Analysis for EPPI

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The Big Picture of EPPI - Enterprise Process Performance Improvement - ABA OBM Conference 2003 - revised - Guy W Wallace, CPT

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  • Analysis for EPPI

    1. 1. The Big Picture of EPPI <ul><li>The Human Asset Enablers </li></ul><ul><li>Humans bring several types of attributes/ capabilities to the enterprise processes that they work in and to the environmental assets that they work with; these are </li></ul><ul><ul><li>Awareness, knowledge, skills </li></ul></ul><ul><ul><li>Physical attributes </li></ul></ul><ul><ul><li>Psychological attributes </li></ul></ul><ul><ul><li>Intellectual attributes </li></ul></ul><ul><ul><li>Values </li></ul></ul>What is required depends on both the performance requirements and the environmental supports available <ul><li>The Environmental Asset Enablers </li></ul><ul><li>The environment provides several types of enabling assets for the humans to use while performing the job; these include </li></ul><ul><ul><li>Data/Information </li></ul></ul><ul><ul><li>Materials/Supplies </li></ul></ul><ul><ul><li>Tools/Equipment </li></ul></ul><ul><ul><li>Facilities/Grounds </li></ul></ul><ul><ul><li>Budget/Headcount </li></ul></ul><ul><ul><li>Culture/Consequences </li></ul></ul>What is required depends on both the performance requirements and the human capabilities available The Process The process must be designed for efficient delivery to meet stakeholder metrics C S L C S L C S L C S L C S L C S L C S L Performance Model < = Process Map Leadership Systems & Processes Core Systems & Processes Support Systems & Processes Attributes/Values Knowledge/Skills Human Asset Requirements Environmental Asset Requirements Facilities/Grounds Tools/Equipment Materials/Supplies Data/Information Budget/Headcount Culture/Consequences
    2. 2. There are 3 Types of Processes within a Systems -bundle L C S Leadership Core Support © 2002 EPPIC, Inc. Leadership Processes lead the system/process-set Core Processes are the reason for being Support Processes exist to enable A System is composed of a bundle of processes, owned by a function measures Downstream Processes Outputs Inputs
    3. 3. Process Stakeholders Requirements May Vary and Conflict Government Shareholders/Owners Board of Directors Executives Management Customers Employees Suppliers Community ©2002 EPPIC, Inc. measures One view of a… Stakeholder Hierarchy Downstream Processes Outputs Inputs L C S
    4. 4. Another View of the Enterprise Organizations as Systems L C S Tier 1 LEVEL 1 Tier 1 LEVEL 2 Tier 1 LEVEL 3 Post-Sale Technical Services In Bound Call Center L C S © 2002 EPPIC, Inc. Enterprise Systems are Bundles of Processes L C S
    5. 5. Another View of the Enterprise Organizations as Systems L C S Tier 1 LEVEL 1 Tier 1 LEVEL 2 Tier 1 LEVEL 3 Post-Sale Technical Services In Bound Call Center L C S L C S © 2002 EPPIC, Inc. Enterprise Systems are Bundles of Processes Public Relations EPPI - Tier 1 View L C S
    6. 6. Leadership Systems/Processes Leadership Systems Stakeholder Needs Assessment Strategic Planning Operational Planning Results Measurement & Continuous Improvement Communications Core Systems Support Systems L C S © 2002 EPPIC, Inc. In Bound Call Center
    7. 7. Core Systems/Processes Leadership Systems Core Systems Call Reception and Routing Call Resolution Call Follow Up Support Systems L C S © 2002 EPPIC, Inc. In Bound Call Center
    8. 8. Support Systems/Processes Leadership Systems Core Systems Support Systems Process Design Human Resources Environmental Resources Special Projects L C S © 2002 EPPIC, Inc. In Bound Call Center
    9. 9. 2 Types of Process Enablers Human and Environmental Knowledge/Skills Attributes/Values Human Asset Enablers L C S Data & Information Facilities Machinery, Equipment, & Tools Materials & Supplies Consequences Environmental Asset Enablers (Psychological, Physical, Intellectual) $$$ © 2002 EPPIC , Inc. L C S L C S EPPI - Tier 3 View
    10. 10. Human Assets Human Asset Requirements Human Asset Requirements Human Asset Requirements Human Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Human Asset Requirements Human Asset Requirements Human Asset Requirements Human Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Human Asset Requirements Human Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Human Asset Requirements Human Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Knowledge/Skills Attributes/Values Performance-based Human Asset Requirements Process Map Performance Model Process Map Performance Model Process Map Performance Model Process Map Performance Model Performance Model > = Process Map Performance Model Process Map Performance Model Performance Model Process Map Performance Model Process Map Performance Model Performance Model Performance Model Performance Model > =
