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 Business Process Reengineering Projects:
  • Conducted a reengineering project for the Ministry of Health Services (BC PharmaCare) to reengineer their current practices, processes, and procedures related to the Formulary Management environments.  There were two major objectives for the project:  1. Effectiveness - To articulate a reengineered formulary operational process that is feasible, streamlined, transparent, and integrated with appropriate stakeholder involvement; and 2.  Efficiency - To achieve greater efficiency by deploying compatible enabling technologies; 

  • Conducted a project for Human Resources and Development Canada (HRDC) Income Security Program (ISP) to reengineer their current Finance and Administration processes and service delivery model.  Recommended TO-BE processes, organizational structure and tools.  Currently working with the internal project team to facilitate the implementation of the new model and processes; 

  • Conducted a project for Human Resources and Development Canada (HRDC) Income Security Program (ISP) to reengineer their Executive Management and Parliamentary processes and service delivery model.  Recommended TO-BE processes, organizational structure and tools; 

  • Conducted a project to reengineer the processes within Environment Canada’s National Pollutant Release Inventory (NPRI) Program, identifying opportunities for improving the overall business model, specific business processes, and further utilizing information technology; 

  • Conducted a project for the Department of National Defence (DND) to reengineer the processes of the Defence R&D Branch across five regional laboratories and HQ. Worked with internal Branch members to implement reengineering opportunities and bridge the resource shortage gap caused by budget reductions; 

  • As part of an overall initiative to improve government procurement processes, conducted a project to redesign the Standard and Complex procurement processes of the Public Works and Government Services Canada (PWGSC) Supply Operations Services Branch (SOSB). Included in the redesign were recommendations identifying the organizational structures, information technology and human resource capabilities required to support and enable the redesigned processes; 

  • Conducted a project to reengineer the processes associated with the identification, capture and administration of intellectual property Department of National Defence (DND); 

  • Conducted a Business Process Reengineering project for the Royal Canadian Mounted Police (RCMP) Deputy Commissioner, Corporate Management. This project included the redesign of all corporate functions, including planning, policy, IT, supply, finance, legal, real property, audit & evaluation, and administration; 

  • Conducted a Workflow Analysis Project for a regulatory agency, Canadian Radio-television and Telecommunications Commission (CRTC). The objective of this project was to identify the potential for improvement. Documented and analyzed the current processes to identify the potential opportunities for improved information flow, while still meeting their regulatory requirements; 

  • As a subcontractor, participated in a Business Process Reengineering Study for Public Works Canada (PWC). The objective of this initiative was to identify, define, and document PWC business needs and opportunities for maximizing the effective use of CADD/CAFM/GIS technologies. This was a combined initiative representing Property Management Branch, Accommodation Branch, and Architecture and Engineering Branch; 

  • Conducted a Business Process Reengineering Project for a newly created Regulatory Review Secretariat of Transport Canada. The objective of this initiative was to review and analyze the mandate of the secretariat with the intention to design the business functions needed to support the mandate and to design an organizational structure, highlighting the skills requirements; and 

  • Conducted a Reengineering Project for the NSA/NSH Project Management Office of Department of National Defence. This office was created to provide project management support for a project with a $6 billion dollar project budget for acquiring helicopters. The purpose of this project was to reengineer the current project management environment in the interest of productivity and proficiency, ensuring that it will help to produce the project deliverables on time within budget.

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