Intelligent Business Process Management (iBPM) is the engine and core to revamp and modernize business architecture in the public sector. And agencies are realizing that iBPM doesn't simply mean workflow automation. It is a new way of building solutions that create process improvement, automation, intelligence, architecture, and end-to-end participation involving government employees, constituents, back-end systems, and Internet-connected "Things." Download this free Industry Perspective eBook to learn more about: - What is the Internet of Everything? - How iBPM can transform the way Government thinks - Understanding and zeroing in on good data (from just "Big Data") - And more...

1. iFuture: The Internet of
Everything Has Arrived in
Government
Industry Perspective

2. “ONE OF THE BIGGEST FACTORS FOR SUCCESS IS THE
EFFECTIVE BALANCE OF PEOPLE, PROCESS AND TECHNOLOGY.
TECHNOLOGY IS THE ENABLER, PEOPLE ARE THE TRANSFORMERS,
AND PROCESS BRINGS IT ALL TOGETHER. IT REALLY COMES
DOWN TO A BALANCE OF ALL THREE.“
– DR. SETRAG KHOSHAFIAN, CHIEF EVANGELIST AND VICE
PRESIDENT OF BPM TECHNOLOGY AT PEGA
1
Pega Industry Perspective

3. iFuture: The Internet of Everything
Has Arrived in Government
In 1951, author Ray Bradbury described the Happylife Home in his short story, “The Veldt.” The home
was filled with machines that do everything, from
cooking meals to remotely locking doors and windows to heating and cooling the house based on the
occupants’ desires. At the time, the story seemed
like a futuristic sci-fi narrative, but now, more than
6o years later these futuristic technologies are becoming a reality. And now automated efficiencies
like the Department of Agriculture’s RFID tags for
tracking cattle are making a name for themselves in
government.
INTERNET OF EVERYTHING
Bradbury’s story may have served as a prequel to
the phenomenon that society is currently undergoing: the Internet of Everything (IoE). In essence, IoE
includes billions of “Things” or devices connected
over the Internet – sensing, generating data, responding, and providing opportunities that are ripe
for innovations. These Things or devices are intelligent.
In fact, these digital-enabled Things will generate
more Internet traffic than people over the next
decade. As connected “Things” and devices become more and more pervasive, the relationship
between humans and connected things is going to
profoundly affect not only our lives, but also our
working environment. Not even government will
escape this massive transformation.
Inevitably, the intelligent interconnected devices
that your agency adopts will need to be orchestrated and coordinated to achieve specific business results. Together with humans and systems, they need
to become part of end-to-end automated processes.
“Things” are a new and emerging category of process participants. By embracing transparent automated processes involving employees, constituents,
and “Things,” government can increase efficiencies
and save valuable time and money – much needed
resources in times of budget cuts and sequestration. For example, the New South Wales Transportation Department monitors more than 18,000
kilometers of road and 5,000 bridges and tunnels.
When an accident occurs the Transportation Department can use electronic message boards and
variable speed limit signs to alert the public quickly
and efficiently. The discipline and capability that will
enable this new era of process automation is called
intelligent Business Process Management (iBPM).
To explore how the IoE will impact government,
GovLoop spoke with three Pegasystems experts
that are working on cutting-edge practices:
iFuture: The Internet of Everything Has Arrived in Government
2

