1 Projects, Process, and Performance Measurement Chapter 2.

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Projects, Process, and Performance Measurement

Chapter 2

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Chapter 2: Goal

Understand and use the principles of project management, process mapping, and performance measures in creating an enterprise architecture.

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Networks and Network Security

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Network Basic Concepts

Computer networks allow computers to share: Information Resources

Printers Disk arrays Backup tape systems Access to other networks and Internet

Reference: NLECTC, “A Guide to Applying Technology for Law Enforcement”

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Local Area Network (LAN)Three Functional Segments: The Servers

Workstations (users or “client” computers)

LAN infrastructure or transmission medium: Ethernet is dominant networking technology Protocol (transmission language), TCP/IP

typical Cabling Hubs/switches/routers for traffic control and

coordination

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Network InfrastructureSmall Ethernet Network

NLECTC, “A Guide to Applying Technology for Law Enforcement” p. 28

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Network Security

A Wide Area Network (WAN) interconnects Local Area Networks. The WAN can be located entirely in a local geographic region or may be interconnected around the world.

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Network Infrastructure Wide Area Network (WAN)

Large Ethernet Network

NLECTC, “A Guide to Applying Technology for Law Enforcement” p. 29

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Security RequirementsBasic Model User authentication Confidentiality Data origin authentication Data integrity Non-repudiation (proof of sender’s ID and

delivery) Availability - security that does not hinder

authorized use

Reference: USGAO Executive Guide to Information Security Management

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Security Components (Technology vs. Policy)

Firewalls to protect information systems and assets

Disable writing to/booting from disk Access control mechanisms

(biometrics/smart card) Virus protection software Encryption software/hardware Public Key Infrastructure for

authentication

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Costs and Architecture Issues Servers must be adequate in speed and

capacity to support the mission – plan for growth.

Mobile access will increase requirements for network computing capacity.

Routers/hubs/switches will be critical in maintaining network viability.

Enterprise architecture will determine hardware/software requirements.

Wireless issues (including security)

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Project Management

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Typical Scenario

Step 1: Identifying a problem Step 2: What “quick fix” can we

purchase to solve the problem

Step 3: Make a purchase and HOPE it solves the problem

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There Is a Difference Between Automation and Reengineering

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Project Manager

Develops a sequence of steps for project planning

Creates the budget Develops implementation plan Keeps all stakeholders on task Develops training timelines

including the costs of training

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Project Management

Having a well-written and comprehensive strategic plan and a history of good project

management is your strongest selling point in acquiring the

necessary funding for IT projects.

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10 Things You Need to Know About Project Management

1. Planning, planning, planning.2. Did I mention to create a sound plan?3. What are other jurisdictions doing well?

How did they do it?4. Do not completely rely on subordinates

to make all of your IT decisions.5. Factor internal and external political

considerations and priorities of current administration.

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10 Things You Need to Know About Project Management

6. Find experts you can trust.7. Have a contingency plan available in

case unanticipated obstacles surface.8. Don’t be a guinea pig. Do not buy

into any “Bleeding Edge” technology.9. Check out the vendors.10. Know the questions to ask in advance

and know the answers as they apply to your organization.

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Process and Process Mapping

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Design Process

What can we do better? (antiquated process, redundant workflow, inadequate controls)

How can we do it better? (don’t get caught up in ‘analysis to paralysis’)

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Mapping FlowchartAnalysis

Time per event (How long do we spend performing a task?)

Identify duplication of efforts (Eliminate redundant work)

Identify unnecessary tasks Identify areas where process can

be streamlined

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Process Mapping

1. Determine “As Is” status of process

2. Determine “Should Be” map of streamlined process

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Managing Criminal Justice Technology

Last and Best – Day 1

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Performance Measurement Tools for Justice Information Technology Projects

Center for Society & Law & JusticeFaculty

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Performance Measurement Tools for Justice IT Projects

Grant # 2002LD-BX K002Grant # 2002LD-BX K002

A CSLJ ongoing projectA CSLJ ongoing projectFunded by the Funded by the

Bureau of Justice AssistanceBureau of Justice Assistance

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Project Background and Purpose

This project is designed to identify and validate an inventory of

performance measures appropriate for justice information technology projects and develop

field-friendly performance measurement tools.

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Fact: There is an increasing focus on measuring performance in both government and industry.

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Fact: The demand for performance measures in law enforcement and criminal justice settings is high.

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Question:

Why do you think there is currently a high demand for performance measurement in law enforcement and criminal justice settings?

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Some Reasons Why There is a High Demand for Performance Measures

Performance measurement is increasingly being mandated

Tight budgets There is a need to justify

expenditures

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Problem: Even though the demand for performance measures in law enforcement and criminal justice settings is high, technology integration projects are not in advanced stages of performance measurement.

