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EPPIC Inc.Achieve Peak Performance
Targeting Targeting EPPIEPPIsmsm
TargetingTargetingEnterprise Process PerformanceEnterprise Process Performance ImprovementImprovementsmsm
October, 2002
Prepared by:
Guy W. Wallace, CPT
EPPIC Inc.
EPPI Review – The Enterprise Process Performance Improvement Model Review Guy W. Wallace EPPIC Inc. The Enterprise Process Performance Improvement Consultancy Inc. ©2002 EPPIC, Inc. All Rights Reserved EPP 04 10/1/02 Page 1
EPPIC Inc.Achieve Peak Performance
Purpose for Targeting EPPIPurpose for Targeting EPPI
The purpose of a Targeting EPPI project may be to
1. Determine all of the systems/processes and their enablers necessary to implement a greenfield operation, or
2. Determine all of the systems/processes to assess potential improvement targets based on their ROI potential, and then derive the current state enablers for targeted improvement initiatives, or
3. Determine any processes and enabler deficiencies for targeted systems/processes based on current-state business results deemed unacceptable, or perceived future-state risks deemed unacceptable
EPPI is a service mark of EPPIC, Inc.
EPPI Review – The Enterprise Process Performance Improvement Model Review Guy W. Wallace EPPIC Inc. The Enterprise Process Performance Improvement Consultancy Inc. ©2002 EPPIC, Inc. All Rights Reserved EPP 04 10/1/02 Page 2
EPPIC Inc.Achieve Peak Performance
The EPPI MODEL of 3 Key VariablesThe EPPI MODEL of 3 Key Variables
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
Lead
ersh
ip
Syst
ems &
Pr
oces
ses
Cor
e Sy
stem
s &
Proc
esse
sSu
ppor
t Sys
tem
s &
Proc
esse
s
Attributes/Values
Knowledge/Skills
Human Asset Requirements
Environmental Asset Requirements
Facilities/Grounds
Tools/Equipment
Materials/Supplies
Data/Information
Budget/Headcount
Culture/Consequences
Role1
Process Map View Performance Model ViewArea of Performance:
KeyOutputs
KeyTasks
Roles/Responsibilities1 2 3 4 5
TypicalPerf. Gaps
Prob. GapCause
dEdKdI
Role:
Area of Performance:Key
OutputsKey
TasksRoles/Responsibilities1 2 3 4 5
TypicalPerf. Gaps
Prob. GapCause
dEdKdI
Role:
Role2
Role3
Role4
Role5
<=
3 Key EPPI variables to be improved/managed:3 Key EPPI variables to be improved/managed:11-- The Process The Process The Process itself must be “designed to deliver” and meet the desired/required metrics.
22-- The Human Asset EnablersThe Human Asset EnablersHumans 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
�Awareness, knowledge, skills�Physical attributes�Psychological attributes�Intellectual attributes�Values
33-- The Environmental Asset EnablersThe Environmental Asset EnablersThe environment provides several types of enabling assets for the humans to use while performing the job; these include
�Data/Information�Materials/Supplies�Tools/Equipment�Facilities/Grounds�Budget/Headcount�Culture/Consequences
EPPI Review – The Enterprise Process Performance Improvement Model Review Guy W. Wallace EPPIC Inc. The Enterprise Process Performance Improvement Consultancy Inc. ©2002 EPPIC, Inc. All Rights Reserved EPP 04 10/1/02 Page 3
EPPIC Inc.Achieve Peak Performance
2 Stages of EPPI2 Stages of EPPI
EPPI Stage I- Targeting EPPI� Where initial, quick investigations are made to assess problems/opportunities to
assess for “worth” or value in terms of ROI and Value Add
EPPI Stage II- EPPI Intervention Initiatives� Where those targets deemed worthy in terms of their potential ROI and Value Add
are systematically addressed and improved, by working on “one, two, or all three key variables”
Phase
1ProjectPlanning &Kick-off
Phase
2Analysis
Phase
3Design
Phase
4Development/ Acquisition
Phase
5Pilot Test
Phase
6Revision & Release
©2001 EPPIC, Inc.
Phase2 Current-
State Analysis
Phase2 Current-
State Analysis
Phase3 Future-
State Design
Phase3 Future-
State Design
Phase4 Implementation
Planning
Phase4 Implementation
Planning
Phase1 Project
Planning &Kick-off
Phase1 Project
Planning &Kick-off
©2001 EPPIC, Inc.
EPPI Review – The Enterprise Process Performance Improvement Model Review Guy W. Wallace EPPIC Inc. The Enterprise Process Performance Improvement Consultancy Inc. ©2002 EPPIC, Inc. All Rights Reserved EPP 04 10/1/02 Page 4
EPPIC Inc.Achieve Peak Performance
The The beginningbeginning of an EPPI Stage I of an EPPI Stage I
EPPI Stage I efforts can/should begin if:
�A problem is discovered producing potential risk to the “well-being” of the enterprise and all of it’s varied stakeholders
�An opportunity is discovered producing potential return on investment and economic value for the enterprise and all of it’s varied stakeholders
If It Doesn’t
Protect and Improve the EnterpriseDon’t Do It
EPPI Review – The Enterprise Process Performance Improvement Model Review Guy W. Wallace EPPIC Inc. The Enterprise Process Performance Improvement Consultancy Inc. ©2002 EPPIC, Inc. All Rights Reserved EPP 04 10/1/02 Page 5
EPPIC Inc.Achieve Peak Performance
Targeting ImprovementsTargeting Improvements to to Systems/Processes for ROISystems/Processes for ROI
MacroSystems/Process Maps, Process Maps and Performance Models are created for the “current state” processes and are used to assess those processes’ adequacy before deriving the human and environmental enablers
Environmental Asset Requirements
© 2002 EPPIC, Inc.
LCS
<=
Process Map
Performance Model
Human Asset Requirements
What is required depends on the outputs to be produced, and the
required metrics
What is required depends on the outputs to be produced, and the
required metrics
EPPI Review – The Enterprise Process Performance Improvement Model Review Guy W. Wallace EPPIC Inc. The Enterprise Process Performance Improvement Consultancy Inc. ©2002 EPPIC, Inc. All Rights Reserved EPP 04 10/1/02 Page 6
EPPIC Inc.Achieve Peak Performance
Targeting Improvements Targeting Improvements to to HAM Systems for ROIHAM Systems for ROIHAMSHAMS –– HHuman uman AAsset sset MManagement anagement SSystemsystems
Human Asset RequirementsHuman Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Human Asset RequirementsHuman Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Human Asset RequirementsHuman 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
<=
Human Asset RequirementsHuman Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Human Asset RequirementsHuman Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Human Asset RequirementsHuman Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Human Asset RequirementsHuman Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Process Map
Performance Model
Process Map
Performance Model
Performance Model
Process Map
Performance Model
Process Map
Performance Model
Performance Model
Performance Model
Performance Model=
Knowledge/Skills
Attributes/Values
HAMHAM SSystems & Processesystems & 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
PerformancePerformance--based Human Asset Requirementsbased Human Asset Requirements
The HAMS are typically HRsystems, and their specific configuration varies across an enterprise
The HAMS are typically HRsystems, and their specific configuration varies across an enterprise
What is required depends on both the performance requirements and the environmental supports available
What is required depends on both the performance requirements and the environmental supports available
�
EPPI Review – The Enterprise Process Performance Improvement Model Review Guy W. Wallace EPPIC Inc. The Enterprise Process Performance Improvement Consultancy Inc. ©2002 EPPIC, Inc. All Rights Reserved EPP 04 10/1/02 Page 7
EPPIC Inc.Achieve Peak Performance
Targeting ImprovementsTargeting Improvements to to EAM Systems for ROIEAM Systems for ROI
PerformancePerformance--based Environmental Asset Enablersbased Environmental Asset Enablers
EAM SEAM Systems & Processesystems & Processes
Information & Data Systems
Materials & Supplies Systems
Tools & Equipment Systems
Financial Systems
Facilities & Grounds Systems
Culture &Consequence Systems
Human Asset RequirementsHuman Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Human Asset RequirementsHuman Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Human Asset RequirementsHuman 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
<=
Human Asset RequirementsHuman Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Human Asset RequirementsHuman Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Human Asset RequirementsHuman Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Human Asset RequirementsHuman Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Process Map
Performance Model
Process Map
Performance Model
Performance Model
Process Map
Performance Model
Process Map
Performance Model
Performance Model
Performance Model
Performance Model=
Data/Information
Facilities/Grounds
Materials/Supplies
Culture/ Consequences
Tools/Equipment/ Machinery Budget/Headcount
EAMSEAMS –– EEnvironmental nvironmental AAsset sset MManagement anagement SSystemsystems
The EAMS are non-HR systems and their specific configuration varies across an enterprise
The EAMS are non-HR systems and their specific configuration varies across an enterprise
What is required depends on both the performance requirements and the
human capabilities available
What is required depends on both the performance requirements and the
human capabilities available
�
EPPI Review – The Enterprise Process Performance Improvement Model Review Guy W. Wallace EPPIC Inc. The Enterprise Process Performance Improvement Consultancy Inc. ©2002 EPPIC, Inc. All Rights Reserved EPP 04 10/1/02 Page 8
EPPIC Inc.Achieve Peak Performance
The Targeting EPPI PhasesThe Targeting EPPI Phases
EPPI Stage I- Targeting EPPI is conducted via the following four phases using a collaborative, team process:
�Phase 1: Project Planning & Kick-off�Phase 2: Current-State Analysis�Phase 3: Future-State Design�Phase 4: Implementation Planning
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 ProjectPlanning &Kick-off
Phase
1 ProjectPlanning &Kick-off
©2001 EPPIC, Inc.
