Department of Labor and Industries (L&I)

Systems Analysis and Design
WISHA Information Network (WIN II)

Project Description

WIN II is a mission critical project that included redesigning business processes to support a new Web-based system for tracking worker claims, safety inspections, and citations for WISHA. The new system was tasked to reduce dependence on an archaic OSHA reporting system and integrate and replace agency systems while developing new processes to make the business unit more responsive to employer, agency, and external agency needs.

Project Deliverables and Tasks

Cayzen provided six consultants who worked closely with the L&I business team, project management staff, and FTE IT staff to rethink and reengineer dozens of outdated, inefficient, redundant, and cumbersome business processes in preparation for the new information system. Cayzen’ work supported agency project management to establish complete systems analysis and design, and provide a forward-thinking architecture that would deliver the in-scope features today while remaining flexible to meet future needs without significant rework.

Cayzen provided over 2,000 hours of systems design and analysis, business process reengineering, meeting facilitation, process modeling, domain modeling, and mentoring of L&I business and technical staff to support the scope of work. Specifically, Cayzen:

• Helped the agency develop a business vision that could successfully be realized from business and technology perspectives.
• Identified dozens of impacted or missing business processes and developing and/or reengineering them.
• Provided mentoring of L&I business and technical staff on process reengineering.
• Developed process and domain models that describe the current business processes and the changes and new processes required by the new system.
• Designed, elaborated, and realized supporting business and system use cases with full business participation and approval.
• Created an enterprise architecture and roadmap to assure successful process change, integration, and migration.

Technologies

The technologies included Use Cases, UML diagrams including Sequence Diagrams, Class Models, Collaboration Models, Activity Diagrams, and State Transition Diagrams. Traceability of requirements was established and maintained using Requisite Pro. Visual Studio 2003/2005, VB.Net, SQL Server 2000, Visio, and VSS.

Methodology and Systems Analysis Approach

Cayzen worked closely with L&I business users, project management staff, and FTE staff to develop a forward thinking solution architecture that would realize the business goals through three iterations scheduled over the two year project. The approach involved:

• Conducting a stakeholder’s retreat to solicit input for business goals and direction.
• Applying agile methodologies collaboratively with L&I staff to build consensus.
• Developing a candidate business process model to support business goals.
• Establishing a baseline of features and process changes required to realize these goals.
• Identifying high risk, complex processes, and work priorities.
• Leading dozens of joint business process reengineering sessions with business users to work through each affected business process, developing revised process models, and workflows. These sessions included walkthroughs and storyboards describing the new processes.
• Reviewing revisions, soliciting input, and securing approval by individual business teams.
• Receiving ongoing business and management input, feedback, and approval at each step.
• Conducting daily team meetings to monitor progress on tasks.

Project Outcomes and Results

Cayzen facilitated all joint business reengineering sessions and developed analysis artifacts to support the results. These included feature lists, iteration plans, estimates, process models, workflow diagrams, business models, business use cases, system use cases, traceability matrices, domain models, other analysis artifacts, and design of system architecture. From a systems analysis and design perspective, Cayzen helped the business achieve the following results:

• Provided change and business process management by identifying missing processes.
• Reduced the length of the citation issuing cycle.
• Increased the number of inspections and follow-up activities to produce safer workplaces for employees and fewer fines for employers.
• Improved the communication between the enforcement and appeals staff.
• Increased communication, timeliness, and accuracy of business data processes.
• Added efficiency by moving data collection to its origin and eliminating data entry redundancy.
• Enabled the workforce to work in a task oriented manner to increase productivity.
• Established better control over task monitoring thereby increasing the quality of supervision.