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Question:

What are some of the unique challenges or “road blocks” to performance measurement?

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Some Unique Challenges or “Road Blocks” to Performance Measurement

Many people are unfamiliar with performance measurement or reluctant to use it.

Measurements are imposed from the outside.

Most measures are not outcome oriented.

Existing measures are not sufficient.

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A Definition of Performance Measures

Performance Measures: a particular value or characteristic used to objectively measure results. This means using valid and reliable indicators.

Valid: Do they truly measure what they are intended to measure?

Reliable: Do they consistently do so ?(Time A, Time B, Time C, etc.)

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A Useful Acronym

Valid performance measures are SMART SMART

SS pecific

MM easurable

AA ccountable

RR esults-Oriented

TT imebound

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The Two “O”s of Performance Measurement

Performance measurement can be defined as the process of routinely measuring the outputs and outcomes produced by a project, thereby allowing one to assess the effectiveness of project investments and activities.

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Outputs and Outcomes: The Logic Model Approach to Performance Measurement

“A program logic model … provides a roadmap of your program, highlighting how it is expected to work, what activities need to come before others, and how desired outcomes are achieved.”

Source: WK Kellogg Foundation Evaluation Handbook (1998)

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ACTIVITIES OUTCOMESINPUTS OUTPUTS

The Logic Model Approach

INPUTS are your resources

OUTPUTS are the product of an activity

OUTCOMES are the consequences of the program/initiative efforts—changes in conditions, attitudes or behavior of individuals or outcomes for agencies and communities, not what the program or initiative itself does.

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ACTIVITIESExample:

Mobile Data

Terminals inPatrol Cars

OUTCOMES

INPUTSExample:Money,

Personnel,Hardware,Software

OUTPUTSMore Rapid

IDof Suspects

Increased public safety


INPUTS are your resources

OUTPUTS are the product of an activity

OUTCOMES are the consequences of the program/initiative efforts—changes in conditions, attitudes or behavior of individuals or outcomes for agencies and communities, not what the program or initiative itself does.

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ACTIVITIES OUTCOMESINPUTS OUTPUTS


When creating performance measures, you can use the Strategic Plan and the Theory of Change to link together the:

Inputs Outputs Outcomes

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The Logic Model Approach Helps You to Define Your Theory of Theory of ChangeChange

A theory of change is a statement of how your program intends to proceed from initial outputs to produce long-term outcomes.

Once you articulate and reach consensus on your theory of change, you can then move on to identify those vital, few performance measures that are aligned with your organization’s mission, goals and objectives.

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Goals

In order to solve these

Problems

Activities

We will do the followingactivities and

Events

Targets

For thesepeople and

for this amount of

time

Initial/Short &

IntermediateTerm

Outcomes

We will know these changeshave occurred

if:___________

Theoryof

Change

This activitywill lead to changes in

these factors__________,which in turnwill lead to

solving theseproblems

LongTerm

Outcomes

We will knowwe are

reachingour goals

if:___________

Thinking Through a Logic Model and Articulating a Theory of Change

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Goals

In order to solve these

Problems

Activities

We will do the followingactivities and

Events

Targets

For thesepeople and

for this amount of

time

Initial/Short &

IntermediateTerm

Outcomes

We will know these changeshave occurred

if:___________

Theoryof

Change

This activitywill lead to changes in

these factors__________,which in turnwill lead to

solving theseproblems

LongTerm

Outcomes

We will knowwe are

reachingour goals

if:___________

A Logic Model and Theory of Change Example

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Developing a Theory of Change

Recommended Process for Surfacing and Articulating a Theory of Change

Use a Focus Group Format Start with Long-term Outcomes Work Backwards Toward Initial Activities Map Required Existing Resources Reconcile Multiple Theories of Change

Adapted from J.P. Connell et al., 1995, “New Approaches to Evaluating Community Initiatives.” Aspen Institute.

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The Logic Model/Theory of Change Method for Developing Performance Measures

Program Logic Model and Chain of Events

Category Program Feature and

Activity

Initial Outcomes

Intermediate Outcomes

Intermediate Outcomes

II

Final Outcomes/Goals

Accomplished

Measures: 1._______2._______3._______4._______

1._______2._______3._______4._______

1._______2._______3._______4._______

1._______2._______3._______4._______

1._______2._______3._______4._______

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Summary: Why Measure Performance? To monitor project implementation Because IT projects are high-risk To demonstrate improvements To correct problems and make

adjustments To ensure accountability To illustrate progress and justify

additional funding for your integration effort

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Some Suggested Steps…1. Invest in Performance Measurement2. Carefully select and form a team3. Identify the Business Process to be mapped4. Specify the logic model using the Theory of

Change method5. Decide the Audience/Level of the Measures6. Keep in mind that the Model should be Plausible,