4. • Dr. Setrag Khoshafian, Chief Evangelist and Vice
President of BPM Technology at Pega.
• Cathy Novak, Industry Principal for Pega’s Public Sector Business.
• James Lawless, Account Executive, Federal
Government for Pega.
Their message was clear: connected devices will be
generating billions of data sets every day. The first
stage in understanding how to unlock the power
of that data is exploring how iBPM can transform
your agency.
WHAT IS INTELLIGENT BPM?
iBPM is the engine and core to revamp and modernize business architecture in the public sector.
Public sector organizations are realizing that iBPM
is not just workflow automation. It is a new way of
building solutions that create process improvement,
automation, intelligence, architecture and end-toend participation involving government employees,
HEATHROW HAS ALREADY
SAVED MORE THAN $44.8
MILLION BY CHANGING
THE WAY IT MANAGES AND
MONITORS A SEQUENCE OF
PROCESSES THAT START FROM
WHEN A PLANE LANDS AT THE
AIRPORT AND ENDS WHEN IT
TAKES OFF.
3
Pega Industry Perspective
constituents, back-end systems, and “Things.” iBPM
helps public sector align their business objectives
to execution, while at the same time provide agility in making changes to policies and procedures. It
includes support for process improvement. iBPM
also provides visibility as well as control of government processes. It allows government teams, units
or even cross-agency initiatives to “Think Big” but
“Start Small” with concrete operationalized executions.
“iBPM is being used as the glue or the unification
force to hold everything together: the old, the new,
the structured, the unstructured, the process, and
the people. Intelligent BPM really unifies everything,” said Novak.
iBPM presents three advantages for government:
• Creates an adaptive enterprise that aligns
its business objectives to operationalized poli-

5. cies and procedures with complete transparency, visibility and control.
• Cuts down silos. It has the ability to not only
connect agencies with other agencies, teams or
groups but also to connect with constituents.
• Promotes agility. “iBPM technology combines not only automation technology but also
end-to-end cases. It enables organizations to
capture their policies as well as their analytics from the data and continuously be able to
change. iBPM is a game changer,” said Khoshafian.
You can see Pega’s iBPM software at work at the
Heathrow airport. Heathrow has already saved
more than $44.8 million by changing the way it
manages and monitors a sequence of processes
that start from when a plane lands at the airport
and ends when it takes off. The system uses a set
of rules designed by British Airport Authority to
detect an unusual scenario, such as delays caused
by weather, or a terrorism alert.
Business transformation starts with realizing that
we need new roles. “These new roles can either
have new titles such as ‘Director of BPM’ or ‘Chief
Process Officer’ or ‘Chief Digitization Officer.’
The needed authority to realize transformational
change with intelligent BPM also being assumed by
the more traditional roles, both on the business
and IT side,” said Khoshafian.
Desktops are going to be legacies. “Our US Department of Agriculture customer discovered they had
an issue where their field workers were spending
70% of their time in the office doing administrative
work. So they chose Pega’s mobile case management and mobile-enabled processes so that they
can flip-flop the time field workers spent in the office to productive time in the field,” said Lawless.
For the federal government, this flexibility is even
more essential after the White House mandated it
in its Digital Government Strategy that employees
should be able to work anywhere, anytime on any
device.
“Mobility is not just mobile tools and apps to watch
movies on YouTube, or write on the walls of Facebook. It is really using mobile devices, so that the
mobile workforce is able to track, affect and complete their work wherever they are. Government
agencies should be able to design robust iBPM applications or solutions quickly and have them be
used readily on any mobile device. iBPM enables
them to ‘design once and deploy everywhere while
leveraging the native capabilities of the mobile de-
INTERNET OF EVERYTHING
ON THE MOVE
Now that we have defined iBPM, we must also
acknowledge that iBPM is more than moving information online or automating the process; it is
also transforming how you access data. More than
130 million Americans own a smartphone. Millions
more own tablets and other devices.
iFuture: The Internet of Everything Has Arrived in Government
4

