Analysis for EPPI

The Big Picture of EPPIThe Big Picture of EPPI

The Human Asset EnablersThe Human Asset Enablers

Humans bring several types of attributes/capabilities to the enterprise processes that they work in and to the environmental assets that they work with; these are

Awareness, knowledge, skillsPhysical attributesPsychological attributes Intellectual attributesValues

What is required depends on both the performance requirements and the environmental supports available

The Environmental Asset EnablersThe Environmental Asset Enablers

The environment provides several types of enabling assets for the humans to use while performing the job; these include

Data/InformationMaterials/SuppliesTools/EquipmentFacilities/GroundsBudget/HeadcountCulture/Consequences

What is required depends on both the performance requirements and the

human capabilities available

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

ers

hi

p

Syste

ms

&

Pro

cesses

Co

re

Syste

ms

&

Pro

cesses

Su

pp

ort

S

yste

ms

&

Pro

cesses

Attributes/Values

Knowledge/Skills

Human Asset Requirements

Environmental Asset Requirements

Facilities/Grounds

Tools/Equipment

Materials/Supplies

Data/Information

Budget/Headcount

Culture/Consequences

Role

1

Process Map View Performance Model View

Area of Performance:

KeyOutputs

KeyTasks

Roles/Responsibilities

1 2 3 4 5

TypicalPerf. Gaps

Prob. GapCause

dEdKdI

Role:


KeyOutputs

KeyTasks


1 2 3 4 5

TypicalPerf. Gaps

Prob. GapCause

dEdKdI

Role:

Role

2Role

3Role

4Role

5

<=

The ProcessThe Process

The process must be designed for efficient delivery to meet stakeholder metrics

Analysis for EPPI – Enterprise Process Performance Improvement All EPPI Methods/Materials ©2002 EPPIC, Inc. May 2003 E-04-03 109 Page 2

EPPIC Inc.Achieve Peak Performance

EPPIC Inc.EPPIC Inc.Achieve Peak Performance

There are 3 Types of There are 3 Types of

Processes within a Processes within a SystemsSystems-bundle-bundle

L

C

S

Leadership

Core

Support

© 2002 EPPIC, Inc.

Leadership Processes lead the system/process-set

Core Processes are the reason for being

Support Processes exist to enable

A System is composed of a bundle of processes, owned by a function

OutputsInputs

measures

Downstream

Processes




Process Stakeholders Process Stakeholders Requirements May Vary Requirements May Vary andand ConflictConflict

GovernmentGovernment

Shareholders/Owners

Shareholders/Owners

Board of DirectorsBoard of Directors

ExecutivesExecutives

ManagementManagement

CustomersCustomers

EmployeesEmployees

SuppliersSuppliers

CommunityCommunity

©2002 EPPIC, Inc.

measuresOutputsInputs

One view of a…One view of a…Stakeholder HierarchyStakeholder Hierarchy

L

C

S

Downstream

Processes




Another View of the Another View of the Enterprise Organizations as Enterprise Organizations as SystemsSystems

L

C

STie

r 1

LEV

EL 1

Tie

r 1

LEV

EL 2

Tie

r 1

LEV

EL 3

Post-Sale Technical Services

In Bound Call Center

L

C

S

L

C

S

© 2002 EPPIC, Inc.

Enterprise

Systems are Bundles of Systems are Bundles of ProcessesProcesses




Another View of the Another View of the Enterprise Organizations as Enterprise Organizations as SystemsSystems

L

C

STie

r 1

LEV

EL 1

Tie

r 1

LEV

EL 2

Tie

r 1

LEV

EL 3

Post-Sale Technical Services


L

C

S

L

C

S

© 2002 EPPIC, Inc.

