...[LIS staff] have stepped up to meet the many challenges we have faced and have consistently come forward with innovative solutions..."
- Chief Financial Officer, Department of Energy


Case Study:

Integrating Operations With the Use of Standards-Based Management (SBM)

A Federal organization had satellite offices across the country, with varied histories and practices. Operational improvements were needed, and a reorganization was imperative. An approach was needed to institutionalize this major reorganization and to reinforce operations as a single business. Some of the issues:

The client was aware that SBM was considered a Best Business Practice by its parent organization, and that positive results had been achieved from SBM at other Federal sites.

Our Role

Long Island Science was hired:



The resulting operational framework and centralized information system:


Project Highlights


A implementation plan was provided and customized. A communication plan was initiated, conveying top management’s commitment to the project. From this point forward, communication to staff and verification of approval authorities was incorporated in project tasks.


The next step was to collaborate with sites to identify organizational requirements, identifying and removing erroneous and dated requirements. High-level management systems were identified; managers were introduced to the concept of system stewardship. Training requirements were analyzed and a schedule was implemented.

Systems Development

Project staffing needs were determined for development and for operations. The security model was defined. Teams for development and client liaison were assembled - the client’s programming resources were used. Development of a database and web site was guided, to manage the requirement information and the procedural agreements. The web site provided a central source of tools and information for managers at all sites. Configuration management and documentation procedures were defined. Internal approval authorities were translated into system workflows.


Standard formats were established and appropriate technology was identified. Staff who would later be part of an operations office were trained. Workshops were facilitated to develop management system definitions and procedural agreements and to make tentative associations with requirements. Production schedules were established and managed. A training program was established and staff from across the country were trained via webinars.

Define Secondary Processes

Workflow was defined for tracking new and revised requirements. Processes were defined and implemented to initiate necessary changes in procedural agreements when requirements changed, ensuring that procedures were always reflecting current requirements. Internal approval authorities were translated into system workflows.

Role Management

Web-based tools were developed, in conjunction with human resources data feeds, to keep track of personnel changes that impacted key roles. Automatic role re-assignments were designed to minimize risk of key role vacancies if succession plans were not clear.

What Our Clients Say

“...You have exhibited exceptional professionalism and flexibility in adjusting to changing priorities, schedules, and direction… You have stepped up to meet the many challenges we have faced and have consistently come forward with innovative solutions...

- Chief Financial Officer, project sponsor, Department of Energy


“LIS Product far exceeded our expectations from Day One. Excellent skill sets and extremely responsive.”

- Senior Manager, LeGacy-Critique Joint Venture Corporation