6. vices, such as the camera or GPS. Both constituents
and government employees will benefit from this,
especially for the mobile workforce (e.g. employees
taking care of patients, or in transportation, or military) – to name a few,” said Khoshafian.
ZEROING IN ON GOOD DATA
Khoshafian’s comments show the power of mobility to transform how government conducts business, but this starts with understanding and zeroing
in on good data. Devices already outnumber humans on the internet five to one and the number is
only growing. The mobile explosion means troves
of data entering the network.
“Data Mining is about discovering patterns and extracting models from data (including “Big Data”).
The models are decision rules that can potentially
predict the behavior of constituents. However, they
need to be operationalized and acted upon – not
just ‘discovered.’ Also, the behavior of constituents
needs to be captured so that the overall solution
can adapt. In other words, what is needed for data
mining is a platform to operationalize the predictive
models mined from data and continuously adapt for
5
Pega Industry Perspective
optimal actions. This can only happen through the
platform that automates process execution: iBPM,”
said Khoshafian.
In order to make big data work, “You have to operationalize what you are discovering from the
various data sets. That way you are effecting change
while executing your processes,” said Khoshafian.
THINK BIG, START SMALL
As Khoshafian identified, the Internet of Everything
is truly transformational, a best practice is to “Think
Big” but “Start Small.” IoE also has the power to
transform the way government thinks. “The government needs to ‘Think Big’, transformational, but
they need to ‘Start Small’. We have seen this again
and again. The ‘Big Bang’ initiatives don’t work. In an
overall initiative, they need to ‘Think Big’, but then
they need to immediately identify those projects the low hanging fruit - that can show incremental
transformation and results,” said Khoshafian. This
goes hand-in-hand with agile methodologies: continuously capturing objectives, requirements, and
execution in one environment that is agile and can
operationalize quickly. In other words, iBPM.

7. “THE GOVERNMENT
NEEDS TO THINK BIG,
TRANSFORMATIONAL, BUT
THEY NEED TO START SMALL.”
The “Think Big and Start Small” mantra is especially helpful for procurement. “Procurement is
always difficult in government. This agile approach
really helps. It is low risk. It is a short time frame.
You know if you have succeeded. If you haven’t, you
know you can change very quickly. Even large modernization efforts are adopting this approach,” said
Novak.
There are two reasons why government needs to
engage in this agile thinking:
• Agility leads to continuous improvement.
“The government needs to move away from traditional waterfall approaches where there are
excessive requirements and documentation upfront toward a much more iterative process,”
said Lawless.
• Millennials already think agile first. “The
millennials who are joining the workforce are
tech savvy. They are modern, interact often,
would like to quickly see results and adapt. They
are not afraid of technology. So the traditional
walls between business and IT will crumble,”
said Khoshafian.
Flexibility is essential, especially in government. If
we don’t change the way we implement technology in fifteen years, we are going to be searching
for retired employees who know how to program
legacy Java or .Net systems,” said Novak. “We have
to transform our thinking.”
A NEW BREED OF
INNOVATION
There are some agencies that are going through
transformations where iBPM is on the cusp of taking hold. “We expect in 2014 to see that orchestration of process combined with case management,
using things like predictive analytics to enable the
field,” said Lawless.
But it is not just technology that will transform innovation in the public sector.
“Technology alone is not going to create innovation. Innovation happens when we have a culture of
change and some organizations in the public sector
are starting to realize that. A new breed of innovation is facilitating incremental but transformational
creativity in end-to-end automated processes involving people, systems, and intelligent ‘Things.’ The
way to make change happen is by operationalizing
innovative processes through Intelligent Business
Process Management,” said Khoshafian
iFuture: The Internet of Everything Has Arrived in Government
6

8. ABOUT PEGA
ABOUT GOVLOOP
Pegasystems is the best platform for modernizing
government case-centric applications. We enable
agencies to uniquely address their most critical challenge, - the need to respond predictably and timely
to continuous change. With Pega, agencies improve
their ability to respond to change by automating the
documentation, automating the programming, and
automating the work.
GovLoop’s mission is to “connect government to
improve government.” We aim to inspire public sector professionals by serving as the knowledge network for government. GovLoop connects more than
100,000 members, fostering cross-government collaboration, solving common problems and advancing
government careers. GovLoop is headquartered in
Washington D.C. with a team of dedicated professionals who share a commitment to connect and
improve government.
Learn more at http://www.pega.com/solutions/byindustry/government.
Intelligent BPM: The Next Wave
For more information about this report, please
reach out to Emily Jarvis, Online Editor, GovLoop, at
emily@govloop.com, or follow her on Twitter:
@emichellejarvis.
GovLoop
1101 15th St NW, Suite 900
Washington, DC 20005
Phone: (202) 407-7421 Fax: (202) 407-7501
Twitter: @GovLoop