L

C

S

Enterprise

Systems are Bundles of Systems are Bundles of ProcessesProcesses

Public Relations

EPPI - Tier 1 View




Leadership Leadership Systems/ProcessesSystems/Processes

Leadership SystemsStakeholder Needs Assessment

Strategic Planning

Operational Planning

Results Measurement & Continuous Improvement

Communications

Core Systems

Support Systems

L

C

S

© 2002 EPPIC, Inc.





Core Systems/ProcessesCore Systems/Processes

Leadership Systems

Core SystemsCall Reception and Routing

Call Resolution

Call Follow Up

Support Systems

L

C

S

© 2002 EPPIC, Inc.





Support Systems/ProcessesSupport Systems/Processes

Leadership Systems

Core Systems

Support SystemsProcess Design

Human Resources

Environmental Resources

Special Projects

L

C

S

© 2002 EPPIC, Inc.





2 Types of Process Enablers2 Types of Process EnablersHuman Human andand Environmental Environmental

Knowle

dge/

Skill

sAtt

ribu

tes/

Value

s

Human Asset EnablersL

C

S

Data &

Information

Faciliti

esM

achinery, Equipment, &

Tools

Materials &

Supplies

Consequence

s

Environmental Asset Enablers

(Psy

chol

ogical

,

Phys

ical

,

Inte

llect

ual)

$$$

© 2002 EPPIC , Inc.

L

C

S

L

C

S

EPPI - Tier 3 View




Human AssetsHuman Assets

Human Asset RequirementsHuman Asset RequirementsHuman Asset RequirementsHuman Asset Requirements










Human Asset RequirementsHuman Asset Requirements










Knowledge/Skills

Attributes/Values

Performance-based Human Asset RequirementsPerformance-based Human Asset Requirements

Process Map

Performance Model

Process Map

Performance Model

Process Map

Performance Model

Process Map

Performance Model

Performance Model

>=

Process Map

Performance Model

Process Map

Performance Model

Performance Model

Process Map

Performance Model

Process Map

Performance Model

Performance Model

Performance Model

Performance Model

>=




Improvements to HAM Improvements to HAM SystemsSystems

HAMS – Human Asset Management SystemsHAMS – Human Asset Management Systems































Process Map

Performance Model

Process Map

Performance Model

Process Map

Performance Model

Process Map

Performance Model

Performance Model

>=

Process Map

Performance Model

Process Map

Performance Model

Performance Model

Process Map

Performance Model

Process Map

Performance Model

Performance Model

Performance Model

Performance Model

>=

Knowledge/Skills

Attributes/Values

HAM Systems & ProcessesHAM Systems & Processes

Organization & Job Redesign Systems

Staffing & Succession Planning Systems

Recruiting & Selection Systems

Training & Development Systems

Performance Appraisal & Management Systems

Compensation & Benefits Systems

Reward & Recognition Systems

Performance-based Human Asset RequirementsPerformance-based Human Asset Requirements

The HAMS are typically HR or Human Capital Systems, and their specific configuration varies across an enterprise




Environmental AssetsEnvironmental Assets





















Performance-based Environmental Asset Performance-based Environmental Asset EnablersEnablers

Data/Information

Facilities/Grounds

Materials/Supplies

Culture/ Consequences

Tools/Equipment/ Machinery

Budget/Headcount

Process Map

Performance Model

Process Map

Performance Model

Process Map

Performance Model

Process Map

Performance Model

Performance Model

>=

Process Map

Performance Model

Process Map

Performance Model

Performance Model

Process Map

Performance Model

Process Map

Performance Model

Performance Model

Performance Model

Performance Model

>=




Improvements to EAM Improvements to EAM SystemsSystems

EAMS – Environmental Asset Management Systems





















Performance-based Environmental Asset Performance-based Environmental Asset EnablersEnablers

Data/Information

Facilities/Grounds

EAM Systems & ProcessesEAM Systems & Processes

Information & Data Systems

Materials & Supplies Systems

Tools & Equipment Systems

Financial Systems

Facilities & Grounds Systems

Culture &Consequence Systems

Materials/Supplies

Culture/ Consequences

Tools/Equipment/ Machinery

Budget/Headcount

The EAMS are non-HR systems and their specific configuration varies across an enterprise