    11. 11. Improvements to HAM Systems HAMS – Human Asset Management Systems Human Asset Requirements Human Asset Requirements Human Asset Requirements Human Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Human Asset Requirements Human Asset Requirements Human Asset Requirements Human Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Human Asset Requirements Human Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Human Asset Requirements Human Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Knowledge/Skills Attributes/Values Performance-based Human Asset Requirements The HAMS are typically HR or Human Capital Systems, and their specific configuration varies across an enterprise Human Asset Requirements Human Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Process Map Performance Model Process Map Performance Model Process Map Performance Model Process Map Performance Model Performance Model > = Process Map Performance Model Process Map Performance Model Performance Model Process Map Performance Model Process Map Performance Model Performance Model Performance Model Performance Model > = HAM Systems & Processes Organization & Job Redesign Systems Staffing & Succession Planning Systems Recruiting & Selection Systems Training & Development Systems Performance Appraisal & Management Systems Compensation & Benefits Systems Reward & Recognition Systems
    12. 12. Environmental Assets Human Asset Requirements Human Asset Requirements Human Asset Requirements Human Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Human Asset Requirements Human Asset Requirements Human Asset Requirements Human Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Human Asset Requirements Human Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Human Asset Requirements Human Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Performance-based Environmental Asset Enablers Data/Information Facilities/Grounds Materials/Supplies Culture/ Consequences Tools/Equipment/ Machinery Budget/Headcount Process Map Performance Model Process Map Performance Model Process Map Performance Model Process Map Performance Model Performance Model > = Process Map Performance Model Process Map Performance Model Performance Model Process Map Performance Model Process Map Performance Model Performance Model Performance Model Performance Model > =
    13. 13. Improvements to EAM Systems <ul><li>EAMS – Environmental Asset Management Systems </li></ul>Human Asset Requirements Human Asset Requirements Human Asset Requirements Human Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Human Asset Requirements Human Asset Requirements Human Asset Requirements Human Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Human Asset Requirements Human Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Human Asset Requirements Human Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Performance-based Environmental Asset Enablers Data/Information Facilities/Grounds Materials/Supplies Culture/ Consequences Tools/Equipment/ Machinery Budget/Headcount The EAMS are non-HR systems and their specific configuration varies across an enterprise EAM Systems & Processes Information & Data Systems Materials & Supplies Systems Tools & Equipment Systems Financial Systems Facilities & Grounds Systems Culture & Consequence Systems Process Map Performance Model Process Map Performance Model Process Map Performance Model Process Map Performance Model Performance Model > = Process Map Performance Model Process Map Performance Model Performance Model Process Map Performance Model Process Map Performance Model Performance Model Performance Model Performance Model > =
    14. 14. The Targeting EPPI Phases <ul><li>Targeting EPPI is conducted via the following four phases using a collaborative, team process: </li></ul><ul><ul><li>Phase 1: Project Planning & Kick-off </li></ul></ul><ul><ul><li>Phase 2: Current-State Analysis </li></ul></ul><ul><ul><li>Phase 3: Future-State Design </li></ul></ul><ul><ul><li>Phase 4: Implementation Planning </li></ul></ul>Targeting EPPI Phases Phase 2 Current - State Analysis Phase 2 Current - State Analysis Phase 3 Future - State Design Phase 3 Future - State Design Phase 4 Implementation Planning Phase 4 Implementation Planning Phase 1 Project Planning & Kick - off Phase 1 Project Planning & Kick - off ©2002 EPPIC, Inc.