EPPI Review – The Enterprise Process Performance Improvement Model Review Guy W. Wallace EPPIC Inc. The Enterprise Process Performance Improvement Consultancy Inc. ©2002 EPPIC, Inc. All Rights Reserved EPP 04 10/1/02 Page 9
EPPIC Inc.Achieve Peak Performance
Phase 1 DescriptionPhase 1 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
Key OutputsKey Outputs ––� Project Plan� Phase 1 PST Gate Review Meeting Presentation *
* The Project Steering Team decides to either: sanction, modify, put on hold, or kill the project
Phase 1: Project Planning & KickPhase 1: Project Planning & Kick--offoff
©2001 EPPIC, Inc.
Targeting EPPI Phases
Phase
2 Current-State Analysis
Phase
2Phase
3 Future-State Design
Phase
3Phase
4 Implementation Planning
Phase
4Phase
1 ProjectPlanning &Kick-off
Phase
1 Current-State Analysis
Future-State Design
ImplementationPlanning
Project Planning & Kick-off
EPPI Review – The Enterprise Process Performance Improvement Model Review Guy W. Wallace EPPIC Inc. The Enterprise Process Performance Improvement Consultancy Inc. ©2002 EPPIC, Inc. All Rights Reserved EPP 04 10/1/02Page 10
EPPIC Inc.Achieve Peak Performance
Phase 2: CurrentPhase 2: Current--State AnalysisState AnalysisTargeting EPPI Phases
Phase
2 Current-State Analysis
Phase
2Phase
3 Future-State Design
Phase
3Phase
4 Implementation Planning
Phase
4Phase
1 ProjectPlanning &Kick-off
Phase
1
©2001 EPPIC, Inc.
Current-State Analysis
Future-State Design
ImplementationPlanning
Project Planning & Kick-off
Phase 2 Description Phase 2 Description –– An analysis meeting is facilitated with target audience Master Performers (for the current state view) and any Subject Matter Experts (needed for a future state view) to map and model the process and the human performance requirements, identify performance gaps, and then to systematically derive the enabling human and environmental assets required for any areas of problem or opportunity
Key OutputsKey Outputs ––� Phase 2 Analysis Team Kick-off Presentation � Analysis Report
• Process Maps/Performance Models• Enabler Matrices for HAR and EAR• Existing System Assessments
� Phase 2 PST Gate Review Meeting Presentation *
* The Project Steering Team decides to either: sanction, modify, put on hold, or kill the project
EPPI Review – The Enterprise Process Performance Improvement Model Review Guy W. Wallace EPPIC Inc. The Enterprise Process Performance Improvement Consultancy Inc. ©2002 EPPIC, Inc. All Rights Reserved EPP 04 10/1/02Page 11
EPPIC Inc.Achieve Peak Performance
Phase 3: FuturePhase 3: Future--State DesignState Design
Phase 3 DescriptionPhase 3 Description –– A Design Team composed of one to three members from the AnalysisTeam 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
Key OutputsKey Outputs ––� Phase 3 Design Team Kick-off Presentation� Design Document
• Target Definitions• Improvement Specifications (for each target)• Improvement Specification Summaries (for each HAM or EAM System)
� Phase 3 PST Gate Review Meeting Presentation *
* The Project Steering Team decides to either: sanction, modify, put on hold, or kill the project
Targeting EPPI Phases
Phase
2 Current-State Analysis
Phase
2Phase
3 Future-State Design
Phase
3Phase
4 Implementation Planning
Phase
4Phase
1 ProjectPlanning &Kick-off
Phase
1
©2001 EPPIC, Inc.
Current-State Analysis
Future-State Design
ImplementationPlanning
Project Planning & Kick-off
EPPI Review – The Enterprise Process Performance Improvement Model Review Guy W. Wallace EPPIC Inc. The Enterprise Process Performance Improvement Consultancy Inc. ©2002 EPPIC, Inc. All Rights Reserved EPP 04 10/1/02Page 12
EPPIC Inc.Achieve Peak Performance
Phase 4: Implementation PlanningPhase 4: Implementation Planning
Phase 4 Description Phase 4 Description –– Conduct a meeting with the Implementation Planning Team(s) to dothe implementation planning for the priority gaps selected by the PST in the Phase 3 gate review
Key OutputsKey Outputs� Phase 4 Implementation Planning Team Kick-off Presentation� Implementation Plan
• Project Specifications and (macro) plans• Forecasts for project investments and returns and ROI potential• PERT Charts for all projects
� Phase 4 PST Gate Review Meeting Presentation *
* The Project Steering Team decides to continue into EPPI I I based on the ROI potential or put that on hold, or kill the entire EPPI project effort
Targeting EPPI Phases
Phase
2 Current-State Analysis
Phase
2Phase
3 Future-State Design
Phase
3Phase
4 Implementation Planning
Phase
4Phase
1 ProjectPlanning &Kick-off
Phase
1
©2001 EPPIC, Inc.
Current-State Analysis
Future-State Design
ImplementationPlanning
Project Planning & Kick-off
EPPI Review – The Enterprise Process Performance Improvement Model Review Guy W. Wallace EPPIC Inc. The Enterprise Process Performance Improvement Consultancy Inc. ©2002 EPPIC, Inc. All Rights Reserved EPP 04 10/1/02Page 13
EPPIC Inc.Achieve Peak Performance
PostPost--Targeting Targeting
EPPI Intervention InitiativesEPPI Intervention Initiatives
After a Targeting EPPI project, follow-on efforts will develop/deploy “Interventions Initiatives” that have been forecasted to provide a sufficient ROI
EPPI Intervention InitiativesEPPI Intervention Initiatives
Sim
ple
Impr
ovem
ent
Inte
rven
tion
Initi
ativ
e
Com
plex
Im
prov
emen
t In
terv
entio
n In
itiat
ive
ABC
C
B
A
C
B
A
ABC
C
B
A
ABC ABC
C
B
AMacro Project
Planning
Analysis Design
Design Integration
& Test
Development
Development Integration &
Test Pilot Test
Revision & Release
Phase
1ProjectPlanning &Kick-off
Phase
2Analysis
Phase
3Design
Phase
4Development/ Acquisition
Phase
5Pilot Test
Phase
6Revision & Release
©2001 EPPIC, Inc.
©2001 EPPIC, Inc.
EPPI Review – The Enterprise Process Performance Improvement Model Review Guy W. Wallace EPPIC Inc. The Enterprise Process Performance Improvement Consultancy Inc. ©2002 EPPIC, Inc. All Rights Reserved EPP 04 10/1/02Page 14
EPPIC Inc.Achieve Peak Performance
Targeting EPPI Targeting EPPI Project Teams and RolesProject Teams and Roles
Five Key Project TeamsFive Key Project Teams
Project Steering
Team
DesignTeamAnalysis
Team
Implementation Planning Team
ProjectWork Team
� A team of key internal customer/stakeholders that “own and control” all project resources and management decisions, especially the “business decisions” inherent in every project
©2001 EPPIC, Inc.
� Key, handpicked Master Performers and Subject Matter Experts provide the “real-world inputs” for a facilitated analysis and improvement design to better determine the ROI and Value Add potential for an improvement
� “Internal Supplier” representatives will join Analysis Team & Design Team members to macroplan and “cost out” the post-Targeting EPPI interventions initiatives needed to implement themultiple changes that will be required in Stage II
� Coordinates all project activities and facilitates all meetings,to minimize the administration and management activities burden on the leadership and internal customer groups
EPPI Review – The Enterprise Process Performance Improvement Model Review Guy W. Wallace EPPIC Inc. The Enterprise Process Performance Improvement Consultancy Inc. ©2002 EPPIC, Inc. All Rights Reserved EPP 04 10/1/02Page 15
EPPIC Inc.Achieve Peak Performance
Areas of Performance (AoPs)Areas of Performance (AoPs)AoPs segment the performance into chunks
�Linear performance chunks�Nonlinear performance chunks
Example: Convenience Store Manager
Payroll, Banking, and
Financial Management
Payroll, Banking, and
Financial Management
G.
StaffRecruiting,Selection,
and Training
StaffRecruiting,Selection,
and TrainingWork
SchedulingWork
Scheduling
A. B.
ProgressiveDisciplineProgressiveDiscipline Store
OperationsStore
Operations CustomerServiceCustomer
Service
InventoryManagement
InventoryManagement
TMC StoresStore Manager
PERFORMANCE MODELAreas of Performance
C. D. E.
F.
©2002 EPPIC, Inc.