Process Map

Performance Model

Process Map

Performance Model

Process Map

Performance Model

Process Map

Performance Model

Performance Model

>=

Process Map

Performance Model

Process Map

Performance Model

Performance Model

Process Map

Performance Model

Process Map

Performance Model

Performance Model

Performance Model

Performance Model

>=




The Targeting EPPI PhasesThe Targeting EPPI Phases

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


Phase

3 Future-State Design

Phase


Phase

4 Implementation Planning

Phase


Phase

1 ProjectPlanning &Kick-off

Phase


©2002 EPPIC, Inc.




Targeting EPPI Targeting EPPI Project Teams and RolesProject Teams and Roles

5 Key EPPI Project Teams

Project Steering

Team

DesignTeamAnalysis

Team

Implementation

Planning Team

ProjectWork Team

A team of key stakeholders that own and control all project decisions and resources

©2002 EPPIC, Inc.

Key master performers (MPs) and subject matter experts (SMEs) provide the real-world inputs for analysis and in-process design and determine the costs of nonconformance

“Internal Supplier” representatives will join AT/DT MPs and SMEs to macroplan and “cost out” the post-Targeting EPPI interventions required

Will facilitate all project activities and meetings

•Includes both Client and EPPIC personnel




Phase 1: Project Planning & Phase 1: Project Planning & Kick-offKick-off

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 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

©2002 EPPIC, Inc.


Phase


Phase

2Phase


Phase

3Phase


Phase

4Phase


Phase


Future-State Design

ImplementationPlanning

Project Planning & Kick-off




Phase 2: Current-State AnalysisPhase 2: Current-State Analysis

Description – An analysis meeting is held with the target population Master Performers (for the current state view) and any Subject Matter Experts (needed for the future state view) to map and model the process and human performance requirements, identify performance gaps, and to systematically derive the enabling human and environmental assets required

Key Outputs – Phase 2 Analysis Team Kick-off Presentation Analysis Report

Process Maps/Performance Models and Enabler Matrices for HAR and EAR and Existing System Assessments

Phase 2 PST Gate Review Meeting Presentation


Phase


Phase

2Phase


Phase

3Phase


Phase

4Phase


Phase

1

©2002 EPPIC, Inc.

Current-State Analysis

Future-State Design






Phase 3: Future-State DesignPhase 3: Future-State Design

Description – A Design Team composed of one to three members from the Analysis Team meets to define the design outputs: Improvement Specifications; subsequently, a Project Steering Team gate review meeting is held to review/modify/approve those outputs and direct Phase 4 efforts

Key Outputs – Phase 3 Design Team Kick-off Presentation Design Document

Target Definitions and Improvement Specifications (for each target) and Improvement Specification Summaries (for each HAM or EAM

System) Phase 3 PST Gate Review Meeting Presentation


Phase


Phase

2Phase


Phase

3Phase


Phase

4Phase


Phase

1

©2002 EPPIC, Inc.


Future-State Design






Phase 4: Implementation Phase 4: Implementation PlanningPlanning

Description – Conduct a meeting with the Implementation Planning Team(s) to do the implementation planning for the priority gaps selected by the PST in the Phase 3 gate review

Key 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


Phase


Phase

2Phase


Phase

3Phase


Phase

4Phase


Phase

1

©2002 EPPIC, Inc.


Future-State Design






Targeting EPPI Targeting EPPI leads toleads to EPPI EPPI I.I.I.I.


Phase

2Current-State Analysis

Phase

2Current-State Analysis

Phase


Phase


Phase

4Implementation Planning

Phase

4Implementation Planning

Phase

1ProjectPlanning &Kick-off

Phase

1ProjectPlanning &Kick-off

©2002 EPPIC, Inc.