    15. 15. Targeting EPPI Project Teams and Roles <ul><li>5 Key EPPI Project Teams </li></ul><ul><li>A team of key stakeholders that own and control all project decisions and resources </li></ul>©2002 EPPIC, Inc. <ul><li>Key master performers (MPs) and subject matter experts (SMEs) provide the real-world inputs for analysis and in-process design and determine the costs of nonconformance </li></ul><ul><li>“ Internal Supplier” representatives will join AT/DT MPs and SMEs to macroplan and “cost out” the post-Targeting EPPI interventions required </li></ul><ul><li>Will facilitate all project activities and meetings </li></ul><ul><ul><li>Includes both Client and EPPIC personnel </li></ul></ul>Project Steering Team Design Team Analysis Team Implementation Planning Team Project Work Team
    16. 16. Phase 1: Project Planning & Kick-off <ul><li>Description – A Project Steering Team gate review meeting is held to review the proposed project and obtain commitment and resources; potential issues and/or stakeholder requirements are uncovered and planned for to ensure the success of the downstream phases and activities </li></ul><ul><li>Key Outputs – </li></ul><ul><ul><li>Project Plan </li></ul></ul><ul><ul><li>Phase 1 PST Gate Review Meeting Presentation * </li></ul></ul><ul><ul><li>* The Project Steering Team decides to either: sanction, modify, put on hold, or kill the project </li></ul></ul>©2002 EPPIC, Inc. Targeting EPPI Phases Phase 2 Current - State Analysis Phase 2 Phase 3 Future - State Design Phase 3 Phase 4 Implementation Planning Phase 4 Phase 1 Project Planning & Kick - off Phase 1 Current- State Analysis Future- State Design Implementation Planning Project Planning & Kick-off
    17. 17. Phase 2: Current-State Analysis <ul><li>Description – An analysis meeting is held with the target population Master Performers (for the current state view) and any Subject Matter Experts (needed for the future state view) to map and model the process and human performance requirements, identify performance gaps, and to systematically derive the enabling human and environmental assets required </li></ul><ul><li>Key Outputs – </li></ul><ul><ul><li>Phase 2 Analysis Team Kick-off Presentation </li></ul></ul><ul><ul><li>Analysis Report </li></ul></ul><ul><ul><ul><li>Process Maps/Performance Models and Enabler Matrices for HAR and EAR and Existing System Assessments </li></ul></ul></ul><ul><ul><li>Phase 2 PST Gate Review Meeting Presentation </li></ul></ul>Targeting EPPI Phases Phase 2 Current - State Analysis Phase 2 Phase 3 Future - State Design Phase 3 Phase 4 Implementation Planning Phase 4 Phase 1 Project Planning & Kick - off Phase 1 ©2002 EPPIC, Inc. Current- State Analysis Future- State Design Implementation Planning Project Planning & Kick-off
    18. 18. Phase 3: Future-State Design <ul><li>Description – A Design Team composed of one to three members from the Analysis Team meets to define the design outputs: Improvement Specifications; subsequently, a Project Steering Team gate review meeting is held to review/modify/approve those outputs and direct Phase 4 efforts </li></ul><ul><li>Key Outputs – </li></ul><ul><ul><li>Phase 3 Design Team Kick-off Presentation </li></ul></ul><ul><ul><li>Design Document </li></ul></ul><ul><ul><ul><li>Target Definitions and Improvement Specifications (for each target) </li></ul></ul></ul><ul><ul><ul><li>and Improvement Specification Summaries (for each HAM or EAM System) </li></ul></ul></ul><ul><ul><li>Phase 3 PST Gate Review Meeting Presentation </li></ul></ul>Targeting EPPI Phases Phase 2 Current - State Analysis Phase 2 Phase 3 Future - State Design Phase 3 Phase 4 Implementation Planning Phase 4 Phase 1 Project Planning & Kick - off Phase 1 ©2002 EPPIC, Inc. Current- State Analysis Future- State Design Implementation Planning Project Planning & Kick-off
