. The introduction of each person took a little while, but my focus was on the person who was taking the lead.
He explained the process to me. He said he had selected folks from various functional areas to review the presentation and make recommendations whether they saw our services as being useful.
My response was that perhaps that was the best way to make the decision.
In any case, my presentation went very well. I had explained to them that I dedicated a few minutes at the end of the presentation for Q&A, which worked out very well. When we were leaving, a guy who had a senior position and headed up one of the business functions called out to me. Mark and I stopped walking. He joined us and said, Dr. Ali, I wanted you to know that I have just finished my MBA from Ottawa U. The thesis I wrote was based mainly on the some of the articles that you published recently in various magazines. I said that’s very nice of you to tell me as I very seldom get any feedback on those articles.
He shook my hand and thanked me again. He also said that he was looking forward to working with me.
When he left, Mark turned around and said I guess we got the contract.
I had a fixed contract with the RCMP and I was allowed to include whomever I wanted to use. I decided to use Mark from time to time. I wanted to make sure that his resumé had some relevant experience for the next contract.
The RCMP’s old headquarters in Ottawa was located at 1200 Vanier Parkway. We worked there for almost two years.
Initially I modeled the current environment with the functions and related activities, which took a while. I was provided help, including admin support, for arranging sessions with various functional leaders.
It took a while to develop the future model and validate it by each business function. The model specified what needed to be done by whom, when, and why. It also identified what kind of technology needed to be employed, what kinds of skills would be required to improve the performance of each activity, and what kind of training would be required to bridge the gap.
In the end they seemed to be very happy with the final report.