Targeting EPPI leads to EPPI Intervention InitiativesTargeting EPPI leads to EPPI Intervention Initiatives

©2002 EPPIC, Inc.

EPPI Intervention Initiative Phases

©2002 EPPIC, Inc.


©2002 EPPIC, Inc.


with predictable investments for predictable returns




Post-Targeting Post-Targeting EPPI Intervention EPPI Intervention InitiativesInitiatives

The follow-on EPPI II efforts can be simple or complex, and will address one to three of the key EPPI variables:1-The Process 2-The Human Assets 3-The Environmental AssetsEPPI Intervention Initiatives

Sim

ple

Im

pro

vem

en

t In

terv

en

tion

In

itia

tive

Com

ple

x

Imp

rovem

en

t In

terv

en

tion

In

itia

tive

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

©2002 EPPIC, Inc.

©2002 EPPIC, Inc.




TAD- Target Audience DataTAD- Target Audience Data

Description (e.g., Role,

Titles, etc.

Background Education/Experience, Approximate Number,

Turnover, etc.

Primary Target Audience __________

Secondary Target Audience __________

Tertiary Target Audience __________




Payroll, Banking, and

Financial Management

Payroll, Banking, and

Financial Management

G.

StaffRecruiting,Selection,

and Training

StaffRecruiting,Selection,

and Training

WorkScheduling

WorkScheduling

A. B.

ProgressiveDiscipline

ProgressiveDiscipline

StoreOperations

StoreOperations

CustomerService

CustomerService

InventoryManagement

InventoryManagement

TMC StoresStore Manager

PERFORMANCE MODELAreas of Performance

C. D. E.

F.

©2002 EPPIC, Inc.

PM- Performance ModelPM- Performance ModelAreas of Performance (AoPs)Areas of Performance (AoPs)

AoPs segment the performance into chunks

Linear performance chunks Nonlinear performance chunks

Example: Convenient Store

ManagerSim

ple

Example




Performance Model ChartPerformance Model Chart

The Performance Model establishes “mastery The Performance Model establishes “mastery performance” as the benchmark criterionperformance” as the 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

©2002 EPPIC, Inc.


• Key Outputs- Measures Key Tasks

Probable GapCause(s)

dEdKdI


1 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

dK

dE

dK

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

©2002 EPPIC, Inc.




dEdKdI


1 2 3 4

dE =deficiency - EnvironmentdK =deficiency - Knowledge/skilldI =deficiency - Individual attribute/

value

Role: 1 =2 =3 =4 =


Form 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



•Interview and select candidates for offer




•Poor choice

•Poor recruiting

•Local economy



dK

dE

dK

dE

Example

Form Design ©2002 EPPIC, Inc. 4/00 Page 1

Area of Performance: A. Staff Recruiting, Selection, and Training



dEdKdI

Roles/Responsibilities1 2 3 4

dE = deficiency - EnvironmentdK = deficiency - Knowledge/skilldI =deficiency - Individual attribute/value

Role: 1 = District Manager2 = Store Manager3 = Assistant Manager4 = Clerk


The Most Convenient StoreStore Manager

Performance Model

• Identify need for additional staff and complete internal paperwork



• Interview and select candidates for offer



• New staff hired- Timely- Qualified


•Poor choice

•Poor recruiting•Local economy



dKdE

dK

dE




Deriving theDeriving 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

Knowle

dge/

Skill

sAtt

ribu

tes/

Value

s





Knowledge/Skill Matrices

Category: Records/ReportsCategory: Tools/Equipment

Category: XYZCategory: ABC

* Plus the knowledge/skill of performance outputs and tasks and roles/responsibilities from the Performance Model

1.Company Policies/Procedures/Practices/Guidelines2.Laws, Regulations, Codes, Agreements, and Contracts3.Industry Standards4.Internal Organizations and Resources5.External Organizations and Resources6.Marketplace Knowledge7.Product/Service Knowledge8.Process Knowledge9.Records, Reports, Documents, and Forms10. 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.