    19. 19. Phase 4: Implementation Planning <ul><li>Description – Conduct a meeting with the Implementation Planning Team(s) to do the implementation planning for the priority gaps selected by the PST in the Phase 3 gate review </li></ul><ul><li>Key Outputs </li></ul><ul><ul><li>Phase 4 Implementation Planning Team Kick-off Presentation </li></ul></ul><ul><ul><li>Implementation Plan </li></ul></ul><ul><ul><ul><li>Project Specifications and (macro) plans </li></ul></ul></ul><ul><ul><ul><li>Forecasts for project investments and returns and ROI potential </li></ul></ul></ul><ul><ul><ul><li>PERT Charts for all projects </li></ul></ul></ul><ul><ul><li>Phase 4 PST Gate Review Meeting Presentation </li></ul></ul>Targeting EPPI Phases Phase 2 Current - State Analysis Phase 2 Phase 3 Future - State Design Phase 3 Phase 4 Implementation Planning Phase 4 Phase 1 Project Planning & Kick - off Phase 1 ©2002 EPPIC, Inc. Current- State Analysis Future- State Design Implementation Planning Project Planning & Kick-off
    20. 20. Targeting EPPI leads to EPPI I.I. Targeting EPPI leads to EPPI Intervention Initiatives with predictable investments for predictable returns Targeting EPPI Phases Phase 2 Current - State Analysis Phase 2 Current - State Analysis Phase 3 Future - State Design Phase 3 Future - State Design Phase 4 Implementation Planning Phase 4 Implementation Planning Phase 1 Project Planning & Kick - off Phase 1 Project Planning & Kick - off ©2002 EPPIC, Inc. ©2002 EPPIC, Inc. EPPI Intervention Initiative Phases ©2002 EPPIC, Inc. EPPI Intervention Initiative Phases ©2002 EPPIC, Inc. EPPI Intervention Initiative Phases
    21. 21. Post-Targeting EPPI Intervention Initiatives <ul><li>The follow-on EPPI II efforts can be simple or complex, and will address one to three of the key EPPI variables: </li></ul><ul><li>1- The Process 2- The Human Assets 3- The Environmental Assets </li></ul>EPPI Intervention Initiatives Simple Improvement Intervention Initiative Complex Improvement Intervention Initiative ©2002 EPPIC, Inc. ABC C B A C B A ABC C B A ABC ABC C B A Macro Project Planning Analysis Design Design Integration & Test Development Development Integration & Test Pilot Test Revision & Release ©2002 EPPIC, Inc.
    22. 22. TAD- Target Audience Data Description (e.g., Role, Titles, etc. Background Education/Experience, Approximate Number, Turnover, etc. Primary Target Audience __________ Secondary Target Audience __________ Tertiary Target Audience __________
    23. 23. PM- Performance Model Areas of Performance (AoPs) <ul><li>AoPs segment the performance into chunks </li></ul><ul><ul><li>Linear performance chunks </li></ul></ul><ul><ul><li>Nonlinear performance chunks </li></ul></ul><ul><li>Example: </li></ul><ul><li>Convenient Store </li></ul><ul><li>Manager </li></ul>Payroll, Banking, and Financial Management Payroll, Banking, and Financial Management G. Staff Recruiting, Selection, and Training Staff Recruiting, Selection, and Training Work Scheduling Work Scheduling A. B. Progressive Discipline Progressive Discipline Store Operations Store Operations Customer Service Customer Service Inventory Management Inventory Management TMC Stores Store Manager PERFORMANCE MODEL Areas of Performance C. D. E. F. ©2002 EPPIC, Inc. Simple Example
    24. 24. Performance Model Chart The Performance Model establishes “mastery performance” as the benchmark criterion Key Tasks Describes the key activities needed to produce the outputs Roles/Responsibilities Clarifies who is typically responsible for performing the tasks Deficiency dE=Environment dK=Knowledge/skill dI=Individual attribute/value Key Outputs and Metrics or Measures Describes what is produced from doing the job tasks and identifies key performance measures of each output Typical Performance Gaps Identifies any typical ways the output or task does not meet performance standards Probable Gap Cause(s) Identifies most likely causes for each typical performance issue/ deficiency The Most Convenient Stores Store Management Performance Model ©2002 EPPIC, Inc. A. Staff Recruiting, Selection, and Training 1 = District Manager 2 = Store Manager 3 = Assistant Manager 4 = Clerk • New staff hired - Timely - Qualified • Identify need for additional staff and complete internal paperwork • Create and place local ads • Select candidates for interviewing • Interview and select candidates for offer • Make hiring offer(s) • Complete paperwork to fill the position        • Too few candidates • Poor choice • Poor recruiting • Local economy • Neglect to check references • References do not provide key information dK dE dK dE Key Tasks Describes the key activities needed to produce the outputs Roles/Responsibilities Clarifies who is typically responsible for performing the tasks Deficiency dE=Environment dK=Knowledge/skill dI=Individual attribute/value Key Outputs and Metrics or Measures Describes what is produced from doing the job tasks and identifies key performance measures of each output Typical Performance Gaps Identifies any typical ways the output or task does not meet performance standards Probable Gap Cause(s) Identifies most likely causes for each typical performance issue/ deficiency The Most Convenient Stores Store Management Performance Model ©2002 EPPIC, Inc. A. Staff Recruiting, Selection, and Training 1 = District Manager 2 = Store Manager 3 = Assistant Manager 4 = Clerk • New staff hired - Timely - Qualified • Identify need for additional staff and complete internal paperwork • Create and place local ads • Select candidates for interviewing • Interview and select candidates for offer • Make hiring offer(s) • Complete paperwork to fill the position        • Too few candidates • Poor choice • Poor recruiting • Local economy • Neglect to check references • References do not provide key information dK dE dK dE Example Area of Performance: • Key Outputs - Measures Key Tasks Probable Gap Cause(s) dE dK dI Roles/Responsibilities 1 2 3 4 dE = deficiency - Environment dK = deficiency - Knowledge/skill dI = deficiency - Individual attribute/ value Role: 1 = 2 = 3 = 4 = Typical Performance Gaps Form Design ©2002 EPPIC, Inc. 4/99 Page 1 Area of Performance: • Key Outputs - Measures Key Tasks Probable Gap Cause(s) dE dK dI Roles/Responsibilities 1 2 3 4 dE = deficiency - Environment dK = deficiency - Knowledge/skill dI = deficiency - Individual attribute/ value Role: 1 = 2 = 3 = 4 = Typical Performance Gaps Form 4/99 Page 1
    25. 25. Form Design ©2002 EPPIC, Inc. 4/00 Page 1 Area of Performance: A. Staff Recruiting, Selection, and Training • Key Outputs - Measures Key Tasks Probable Gap Cause(s) dE dK dI Roles/Responsibilities 1 2 3 4 dE = deficiency - Environment dK = deficiency - Knowledge/skill dI = deficiency - Individual attribute/value Role: 1 = District Manager 2 = Store Manager 3 = Assistant Manager 4 = Clerk Typical Performance Gaps The Most Convenient Store Store Manager Performance Model <ul><li>Identify need for additional staff and complete internal paperwork </li></ul><ul><li>Create and place local ads </li></ul><ul><li>Select candidates for interviewing </li></ul><ul><li>Interview and select candidates for offer </li></ul><ul><li>Make hiring offer(s) </li></ul><ul><li>Complete paperwork to fill the position </li></ul><ul><li>New staff hired - Timely - Qualified </li></ul>       <ul><li>Too few candidates </li></ul><ul><li>Poor choice </li></ul><ul><li>Poor recruiting </li></ul><ul><li>Local economy </li></ul><ul><li>Neglect to check references </li></ul><ul><li>References do not provide key information </li></ul>dK dE dK dE
    26. 26. Deriving the Human Asset Enablers <ul><li>There are two kinds of human asset enablers </li></ul><ul><ul><li>Knowledge/skills </li></ul></ul><ul><ul><li>Attributes/values </li></ul></ul><ul><li>The human asset enablers are systematically derived from the Performance Model </li></ul>© 2002 EPPIC, Inc. < = Process Map Performance Model Knowledge/Skills Attributes/Values Human Asset Requirements
    27. 27. Knowledge/Skill Categories* Knowledge/Skill Matrices Category: Records/Reports Category: Tools/Equipment Category: XYZ Category: ABC * Plus the knowledge/skill of performance outputs and tasks and roles/responsibilities from the Performance Model 1. Company Policies/Procedures/ Practices/Guidelines 2. Laws, Regulations, Codes, Agreements, and Contracts 3. Industry Standards 4. Internal Organizations and Resources 5. External Organizations and Resources 6. Marketplace Knowledge 7. Product/Service Knowledge 8. Process Knowledge 9. Records, Reports, Documents, and Forms 10. Materials and Supplies 11. Tools/Equipment/Machinery 12. Computer Systems/Software/Hardware 13. Personal/Interpersonal 14. Management/Supervisory 15. Business Knowledge and Skills 16. Professional/Technical 17. Functional Specific ©2002 EPPIC, Inc.
