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IT Advisory services : BRT - Board of Revision of Taxes, City of Philadelphia
 
 

Client's Voice:
"I have used this new website a couple of times and found it to be really super!!"

To enable the BRT to retire its legacy Mainframe [VSAM] software system and to be able to achieve its upcoming mandate to provide 100% full valuation of all Philadelphia Real Property.

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Challenge: The project offered many challenges. Early on it was determined that in order to ensure the success of the Full Value Project, the VSAM data system maintained by the BRT, along with core business objectives supported by the current VSAM data system, had to be converted, integrated, and transformed in order to install and implement a new computer assisted mass appraisal (CAMA) system. MBPS would need to identify best process in order to keep the various interconnections between the core BRT system and other connected systems functioning correctly during this migration.

Strategy: MBPS immediately performed exploratory needs and technical analysis of the current BRT systems, applying software architecture principles including a pattern based integration analysis, which was grounded in a previously discovered understanding of the BRT’s business objectives in the design evaluation criteria targeted, and that accurately capture the internal and external constraints on the system.

MBPS would then an inventory of integration end points, developing a “domain object model” to group the hundreds of end points into functional sets, applying software pattern analysis to this domain object model, extracting Project Requirements from this patterned model, and identifying specific structured integration environment capabilities needed to satisfy the defined Project Requirements.

Solutions: MBPS identified and described the key processes which represent the business processes of the BRT. We then looked at these processes from an information technology point of view, identifying the interfaces between systems. We then grouped the processes and their component parts into three separate categories: CoreAccount Systems Interfaces, Non-CoreAccount Interfaces, and Workflow Interfaces.
  • Perform a Business and IT Gap Analysis relating to the (CAMA) data integration.
  • Define the need to integrate BRT data migration efforts with key city agencies and workflow.
  • Support city wide SOA standards and platforms for communications between BRT and other city agencies.
Benefits:
  • Use of enterprise wide data standards and consolidated reusable components.
  • Development of detailed technical specifications prior to commencement of development.
  • Requirement of strong QA and testing in full development cycle.
  • Developed meaningful SLAs with the city’s Information Services department.
  • Helped create and use formal Deployment and Change Order Processes.
Conclusion: After initial evaluation, Business Continuity was found to be the key critical business requirement for the client to be able to move forward with their project. By helping to improve the business process, proceeding with a staged migration approach and identifying potential risk factors, the MBPS team was able to provide a solid well founded project approach to move forward on the conversion and integration of data into the new CAMA system.

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Friday, February 22, 2019 5:46 PM
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Case Study Overview
Problem

The project offered many challenges. Early on it was determined that in order to ensure the success of the Full Value Project, the VSAM data system maintained by the BRT, along with core business objectives supported by the current VSAM data system, had to be converted, integrated, and transformed in order to install and implement a new computer assisted mass appraisal (CAMA) system. MBPS would need to identify best process in order to keep the various interconnections between the core BRT system and other connected systems functioning correctly during this migration.

Solution

MBPS identified and described the key processes which represent the business processes of the BRT. We then looked at these processes from an information technology point of view, identifying the interfaces between systems. We then grouped the processes and their component parts into three separate categories: CoreAccount Systems Interfaces, Non-CoreAccount Interfaces, and Workflow Interfaces.

Benefits

• Use of enterprise wide data standards and consolidated reusable components.

• Development of detailed technical specifications prior to commencement of development.

• Requirement of strong QA and testing in full development cycle.

• Developed meaningful SLAs with the city’s Information Services department.

• Helped create and use formal Deployment and Change Order Processes.
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