Doable and Testable7. Reconcile conflicting assumptions among

stakeholders8. Revise and Refine model and corresponding

measures as needed

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IT Integration

Challenges and Issues

propertypersonnel

int’l affairsintelligence

field int incident

admin criminalcase files

traffic

admin patrol

int’l affairsdetectives

homicidenarcotics

CAD CARS

COMSTAT

JAIL

COURTS

OTHERLAW EN

PROSE-CUTOR

DISTATTY

Local PD

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Integration

Sharing data electronically: At key decision points throughout the justice enterprise Across disparate systems and applications, and

agencies and branches Using new or existing systems/applications Share within agency or consortium, or between parties

in other Federal/state/local jurisdictions Civil info and non-justice agencies Public

Reference: SEARCH Group Reports: www.search.org“Integration in Context of Justice Information Systems” –March, 2000.(BJA Monograph)“Justice Information Exchange Model, Final Project Report,” May 2002

http://www.search.org/

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Functional Components of Integration

Automatically Query all levels of databases to assess status of subject

Automatically Push information to another agency based on action at originating agency

Automatically Pull information from other systems Publish regarding people, cases, events and agency

actions Subscribe to a notification service

Reference: SEARCH Group Reports

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Founding Principles of Integration Data capture at originating point Data captured once, used many times Integrated system should be driven by

operational systems of participating agencies (not separate from)

Capabilities for functional components should be constructed as general capabilities of system

Reference: SEARCH Group Reports

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IntegrationManagement Issues

Scope Of Project- Inter, Intra, $

Organizing For Change - Goals

Big Decisions Justice eXchange Data Definition (JXDD) Model –

provides standard, structured, flexible methodology to define exchange points and standards

Leadership responsibilities identified

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IntegrationManagement Issues (cont.)

Development Challenges Organizational Pre-planning Develop a Tech Foundation and Plan Funding Issues (value of partners/consortiums) Field Implementation Long term Oversight Models and Standards – Global JXDD national programs

and models

Reference: BJA Monograph

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IntegrationModels and Standards Federal Enterprise Architecture Framework http://cio.gov

(Federal process and principles)

U.S. DOJ Integration Projects: www.it.ojp.gov Global Justice Information Network www.it.ojp.gov Integrated Justice information Systems (IJIS) www.SEARCH.org XML (Extensible Markup Language is the developing set of

standards for integration)

NASCIO Project - Statewide Architecture and identified models for statewide - www.nascio.org

National Association of State CIO’s

Industry Working Group - www.ijisinstitute.org

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IntegrationTechno-theology Issues

Hardware /Software Interfaces Web-based Technology – XML Standards, Web

services and messaging Gateways (HW/SW Combo) Security Between Systems Legacy Systems - Value Not-Invented-Here Rejections Custom vs COTS/GOTS

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IntegrationLeadership Principles

Standards are critical – see U.S. DOJ projects and programs XML and messaging, with web services – the direction

Justice XML Data Dictionary Model (JXDD) JTF on Rap Sheet Standardization Regional Information Sharing Systems - RISS (Intelligence) Legal XML American Association of Motor Vehicle Administrators (AAMVA)

Drivers license and vehicle registration info. Refer:

www.it.ojp.gov/global www.it.ojp.gov/jsr (Justice Standards Registry) www.iacptechnology.org/LEITSC (Law Enf. Info. Standards Council)

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eXtensible Markup Language (XML)

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eXtensible Markup Language (XML) A structured language for describing an

electronic document sent by one agency to another (e.g. Arrest/Incident Report)

Sets a standard for exchanging information electronically

Establishes an organizing template for the electronic document

Facilitates standards-based data exchange

Reference: www.it.ojp.gov/global

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eXtensible Markup Language (XML) XML specifications do not dictate how

the data is stored in sending or receiving systems

Specifications are broad enough to accommodate jurisdictional differences

Specifications are shared among states and federal justice agencies


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Sample Objects and RelationshipsSample Objects and Relationships

Person

Organization

Agency

Location (address, lat/long, …)

Contact Info (tel, fax, email, …)

Property

Weapon

Vehicle

Other

Incident

Accident

Case

Event

Conviction

Person Organization

Works_for

Affiliated_with

Supervised_by

member_of

leader_of

customer_of

Owns

Arrested_by

Convicted_by

incarcerated_by

booked_by

Person Person

Works_for

Affiliated_with

Supervised_by

leader_of

customer_of

Arrested_by

Convicted_by

incarcerated_by

booked_by

family (father_of)

work (works_for)

seen_with

victim_of

business_partner_of

committed_crime_with

Core Objects RelationshipsRelationships


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Typical Activity Objects

Typical Activity Objects

Doc.xsdDoc.xsd

IncidentRpt

IncidentRpt

BookingRpt

BookingRpt Charge

DocCharge

Doc

CaseFile

CaseFile

ArrestWarrantArrest

WarrantArrest

RptArrest

Rpt

ProtectOrder

ProtectOrder

SentenceOrder

SentenceOrder

ActivityActivity

PersPers

LocLoc

CntCnt

PropPropOrgOrg

??????