EPPI Review – The Enterprise Process Performance Improvement Model Review Guy W. Wallace EPPIC Inc. The Enterprise Process Performance Improvement Consultancy Inc. ©2002 EPPIC, Inc. All Rights Reserved EPP 04 10/1/02Page 16
EPPIC Inc.Achieve Peak Performance
Performance Modeling for Performance Modeling for Leadership & ManagementLeadership & Management
The EPPIC Management “AoP” Model:
The goal is to have an Area of Performance “bucket” for every part of a leaders/managers job that allows for identifying common and unique performance and enablers up and down and across an enterprise
LC
S
S1Process Design/re-design
S1Process Design/re-design
S2Human AssetsManagement
S2Human AssetsManagement
S3Environmental AssetsManagement
S3Environmental AssetsManagement
S4SpecialAssignments
S4SpecialAssignments
L4Results MeasurementPlanning & Management
L4Results MeasurementPlanning & Management
L1Stakeholder RelationshipManagement/Governance
L1Stakeholder RelationshipManagement/Governance
L2Strategic Planning &Management
L2Strategic Planning &Management
L3Operations Planning & Management
L3Operations Planning & Management
L5Process ImprovementPlanning & Management
L5Process ImprovementPlanning & Management
C1Work PlanningC1Work Planning
C2Work AssigningC2Work Assigning
C3Work MonitoringC3Work Monitoring
C4Work Troubleshooting
C4Work Troubleshooting
L6CommunicationsPlanning &Management
L6CommunicationsPlanning &ManagementL
CS
S1Process Design/re-design
S1Process Design/re-design
S2Human AssetsManagement
S2Human AssetsManagement
S3Environmental AssetsManagement
S3Environmental AssetsManagement
S4SpecialAssignments
S4SpecialAssignments
L4Results MeasurementPlanning & Management
L4Results MeasurementPlanning & Management
L1Stakeholder RelationshipManagement/Governance
L1Stakeholder RelationshipManagement/Governance
L2Strategic Planning &Management
L2Strategic Planning &Management
L3Operations Planning & Management
L3Operations Planning & Management
L5Process ImprovementPlanning & Management
L5Process ImprovementPlanning & Management
C1Work PlanningC1Work Planning
C2Work AssigningC2Work Assigning
C3Work MonitoringC3Work Monitoring
C4Work Troubleshooting
C4Work Troubleshooting
L6CommunicationsPlanning &Management
L6CommunicationsPlanning &Management
C1Work PlanningC1Work Planning
C2Work AssigningC2Work Assigning
C3Work MonitoringC3Work Monitoring
C4Work Troubleshooting
C4Work Troubleshooting
C1Work PlanningC1Work Planning
C2Work AssigningC2Work Assigning
C3Work MonitoringC3Work Monitoring
C4Work Troubleshooting
C4Work TroubleshootingC1
Work PlanningC1Work Planning
C2Work AssigningC2Work Assigning
C3Work MonitoringC3Work Monitoring
C4Work Troubleshooting
C4Work Troubleshooting
C1Work PlanningC1Work Planning
C2Work AssigningC2Work Assigning
C3Work MonitoringC3Work Monitoring
C4Work Troubleshooting
C4Work TroubleshootingC1
Work PlanningC1Work Planning
C2Work AssigningC2Work Assigning
C3Work MonitoringC3Work Monitoring
C4Work Troubleshooting
C4Work Troubleshooting
C1Work PlanningC1Work Planning
C2Work AssigningC2Work Assigning
C3Work MonitoringC3Work Monitoring
C4Work Troubleshooting
C4Work TroubleshootingC1
Work PlanningC1Work Planning
C2Work AssigningC2Work Assigning
C3Work MonitoringC3Work Monitoring
C4Work Troubleshooting
C4Work Troubleshooting
C1Work PlanningC1AoP #1
C2Work AssigningC2AoP #2
C3Work MonitoringC3AoP #3
C4Work Troubleshooting
C4AoP # 7
�
The EPPIC Individual Contributor “AoP” Model:
EPPI Review – The Enterprise Process Performance Improvement Model Review Guy W. Wallace EPPIC Inc. The Enterprise Process Performance Improvement Consultancy Inc. ©2002 EPPIC, Inc. All Rights Reserved EPP 04 10/1/02Page 17
EPPIC Inc.Achieve Peak Performance
Management AoPs by LevelManagement AoPs by LevelLe
ader
ship
Cor
eSu
ppor
t
S1Process Design/re-design
S1Process Design/re-design
S2Human AssetsManagement
S2Human AssetsManagement
S3Environmental AssetsManagement
S3Environmental AssetsManagement
S4SpecialAssignments
S4SpecialAssignments
L4Results MeasurementPlanning & Management
L4Results MeasurementPlanning & Management
L1Stakeholder RelationshipManagement/System Governance
L1Stakeholder RelationshipManagement/System Governance
L2Strategic Planning &Management
L2Strategic Planning &Management
L3Operations Planning & Management
L3Operations Planning & Management
L5Process ImprovementPlanning & Management
L5Process ImprovementPlanning & Management
C1
Planning Work
C1
Planning Work
C2
Assigning Work
C2
Assigning Work
C3
Monitoring Work
C3
Monitoring Work
C4
Troubleshooting Work
C4
Troubleshooting Work
L6CommunicationsPlanning &Management
L6CommunicationsPlanning &Management
EPPI Review – The Enterprise Process Performance Improvement Model Review Guy W. Wallace EPPIC Inc. The Enterprise Process Performance Improvement Consultancy Inc. ©2002 EPPIC, Inc. All Rights Reserved EPP 04 10/1/02Page 18
EPPIC Inc.Achieve Peak Performance
EPPIC’s Model forEPPIC’s Model for
Management Areas of Performance Management Areas of Performance (AoPs)(AoPs)
Leadership Areas of PerformanceLeadership Areas of Performance� L1 - Stakeholder Relationship Management/System Governance� L2 - Strategic Planning & Management� L3 - Operations Planning & Management� L4 - Results Measurement Planning & Management� L5 - Process Improvement Planning & Management� L5 - Communications Planning & Management
Core Areas of PerformanceCore Areas of Performance� C1 - Planning Work� C2 - Assigning Work� C3 - Monitoring Work� C4 - Troubleshooting Work
Support Support Areas of PerformanceSupport Support Areas of Performance� S1 - Process Design/re-design� S2 - Human Assets Management� S3 - Environmental Assets Management� S4 - Special Assignments
EPPI Review – The Enterprise Process Performance Improvement Model Review Guy W. Wallace EPPIC Inc. The Enterprise Process Performance Improvement Consultancy Inc. ©2002 EPPIC, Inc. All Rights Reserved EPP 04 10/1/02Page 19
EPPIC Inc.Achieve Peak Performance
Targeting EPPI Process: Performance AnalysisTargeting EPPI Process: Performance Analysis
Performance Model ChartPerformance Model Chart
The Performance Model establishes “mastery performance” as The Performance Model establishes “mastery performance” as the benchmark criterionthe benchmark criterion
Key TasksDescribes the key activities needed to produce the outputs
Roles/ResponsibilitiesClarifies who is typically responsible for performing the tasks
DeficiencydE=EnvironmentdK=Knowledge/skilldI=Individual
attribute/value
Key Outputs and Metrics or MeasuresDescribes what is produced from doing the job tasks and identifies key performance measures of each output
Typical Performance GapsIdentifies 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 StoresStore ManagementPerformance Model
©1999 EPPIC, Inc.
Area of Performance:
• Key Outputs- Measures Key Tasks
Probable GapCause(s)
dEdKdI
Roles/Responsibilities1 2 3 4
dE = deficiency - EnvironmentdK = deficiency - Knowledge/skilldI = deficiency - Individual attribute/
value
Role: 1 =2 =3 =4 =
TypicalPerformance Gaps
Form Design ©2002 EPPIC, Inc. 4/99 Page 1
A. Staff Recruiting, Selection, and Training
1 = District Manager2 = Store Manager3 = Assistant Manager4 = 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
dKdEdK
dE
Key TasksKey TasksDescribes the key activities needed to produce the outputs
Roles/ResponsibilitiesRoles/ResponsibilitiesClarifies who is typically responsible for performing the tasks
DeficiencyDeficiencydE=EnvironmentdK=Knowledge/skilldI=Individual
attribute/value
Key Outputs and Key Outputs and Metrics or MeasuresMetrics or MeasuresDescribes what is produced from doing the job tasks and identifies key performance measures of each output
Typical Performance GapsTypical Performance GapsIdentifies any typical ways the output or task does not meet performance standards
Probable Gap Cause(s)Probable Gap Cause(s)Identifies most likely causes for each typical performance issue/ deficiency
The Most Convenient StoresStore ManagementPerformance Model
©1999 EPPIC, Inc.
Area of Performance:
• Key Outputs- Measures Key Tasks
Probable GapCause(s)
dEdKdI
Roles/Responsibilities1 2 3 4
dE = deficiency - EnvironmentdK = deficiency - Knowledge/skilldI = deficiency - Individual attribute/
value
Role: 1 =2 =3 =4 =
TypicalPerformance Gaps
4/99 Page 1
A. Staff Recruiting, Selection, and Training
1 = District Manager2 = Store Manager3 = Assistant Manager4 = 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
dKdEdK
dE
EPPI Review – The Enterprise Process Performance Improvement Model Review Guy W. Wallace EPPIC Inc. The Enterprise Process Performance Improvement Consultancy Inc. ©2002 EPPIC, Inc. All Rights Reserved EPP 04 10/1/02Page 20
EPPIC Inc.Achieve Peak Performance
Targeting an AoP’s Outputs/Tasks Targeting an AoP’s Outputs/Tasks for Return on Improvementfor Return on Improvement
Assess the Performance Model data, and identify the critical “targets” (H-M-L-Ø) at the “Output/Task” cluster level
Form Design ©2002 EPPIC, Inc. VER 109 Page 1
Area of Performance: A.
• Key Outputs- Measures Key Tasks
Probable GapCause(s)
dEdKdI
Roles/Responsibilities1 2 3 4
dE = deficiency - EnvironmentdK = deficiency - Knowledge/skilldI = deficiency - Individual attribute/value
Role: 1 =2 = 3 =4 =
TypicalPerformance
Gaps
-Performance Model
•Key task #1
•Key task #2
•Key task #3
•Key task #4
•Key task #5
•Key task #6
• Key Output- Measure- Measure
� �
�
�
�
�
�
•Gap #1
•Gap #2
•Cause #1•Cause #2
dKdE
dK
dE
Rating(H,M,L,
Ø)
H
EPPI Review – The Enterprise Process Performance Improvement Model Review Guy W. Wallace EPPIC Inc. The Enterprise Process Performance Improvement Consultancy Inc. ©2002 EPPIC, Inc. All Rights Reserved EPP 04 10/1/02Page 21
EPPIC Inc.Achieve Peak Performance
Targeting EPPI Process: Deriving theTargeting EPPI Process: Deriving the
Human Asset EnablersHuman Asset Enablers
There are two kinds of human asset enablers�Knowledge/skills�Attributes/values
The human asset enablers are systematically derived from the Performance Model
© 2002 EPPIC, Inc.
