The outcome sought is to deliver a more relevant and flexible solution that is more appropriate scaled for the amount of OH&L work undertaken across all four rights areas based on the harmonisation of processes where appropriate and practical.

The Investment Appraisal Decision Paper approved this project to undertake Business Process Re-engineering within the Oppositions, Hearings & Legislation for PPBRG and TMDG. The paper alluded to the fact that OH&L work across both groups is complicated and work intensive. This work is highly manual and remains largely paper based.

Kenneth confirmed with Michael Arblaster AGM TMDG and Philip Spann AGM PPBRG of the drivers  of this project along similar lines to the address that the Director-General gave to the IP Rights Modernisation Program team members emphasizing the following:

In addition, the Trade Marks Vision Opportunities paper provided these drivers:

The attributes described comprise the  business process management journe.

The New Process Framework: Complementary Functional and Process Measures

Process measures complement the functional measures aligned to the business’ organisation structure.

The New Process Framework: A Revised Governance Model

A revised governance model is required to ensure the building blocks are applied where appropriate and variation is permitted where the business requires.  The governance processes will also oversee enhancement to the building blocks.

The New Process Framework: Encouraging Business Participation in Governance

A revised governance model contains an escalation path enabling requested process changes that are core to the business to be considered where appropriate in a cross business context.

Objective:

• What is electronic commerce?
• Why should you invest time & money?
• What will it bring you?
• How it will affect the costs of business
• How will it affect your enterprises and your stakeholders?
• When should I embark on the eCommerce journey?

INTRODUCTION
At the end of 1989, the Controller & Auditor-General decided that the involvement of The Audit Office in information systems should be increased.  This involvement was planned to happen at two levels.  The first was to increase significantly the degree of information systems auditing and the second was to provide better tools to all those involved in `field' auditing and those responsible for the general management of the Office.  To spearhead this thrust the Office recruited Jim Higgins, long time head of information systems at the Palmerston North City Council, early morning information technology broadcaster and former President of the New Zealand Computer Society.  During his comparatively short tenure at the Office, Jim has increased the number of information systems auditors from two to twenty-one.  This sounds simple, but it has also required that he work hard at changing the `mind set' of top managers in the public sector.  Given that The Audit Office has 1,500 clients, changing attitudes about the prudent role of information technology in the public sector is similar to converting the galloping, mongol hordes to christianity!

The other key role was to provide better tools to those in the field and improved management systems.  The former was comparatively simple in that the upgrade being considered was replacing pencils, paper and calculators as the regular auditing implements.  Even the ubiquitous luggable PC with Lotus 1-2-3 TM and WordPerfect TM is a significant improvement!

• There is little connection between Strategic Plans and individual Product Plans
• Strategic Developments lose momentum when they are ‘handed over the wall’ for deployment
• Developments are ‘Product’ Driven
• Not all the potential benefits from a development may be recognised
• Individual Products/Services are developed largely in isolation and lose their programme focus.  Strategic objectives are missed because of creeping scope.
• Development energy gets tied up with tactical responses
• Planning is piecemeal - the big picture is missed
• No ‘buy in’ from the deployment processes