Moving toward Predictive Performance

Transcription

1 Moving toward Predictive Performance John Mullins, Chief Strategy Officer Presentation: Annual ASQ Innovation Conference Charlottesville VA September 18 20,

2 Who do I represent? (TMG) Management consulting and professional services firm Focused on building organizational capacity and higher levels of performance SBA 8(a) Certified Based in the Washington, DC area Served government clients since 1998 Our dedication and long-standing commitment to quality ensure that we deliver what we promise. 2

3 TMG s Government Clients Army National Guard Bureau of Economic Analysis Congressional Budget Office Department of Commerce Department of Defense Department of Education Department of Energy Department of Homeland Security Department of Transportation/FTA Department of the Interior Department of the Treasury General Services Administration Library of Congress Military Sealift Command NASA, Langley Research Center NIH/Clinical Center & NIH/NIAID US Census Bureau USDA/APHIS USPS/OIG 3

4 The Performance Challenge Challenge: Shaping not Reacting Unprecedented pressure to perform with Complex Operations Increased Speed of Change Limited Financial Resources Human Capital do more with less Pressure requires transformative improvement Opportunities for significant performance improvement must manage for: High risk High cost Immediate Benefit 4

5 The Answer: The Convergence Needs and Capabilities Moving from Content to Context Evolving from Functional to Networked 5

6 The New Capabilities: Operational Intelligence Strategy and Execution Management Project and Portfolio Management Risk and Compliance Management Business Intelligence (BI) AND Predictive Analytics Corporate Performance Balanced Scorecard Rules-based operation system Model-driven Architecture for configuration of the system Role-based Dashboards Document Management with review and approve workflow Intelligence Business Process Management (ibpm) Workflow Process Management Business Activity Monitoring Complex-event Processing (CEP) 6

7 Moving from Content to Context Strategic Performance Reporting Strategy Deployment Effectiveness Place-based Performance Analysis Risk Strategy Effectiveness Workforce Analytics Process Level Performance Balanced Scorecard Results Quality Assurance/Control Predictive Performance Analytics 7

8 Evolving from Functions to Networked 8

9 OI/Systems Methodology - EnVision (VisionWaves BizMap TM ) How What Why Our Framework provides enterprise level performance visibility. OI can dynamically link work demand to resources and performance providing a comprehensive understanding of system potential. This capability provides us answers to How, What and Why. 9

10 Capturing for Context Moving from transactions to complex models 10

11 Functional to Networked Strategic Direction 11

12 One View One Truth 12

13 The New Standard of Performance Enterprise Visibility Line of Sight Every level of the organization and process Visually see individual contribution to performance Accountability and Transparency Support distributed and matrix organizations Geographical management, display, and reporting Collaboration and Alignment Provides shared understanding of direction moving Interactions and interdependencies Improved Performance Immediate benefit of reduced time of data collection and analysis Plan virtually and model what if performance improvements Framework for Managing System Performance Integration of work demand to workforce performance OI is cutting-edge, yet a proven solution that is currently deployed across the globe in both public and commercial enterprises. 13

14 Example: Transportation Performance Objective: Strategic Management System (SMS) - Support the Governor s Multimodal Strategic Plan and VTrans goals by providing timely and accurate performance data to proactively influence projects towards a statewide investment priority. Challenge: More fully realize the vision of the Governor and Secretary by enhancing their capabilities to strategically collect, correlate, analyze, and report on transportation related data relative to the Highway Safety Plan, Vtrans, Commonwealth transportation priorities and specific project performance. Results: The EnVision system our OI platform, provided performance data against their larger strategic goals, linked efforts in accordance with the Governor s priorities and supported service level standards-- accounting for people, budgets, and schedule. EnVision improved the visibility, clarity, and transparency of data, across the state and Secretariat and produced the first ontime performance report to the Assembly. 14

15 Example: Health Care Objective: Strategic Performance System (SPS) - Support the Federal Exchanges in support of the AFCA. Challenge: Process 100 s of thousands paper-based applications for health coverage with different eligibility standards under a controlled process. Results: 100% enterprise level application process complete with in-process quality performance measures to include production, cost, customer service, consistent with a FFP contract. On-line quality reports daily. 15

16 Example: Support Services Objective: Strategic Performance System (SPS). That captures human resource total cost, positions the organization to measure demand and charge accurately for services and ultimately measure the impact of services to mission performance. Challenge: Accurately capture the total cost for human resource services for an organization of 55 thousand employees, capture and anticipate demand for services, accurately capture the cost and quality of those services for a fee-forservice level agreements and demonstrate value- added to mission. Results: Ability to: Monitor shadow office personnel positions, costs, and services. Monitor improvement targets and measure effectiveness of strategy. Relate costs and FTE to individual program/client offices. performance and productivity - future state. 16

17 Example (cont.) Measure current direct customer service resource base and OH costs Develop alignment measures to strategic goals Measure personnel action average costs- evolve to menu driven performance Project historical demand for services Increase internal capabilities to provide the cost of service and Al a carte Pricing Services by integrating, linking and adding future quality, labor costs to process, products and service Link and improve Voice of the Customer Feedback to performance 17

18 Additional Benefits Leaders at ALL levels have performance information anytime/anywhere Reduces secondary data collection sources Elevates Strategic Planning from an event to the way you execute strategy and manage the organization Dynamic operational performance aligned with outcomes Links and documents cost and quality of service to process and outcomes Increase speed of decision management processes Up to 70% agility increase due to higher quality and faster availability of information Documented decision process and follow-up action plans Automates analysis and reporting One click reports Up to 75% reduction in time spent on reporting Staff access to individual and team-based performance 18

19 Conclusion Thank You and Questions 19

20 Points of Contact Points of Contact John Mullins, Chief Strategy Officer/Performance Phone: