Small System Management & Rationalization Service


Small Legacy Systems Preventing Organizational Progress

Large federal agencies have complex legacy information systems that support critical and non-critical mission objectives. However, over a period, these systems hinder the organization’s ability to evolve to better efficiency. Very often most attention is given to the larger legacy systems, even though the sum of the smaller systems is often more burdensome on the organization’s modernization efforts. Additionally, the larger legacy systems often rely on these smaller systems. This dependency on outdated smaller systems places the larger legacy modernization effort at an increased risk of failure.

Organizations Losing Control with Runaway Small Legacy Systems

Small legacy systems and processes often go unnoticed by central IT services. The need for rapid delivery and adaptation of smaller systems, often leads to program offices to deliver smaller solutions for themselves. Often existing central services are too rigid to meet the needs of the ever-changing program offices or lines of business. The result is runaway small legacy systems with very little reuse and maintenance support. In addition to draining resources, this lack of insight into the small legacy ecosystem often leads to small security gaps which can lead to more significant organizational problems. Attempts to enhance the small legacy system to address new business requirements are frequently met with technical barriers or slow process barriers.

Small Systems are the Building Blocks of an Organization

Small systems memorialize organizational processes and make up the bulk of an organizations work effort. Modern information workers spend more time doing record creation, analysis, collaboration, organization, coordination, record management, and approval. Subsequently performs milestone reporting. Yet, most organizations do not track and measure the actual work involved in these smaller processes. If left unimproved, the collective sum of smaller systems and processes will inhibit the largest segment of worker productivity. This is a modern day challenge for many federal agencies.

Getting in Control of your Work

The key to running an organization is having insight and control of the work effort. In the case of small systems, the key is rapid responsiveness to organizational delivery and value.

To gain control means an organization must be able to rapidly…

1. Value : Assign mission or business value to specific system and process.

2. Measure : Measure the actual work effort of a system and process.

3. Adapt : Continuously improve the system and process.

4. Rationalize : Encourage sharing of successful systems and processes.

Small System Management & Rationalization

To deliver a small system management service, organizations will need to adopt a rapid delivery and value driven approach. This means using lean practices, agile delivery methodologies, re-usable code bases, and human centered design approaches. The goal is to build a decisive and adaptive central service where technology and mission/business value are seamlessly integrated.

A Unique Partnership

To help organizations deliver a small system management service, MERP Systems has put together a unique consulting partnership with the necessary experience to deliver on this specific value driven approach to small systems.

  • MERP Systems : An 8(a) government contractor with client management, small application implementation, product delivery, and Lean methodology expertise.
  • cBrain North America : A small international company specializing in rapid public sector digitization, public sector transformation, human centered design, small work process automation, Lean methodologies, and agile delivery.
  • Microsoft : A large company specializing in delivering small, modular software system, and process product stack.