<=
Process Map
Performance Model
Knowledge/Sk
ills
Attributes/V
alues
Human Asset Requirements
EPPI Review – The Enterprise Process Performance Improvement Model Review Guy W. Wallace EPPIC Inc. The Enterprise Process Performance Improvement Consultancy Inc. ©2002 EPPIC, Inc. All Rights Reserved EPP 04 10/1/02Page 22
EPPIC Inc.Achieve Peak Performance
Targeting EPPI Process: Deriving Human Asset EnablersTargeting EPPI Process: Deriving Human Asset Enablers
Knowledge/Skill Categories*Knowledge/Skill Categories*
Knowledge/Skill Matrices
Category: Records/ReportsCategory: Tools/Equipment
Category: XYZCategory: ABC
• Plus the knowledge/skill of performance outputs and tasks and roles/responsibilities as documented in the Performance Model, K/S Category:0. Performance Requirements
• Plus the knowledge/skill of performance outputs and tasks and roles/responsibilities as documented in the Performance Model, K/S Category:0. Performance Requirements
1. Company Policies/Procedures/Practices/Guidelines
2. Laws, Regulations, Codes, Agreements, and Contracts
3. Industry Standards4. Internal Organizations and Resources5. External Organizations and Resources6. Marketplace Knowledge7. Product/Service Knowledge8. Process Knowledge9. Records, Reports, Documents, and Forms
10. Materials and Supplies11. Tools/Equipment/Machinery12. Computer Systems/Software/Hardware13. Personal/Interpersonal14. Management/Supervisory15. Business Knowledge and Skills16. Professional/Technical17. Functional Specific ©2002 EPPIC, Inc.
EPPI Review – The Enterprise Process Performance Improvement Model Review Guy W. Wallace EPPIC Inc. The Enterprise Process Performance Improvement Consultancy Inc. ©2002 EPPIC, Inc. All Rights Reserved EPP 04 10/1/02Page 23
EPPIC Inc.Achieve Peak Performance
Targeting EPPI Process: Deriving Human Asset EnablersTargeting EPPI Process: Deriving Human Asset Enablers
Knowledge/Skill MatrixKnowledge/Skill Matrix
AoP AoP LinkLinkIdentifies the segment of the job where the knowledge or skill enables performance
K/S ItemK/S ItemIdentifies the discrete knowledge or skill item
DepthDepthThe level to which any training & development needs to go
VolatilityVolatilityRanks how often and significantly the knowledge or skill will change
DifficultyDifficultyRanks how difficult the item is to learn
CriticalityCriticalityRanks the relationship between having the knowledge or skill and performance mastery
Select/TrainSelect/TrainDenotes whether the item is a selection criteria/ condition or needs to be covered in training & development
GFEDCBADepthA/K/S
Volatility H/M/L
DifficultyH/M/L
Criticality H/M/L
Select/TrainS/T
Link to Area of Performance
K/S Item
Knowledge/Skill Category:
GFEDCBADepthA/K/S
Volatility H/M/L
DifficultyH/M/L
Criticality H/M/L
Select/TrainS/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/VolatilityH = HighM = MediumL = Low
Depth of CoverageA = AwarenessK = KnowledgeS = Skill
Codes: Link to Area of Performance
Form Design ©2002 EPPIC, Inc.
AoP AoP LinkLinkIdentifies the segment of the job where the knowledge or skill enables performance
K/S ItemK/S ItemIdentifies the discrete knowledge or skill item
DepthDepthThe level to which any training & development needs to go
VolatilityVolatilityRanks how often and significantly the knowledge or skill will change
DifficultyDifficultyRanks how difficult the item is to learn
CriticalityCriticalityRanks the relationship between having the knowledge or skill and performance mastery
Select/TrainSelect/TrainDenotes whether the item is a selection criteria/ condition or needs to be covered in training & development
GFEDCBADepthA/K/S
Volatility H/M/L
DifficultyH/M/L
Criticality H/M/L
Select/TrainS/T
Link to Area of Performance
K/S Item
Knowledge/Skill Category:
GFEDCBADepthA/K/S
Volatility H/M/L
DifficultyH/M/L
Criticality H/M/L
Select/TrainS/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/VolatilityH = HighM = MediumL = Low
Depth of CoverageA = AwarenessK = KnowledgeS = Skill
Codes: Link to Area of Performance
GFEDCBADepthA/K/SGFEDCBADepthA/K/S
Volatility H/M/L
DifficultyH/M/L
Criticality H/M/L
Select/TrainS/T
Link to Area of Performance
K/S Item
Knowledge/Skill Category:
GFEDCBADepthA/K/SGFEDCBADepthA/K/S
Volatility H/M/L
DifficultyH/M/L
Criticality H/M/L
Select/TrainS/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/VolatilityH = HighM = MediumL = Low
Depth of CoverageA = AwarenessK = KnowledgeS = Skill
Codes: Link to Area of Performance
EPPI Review – The Enterprise Process Performance Improvement Model Review Guy W. Wallace EPPIC Inc. The Enterprise Process Performance Improvement Consultancy Inc. ©2002 EPPIC, Inc. All Rights Reserved EPP 04 10/1/02Page 24
EPPIC Inc.Achieve Peak Performance
Targeting EPPI Process: Deriving Human Asset Enablers Targeting EPPI Process: Deriving Human Asset Enablers
Attribute/Value CategoriesAttribute/Value Categories
Attribute/ValueMatrices
Category: PsychologicalCategory: Physical
Category: XYZCategory: ABC 18. Psychological Attributes
19. Physical Attributes20. Intellectual Attributes21. Values
©2001 EPPIC, Inc.
EPPI Review – The Enterprise Process Performance Improvement Model Review Guy W. Wallace EPPIC Inc. The Enterprise Process Performance Improvement Consultancy Inc. ©2002 EPPIC, Inc. All Rights Reserved EPP 04 10/1/02Page 25
EPPIC Inc.Achieve Peak Performance
Targeting EPPI Process: Deriving Human Asset EnablersTargeting EPPI Process: Deriving Human Asset Enablers
Attribute/Value MatrixAttribute/Value Matrix
AoP AoP LinkLinkIdentifies the segment of the job where the attribute or value enables performance
A/V ItemA/V ItemIdentifies the discrete attribute or value item
ExtentExtentThe level of organizational effort required to institute the attribute or value
VolatilityVolatilityRanks how often and significantly the attribute or value will change
DifficultyDifficultyRanks how difficult it is to accommodate
CriticalityCriticalityRanks the relationship between having the attribute or value and performance mastery
Select/Select/AccommodateAccommodateDenotes whether the item is a selection criteria/condition or will be accommodated by organization
GFEDCBAExtentH/M/L
Volatility H/M/L
DifficultyH/M/L
Criticality H/M/L
Select/Accommodate
S/A
Link to Area of Performance
A/V Item
Attribute/Value Category:
GFEDCBAExtentH/M/L
Volatility H/M/L
DifficultyH/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/ExtentH = HighM = MediumL = Low
Codes: Link to Area of Performance
Form Design ©2002 EPPIC, Inc.
EPPI Review – The Enterprise Process Performance Improvement Model Review Guy W. Wallace EPPIC Inc. The Enterprise Process Performance Improvement Consultancy Inc. ©2002 EPPIC, Inc. All Rights Reserved EPP 04 10/1/02Page 26
EPPIC Inc.Achieve Peak Performance
Targeting EPPI Process: Deriving the Targeting EPPI Process: Deriving the
Environmental Asset EnablersEnvironmental Asset Enablers
There are six kinds of environmental asset enablers�Data/Information�Materials/Supplies�Tools/Equipment
The environmental asset enablers are systematically derived from the Performance Model
�Facilities/Grounds�Budget/Headcount�Culture/Consequences
© 2002 EPPIC, Inc.
<=
Process Map
Performance Model
Data/Information
Facilities/Grounds
Tools/Equipment
Materials/Supplies
Culture/Consequences
Environmental Asset Requirements
Budget/Headcount
EPPI Review – The Enterprise Process Performance Improvement Model Review Guy W. Wallace EPPIC Inc. The Enterprise Process Performance Improvement Consultancy Inc. ©2002 EPPIC, Inc. All Rights Reserved EPP 04 10/1/02Page 27
EPPIC Inc.Achieve Peak Performance
Targeting EPPI Process: Deriving Environmental Asset EnablersTargeting EPPI Process: Deriving Environmental Asset Enablers
Data/Information MatrixData/Information Matrix
DifficultyDifficultyRanks how difficult the data or information item is to use
AoP AoP LinkLinkIdentifies the segment of the job where the data orinformation enables performance
D/I ItemD/I ItemIdentifies the discrete data or information item
ExtentExtentThe level of organizational effort required to install/create the data or information item
VolatilityVolatilityRanks how often and significantly the data or information will change
CriticalityCriticalityRanks the relationship between having the data or information and performance mastery
Present/AddressPresent/AddressDenotes whether the data or information item supports performance 100 percent as is or must be addressed
GFEDCBAExtentH/M/L
Volatility H/M/L
DifficultyH/M/L
Criticality H/M/L
Present/Address
P/A
Link to Area of Performance
D/I Item
Data/Information Category:
GFEDCBAExtentH/M/L
Volatility H/M/L
DifficultyH/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/ExtentH = HighM = MediumL = Low
Codes: Link to Area of Performance
Form Design ©2002 EPPIC, Inc.
