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Results Management Office Approach: The Key for Successful Effort to Standardize Identification Cards

A postal service case study


As the core of the mailing and shipping industry, one client’s 700,000 employees and 36,000 facilities handle hundreds of billions of pieces of mail each year in the United States. Protecting the physical, personnel and information assets of this historic organization requires coordination from multiple operating units in order to maximize security and minimize impact to the business. The client chose Deloitte to develop and coordinate the implementation of a standardized identification card template for its employees and contractors in order to enhance its physical security management. Deloitte utilized its results management office (RMO) methodology to focus on delivering strategic outcomes, directly linking program investments to the broader organizational goals and industry best practices. This approach, combined with Deloitte’s knowledge of the credentialing industry and Federal policy initiatives, provided the client with a winning solution.

The Challenge

Providing universal mail service to a large, geographically diverse environment requires flexible organizational policies and a decentralized management approach in order to meet the demands of a fast-paced market. The advantage of this nimble structure, however, can create organizational challenges, especially when it comes to security. This client’s decentralized management of identification cards, for example, resulted in dozens of different ID card templates, card formats and card issuance processes nationally. While local management of identification cards helped the agency easily accommodate the high number of daily contractors, vendors, and visitors to its facilities, it was also difficult for employees to recognize official agency identification across the country, increasing the risk of unauthorized access.

How We Helped

Deloitte approached the challenge by first aligning the broader organizational goals of the client with the strategic objectives of the project. Based on our service to the client in a broad array of operating units, Deloitte utilized its experiential perspective to identify key stakeholders both internally and externally. We facilitated workshops with these stakeholders to develop a common understanding of the challenges and opportunities. Based on this knowledge, Deloitte developed a multi-phase approach. First, design a uniform card template that served as the official identification of the agency. Second, merge the client’s disparate physical access control databases into one centralized database that worked with their standardized physical access control system (PACS). Finally, utilize the data from the centralized database to print new identification cards. This approach would enable the client to perform both visual and electronic validation of identification cards. Tapping its network of professionals with experience in project management, information technology, credentialing, database management and personnel security, Deloitte provided the following services to the client during the implementation:

  • Collected requirements from stakeholders and created a uniform identification template that complied with agency marketing standards, utilized visual identification best practices and incorporated functional design elements for use with various operating units
  • Created and analyzed a survey of field offices that determined the types of PACS used and documented the current identification card distribution methods
  • Performed market research to benchmark card types and printing equipment and consumables
  • Analyzed existing card holder data in the client’s nine PACS databases to identify key data fields
  • Wrote and executed SQL scripts to export, import, and merge data from two different sources
  • Developed and managed a project schedule that coordinated the migration of data on nine different servers into one centralized database
  • Drafted policy enhancements to incorporate the new identification standard
  • Conducted time-work analysis to forecast printing resource needs


Implementing an enterprise-wide program in a dynamic environment requires a balance between formality and agility. Planning is a critical step in managing such a large-scale project and following established project management guidelines and practices lays a solid foundation for success. However, large-scale projects may take a long time to implement. During this period an organization may face leadership changes or restructure priorities to meet market demand or regulatory requirements. Deloitte’s RMO services and depth of knowledge provided structure and expertise to this client while remaining flexible enough to adjust to the changing environment. By doing so, Deloitte was able to respond to the challenges with effective recommendations and services that aligned with and supported the client’s organizational strategy throughout the implementation period.

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