Knowledge/Skill Knowledge/Skill Categories*Categories*




Human Asset Enablers - 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


K/S Item


<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


K/S Item


GFEDCBADepthA/K/S

Volatility H/M/L

DifficultyH/M/L

Criticality H/M/L

Select/TrainS/T


K/S Item



Knowledge/Skill Matrix

A =B =C= D=

E =F = G=

Criticality/Difficulty/VolatilityH = HighM = MediumL = Low

Depth of CoverageA = AwarenessK = KnowledgeS = Skill


GFEDCBADepthA/K/SGFEDCBADepthA/K/S

Volatility H/M/L

DifficultyH/M/L

Criticality H/M/L

Select/TrainS/T


K/S Item





Attribute/ValueMatrices

Category: PsychologicalCategory: Physical

Category: XYZCategory: ABC 18. Psychological Attributes

19. Physical Attributes20. Intellectual Attributes21. Values

©2002 EPPIC, Inc.

Targeting EPPI Process: Deriving Human Asset Enablers Targeting EPPI Process: Deriving Human Asset Enablers

Attribute/Value CategoriesAttribute/Value Categories




Human Asset Enablers Human Asset Enablers MatricesMatrices

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/AccommodateAccommodate

Denotes 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


A/V Item

Attribute/Value Category:

GFEDCBAExtentH/M/L

Volatility H/M/L

DifficultyH/M/L

Criticality H/M/L

Select/Accommodate

S/A


A/V Item

Attribute/Value Category:


Attribute/Value

A =B =C= D=

E =F = G=

Criticality/Difficulty/Volatility/ExtentH = HighM = MediumL = Low






Targeting EPPI Process: Deriving the Targeting EPPI Process: Deriving the

Environmental Asset Environmental Asset EnablersEnablers

There are six kinds of environmental asset enablersData/InformationMaterials/SuppliesTools/Equipment

The environmental asset enablers are systematically derived from the Performance Model

Facilities/GroundsBudget/HeadcountCulture/Consequences

© 2002 EPPIC, Inc.

<=

Process Map

Performance Model D

ata/Information

Facilities/Grounds

Tools/Equipment

Materials/Supplies



Budget/Headcount




Environmental AssetMatrices

Category: Data/InformationCategory: Materials

Category: XYZCategory: ABC 22. Data/Information

23. Materials/Supplies24. Tools/Equipment25. Facilities/Grounds

26. Budget/Headcount 27. Culture/Consequences

©2002 EPPIC, Inc.

Environment Asset Enabler Environment Asset Enabler CategoriesCategories




Example:Example:

Environmental Asset Enabler Environmental Asset Enabler MatricesMatrices

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


D/I Item

Data/Information Category:

GFEDCBAExtentH/M/L

Volatility H/M/L

DifficultyH/M/L

Criticality H/M/L

Present/Address

P/A


D/I Item



Data/Information Matrix

A =B =C= D=

E =F = G=

A =B =C= D=

E =F = G=




DifficultyDifficultyRanks how difficult the data or information item is to use





change



GFEDCBAExtentH/M/L

Volatility H/M/L

DifficultyH/M/L

Criticality H/M/L

Present/Address

P/A


D/I Item


GFEDCBAExtentH/M/L

Volatility H/M/L

DifficultyH/M/L

Criticality H/M/L

Present/Address

P/A


D/I Item




A =B =C= D=

E =F = G=

A =B =C= D=

E =F = G=







change



GFEDCBAExtentH/M/L

Volatility H/M/L

DifficultyH/M/L

Criticality H/M/L

Present/Address

P/A


D/I Item


GFEDCBAExtentH/M/L

Volatility H/M/L

DifficultyH/M/L

Criticality H/M/L

Present/Address

P/A


D/I Item




A =B =C= D=

E =F = G=

A =B =C= D=

E =F = G=



GFEDCBAExtentH/M/LGFEDCBAExtentH/M/L

Volatility H/M/L

DifficultyH/M/L

Criticality H/M/L

Present/Address

P/A


D/I Item


Summary. . .Summary. . .