    28. 28. Human Asset Enablers - Knowledge/Skill Matrix AoP AoP Link Link Identifies the segment of the job where the knowledge or skill enables performance K/S Item K/S Item Identifies the discrete knowledge or skill item Depth Depth The level to which any training & development needs to go Volatility Volatility Ranks how often and significantly the knowledge or skill will change Difficulty Difficulty Ranks how difficult the item is to learn Criticality Criticality Ranks the relationship between having the knowledge or skill and performance mastery Select/Train Select/Train Denotes whether the item is a selection criteria/ condition or needs to be covered in training & development AoP AoP Link Link Identifies the segment of the job where the knowledge or skill enables performance K/S Item K/S Item Identifies the discrete knowledge or skill item Depth Depth The level to which any training & development needs to go Volatility Volatility Ranks how often and significantly the knowledge or skill will change Difficulty Difficulty Ranks how difficult the item is to learn Criticality Criticality Ranks the relationship between having the knowledge or skill and performance mastery Select/Train Select/Train Denotes whether the item is a selection criteria/ condition or needs to be covered in training & development Volatility H/M/L Difficulty H/M/L Criticality H/M/L Select/ Train S/T Link to Area of Performance K/S Item Knowledge/Skill Category: Volatility H/M/L Difficulty H/M/L Criticality H/M/L Select/ Train S/T Link to Area of Performance K/S Item Knowledge/Skill Category: <Company/Client Name> <Audience> Knowledge/Skill Matrix A = B = C = D = E = F = G = Criticality/Difficulty/Volatility H = High M = Medium L = Low Depth of Coverage A = Awareness K = Knowledge S = Skill Codes: Link to Area of Performance E D C B A Depth A/K/S Volatility H/M/L Difficulty H/M/L Criticality H/M/L Select/ Train S/T Link to Area of Performance K/S Item Knowledge/Skill Category: G F E D C B A Depth A/K/S Volatility H/M/L Difficulty H/M/L Criticality H/M/L Select/ Train S/T Link to Area of Performance K/S Item Knowledge/Skill Category: G F E D C B A Depth A/K/S Volatility H/M/L Difficulty H/M/L Criticality H/M/L Select/ Train S/T Link to Area of Performance K/S Item Knowledge/Skill Category: <Company/Client Name> <Audience> Knowledge/Skill Matrix A = B = C = D = E = F = G = Criticality/Difficulty/Volatility H = High M = Medium L = Low Depth of Coverage A = Awareness K = Knowledge S = Skill Codes: Link to Area of Performance Form Design ©2002 EPPIC, Inc. G F E D C B A Depth A/K/S G F E D C B A Depth A/K/S G F E D C B A Depth A/K/S G F
    29. 29. Targeting EPPI Process: Deriving Human Asset Enablers Attribute/Value Categories Attribute/Value Matrices Category: Psychological Category: Physical Category: XYZ Category: ABC 18. Psychological Attributes 19. Physical Attributes 20. Intellectual Attributes 21. Values ©2002 EPPIC, Inc.
    30. 30. Human Asset Enablers Matrices AoP Link Identifies the segment of the job where the attribute or value enables performance A/V Item Identifies the discrete attribute or value item Extent The level of organizational effort required to institute the attribute or value Volatility Ranks how often and significantly the attribute or value will change Difficulty Ranks how difficult it is to accommodate Criticality Ranks the relationship between having the attribute or value and performance mastery Select/ Accommodate Denotes whether the item is a selection criteria/condition or will be accommodated by organization G F E D C B A Extent H/M/L Volatility H/M/L Difficulty H/M/L Criticality H/M/L Select/ Accommodate S/A Link to Area of Performance A/V Item Attribute/Value Category: G F E D C B A Extent H/M/L Volatility H/M/L Difficulty H/M/L Criticality H/M/L Select/ Accommodate S/A Link to Area of Performance A/V Item Attribute/Value Category: <Company/Client Name> <Audience> Attribute/Value A = B = C = D = E = F = G = Criticality/Difficulty/Volatility/Extent H = High M = Medium L = Low Codes: Link to Area of Performance Form Design ©2002 EPPIC, Inc.
    31. 31. Targeting EPPI Process: Deriving the Environmental Asset Enablers <ul><li>There are six kinds of environmental asset enablers </li></ul><ul><ul><li>Data/Information </li></ul></ul><ul><ul><li>Materials/Supplies </li></ul></ul><ul><ul><li>Tools/Equipment </li></ul></ul>The environmental asset enablers are systematically derived from the Performance Model <ul><ul><li>Facilities/Grounds </li></ul></ul><ul><ul><li>Budget/Headcount </li></ul></ul><ul><ul><li>Culture/Consequences </li></ul></ul>© 2002 EPPIC, Inc. < = Process Map Performance Model Data/Information Facilities/Grounds Tools/Equipment Materials/Supplies Culture/Consequences Environmental Asset Requirements Budget/Headcount
    32. 32. Environment Asset Enabler Categories Environmental Asset Matrices Category: Data/Information Category: Materials Category: XYZ Category: ABC 22. Data/Information 23. Materials/Supplies 24. Tools/Equipment 25. Facilities/Grounds 26. Budget/Headcount 27. Culture/Consequences ©2002 EPPIC, Inc.