DocDocRelateRelate

IncidentIncident

ActivityActivity

InvestigateInvestigate

ArrestArrest

BookBook ConfineConfine

ProsecuteProsecute

IndictIndict AdjudicateAdjudicate SentenceSentence

IncarcerateIncarcerate

BondBond

SuperviseSupervise

ReleaseRelease

ChargeCharge

PardonPardonParoleParole

FineFine


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eXtensible Markup Language (XML)


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What Standards Are Being Applied?

What Standards Are Being Applied?

XML.gov Draft Federal XML Schema Developer’s Guide (04/02)

ISO / IEC 11179 Specification & Standardization of Data Elements

UN / CEFACT ebXML Core Components Technical Spec 1.85 (09/02)

FBI Electronic Fingerprint Transmission Spec v7 (01/99)

ANSI / NIST Data Format for Interchange of Fingerprint, Facial, & SMT

OASIS XML Common Biometrics Format Committee (09/02)

Dept of Navy Draft XML Registry Requirements (09/02)

DoD DoD 5015.2-STD Design Criteria Std for E-RMS Apps (06/02)

W3C XML Schema Specification (05/01)

W3C RDF and RDF Schema Specification (02/99)


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What Requirement Sources Are Used?

What Requirement Sources Are Used?

SPONSOR SOURCE DOCUMENTS / SPECIFICATIONS

Global ISWG Reconciliation Data Dictionary (RDD) v1.0.0JTF for ICHTS Rap Sheet v2.2 schemaRISS RISSIntel v2.0 schemaLegalXML CourtFiling v1.1 DTDAAMVA Driver History v1.02 schema

NIJ InfoTech v2.0 Data Dictionary and schemaLA County CA Incident Report schema

SEARCH Justice Info Exchange Model (JIEM) data setsLegalXML Arrest Warrant schemaLegalXML Charging Document schemaLegalXML Sentencing Order schemaMinnesota CriMNet v1.0 Data Dictionary and schema

NCSC Data element spreadsheets (civil, criminal, juvenile)Maricopa Co AZ ICJIS Data Dictionary v1.3CISA Southwest Border States DD (TX, AZ, NM)FBI NCIC 2000 Data Dictionary and Code TablesNIBRS Incident Report schema


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Traditional Data Exchanges

YourSystems

Access DB

Legacy Systems

CustomExport

One-to One

$$$

VENDORS

$$$

TheirSystems

CustomImport

One-to-One

SQL DB

Paradox DB

DB2 DB

Oracle DB

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XML Data Exchanges Your DataElements

NameDOBAddressCrime LocationGang InfoAlias NameScarsMarksTattoosPhotoSSN #Date of Arrest

XML

VALIDATION

JXDDMODEL

Data They Want

NameGang InfoDate of ArrestDOBPhotoSSN #Crime LocationTattoos

YourSystems

TheirSystems

NotApplicable

OracleAccessParadoxDB2SQLLegacy

NotApplicable

OracleAccessParadoxDB2SQLLegacy

propertypersonnel

int’l affairsintelligence

field int incident

admin criminalcase files

traffic

admin patrol

int’l affairsdetectives

homicidenarcotics

CAD CARS

COMSTAT

JAIL

COURTS

OTHERLAW EN

PROSE-CUTOR

DISTATTY

Local PD

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XML JXDD Vision Police DataElements

NameDOBAddressCrime LocationGang InfoAlias NameScarsMarksTattoosPhotoSSN #Date of Arrest

XML

VALIDATION

JXDDMODEL

Data They Want

NameGang InfoDate of ArrestDOBPhotoSSN #Crime LocationTattoos

LawEnforcement

OtherAgencies

NotApplicable

OracleAccessParadoxDB2SQLLegacyCADRMSJMS

NotApplicable

ProbationCourtsParoleStateFedsJailCountyPublic DefenderDistrict AttorneySheriffOther PoliceVictim Crime Brd.

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Break

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Privacy and Ethical Concerns Privacy and information systems as a

national concern Issues: What types of information may be

reasonably maintained within criminal justice information systems?

Who should have access to this information?

Emerging legal standards Technology based solutions: privacy filters

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Lunch Next Topic: Solution Design & Proje

ct Management

1 Projects, Process, and Performance Measurement Chapter 2.

Documents

network security slide

authentication slide

problem slide

project management slide

coordination slide

reengineering slide

law enforcement slide

costs of training slide