EPPI Review Presentation

Targeting EPPITargeting EPPI Enterprise Enterprise Process Process Performance Performance ImprovementImprovementsmsm

Updated: August 1, 2009Originally Published: February 22, 2002

Prepared by:Guy W. Wallace

EPPI and PACT Methods were licensed by CADDI from Guy W. Wallace (1997-2002)

and are now licensed by EPPIC Inc. All rights reserved.

Targeting EPPI – Enterprise Process Performance Improvement All EPPI Methods/Materials ©2001 CADDI, Inc. February 2002 VER 109 Page 2©2009 EPPIC Inc. Guy W. Wallace, CPT www.eppic.biz

Purpose for Targeting EPPIPurpose for Targeting EPPI

The purpose of a Targeting EPPI project may be to either

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 CADDI, Inc.


Targeting Improvements to Targeting Improvements to Processes and/or Enablers for Processes and/or Enablers for ROIROI

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, 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 EnablersThe 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

Process Map View Performance Model ViewArea of Performance:

KeyOutputs

KeyTasks

Roles/Responsibilities1 2 3 4 5

TypicalPerf. Gaps

Prob. GapCause

dEdKdI

Role:

<=

Role1

Role2

Role3

Role4

Role5


KeyOutputs

KeyTasks


TypicalPerf. Gaps

Prob. GapCause

dEdKdI

Role:

Area of Performance:Key

OutputsKey

TasksRoles/Responsibilities

1 2 3 4 5Typical

Perf. GapsProb. Gap

CausedEdKdI

Role:

<=

Role1

Role2

Role3

Role4

Role5

Role1

Role2

Role3

Role4

Role5

Attributes/ValuesKnowledge/Skills

Human Asset Requirements

Environmental Asset Requirements

Materials/SuppliesTools/EquipmentFacilities/Grounds

Data/Information

Culture/Consequences

Budget/Headcount

©2001 CADDI, Inc.


KeyOutputs

KeyTasks


TypicalPerf. Gaps

Prob. GapCause

dEdKdI

Role:

<=

Role1

Role2

Role3

Role4

Role5


KeyOutputs

KeyTasks


TypicalPerf. Gaps

Prob. GapCause

dEdKdI

Role:


OutputsKey

TasksRoles/Responsibilities

1 2 3 4 5Typical

Perf. GapsProb. Gap

CausedEdKdI

Role:

<=

Role1

Role2

Role3

Role4

Role5

Role1

Role2

Role3

Role4

Role5





Data/Information


Budget/Headcount

CS

LCS

LCS

L

CS

LCS

LCS

LCS

L

Performance Model

>=Process

Map

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Syst

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LCS

LCS

LCS

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Syst

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CS

LCS

LCS

L

CS

LCS

LCS

LCS

LCS

LCS

LCS

L

Performance Model

Performance Model

>=Process

MapProcess

Map

Lead

ersh

ip

Syst

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&

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©2001 CADDI, Inc.


Targeting Improvements to Targeting Improvements to Systems/Processes for ROISystems/Processes for ROI

MacroSystems/Process Maps, Process Maps and Performance Models are created for the “current state” and are used to assess adequacy before deriving the enablers to assess at that level

Process Map View Performance Model View

Area of Performance:

KeyOutputs

KeyTasks

Roles/Responsibilities

1 2 3 4 5

Typical

Perf . Gaps

Prob. Gap

Cause

dEdKdI

Role:

<=

Role

1Role

2Role

3Role

4Role

5



KeyOutputs

KeyTasks


1 2 3 4 5

Typical

Perf . Gaps

Prob. Gap

Cause

dEdKdI

Role:


KeyOutputs

KeyTasks


1 2 3 4 5

Typical

Perf . Gaps

Prob. Gap

Cause

dEdKdI

Role:

<=

Role

1Role

2Role

3Role

4Role

5

Role

1Role

2Role

3Role

4Role

5



KeyOutputs

KeyTasks


1 2 3 4 5

Typical

Perf . Gaps

Prob. Gap

Cause

dEdKdI

Role:

<=

Role

1Role

2Role

3Role

4Role

5



KeyOutputs

KeyTasks


1 2 3 4 5

Typical

Perf . Gaps

Prob. Gap

Cause

dEdKdI

Role:


KeyOutputs

KeyTasks


1 2 3 4 5

Typical

Perf . Gaps

Prob. Gap

Cause

dEdKdI

Role:

<=

Role

1Role

2Role

3Role

4Role

5

Role

1Role

2Role

3Role

4Role

5

C

S

L

C

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C

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Performance Model

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Targeting Improvements to Targeting Improvements to HAM Systems for ROIHAM Systems for ROI

HAMS – Human Asset Management SystemsHAMS – Human Asset Management Systems

Human Asset RequirementsHuman Asset Requirements











Process Map Performance

ModelProcess Map Performance



ModelPerformance

Model>=





















ModelPerformance



ModelPerformance

ModelPerformance

ModelPerformance

Model>=

Knowledge/Skills

Attributes/Values

HAM Systems & ProcessesHAM Systems & ProcessesOrganization & 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 systems, and their specific configuration varies across an enterprise


Targeting Improvements to Targeting Improvements to EAM Systems for ROIEAM Systems for ROI
















ModelPerformance

Model>=





















ModelPerformance



ModelPerformance

ModelPerformance

ModelPerformance

Model>=

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

EAMS – Environmental Asset Management SystemsEAMS – Environmental Asset Management Systems

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


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


©2001 CADDI, Inc.


Project Plan & PERT ChartsProject Plan & PERT ChartsDetails for project phases, task activities, roles/responsibilities, and schedules are Presented in a detailed Project Plan and PERT Chart.

Example


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

©2001 CADDI, Inc.


Phase


Phase

2Phase


Phase

3Phase


Phase

4Phase


Phase


Future-State Design

ImplementationPlanning

Project Planning & Kick-off

Targeting EPPI – Enterprise Process Performance Improvement All EPPI Methods/Materials ©2001 CADDI, Inc. February 2002 VER 109 Page 10

©2009 EPPIC Inc. Guy W. Wallace, CPT www.eppic.biz

Phase 2: Current-State Phase 2: Current-State AnalysisAnalysis


Phase


Phase

2Phase


Phase

3Phase


Phase

4Phase


Phase

1

©2001 CADDI, Inc.

Current-State Analysis

Future-State Design



Description –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 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 *




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

DescriptionDescription – – 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 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


Phase

2Phase


Phase

3Phase


Phase

4Phase


Phase

1

©2001 CADDI, Inc.


Future-State Design





Phase 4: Implementation Phase 4: Implementation PlanningPlanning

Description – 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 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


* 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


Phase


Phase

2Phase


Phase

3Phase


Phase

4Phase


Phase

1

©2001 CADDI, Inc.


Future-State Design





Post-Targeting Post-Targeting

EPPI Intervention InitiativesEPPI Intervention InitiativesAfter 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

In

itia

tive

Com

plex

Im

prov

emen

t In

terv

enti

on

Init

iati

ve

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

©2002 EPPIC, Inc.

©2002 EPPIC, Inc.



Targeting EPPI Targeting EPPI Project Teams and RolesProject Teams and Roles

Five Key Project TeamsFive Key Project TeamsProject

Steering Team

DesignTeam

AnalysisTeam

Implementation

Planning Team

ProjectWork Team

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

©2001 CADDI, 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 CADDI personnel


Targeting the Target Targeting the Target AudiencesAudiences

Description (e.g., Role, Titles, Locations, etc.)

Approximate Number

Primary Target Audience __________

Secondary Target Audience __________

Tertiary Target Audience __________

Note: Primary audiences are the key targets; secondary will be addressed only as they overlap with the primary; and tertiary audiences would not be addressed at all



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 CustomerServiceCustomerService

InventoryManagement

InventoryManagement

TMC StoresStore Manager

PERFORMANCE MODELAreas of Performance

C. D. E.

F.

©1999 CADDI, Inc.

Areas of Performance (AoPs)Areas of Performance (AoPs)AoPs segment the performance into chunks

Linear performance chunks Nonlinear performance chunks

Example: Convenient Store Manager

Simple

Example



Performance Modeling for Performance Modeling for Leadership & ManagementLeadership & Management

The CADDI 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


S2Human AssetsManagement


S3Environmental AssetsManagement


S4SpecialAssignments


L4Results MeasurementPlanning & Management


L1Stakeholder RelationshipManagement/Governance


L2Strategic Planning &Management


L3Operations Planning & Management


L5Process ImprovementPlanning & Management


C1Work PlanningC1Work Planning

C2Work AssigningC2Work Assigning

C3Work MonitoringC3Work Monitoring

C4Work Troubleshooting


L6CommunicationsPlanning &Management

L6CommunicationsPlanning &ManagementL

CS



















C1Work PlanningC1Work Planning

C2Work AssigningC2Work Assigning

C3Work MonitoringC3Work Monitoring






Management AoPs by LevelManagement AoPs by LevelLe

ader

shi

pCo

reSu

ppor

t






L1Stakeholder RelationshipManagement/System Governance




C1

Planning Work

C2

Assigning Work

C3

Monitoring Work

C4

Troubleshooting Work




CADDI’s Model forCADDI’s Model for

Management Areas of Management Areas of Performance 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


Targeting EPPI Process: Performance AnalysisTargeting EPPI Process: Performance Analysis

Performance Model ChartPerformance Model ChartThe 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

©1999 CADDI, Inc.


• 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 ©1999 CADDI, 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 CADDI, Inc.




dEdKdI


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

value

Role: 1 =2 =3 =4 =

TypicalPerformance Gaps

Form Design ©1999 CADDI, 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

Example



Targeting an AoP’s Targeting an AoP’s Outputs/Tasks for Return on Outputs/Tasks for Return on ImprovementImprovement

Assess the Performance Model data, and identify the critical “targets” (H-M-L-Ø) at the “Output/Task” cluster level

Form Design ©2000 CADDI, Inc. VER 109 Page 1

Area of Performance: A.



dEdKdI


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

Example



Targeting EPPI Process: Deriving theTargeting EPPI Process: Deriving the

Human Asset EnablersHuman Asset EnablersThere are two kinds of human asset enablers

Knowledge/skills Attributes/values

The human asset enablers are systematically derived from the Performance Model

© 2000 CADDI, Inc.

<=

Process Map Performanc

e ModelKno

wledge

/

Skills Attr

ibute

s/

Values



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 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

©1999 CADDI, Inc.



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

GFEDCBA DepthA/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:

GFEDCBA DepthA/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 ©2001 CADDI, 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

GFEDCBA DepthA/K/S

Volatility H/M/L

DifficultyH/M/L

Criticality H/M/L

Select/TrainS/T


K/S Item


GFEDCBA DepthA/K/S

Volatility H/M/L

DifficultyH/M/L

Criticality H/M/L

Select/TrainS/T


K/S Item




A =B =C = D=

E =F = G =





GFEDCBA DepthA/K/SGFEDCBA DepthA/K/S

Volatility H/M/L

DifficultyH/M/L

Criticality H/M/L

Select/TrainS/T


K/S Item


GFEDCBA DepthA/K/SGFEDCBA DepthA/K/S

Volatility H/M/L

DifficultyH/M/L

Criticality H/M/L

Select/TrainS/T


K/S Item




A =B =C = D=

E =F = G =






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 CADDI, Inc.



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/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

Link to Area of PerformanceA/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 PerformanceA/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 EnablersEnvironmental Asset EnablersThere are six kinds of environmental asset enablers

Data/InformationMaterials/SuppliesTools/Equipment

The environmental asset enablers are systematically derived from the Performance Model

Facilities/GroundsBudget/HeadcountCulture/Consequences

© 2001 CADDI, Inc .

<=


ModelData/Information

Facilities/Grounds

Tools/Equipment

Materials/Supplies



Budget/Headcount


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

GFEDCBA ExtentH/M/L

Volatility H/M/L

DifficultyH/M/L

Criticality H/M/L

Present/Address

P/A


D/I Item

Data/Information Category:

GFEDCBA ExtentH/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







GFEDCBA ExtentH/M/L

Volatility H/M/L

DifficultyH/M/L

Criticality H/M/L

Present/Address

P/A


D/I Item


GFEDCBA ExtentH/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 =










GFEDCBA ExtentH/M/L

Volatility H/M/L

DifficultyH/M/L

Criticality H/M/L

Present/Address

P/A


D/I Item


GFEDCBA ExtentH/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 =



GFEDCBA ExtentH/M/LGFEDCBA ExtentH/M/L

Volatility H/M/L

DifficultyH/M/L

Criticality H/M/L

Present/Address

P/A


D/I Item



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 =






Materials/Supplies MatrixMaterials/Supplies Matrix

GFEDCBA ExtentH/M/L

Volatility H/M/L

DifficultyH/M/L

Criticality H/M/L

Present/Address

P/A


M/S Item

Materials/Supplies Category:

GFEDCBA ExtentH/M/L

Volatility H/M/L

DifficultyH/M/L

Criticality H/M/L

Present/Address

P/A


M/S Item



Materials/Supplies Matrix

A =B =C = D=

E =F = G =

A =B =C = D=

E =F = G =




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

GFEDCBA ExtentH/M/L

Volatility H/M/L

DifficultyH/M/L

Criticality H/M/L

Present/Address

P/A


M/S Item


GFEDCBA ExtentH/M/L

Volatility H/M/L

DifficultyH/M/L

Criticality H/M/L

Present/Address

P/A


M/S Item




A =B =C = D=

E =F = G =

A =B =C = D=

E =F = G =




Volatility H/M/L

DifficultyH/M/L

Criticality H/M/L

Present/Address

P/A


M/S Item



Volatility H/M/L

DifficultyH/M/L

Criticality H/M/L

Present/Address

P/A


M/S Item




A =B =C = D=

E =F = G =

A =B =C = D=

E =F = G =




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



Tools/EquipmentTools/Equipment


Volatility H/M/L

DifficultyH/M/L

Criticality H/M/L

Present/Address

P/A

Link to Area of PerformanceTools/Equipment


Volatility H/M/L

DifficultyH/M/L

Criticality H/M/L

Present/Address

P/A


T/E Item

Tools/Equipment Category:


Tools/Equipment Matrix

A =B =C= D=

E =F = G =

A =B =C= D=

E =F = G =




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



Facilities/Grounds MatrixFacilities/Grounds Matrix

GFEDCBA ExtentH/M/L

Volatility H/M/L

DifficultyH/M/L

Criticality H/M/L

Present/Address

P/A


F/G Item

Facilities/Grounds Category:

GFEDCBA ExtentH/M/L

Volatility H/M/L

DifficultyH/M/L

Criticality H/M/L

Present/Address

P/A


F/G Item



Facilities/Grounds Matrix

A =B =C = D=

E =F = G =

A =B =C = D=

E =F = G =




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

GFEDCBA ExtentH/M/L

Volatility H/M/L

DifficultyH/M/L

Criticality H/M/L

Present/Address

P/A


F/G Item


GFEDCBA ExtentH/M/L

Volatility H/M/L

DifficultyH/M/L

Criticality H/M/L

Present/Address

P/A


F/G Item




A =B =C = D=

E =F = G =

A =B =C = D=

E =F = G =




Volatility H/M/L

DifficultyH/M/L

Criticality H/M/L

Present/Address

P/A


F/G Item



Volatility H/M/L

DifficultyH/M/L

Criticality H/M/L

Present/Address

P/A


F/G Item




A =B =C = D=

E =F = G =

A =B =C = D=

E =F = G =




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



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 useCriticalityCriticalityRanks 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

GFEDCBA ExtentH/M/L

Volatility H/M/L

DifficultyH/M/L

Criticality H/M/L

Present/Address

P/A


B/H Item

Budget/Headcount Category:

GFEDCBA ExtentH/M/L

Volatility H/M/L

DifficultyH/M/L

Criticality H/M/L

Present/Address

P/A


B/H Item



Budget/Headcount Matrix

A =B =C = D=

E =F = G =

A =B =C = D=

E =F = G =




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 useCriticalityCriticalityRanks 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

GFEDCBA ExtentH/M/L

Volatility H/M/L

DifficultyH/M/L

Criticality H/M/L

Present/Address

P/A


B/H Item


GFEDCBA ExtentH/M/L

Volatility H/M/L

DifficultyH/M/L

Criticality H/M/L

Present/Address

P/A


B/H Item




A =B =C = D=

E =F = G =

A =B =C = D=

E =F = G =




Volatility H/M/L

DifficultyH/M/L

Criticality H/M/L

Present/Address

P/A


B/H Item



Volatility H/M/L

DifficultyH/M/L

Criticality H/M/L

Present/Address

P/A


B/H Item




A =B =C = D=

E =F = G =

A =B =C = D=

E =F = G =






Culture/Consequences MatrixCulture/Consequences Matrix

GFEDCBA ExtentH/M/L

Volatility H/M/L

DifficultyH/M/L

Criticality H/M/L

Present/Address

P/A


C/C Item

Culture/Consequences Category:

GFEDCBA ExtentH/M/L

Volatility H/M/L

DifficultyH/M/L

Criticality H/M/L

Present/Address

P/A


C/C Item



Culture/Consequences Matrix

A =B =C = D=

E =F = G =

A =B =C = D=

E =F = G =




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 itemVolatilityVolatilityRanks 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

GFEDCBA ExtentH/M/L

Volatility H/M/L

DifficultyH/M/L

Criticality H/M/L

Present/Address

P/A


C/C Item


GFEDCBA ExtentH/M/L

Volatility H/M/L

DifficultyH/M/L

Criticality H/M/L

Present/Address

P/A


C/C Item




A =B =C = D=

E =F = G =

A =B =C = D=

E =F = G =




Volatility H/M/L

DifficultyH/M/L

Criticality H/M/L

Present/Address

P/A


C/C Item



Volatility H/M/L

DifficultyH/M/L

Criticality H/M/L

Present/Address

P/A


C/C Item




A =B =C = D=

E =F = G =

A =B =C = D=

E =F = G =




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 itemVolatilityVolatilityRanks 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



Again . . .Again . . .

Analysis Data Used for TargetingAnalysis Data Used for Targeting

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, 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 EnablersThe 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

CS

L

CS

L

CS

L

C

S

LC

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Performance Model

>=Process

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Tier 1

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KeyOutputs

KeyTasks


TypicalPerf . Gaps

Prob. GapCause

dEdKdI

Role:

<=

Role1

Role2

Role3

Role4

Role5


KeyOutputs

KeyTasks


TypicalPerf . Gaps

Prob. GapCause

dEdKdI

Role:


OutputsKey

TasksRoles/Responsibilities1 2 3 4 5

TypicalPerf . Gaps

Prob. GapCause

dEdKdI

Role:

<=

Role1

Role2

Role3

Role4

Role5

Role1

Role2

Role3

Role4

Role5





Data/Information


Budget/Headcount

©2001 CADDI, Inc.

CS

L

CS

L

CS

L

C

S

LC

S

LC

S

LC

S

L

Performance Model

>=Process

Map

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Tier 1

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Tier 1

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CS

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CS

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CS

L

C

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LC

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S

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S

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S

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S

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Performance Model

Performance Model

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MapProcess

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KeyOutputs

KeyTasks


TypicalPerf . Gaps

Prob. GapCause

dEdKdI

Role:

<=

Role1

Role2

Role3

Role4

Role5


KeyOutputs

KeyTasks


TypicalPerf . Gaps

Prob. GapCause

dEdKdI

Role:


OutputsKey

TasksRoles/Responsibilities1 2 3 4 5

TypicalPerf . Gaps

Prob. GapCause

dEdKdI

Role:

<=

Role1

Role2

Role3

Role4

Role5

Role1

Role2

Role3

Role4

Role5





Data/Information


Budget/Headcount

©2001 CADDI, Inc.



Targeting EPPI ProcessTargeting EPPI Process

Executive/Management Executive/Management InterviewsInterviews

Interviews should be conducted with whom . . . ? To update them on analysis results and (as needed) to probe issues (problems/opportunities) uncovered in the Analysis Team meeting

NameName Work LocationWork Location Who Will ContactWho Will Contact



6

Roles Key Deficiency Key1 = 4 = dE= deficiency of Environmental Support2 = 5 = dK= deficiency of Knowledgeable/Skill3 = 6 = dl = deficiency of Individual Attribute/Value

54321

TargetPriority

TypeDeficiency CauseTypical Performance Gaps


Key Tasks

From the Performance Analysis:

Preliminary Problem/Opportunity:

Organization:Contact:Phone:Email:

Existing System“Supplier” of Enablers Type:

6

Roles Key Deficiency Key1 = 4 = dE= deficiency of Environmental Support2 = 5 = dK= deficiency of Knowledgeable/Skill3 = 6 = dl = deficiency of Individual Attribute/Value

54321

TargetPriority

TypeDeficiency CauseTypical Performance Gaps


Key Tasks

From the Performance Analysis:

Preliminary Problem/Opportunity:

Organization:Contact:Phone:Email:

Existing System“Supplier” of Enablers Type:

Key Outputs• Measures

EPPIExisting Systems

Assessment

VerizonHigh-performance Call CentersExisting Systems Assessment

Form Design ©2002 CADDI, Inc.Content ©2002 Verizon

Page 1VER 109

Key Outputs• Measures


Assessment


Assessment

VerizonHigh-performance Call CentersExisting Systems Assessment

Form Design ©2002 CADDI, Inc.Content ©2002 Verizon

Page 1VER 109

Preliminary Problem/OpportunityDefinition

Organization/ContactInternal resource for registration and/or information

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 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

Existing System “Supplier”Resource responsible for delivery (may be internal or external)

Targeting EPPI Process: Assessing HAM & EAM Systems & Targeting EPPI Process: Assessing HAM & EAM Systems & ProcessesProcesses

Existing Systems AssessmentExisting Systems Assessment

EAM Systems EAM Systems & Processes& Processes

Data & Information Systems

Materials & Supplies Systems

Tools & Equipment Systems

Facilities & Grounds Systems

Financial Systems

Culture &Consequence

Systems

HAM Systems & HAM Systems & ProcessesProcesses

Organization & Job Redesign Systems

Staffing & Succession Planning Systems

Recruiting & Selection Systems

Training & Development

SystemsPerformance Appraisal &

Management Systems

Compensation & Benefits Systems

Reward & Recognition Systems

Assessment Output

Assessment Sources


Existing EPPI Systems Existing EPPI Systems

Internal Suppliers and Internal Suppliers and ContactsContacts

## EPPI HAMS EPPI HAMS System LabelSystem Label Internal “Supplier Organizations”Internal “Supplier Organizations” Contact NameContact Name

H1 Organization & Organization & Job Redesign Job Redesign SystemsSystems

H2 Staffing & Staffing & Succession Succession Planning Planning SystemsSystems

H3 Recruiting & Recruiting & Selection Selection SystemsSystems

H4 Training & Training & Development Development SystemsSystems

H5 Performance Performance Appraisal & Appraisal & Management Management SystemsSystems

H6 Compensation & Compensation & Benefits SystemsBenefits Systems

H7 Reward & Reward & Recognition Recognition SystemsSystems


Existing EPPI Systems Existing EPPI Systems

Internal Suppliers and Internal Suppliers and Contacts Contacts (continued)(continued)

## EPPI EAMS EPPI EAMS System LabelSystem Label

Internal “Supplier Internal “Supplier Organizations”Organizations” Contact NameContact Name

E1 Data & Data & Information Information SystemsSystems

E2 Materials & Materials & Supplies Supplies SystemsSystems

E3 Tools & Tools & Equipment Equipment SystemsSystems

E4 Facilities & Facilities & Grounds Grounds SystemsSystems

E5 Financial Financial SystemsSystems

E6 Culture & Culture & Consequence Consequence SystemsSystems



Phase 3 DesignPhase 3 Design

DescriptionDescription – – 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 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


Phase

2Phase


Phase

3Phase


Phase

4Phase


Phase

1

©2001 CADDI, Inc.


Future-State Design





Phase 4 Implementation Phase 4 Implementation PlanningPlanning

Description – 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 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


* 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


Phase


Phase

2Phase


Phase

3Phase


Phase

4Phase


Phase

1

©2001 CADDI, Inc.


Future-State Design




Key Targeting EPPI MeetingsKey Targeting EPPI MeetingsProject Meeting Target Participants Dates Location

Phase 1 PST PST MembersAnalysis Team

Master Performers/SMEs

Phase 2 PST PST MembersAnalysis Review Team TBD

Design Team Analysis Team Subset

Design Review Team TBD

Phase 3 PST PST Members

Implementation Planning Team

Analysis Team Plus Others: TBD from “Internal Systems”

Phase 4 PST PST Members



Post-Targeting Post-Targeting

EPPI Intervention InitiativesEPPI Intervention InitiativesAfter 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

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In

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Com

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ABC

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ABC ABC

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AMacro Project

Planning

Analysis Design

Design Integration & Test

Development

Development

Integration & Test

Pilot Test

Revision & Release

©2001 CADDI, Inc.

©2001 CADDI, Inc.



EPPI isEPPI is

Enterprise Enterprise ProcessProcess

PerformancePerformanceImprovementImprovement

www.eppic.biz

http://www.eppic.biz/