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Small Process Changes Pay Off Big for the Division of Motor Vehicles

A close-up, side-profile view of two women smiling while driving through a wooded area. In the foreground, a Black woman with long braids and a plaid shirt sits in the passenger seat, looking forward with a joyful expression. In the blurred background, a woman with long brown hair in a yellow shirt is behind the steering wheel, looking toward the road ahead. Sunlight filters through the trees outside the car windows.

Thoughtful state agency engagement drives process improvements to reduce downtime and streamline upgrades to DMV’s large, resident-facing application.

What You’ll Learn

  • How business architects drive positive process change through conversation with agency SMEs
  • The business architect’s tools that support agency-driven change and introspection
  • The business outcomes that can be achieved through collaborative discussions and clear, shared goals

Our Hypothesis

In 2024, the Department of Revenue (DOR) engaged OIT’s business architects to examine how they prepare for, execute and implement upgrades to the DRIVES system, a system used every day by state and county workers delivering important services to roughly 4.5 million Coloradans. It was vital that OIT develop a plan to reduce the impact on Colorado drivers and the workers who support them. 

Our Solution

OIT’s business architects approached our agency partner with a people, then process, then technology approach. Our first step was to build trust and gain insight into DOR’s current business practices. The business architecture engagement began with thoughtful, one-on-one conversations with DOR employees to gain a deeper understanding of their internal processes and how the DRIVES upgrade would affect them. From these conversations and analyses, the business architect helped DOR workers develop a plan for the upgrade that anticipated potential issues and delivered the desired outcome for all involved.
OIT’s business architect worked with DOR workers to validate the processes that were working and suggest changes in cases where they did not. In most situations, suggested enhancements could be achieved through simple process improvement methods rather than by acquiring new technology infrastructure or additional staff. 

“I appreciated that [the business architect] spent time in small, one-on-one conversations with my team. It was obvious that she was able to build trust.”
--Michael Arrington, 
DOR Chief Strategy Officer

Our Results

Using tried-and-tested process improvement methods, such as gap analysis and process mapping, DOR was able to tweak and restructure processes without the need for new, expensive applications. OIT brought a comprehensive approach that saved DOR money and time, while fostering a culture that values its staff's expertise and experience and empowers them to make beneficial changes to work processes. The upgrade process improved the user experience for Coloradans by minimizing downtime and ensuring more agents were consistently available to provide customer service.