DifficultyDifficultyRanks how difficult the data or information item is to use
AoP AoP LinkLinkIdentifies the segment of the job where the data orinformation enables performance
D/I ItemD/I ItemIdentifies the discrete data or information item
ExtentExtentThe level of organizational effort required to install/create the data or information item
VolatilityVolatilityRanks how often and significantly the data or information will change
CriticalityCriticalityRanks the relationship between having the data or information and performance mastery
Present/AddressPresent/AddressDenotes whether the data or information item supports performance 100 percent as is or must be addressed
GFEDCBAExtentH/M/L
Volatility H/M/L
DifficultyH/M/L
Criticality H/M/L
Present/Address
P/A
Link to Area of Performance
D/I Item
Data/Information Category:
GFEDCBAExtentH/M/L
Volatility H/M/L
DifficultyH/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/ExtentH = HighM = MediumL = Low
Codes: Link to Area of Performance
AoP AoP LinkLinkIdentifies the segment of the job where the data orinformation enables performance
D/I ItemD/I ItemIdentifies the discrete data or information item
ExtentExtentThe level of organizational effort required to install/create the data or information item
VolatilityVolatilityRanks how often and significantly the data or information will change
CriticalityCriticalityRanks the relationship between having the data or information and performance mastery
Present/AddressPresent/AddressDenotes whether the data or information item supports performance 100 percent as is or must be addressed
GFEDCBAExtentH/M/L
Volatility H/M/L
DifficultyH/M/L
Criticality H/M/L
Present/Address
P/A
Link to Area of Performance
D/I Item
Data/Information Category:
GFEDCBAExtentH/M/L
Volatility H/M/L
DifficultyH/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/ExtentH = HighM = MediumL = Low
Codes: Link to Area of Performance
GFEDCBAExtentH/M/LGFEDCBAExtentH/M/L
Volatility H/M/L
DifficultyH/M/L
Criticality H/M/L
Present/Address
P/A
Link to Area of Performance
D/I Item
Data/Information Category:
GFEDCBAExtentH/M/LGFEDCBAExtentH/M/L
Volatility H/M/L
DifficultyH/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/ExtentH = HighM = MediumL = Low
Codes: Link to Area of Performance
.
EPPI Review – The Enterprise Process Performance Improvement Model Review Guy W. Wallace EPPIC Inc. The Enterprise Process Performance Improvement Consultancy Inc. ©2002 EPPIC, Inc. All Rights Reserved EPP 04 10/1/02Page 28
EPPIC Inc.Achieve Peak Performance
Targeting EPPI Process: Deriving Environmental Asset EnablersTargeting EPPI Process: Deriving Environmental Asset Enablers
Materials/Supplies MatrixMaterials/Supplies Matrix
GFEDCBAExtentH/M/L
Volatility H/M/L
DifficultyH/M/L
Criticality H/M/L
Present/Address
P/A
Link to Area of Performance
M/S Item
Materials/Supplies Category:
GFEDCBAExtentH/M/L
Volatility H/M/L
DifficultyH/M/L
Criticality H/M/L
Present/Address
P/A
Link to Area of Performance
M/S Item
Materials/Supplies Category:
<Company/Client Name><Audience>
Materials/Supplies Matrix
A =B =C= D=
E =F = G =
A =B =C= D=
E =F = G =
Criticality/Difficulty/Volatility/ExtentH = HighM = MediumL = Low
Codes: Link to Area of Performance
AoP AoP LinkLinkIdentifies the segment of the job where the materials or supplies enable performance
M/S ItemM/S ItemIdentifies the discrete materials or supplies item
ExtentExtentThe level of organizational effort required to install/create the materials or supplies item
VolatilityVolatilityRanks how often and significantly the materials or supplies will change
DifficultyDifficultyRanks how difficult the materials or supplies item is to use
CriticalityCriticalityRanks the relationship between having the materials or supplies and performance mastery
Present/AddressPresent/AddressDenotes whether the materials or supplies item supports performance 100 percent as is or must be addressed
GFEDCBAExtentH/M/L
Volatility H/M/L
DifficultyH/M/L
Criticality H/M/L
Present/Address
P/A
Link to Area of Performance
M/S Item
Materials/Supplies Category:
GFEDCBAExtentH/M/L
Volatility H/M/L
DifficultyH/M/L
Criticality H/M/L
Present/Address
P/A
Link to Area of Performance
M/S Item
Materials/Supplies Category:
<Company/Client Name><Audience>
Materials/Supplies Matrix
A =B =C= D=
E =F = G =
A =B =C= D=
E =F = G =
Criticality/Difficulty/Volatility/ExtentH = HighM = MediumL = Low
Codes: Link to Area of Performance
GFEDCBAExtentH/M/LGFEDCBAExtentH/M/L
Volatility H/M/L
DifficultyH/M/L
Criticality H/M/L
Present/Address
P/A
Link to Area of Performance
M/S Item
Materials/Supplies Category:
GFEDCBAExtentH/M/LGFEDCBAExtentH/M/L
Volatility H/M/L
DifficultyH/M/L
Criticality H/M/L
Present/Address
P/A
Link to Area of Performance
M/S Item
Materials/Supplies Category:
<Company/Client Name><Audience>
Materials/Supplies Matrix
A =B =C= D=
E =F = G =
A =B =C= D=
E =F = G =
Criticality/Difficulty/Volatility/ExtentH = HighM = MediumL = Low
Codes: Link to Area of Performance
©2002 EPPIC, Inc.
AoP AoP LinkLinkIdentifies the segment of the job where the materials or supplies enable performance
M/S ItemM/S ItemIdentifies the discrete materials or supplies item
ExtentExtentThe level of organizational effort required to install/create the materials or supplies item
VolatilityVolatilityRanks how often and significantly the materials or supplies will change
DifficultyDifficultyRanks how difficult the materials or supplies item is to use
CriticalityCriticalityRanks the relationship between having the materials or supplies and performance mastery
Present/AddressPresent/AddressDenotes whether the materials or supplies item supports performance 100 percent as is or must be addressed
EPPI Review – The Enterprise Process Performance Improvement Model Review Guy W. Wallace EPPIC Inc. The Enterprise Process Performance Improvement Consultancy Inc. ©2002 EPPIC, Inc. All Rights Reserved EPP 04 10/1/02Page 29
EPPIC Inc.Achieve Peak Performance
Targeting EPPI Process: Deriving Environmental Asset EnablersTargeting EPPI Process: Deriving Environmental Asset Enablers
Tools/EquipmentTools/Equipment
GFEDCBAExtentH/M/LGFEDCBAExtentH/M/L
Volatility H/M/L
DifficultyH/M/L
Criticality H/M/L
Present/Address
P/A
Link to Area of PerformanceTools/Equipment
GFEDCBAExtentH/M/LGFEDCBAExtentH/M/L
Volatility H/M/L
DifficultyH/M/L
Criticality H/M/L
Present/Address
P/A
Link to Area of Performance
T/E Item
Tools/Equipment Category:
<Company/Client Name><Audience>
Tools/Equipment Matrix
A =B =C= D =
E =F = G =
A =B =C= D =
E =F = G =
Criticality/Difficulty/Volatility/ExtentH = HighM = MediumL = Low
Codes: Link to Area of Performance
Form Design ©2002 EPPIC, Inc.
AoP AoP LinkLinkIdentifies the segment of the job where the tools or equipment enable performance
T/E ItemT/E ItemIdentifies the discrete tools or equipment item
ExtentExtentThe level of organizational effort required to install/create the tools or equipment item
VolatilityRanks how often and significantly the tools or equipment will change
DifficultyDifficultyRanks how difficult the tools or equipment item is to use
CriticalityCriticalityRanks the relationship between having the tools or equipment and performance mastery
Present/AddressPresent/AddressDenotes whether the tools or equipment item supports performance 100 percent as is or must be addressed
EPPI Review – The Enterprise Process Performance Improvement Model Review Guy W. Wallace EPPIC Inc. The Enterprise Process Performance Improvement Consultancy Inc. ©2002 EPPIC, Inc. All Rights Reserved EPP 04 10/1/02Page 30
EPPIC Inc.Achieve Peak Performance
Targeting EPPI Process: Deriving Environmental Asset EnablersTargeting EPPI Process: Deriving Environmental Asset Enablers
Facilities/Grounds MatrixFacilities/Grounds Matrix
GFEDCBAExtentH/M/L
Volatility H/M/L
DifficultyH/M/L
Criticality H/M/L
Present/Address
P/A
Link to Area of Performance
F/G Item
Facilities/GroundsCategory:
GFEDCBAExtentH/M/L
Volatility H/M/L
DifficultyH/M/L
Criticality H/M/L
Present/Address
P/A
Link to Area of Performance
F/G Item
Facilities/GroundsCategory:
<Company/Client Name><Audience>
Facilities/Grounds Matrix
A =B =C= D=
E =F = G =
A =B =C= D=
E =F = G =
Criticality/Difficulty/Volatility/ExtentH = HighM = MediumL = Low
Codes: Link to Area of Performance
©2002 EPPIC, Inc.