    33. 33. Example: Environmental Asset Enabler Matrices Difficulty Difficulty Ranks how difficult the data or information item is to use Difficulty Difficulty Ranks how difficult the data or information item is to use AoP AoP Link Link Identifies the segment of the job where the data or information enables performance D/I Item D/I Item Identifies the discrete data or information item Extent Extent The level of organizational effort required to install/create the data or information item Volatility Volatility Ranks how often and significantly the data or information will change Criticality Criticality Ranks the relationship between having the data or information and performance mastery Present/Address Present/Address Denotes whether the data or information item supports performance 100 percent as is or must be addressed AoP AoP Link Link Identifies the segment of the job where the data or information enables performance D/I Item D/I Item Identifies the discrete data or information item Extent Extent The level of organizational effort required to install/create the data or information item Volatility Volatility Ranks how often and significantly the data or information will change Criticality Criticality Ranks the relationship between having the data or information and performance mastery Present/Address Present/Address Denotes whether the data or information item supports performance 100 percent as is or must be addressed Volatility H/M/L Difficulty H/M/L Criticality H/M/L Present/ Address P/A Link to Area of Performance D/I Item Data/Information Category: Volatility H/M/L Difficulty H/M/L Criticality H/M/L Present/ Address P/A Link to Area of Performance D/I Item Data/Information Category: <Company/Client Name> <Audience> Data/Information Matrix A = B = C = D = E = F = G = A = B = C = D = E = F = G = Criticality/Difficulty/Volatility/Extent H = High M = Medium L = Low Codes: Link to Area of Performance E D C B A Extent H/M/L Volatility H/M/L Difficulty H/M/L Criticality H/M/L Present/ Address P/A Link to Area of Performance D/I Item Data/Information Category: AoP AoP Link Link Identifies the segment of the job where the data or information enables performance D/I Item D/I Item Identifies the discrete data or information item Extent Extent The level of organizational effort required to install/create the data or information item Volatility Volatility Ranks how often and significantly the data or information will change Criticality Criticality Ranks the relationship between having the data or information and performance mastery Present/Address Present/Address Denotes whether the data or information item supports performance 100 percent as is or must be addressed G F E D C B A Extent H/M/L Volatility H/M/L Difficulty H/M/L Criticality H/M/L Present/ Address P/A Link to Area of Performance D/I Item Data/Information Category: G F E D C B A Extent H/M/L Volatility H/M/L Difficulty H/M/L Criticality H/M/L Present/ Address P/A Link to Area of Performance D/I Item Data/Information Category: <Company/Client Name> <Audience> Data/Information Matrix A = B = C = D = E = F = G = A = B = C = D = E = F = G = Criticality/Difficulty/Volatility/Extent H = High M = Medium L = Low Codes: Link to Area of Performance Form Design ©2002 EPPIC, Inc. G F E D C B A Extent H/M/L Volatility H/M/L Difficulty H/M/L Criticality H/M/L Present/ Address P/A Link to Area of Performance D/I Item Data/Information Category: G F E D C B A Extent H/M/L Volatility H/M/L Difficulty H/M/L Criticality H/M/L Present/ Address P/A Link to Area of Performance D/I Item Data/Information Category: <Company/Client Name> <Audience> Data/Information Matrix A = B = C = D = E = F = G = A = B = C = D = E = F = G = Criticality/Difficulty/Volatility/Extent H = High M = Medium L = Low Codes: Link to Area of Performance G F E D C B A Extent H/M/L G F E D C B A Extent H/M/L G F E D C B A Extent H/M/L G F
