Effective Savings Through Collaboration


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  • A ToC in powerpoint slides mortifies me. Drop this slide.
  • Questions our clients will be asking themselves during our brief:What are they offering?Why is it the right approach?Why are they the best organization to offer the right approach? (Why can’t I just do this myself?)How much will it cost?Use LEAST amt of time/money accomplishingAlthough challenges may be different, solution is the same: COLLABORATION of Resources (systems, money, people)Convergent Generalization – To draw conclusions, understand the main concept or idea, understand and comprehend the problem, converge on an answer and understand the problem. Situational Analysis- Define and analyze:EconomyTechnologyPolitical/legal Social/cultural trends – education, lifestyle changes(So it is essentially PEMSI … but without the military slant)ID of saving potentialThe example (e.g., Forge.mil  Sharepoint  whatever) covers one aspect of a solution but the same example also covers the people, process, and methods the technology enables. The point is that the areas are tightly coupled.
  • Value of Collaboration Why this is the right approach:Allows information to be visible, accessible, reusable, and understandable.Enables reuse of information to allow for efficiency and reduces time of deliveryHelps to identify duplicity and gaps in process and servicesHelps to identify the correct problems to solveHelps to evolve a standard set of processes.Brings people together despite of where they are physically located Important for connections between the proper people to accomplish the task faster/efficientlySystems are complexReduce duplication effortsStandardize Groupthink is a type of thought within a deeply cohesive in-group whose members try to minimize conflict and reach consensus without critically testing, analyzing, and evaluating ideas. It is a second potential negative consequence of group cohesion.Addresses the lament of management regarding a policy’s design and how a policy is executed.
  • Org Agility (SOA concept). The agility is the organization’s ability to adapt to new challenges within the resources it already possesses. It is implemented in SOA circles through the ability of management, technologists, and developers to work together (as opposed to just throwing things over the fence).Focus on PPMT, recognizing the vision of the client.Each client has their own PPMTsNo industry standard for this process because it is not possible to standardize and individual. HolisticTailored CULTURE driving forceHow does bullet one relate to bullet two??How does agility differ between internal PPMT and external PPMT’s??
  • Why Booz Allen is the right organization to offer the right approach:Proven “Thought Leader” with the right expertise in enterprise developmentSuccessful track record (state case examples)Proven best practices can expedite the learning curve for your organization.How much will it cost?DoD Forge.mil site…..FREE3 Booz Allen experts: Integrator, Engineer, and Architect3 to 6 months to stand up and train the organization on the process1 year to mature into the accepted business culture of your organization. Decision making timeKeep in mind:External analysis as important as self analysisAnalysis is CONTINUOUS…..guidance, standards, & policies always evolvingCapabilities are Ability and capacity of an organization expressed in terms of its (1) Human resources: their number, quality, skills, and experience, (2) Physical and materialresources: machines, land, buildings, (3) Financial resources: money and credit, (4) Information resources: pool of knowledge, databases, and (5) Intellectual resources: copyrights, designs, patents, etc.Enablement is to confer sufficient power upon; to furnish with means, opportunities, and the like; to render competent for; to empower; to endow. SWAT Analysis
  • Strategy for imposing solutionHow to drive forward with solutionPre Conditions to have following: Facilitator/integrator Architect EngineerRef: Collaboration Pattern
  • Collaboration Pattern
  • Influences Chart
  • Effective Savings Through Collaboration

    1. 1. This document is confidential and is intended solely for the use and information of the client to whom it is addressed.<br />Effective and Substantial Savings Through Collaboration <br />September 2010<br />Howard Cohen Associate <br />Norfolk <br />
    2. 2. 2<br />Table of contents<br />Value to Client<br />Why The Right Approach?<br />What Are We Offering<br />Why Is Booz.Allen The Right Approach?<br />
    3. 3. 3<br />Value to Client<br />Identifying and understanding the right problem<br />Understand and Qualify the Problem<br />Requires Measure of Success <br />Convergent Generalization <br />Situational Analysis <br />Identification of savings potential: Resources are available for the <br />Enterprise <br />Domain <br />Program <br />Project <br />
    4. 4. Why Is This The Right Approach?<br />AS-DESIGNED<br />Requirements <br />Work & Communicate from where we are <br />Context of mission, goals, objectives<br />Interconnections<br />Cultural Organizations<br />Information visible, reusable, understandable<br />AS-IMPLEMENTED<br />Results<br />Instant access<br />Creates clarity saves money and time<br />Creates efficiencies by modified groupthink<br />Culture affects practice, practice effects results<br />Supports an enterprise culture<br />4<br />
    5. 5. 5<br />What We Are Offering<br />Organizational Agility = Success<br />Critical Factors <br />People<br />Process<br />Methods<br />Tools<br />Every Organization has some form of PPMT<br />Business Need <br />Understanding your PPMT’s allows you to create efficiencies<br />Understanding your PPMT’s allows you to respond quickly <br />
    6. 6. 6<br />Why Booz Allen is the right organization to offer the right approach:<br />Multi Directional Analysis <br />Understand Organizational Policy, Standards and Guidance to Capabilities<br />Internal Mission Vision Scope Objectives <br />Internal Capabilities and Enablement<br />Understanding your mission in relation to your customers (SWOT)<br />Related Mission Vision Scope Objectives <br />Execution<br />Initial Understanding of Impact<br />(SARA)<br />Scan <br />Analyze<br />Respond<br />Assess <br />1 Month<br />
    7. 7. 7<br />Backup Slides….<br />
    8. 8. Strategy<br />Leadership Drives <br />Leadership can create Organizational Agility <br />Agility requires flexibility <br />Senior leadership provides vision<br />Action officer who is able to execute<br />Staff that is involved and participates in solutions <br />Flexibility and Agility<br />Results<br />Agility creates savings <br />Inclusion, transparency and trust saves money and time. <br />8<br />
    9. 9. PPMT<br />9<br />
    10. 10.
    11. 11. Stakeholders<br />11<br />
    12. 12. Influences<br />DoD Directives & <br />Strategic Guidance<br />Standards and Policies<br />Influences<br />Shape<br />Shape<br />DOD Missions<br />Drive<br />Section 1<br />Federation Capabilities<br />Enable<br />Section 2<br />Joint Execution<br />Drive<br />Section 3<br />Influences<br />Client Missions<br />