AoP AoP LinkLinkIdentifies the segment of the job where the facilities or grounds enable performance
F/G ItemF/G ItemIdentifies the discrete facilities or grounds item
ExtentExtentThe level of organizational effort required to install/create the facilities or grounds item
VolatilityVolatilityRanks how often and significantly the facilities or grounds will change
DifficultyDifficultyRanks how difficult the facilities or grounds item is to use
CriticalityCriticalityRanks the relationship between having the facilities or grounds and performance mastery
Present/AddressPresent/AddressDenotes whether the facilities or grounds item supports performance 100 percent as is or must be addressed
GFEDCBAExtentH/M/L
Volatility H/M/L
DifficultyH/M/L
Criticality H/M/L
Present/Address
P/A
Link to Area of Performance
F/G Item
Facilities/GroundsCategory:
GFEDCBAExtentH/M/L
Volatility H/M/L
DifficultyH/M/L
Criticality H/M/L
Present/Address
P/A
Link to Area of Performance
F/G Item
Facilities/GroundsCategory:
<Company/Client Name><Audience>
Facilities/Grounds Matrix
A =B =C= D=
E =F = G =
A =B =C= D=
E =F = G =
Criticality/Difficulty/Volatility/ExtentH = HighM = MediumL = Low
Codes: Link to Area of Performance
GFEDCBAExtentH/M/LGFEDCBAExtentH/M/L
Volatility H/M/L
DifficultyH/M/L
Criticality H/M/L
Present/Address
P/A
Link to Area of Performance
F/G Item
Facilities/GroundsCategory:
GFEDCBAExtentH/M/LGFEDCBAExtentH/M/L
Volatility H/M/L
DifficultyH/M/L
Criticality H/M/L
Present/Address
P/A
Link to Area of Performance
F/G Item
Facilities/GroundsCategory:
<Company/Client Name><Audience>
Facilities/Grounds Matrix
A =B =C= D=
E =F = G =
A =B =C= D=
E =F = G =
Criticality/Difficulty/Volatility/ExtentH = HighM = MediumL = Low
Codes: Link to Area of Performance
AoP AoP LinkLinkIdentifies the segment of the job where the facilities or grounds enable performance
F/G ItemF/G ItemIdentifies the discrete facilities or grounds item
ExtentExtentThe level of organizational effort required to install/create the facilities or grounds item
VolatilityVolatilityRanks how often and significantly the facilities or grounds will change
DifficultyDifficultyRanks how difficult the facilities or grounds item is to use
CriticalityCriticalityRanks the relationship between having the facilities or grounds and performance mastery
Present/AddressPresent/AddressDenotes whether the facilities or grounds item supports performance 100 percent as is or must be addressed
EPPI Review – The Enterprise Process Performance Improvement Model Review Guy W. Wallace EPPIC Inc. The Enterprise Process Performance Improvement Consultancy Inc. ©2002 EPPIC, Inc. All Rights Reserved EPP 04 10/1/02Page 31
EPPIC Inc.Achieve Peak Performance
Targeting EPPI Process: Deriving Environmental Asset EnablersTargeting EPPI Process: Deriving Environmental Asset Enablers
Budget/Headcount MatrixBudget/Headcount Matrix
AoP AoP LinkLinkIdentifies the segment of the job where the budget or headcount enables performance
B/H ItemB/H ItemIdentifies the discrete budget or headcount item
ExtentExtentThe level of organizational effort required to install/create the budget or headcount item
VolatilityVolatilityRanks how often and significantly the budget or headcount will change
DifficultyDifficultyRanks how difficult the budget or headcount item is to use
CriticalityCriticalityRanks the relationship between having the budget or headcount and performance mastery
Present/AddressPresent/AddressDenotes whether the budget or headcount item supports performance 100 percent as is or must be addressed
GFEDCBAExtentH/M/L
Volatility H/M/L
DifficultyH/M/L
Criticality H/M/L
Present/Address
P/A
Link to Area of Performance
B/H Item
Budget/Headcount Category:
GFEDCBAExtentH/M/L
Volatility H/M/L
DifficultyH/M/L
Criticality H/M/L
Present/Address
P/A
Link to Area of Performance
B/H Item
Budget/Headcount Category:
<Company/Client Name><Audience>
Budget/Headcount Matrix
A =B =C= D=
E =F = G =
A =B =C= D=
E =F = G =
Criticality/Difficulty/Volatility/ExtentH = HighM = MediumL = Low
Codes: Link to Area of Performance
©2002 EPPIC, Inc.
AoP AoP LinkLinkIdentifies the segment of the job where the budget or headcount enables performance
B/H ItemB/H ItemIdentifies the discrete budget or headcount item
ExtentExtentThe level of organizational effort required to install/create the budget or headcount item
VolatilityVolatilityRanks how often and significantly the budget or headcount will change
DifficultyDifficultyRanks how difficult the budget or headcount item is to use
CriticalityCriticalityRanks the relationship between having the budget or headcount and performance mastery
Present/AddressPresent/AddressDenotes whether the budget or headcount item supports performance 100 percent as is or must be addressed
GFEDCBAExtentH/M/L
Volatility H/M/L
DifficultyH/M/L
Criticality H/M/L
Present/Address
P/A
Link to Area of Performance
B/H Item
Budget/Headcount Category:
GFEDCBAExtentH/M/L
Volatility H/M/L
DifficultyH/M/L
Criticality H/M/L
Present/Address
P/A
Link to Area of Performance
B/H Item
Budget/Headcount Category:
<Company/Client Name><Audience>
Budget/Headcount Matrix
A =B =C= D=
E =F = G =
A =B =C= D=
E =F = G =
Criticality/Difficulty/Volatility/ExtentH = HighM = MediumL = Low
Codes: Link to Area of Performance
GFEDCBAExtentH/M/LGFEDCBAExtentH/M/L
Volatility H/M/L
DifficultyH/M/L
Criticality H/M/L
Present/Address
P/A
Link to Area of Performance
B/H Item
Budget/Headcount Category:
GFEDCBAExtentH/M/LGFEDCBAExtentH/M/L
Volatility H/M/L
DifficultyH/M/L
Criticality H/M/L
Present/Address
P/A
Link to Area of Performance
B/H Item
Budget/Headcount Category:
<Company/Client Name><Audience>
Budget/Headcount Matrix
A =B =C= D=
E =F = G =
A =B =C= D=
E =F = G =
Criticality/Difficulty/Volatility/ExtentH = HighM = MediumL = Low
Codes: Link to Area of Performance
EPPI Review – The Enterprise Process Performance Improvement Model Review Guy W. Wallace EPPIC Inc. The Enterprise Process Performance Improvement Consultancy Inc. ©2002 EPPIC, Inc. All Rights Reserved EPP 04 10/1/02Page 32
EPPIC Inc.Achieve Peak Performance
Targeting EPPI Process: Deriving Environmental Asset EnablersTargeting EPPI Process: Deriving Environmental Asset Enablers
Culture/Consequences MatrixCulture/Consequences Matrix
GFEDCBAExtentH/M/L
Volatility H/M/L
DifficultyH/M/L
Criticality H/M/L
Present/Address
P/A
Link to Area of Performance
C/C Item
Culture/Consequences Category:
GFEDCBAExtentH/M/L
Volatility H/M/L
DifficultyH/M/L
Criticality H/M/L
Present/Address
P/A
Link to Area of Performance
C/C Item
Culture/Consequences Category:
<Company/Client Name><Audience>
Culture/Consequences Matrix
A =B =C= D =
E =F = G =
A =B =C= D =
E =F = G =
Criticality/Difficulty/Volatility/ExtentH = HighM = MediumL = Low
Codes: Link to Area of Performance
©2002 EPPIC, Inc.
AoP AoP LinkLinkIdentifies the segment of the job where the culture or consequences enable performance
C/C ItemC/C ItemIdentifies the discrete culture or consequences item
ExtentExtentThe level of organizational effort required to install/create the culture or consequences item
VolatilityVolatilityRanks how often and significantly the culture or consequences will change
DifficultyDifficultyRanks how difficult the culture or consequences item is to use
CriticalityCriticalityRanks the relationship between having the culture or consequences and performance mastery
Present/AddressPresent/AddressDenotes whether the culture or consequences item supports performance 100 percent as is or must be addressed
GFEDCBAExtentH/M/L
Volatility H/M/L
DifficultyH/M/L
Criticality H/M/L
Present/Address
P/A
Link to Area of Performance
C/C Item
Culture/Consequences Category:
GFEDCBAExtentH/M/L
Volatility H/M/L
DifficultyH/M/L
Criticality H/M/L
Present/Address
P/A
Link to Area of Performance
C/C Item
Culture/Consequences Category:
<Company/Client Name><Audience>
Culture/Consequences Matrix
A =B =C= D =
E =F = G =
A =B =C= D =
E =F = G =
Criticality/Difficulty/Volatility/ExtentH = HighM = MediumL = Low
Codes: Link to Area of Performance
GFEDCBAExtentH/M/LGFEDCBAExtentH/M/L
Volatility H/M/L
DifficultyH/M/L
Criticality H/M/L
Present/Address
P/A
Link to Area of Performance
C/C Item
Culture/Consequences Category:
GFEDCBAExtentH/M/LGFEDCBAExtentH/M/L
Volatility H/M/L
DifficultyH/M/L
Criticality H/M/L
Present/Address
P/A
Link to Area of Performance
C/C Item
Culture/Consequences Category:
<Company/Client Name><Audience>
Culture/Consequences Matrix
A =B =C= D =
E =F = G =
A =B =C= D =
E =F = G =
Criticality/Difficulty/Volatility/ExtentH = HighM = MediumL = Low
Codes: Link to Area of Performance
c.
AoP AoP LinkLinkIdentifies the segment of the job where the culture or consequences enable performance
C/C ItemC/C ItemIdentifies the discrete culture or consequences item
ExtentExtentThe level of organizational effort required to install/create the culture or consequences item
VolatilityVolatilityRanks how often and significantly the culture or consequences will change
DifficultyDifficultyRanks how difficult the culture or consequences item is to use
CriticalityCriticalityRanks the relationship between having the culture or consequences and performance mastery
Present/AddressPresent/AddressDenotes whether the culture or consequences item supports performance 100 percent as is or must be addressed
EPPI Review – The Enterprise Process Performance Improvement Model Review Guy W. Wallace EPPIC Inc. The Enterprise Process Performance Improvement Consultancy Inc. ©2002 EPPIC, Inc. All Rights Reserved EPP 04 10/1/02Page 33
EPPIC Inc.Achieve Peak Performance
A lot of data . . .A lot of data . . .