    34. 34. Summary. . . Analysis Data Used for Targeting EPPI <ul><li>The Human Asset Enablers </li></ul><ul><li>Humans bring several types of attributes/ capabilities to the enterprise processes that they work in and to the environmental assets that they work with; these are </li></ul><ul><ul><li>Awareness, knowledge, skills </li></ul></ul><ul><ul><li>Physical attributes </li></ul></ul><ul><ul><li>Psychological attributes </li></ul></ul><ul><ul><li>Intellectual attributes </li></ul></ul><ul><ul><li>Values </li></ul></ul>What is required depends on both the performance requirements and the environmental supports available <ul><li>The Environmental Asset Enablers </li></ul><ul><li>The environment provides several types of enabling assets for the humans to use while performing the job; these include </li></ul><ul><ul><li>Data/Information </li></ul></ul><ul><ul><li>Materials/Supplies </li></ul></ul><ul><ul><li>Tools/Equipment </li></ul></ul><ul><ul><li>Facilities/Grounds </li></ul></ul><ul><ul><li>Budget/Headcount </li></ul></ul><ul><ul><li>Culture/Consequences </li></ul></ul>What is required depends on both the performance requirements and the human capabilities available The Process The process must be designed for efficient delivery to meet stakeholder metrics C S L C S L C S L C S L C S L C S L C S L Performance Model < = Process Map Leadership Systems & Processes Core Systems & Processes Support Systems & Processes Attributes/Values Knowledge/Skills Human Asset Requirements Environmental Asset Requirements Facilities/Grounds Tools/Equipment Materials/Supplies Data/Information Budget/Headcount Culture/Consequences
    35. 35. EPPI is… <ul><ul><ul><ul><li>E nterprise </li></ul></ul></ul></ul><ul><ul><ul><ul><li>P rocess </li></ul></ul></ul></ul><ul><ul><ul><ul><li>P erformance </li></ul></ul></ul></ul><ul><ul><ul><ul><li>I mprovement </li></ul></ul></ul></ul><ul><li>and </li></ul><ul><li>EPPIC is the </li></ul><ul><li>Enterprise Process Performance Improvement Consultancy </li></ul><ul><li>www.eppic.biz </li></ul>
    36. 36. Additional References/Resources <ul><ul><li>Performance Modeling & Human Asset Enabler Analysis </li></ul></ul><ul><ul><li>Lean-ISD via the PACT Processes for Training & Development </li></ul></ul><ul><ul><li>Lean-ISD White Paper </li></ul></ul><ul><ul><li>PACT Facilitation </li></ul></ul><ul><ul><li>How to Build a Training System That Won’t Burn Down </li></ul></ul><ul><ul><li>The Training Factor of the Quality Equation </li></ul></ul><ul><ul><li>Technology Transfer Using the PACT Processes for T&D </li></ul></ul><ul><ul><li>Balancing Conflicting Stakeholder Requirements </li></ul></ul><ul><ul><li>Continuous Improvement and Training </li></ul></ul><ul><ul><li>Managing Human Assets </li></ul></ul><ul><ul><li>Using a Group Process to Create Models and Matrices </li></ul></ul>see Resources/Articles at www.eppic.biz “ Gopher” more at eppic.biz
    37. 37. About Guy W. Wallace, CPT <ul><li>Guy has been in the T&D field since 1979 and an ISD/HPT consultant since 1982. His clients include 29 of the current Fortune 500. </li></ul><ul><li>He is the author of three books, more than 50 articles, and has presented more than 50 times at international conferences and local chapters. </li></ul><ul><li>He is currently the president of ISPI. His biography is listed in Who’s Who in America.Guy is a Certified Performance Technologist. </li></ul><ul><li>Key Areas of Expertise </li></ul><ul><ul><li>Performance Modeling (PM) Since 1979, Guy has conducted more than 175 group process Performance Modeling sessions. </li></ul></ul><ul><ul><li>Curriculum Architecture Design SM (CAD) He has conducted 72 performance-based CAD projects since 1982.  </li></ul></ul><ul><ul><li>Modular Curriculum Development SM (MCD) Guy has conducted more than 50 performance-based MCD projects since 1982. </li></ul></ul><ul><ul><li>Instructional Activity Development SM (IAD) He has designed and developed more than two dozen performance-based simulation exercises for performances covering labor relations, high-tech product management, sales, ISD, plus many others.  </li></ul></ul><ul><ul><li>ISD Project Planning and Management </li></ul></ul><ul><ul><li>Guy is the lead author of the lean - ISD methodologies of the PACT SM Processes for T&D. </li></ul></ul><ul><ul><li>Group/Team Process and Facilitation Guy has facilitated more than 300 group meetings to accomplish both human performance and business process improvement goals. </li></ul></ul>

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