Analysis Data Used for Analysis Data Used for Targeting EPPITargeting EPPI

The Human Asset EnablersThe Human Asset Enablers

Humans bring several types of attributes/capabilities to the enterprise processes that they work in and to the environmental assets that they work with; these are

Awareness, knowledge, skillsPhysical attributesPsychological attributes Intellectual attributesValues

What is required depends on both the performance requirements and the environmental supports available

The Environmental Asset EnablersThe Environmental Asset Enablers

The environment provides several types of enabling assets for the humans to use while performing the job; these include

Data/InformationMaterials/SuppliesTools/EquipmentFacilities/GroundsBudget/HeadcountCulture/Consequences

What is required depends on both the performance requirements and the

human capabilities available

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

ers

hi

p

Syste

ms

&

Pro

cesses

Co

re

Syste

ms

&

Pro

cesses

Su

pp

ort

S

yste

ms

&

Pro

cesses

Attributes/Values

Knowledge/Skills



Facilities/Grounds

Tools/Equipment

Materials/Supplies

Data/Information

Budget/Headcount


Role

1

Process Map View Performance Model View


KeyOutputs

KeyTasks


1 2 3 4 5

TypicalPerf. Gaps

Prob. GapCause

dEdKdI

Role:


KeyOutputs

KeyTasks


1 2 3 4 5

TypicalPerf. Gaps

Prob. GapCause

dEdKdI

Role:

Role

2Role

3Role

4Role

5

<=

The ProcessThe Process

The process must be designed for efficient delivery to meet stakeholder metrics




EPPI is…EPPI is…

EEnterprisenterprise PProcessrocess

PPerformanceerformance

IImprovementmprovement

andand

EPPICEPPIC is the is theEnterprise Process Performance Improvement Enterprise Process Performance Improvement

ConsultancyConsultancy

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Additional Additional References/ResourcesReferences/Resources

Performance Modeling & Human Asset Enabler Analysis

Lean-ISD via the PACT Processes for Training & Development

Lean-ISD White Paper PACT Facilitation How to Build a Training System That Won’t

Burn Down The Training Factor of the Quality Equation Technology Transfer Using the PACT

Processes for T&D Balancing Conflicting Stakeholder

Requirements Continuous Improvement and Training Managing Human Assets Using a Group Process to Create Models

and Matricessee Resources/Articles at

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“Gopher” more at eppic.biz




About Guy W. Wallace, CPTAbout Guy W. Wallace, CPT

Key Areas of ExpertisePerformance Modeling (PM)

Since 1979, Guy has conducted more than 175 group process Performance Modeling sessions.

Curriculum Architecture DesignSM (CAD)

He has conducted 72 performance-based CAD projects since 1982.

Modular Curriculum DevelopmentSM (MCD)Guy has conducted more than 50 performance-based MCD projects since 1982.

Instructional Activity DevelopmentSM (IAD)He has designed and developed more than two dozen performance-based simulation exercises for performances covering labor relations, high-tech product management, sales, ISD, plus many others.

ISD Project Planning and Management

Guy is the lead author of the lean-ISD methodologies of the PACTSM Processes for T&D.

Group/Team Process and FacilitationGuy has facilitated more than 300 group meetings to accomplish both human performance and business process improvement goals.

Guy has been in the T&D field since 1979 and an ISD/HPT consultant since 1982. His clients include 29 of the current Fortune 500.

He is the author of three books, more than 50 articles, and has presented more than 50 times at international conferences and local chapters.

He is currently the president of ISPI. His biography is listed in Who’s Who in America.Guy is a Certified Performance Technologist.

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