Analysis Data Used for Targeting for EPPI IIAnalysis Data Used for Targeting for EPPI II
22-- The Human Asset EnablersThe Human Asset EnablersHumans 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
�Awareness, knowledge, skills�Physical attributes�Psychological attributes�Intellectual attributes�Values
What is required depends on both the performance requirements and the environmental supports available
What is required depends on both the performance requirements and the environmental supports available
33-- The Environmental Asset EnablersThe Environmental Asset EnablersThe environment provides several types of enabling assets for the humans to use while performing the job; these include�Data/Information�Materials/Supplies�Tools/Equipment�Facilities/Grounds�Budget/Headcount�Culture/Consequences
What is required depends on both the performance requirements and the human capabilities available
What is required depends on both the performance requirements and the human capabilities available
C
S
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C
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C
S
L
C
S
L
C
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C
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<=Process
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oces
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Environmental Asset Requirements
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Role1
Process Map View Performance Model ViewArea of Performance:
KeyOutputs
KeyTasks
Roles/Responsibilities1 2 3 4 5
TypicalPerf. Gaps
Prob. GapCause
dEdKdI
Role:
Area of Performance:Key
OutputsKey
TasksRoles/Responsibilities1 2 3 4 5
TypicalPerf. Gaps
Prob. GapCause
dEdKdI
Role:
Role2
Role3
Role4
Role5
<=
3 Key EPPI Components: 13 Key EPPI Components: 1-- The Process The Process The Process itself must be “designed to deliver” and meet the desired metrics.
What is required depends on the outputs to be produced, and the
required metrics
What is required depends on the outputs to be produced, and the
required metrics
EPPI Review – The Enterprise Process Performance Improvement Model Review Guy W. Wallace EPPIC Inc. The Enterprise Process Performance Improvement Consultancy Inc. ©2002 EPPIC, Inc. All Rights Reserved EPP 04 10/1/02Page 34
EPPIC Inc.Achieve Peak Performance
Assessing Existing Systems for EPPI HAMS & EAMS Assessing Existing Systems for EPPI HAMS & EAMS
Internal Enterprise ResponsibilitiesInternal Enterprise Responsibilities
Reward & Recognition Reward & Recognition SystemsSystems
H7
Compensation & Compensation & Benefits SystemsBenefits Systems
H6
Performance Appraisal Performance Appraisal & Management & Management SystemsSystems
H5
Training & Training & Development SystemsDevelopment Systems
H4
Recruiting & Selection Recruiting & Selection SystemsSystems
H3
Staffing & Succession Staffing & Succession Planning SystemsPlanning Systems
H2
Organization & Job Organization & Job Redesign SystemsRedesign Systems
H1
Contact NameContact NameInternal “Supplier Organizations”Internal “Supplier Organizations”EPPI HAMS EPPI HAMS System LabelSystem Label##
EPPI Review – The Enterprise Process Performance Improvement Model Review Guy W. Wallace EPPIC Inc. The Enterprise Process Performance Improvement Consultancy Inc. ©2002 EPPIC, Inc. All Rights Reserved EPP 04 10/1/02Page 35
EPPIC Inc.Achieve Peak Performance
Assessing Existing Systems for EPPI HAMS & EAMS Assessing Existing Systems for EPPI HAMS & EAMS
Internal Enterprise ResponsibilitiesInternal Enterprise Responsibilities
Culture & Culture & Consequence Consequence SystemsSystems
E6
Financial Financial SystemsSystems
E5
Facilities & Facilities & Grounds SystemsGrounds Systems
E4
Tools & Equipment Tools & Equipment SystemsSystems
E3
Materials & Materials & Supplies SystemsSupplies Systems
E2
Data & Information Data & Information SystemsSystems
E1
Contact NameContact NameInternal “Supplier Organizations”Internal “Supplier Organizations”EPPI EAMS EPPI EAMS System LabelSystem Label##
EPPI Review – The Enterprise Process Performance Improvement Model Review Guy W. Wallace EPPIC Inc. The Enterprise Process Performance Improvement Consultancy Inc. ©2002 EPPIC, Inc. All Rights Reserved EPP 04 10/1/02Page 36
EPPIC Inc.Achieve Peak Performance
Key Targeting EPPI MeetingsKey Targeting EPPI Meetings
Analysis Team Plus Others: TBD from “Internal Systems”
Implementation Planning Team
PST MembersPhase 4 PST
PST MembersPhase 3 PST
Extended Design Team RepsDesign Review Team
Analysis Team SubsetDesign Team
Extended Analysis Team RepsAnalysis Review Team
PST MembersPhase 2 PST
Master Performers/SMEs
Analysis Team
PST MembersPhase 1 PSTLocationDatesTarget ParticipantsProject Meeting
EPPI Review – The Enterprise Process Performance Improvement Model Review Guy W. Wallace EPPIC Inc. The Enterprise Process Performance Improvement Consultancy Inc. ©2002 EPPIC, Inc. All Rights Reserved EPP 04 10/1/02Page 37
EPPIC Inc.Achieve Peak Performance
PostPost--Targeting Targeting
EPPI Intervention InitiativesEPPI Intervention Initiatives
After a Stage I-Targeting EPPI project, follow-on Stage II- efforts will develop/deploy “Interventions Initiatives” that have been forecasted to provide a sufficient ROI
EPPI Stage II EPPI Stage II -- EPPI Intervention InitiativesEPPI Intervention Initiatives
Sim
ple
Impr
ovem
ent
Inte
rven
tion
Initi
ativ
e
Com
plex
Im
prov
emen
t In
terv
entio
n In
itiat
ive
ABC
C
B
A
C
B
A
ABC
C
B
A
ABC ABC
C
B
AMacro Project
Planning
Analysis Design
Design Integration
& Test
Development
Development Integration &
Test Pilot Test
Revision & Release
Phase
1ProjectPlanning &Kick-off
Phase
2Analysis
Phase
3Design
Phase
4Development/ Acquisition
Phase
5Pilot Test
Phase
6Revision & Release
©2001 EPPIC, Inc.
©2001 EPPIC, Inc.
EPPI Review – The Enterprise Process Performance Improvement Model Review Guy W. Wallace EPPIC Inc. The Enterprise Process Performance Improvement Consultancy Inc. ©2002 EPPIC, Inc. All Rights Reserved EPP 04 10/1/02Page 38
EPPIC Inc.Achieve Peak Performance
EPPI Stage II EPPI Stage II ––
Intervention InitiativesIntervention Initiatives
There are 3 types of invention initiative “targets” from Stage I:
1- Process- the process and it’s metrics may need to be better specified and the process redesigned to meet those requirements specs
2- Human Asset Management Systems- the individual “human asset management systems” and their outputs and processes and metrics may need to be “better specified” and their “processes redesigned” to meet those new requirements specs
3- Environmental Asset Management Systems- the individual “environmental asset management systems” and their outputs and processes and metrics may need to be “better specified” and their “processes redesigned” to meet those new requirements specs
EPPI Review – The Enterprise Process Performance Improvement Model Review Guy W. Wallace EPPIC Inc. The Enterprise Process Performance Improvement Consultancy Inc. ©2002 EPPIC, Inc. All Rights Reserved EPP 04 10/1/02Page 39
EPPIC Inc.Achieve Peak Performance
11-- ProcessProcess
The Targeted Process and it’s metrics may need to be
1. Better specified in terms of it’s deliverables and process metrics: customer requirements and specifications, and all other key stakeholder requirements and specifications, and then…
2. Redesigned the Process, to meet those “requirements specs” of the customer, other stakeholders and the “process owners” requirements. This redesign should be done by/with the customer and key stakeholders
The Process are typically Customer systems, under
their own control, needing to meet various stakeholder
requirements as a supplier in a larger “value chain”
The Process are typically Customer systems, under
their own control, needing to meet various stakeholder
requirements as a supplier in a larger “value chain”
Human Asset RequirementsHuman Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Human Asset RequirementsHuman Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Human Asset RequirementsHuman 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
<=
Human Asset RequirementsHuman Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Human Asset RequirementsHuman Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Human Asset RequirementsHuman Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Human Asset RequirementsHuman Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Process Map
Performance Model
Process Map
Performance Model
Performance Model
Process Map
Performance Model
Process Map
Performance Model
Performance Model
Performance Model
Performance Model=
EPPI Review – The Enterprise Process Performance Improvement Model Review Guy W. Wallace EPPIC Inc. The Enterprise Process Performance Improvement Consultancy Inc. ©2002 EPPIC, Inc. All Rights Reserved EPP 04 10/1/02Page 40
EPPIC Inc.Achieve Peak Performance
22-- Human Asset Management SystemsHuman Asset Management Systems
Individual “Human Asset Management Systems” and their outputs and processes and metrics may need to be “better specified” and their “processes redesigned” to meet those new requirements specs. HAMS are typically owned by HR-typefunctions.
