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The ARTM was formerly known as the Agence métropolitaine de transport, which was founded in 1996. The new agency, which has the mandate to plan and integrate public transit in Greater Montreal, was created, along with Exo (public transit), its operating branch, following the disbanding of the AMT. The Agence Metropolitain de Transport (AMT) is a government agency reporting to the Ministry of Transportation, Sustainable Mobility and Electrification of Transportation with its mission of expanding and planning public transit services to improve the commuting efficiency in the Montreal Metropolitan Area. It plans, coordinates, integrates and promotes sustainable mobility in close collaboration with its partners, including the mandate to develop, consolidate and complete the metropolitan public transport network and the commuter rail network.
AMT needed a clear vision of their current operating model to help guide them in the planning and execution of the new structure of the two entities. To ensure a smooth transition, the creation of an inventory of all of the AMT’s business processes was identified as a priority project for the organization and was included in its 2016 corporate plan. The objective of this project was to better understand their current operations and to provide a development plan for their new business operating model.
At the beginning of the project, the AMT business processes were created in MS Visio files. Not all of their maps were up to date or consistently represented. Several other processes were simply undocumented. In this context, it was difficult to identify the interrelations between processes, systems and resources as well as their potential impacts as a result of the announced organizational changes.
What’s more, tight deadlines to complete the project before the transition only made matters more pressing.
Following a formal invitation to tender, the AMT retained the services of Interfacing Technologies and its Enterprise Process Center (EPC) solution to support it in identifying and managing its processes in the context of the transformation. Interfacing accompanied the AMT for the analysis of the impact of such changes and for the alignment of business processes within the new operational structures.
The documentation and standardization of AMT’s as-is business processes were to be undertaken. This information was to be captured in a centralized solution that provided the transition committee with an analytical tool to better assess the impact of the announced organizational changes.
The overall objectives and the value derived from the project were:
During the transition:
In the context of the transition, it was important to define a strategy with the following premises:
In order to expedite the execution of the project, we proceeded as follows:
The project was completed in 9 months in total, where five months were allocated to the implementation of the solution and the conversion of the processes in EPC.
EPC has several features that are sought after in a Business Operating System. The first benefit of EPC is the documentation of business processes according to the BPMN standard. These process maps are made available to all employees and allow them to visualize and navigate to the information that is relevant to their processes. The solution enables the capturing of all information related to the organization’s operations, including standardized procedures. The second benefit is for analysts; it offers them the opportunity to create, document and measure their objectives and to assign key performance indicators to specific activities. This will allow them to identify where their objectives are measured and, consequently, how better manage performance. Finally, for decision-makers, EPC offers better visibility on all the activities of the organization. It provides the ability to assess the impacts of any organizational change by providing an end-to-end view of all its operations and how it related to process, people and technology. Its added value above all is the ability to help decision-makers prioritize investments in terms of process optimization and/or automation of certain activities resulting in the development or acquisition of software solutions. The ultimate goal is a healthier management of the organization’s resources and added value to its products and services.
With over two decades of AI, Quality, Process, and Compliance software expertise, Interfacing continues to be a leader in the industry. To-date, it has served over 500+ world-class enterprises and management consulting firms from all industries and sectors. We continue to provide digital, cloud & AI solutions that enable organizations to enhance, control and streamline their processes while easing the burden of regulatory compliance and quality management programs.
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