HAMHAM Systems & ProcessesSystems & 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
EPPI Review – The Enterprise Process Performance Improvement Model Review Guy W. Wallace EPPIC Inc. The Enterprise Process Performance Improvement Consultancy Inc. ©2002 EPPIC, Inc. All Rights Reserved EPP 04 10/1/02Page 41
EPPIC Inc.Achieve Peak Performance
Targeting Improvements to Targeting Improvements to HAM Systems for ROIHAM Systems for ROIHAMSHAMS –– HHuman uman AAsset sset MManagement anagement SSystemsystems
Human Asset RequirementsHuman Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Human Asset RequirementsHuman Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Human Asset RequirementsHuman 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
<=
Human Asset RequirementsHuman Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Human Asset RequirementsHuman Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Human Asset RequirementsHuman Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Human Asset RequirementsHuman Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Process Map
Performance Model
Process Map
Performance Model
Performance Model
Process Map
Performance Model
Process Map
Performance Model
Performance Model
Performance Model
Performance Model=
Knowledge/Skills
Attributes/Values
HAM SHAM Systems & Processesystems & 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
PerformancePerformance--based Human Asset Requirementsbased Human Asset Requirements
The HAMS are typically HRsystems, but their specific
“organization responsible” configuration varies from
enterprise to enterprise; they address the following
The HAMS are typically HRsystems, but their specific
“organization responsible” configuration varies from
enterprise to enterprise; they address the following
What is required depends on both the performance requirements and the environmental supports available
What is required depends on both the performance requirements and the environmental supports available
�
EPPI Review – The Enterprise Process Performance Improvement Model Review Guy W. Wallace EPPIC Inc. The Enterprise Process Performance Improvement Consultancy Inc. ©2002 EPPIC, Inc. All Rights Reserved EPP 04 10/1/02Page 42
EPPIC Inc.Achieve Peak Performance
33-- Environmental Asset Management SystemsEnvironmental Asset Management Systems
Individual “Environmental Asset Management Systems” and their outputs and processes and metrics may need to be “better specified” and then,a as necessary, their “processes redesigned” to meet those new requirements specs
EAM Systems & ProcessesEAM Systems & Processes
Information & Data Systems
Materials & Supplies Systems
Tools & Equipment Systems
Financial Systems
Facilities & Grounds Systems
Culture &Consequence Systems
EPPI Review – The Enterprise Process Performance Improvement Model Review Guy W. Wallace EPPIC Inc. The Enterprise Process Performance Improvement Consultancy Inc. ©2002 EPPIC, Inc. All Rights Reserved EPP 04 10/1/02Page 43
EPPIC Inc.Achieve Peak Performance
Targeting Improvements to Targeting Improvements to EAM Systems for ROIEAM Systems for ROI
PerformancePerformance--based Environmental Asset Enablersbased Environmental Asset Enablers
EAM SEAM Systems & Processesystems & Processes
Information & Data Systems
Materials & Supplies Systems
Tools & Equipment Systems
Financial Systems
Facilities & Grounds Systems
Culture &Consequence Systems
Human Asset RequirementsHuman Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Human Asset RequirementsHuman Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Human Asset RequirementsHuman 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
<=
Human Asset RequirementsHuman Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Human Asset RequirementsHuman Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Human Asset RequirementsHuman Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Human Asset RequirementsHuman Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Process Map
Performance Model
Process Map
Performance Model
Performance Model
Process Map
Performance Model
Process Map
Performance Model
Performance Model
Performance Model
Performance Model=
Data/Information
Facilities/Grounds
Materials/Supplies
Culture/ Consequences
Tools/Equipment/ Machinery Budget/Headcount
EAMSEAMS –– EEnvironmental nvironmental AAsset sset MManagement anagement SSystemsystems
The EAMS are non-HR systems in control of by the customer; EAMS “organization responsible” configurations are unique to a particular company, but include:
What is required depends on both the performance requirements and the
human capabilities available
What is required depends on both the performance requirements and the
human capabilities available
�
EPPI Review – The Enterprise Process Performance Improvement Model Review Guy W. Wallace EPPIC Inc. The Enterprise Process Performance Improvement Consultancy Inc. ©2002 EPPIC, Inc. All Rights Reserved EPP 04 10/1/02Page 44
EPPIC Inc.Achieve Peak Performance
2 Stages of EPPI2 Stages of EPPI
EPPI Stage I- Targeting EPPI� Where initial, quick investigations are made to assess problems/opportunities to
assess for “worth” or value in terms of ROI and Value Add
EPPI Stage II- EPPI Intervention Initiatives� Where those targets deemed worthy in terms of their potential ROI and Value Add
are systematically addressed and improved, by working on “one, two, or all three key variables”
Phase
1ProjectPlanning &Kick-off
Phase
2Analysis
Phase
3Design
Phase
4Development/ Acquisition
Phase
5Pilot Test
Phase
6Revision & Release
©2001 EPPIC, Inc.
Phase2 Current-
State Analysis
Phase2 Current-
State Analysis
Phase3 Future-
State Design
Phase3 Future-
State Design
Phase4 Implementation
Planning
Phase4 Implementation
Planning
Phase1 Project
Planning &Kick-off
Phase1 Project
Planning &Kick-off
©2001 EPPIC, Inc.
EPPI Review – The Enterprise Process Performance Improvement Model Review Guy W. Wallace EPPIC Inc. The Enterprise Process Performance Improvement Consultancy Inc. ©2002 EPPIC, Inc. All Rights Reserved EPP 04 10/1/02Page 45
EPPIC Inc.Achieve Peak Performance
The EPPI MODEL of 3 Key VariablesThe EPPI MODEL of 3 Key Variables
C
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C
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L
C
S
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C
S
L
C
S
L
C
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C
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Performance Model
<=Process Map
Lead
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ip
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Pr
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stem
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Proc
esse
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tem
s &
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s
Attributes/Values
Knowledge/Skills
Human Asset Requirements
Environmental Asset Requirements
Facilities/Grounds
Tools/Equipment
Materials/Supplies
Data/Information
Budget/Headcount
Culture/Consequences
Role1
Process Map View Performance Model ViewArea of Performance:
KeyOutputs
KeyTasks
Roles/Responsibilities1 2 3 4 5
TypicalPerf. Gaps
Prob. GapCause
dEdKdI
Role:
Area of Performance:Key
OutputsKey
TasksRoles/Responsibilities1 2 3 4 5
TypicalPerf. Gaps
Prob. GapCause
dEdKdI
Role:
Role2
Role3
Role4
Role5
<=
3 Key EPPI variables to be improved/managed:3 Key EPPI variables to be improved/managed:11-- The Process The Process The Process itself must be “designed to deliver” and meet the desired/required metrics.
22-- The Human Asset EnablersThe Human Asset EnablersHumans 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
�Awareness, knowledge, skills�Physical attributes�Psychological attributes�Intellectual attributes�Values
33-- The Environmental Asset EnablersThe Environmental Asset EnablersThe environment provides several types of enabling assets for the humans to use while performing the job; these include
�Data/Information�Materials/Supplies�Tools/Equipment�Facilities/Grounds�Budget/Headcount�Culture/Consequences
EPPI Review – The Enterprise Process Performance Improvement Model Review Guy W. Wallace EPPIC Inc. The Enterprise Process Performance Improvement Consultancy Inc. ©2002 EPPIC, Inc. All Rights Reserved EPP 04 10/1/02Page 46
EPPIC Inc.Achieve Peak Performance
EPPI is a methodologyEPPI is a methodology--setset for:for:
EEnterprise nterprise PProcessrocessPPerformanceerformanceIImprovementmprovement
EPPI Review – The Enterprise Process Performance Improvement Model Review Guy W. Wallace EPPIC Inc. The Enterprise Process Performance Improvement Consultancy Inc. ©2002 EPPIC, Inc. All Rights Reserved EPP 04 10/1/02Page 47
EPPIC Inc.Achieve Peak Performance
Guy W. Wallace, CPTGuy W. Wallace, CPTGuy has been in the performance improvement field since 1979 and a consultant to government and industry since 1982. His extensive client list includes many Fortune 500 firms. Many are repeat customers. He has analyzed and developed training & development and non-instructional performance improvement interventions for almost every type of business function and process. He has won awards for his instructional design work.
Guy is the author of three books, more than 30 articles, and has presented more than 50 times at international conferences and chapters of the International Society for Performance Improvement (ISPI), the American Society for Training & Development (ASTD), and at the Conference for Nuclear Training & Education, IEEE and Lakewood Conferences.
He was the treasurer and an executive director on the 1999–2000 board of ISPI, and was recently elected President of ISPI for the year 2003-2004.
Guy is a Certified Performance Technologist (CPT).
Guy’s Consulting ClientsGuy’s Consulting ClientsGuy’s Consulting ClientsGuy’s Consulting Clients
2000200020002000————todaytodaytodaytoday
Eli Lilly, Fireman’s Fund Insurance, General Motors, GTE, Johnson Controls, Siemens Building Technologies, and Verizon.
1990199019901990————1999199919991999
Abbott, ALCOA Labs, Alyeska Pipeline Services Company, American Management Systems, Amoco, AT&T Network Systems, Bandag, Bank ofAmerica, Baxter, Bellcore Tech, British Petroleum-America, Burroughs, CCH, Data General, Detroit Ball Bearing, Digital Equipment Company, Discover Card, Dow Chemical, EDS, Eli Lilly, Ford, General Dynamics, General Motors, H&R Block, HP, Illinois Bell, Imperial Bondware, MCC Powers, NCR, Novacor, Occidental Petroleum Labs, Spartan Stores, Sphinx Pharmaceuticals, Square D Company, and Valuemetrics.
1982198219821982————1989198919891989
ALCOA Labs, Ameritech, Amoco, Arthur Anderson, AT&T Communications, AT&T Microelectronics, AT&T Network Systems, Baxter, Burroughs, Channel Gas Industries/Tenneco, Dow Chemical, Exxon, Ford, General Dynamics, HP, Illinois Bell, MCC Powers, Motorola, Multigraphics, NASA, Northern Telecom, Northern Trust Bank, and Westinghouse Defense Electronics.
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