The Big Picture of EPPI - Enterprise Process Performance Improvement - ABA OBM Conference 2003 - revised - Guy W Wallace, CPT

2. There are 3 Types of Processes within a Systems -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 measures Downstream Processes Outputs Inputs

3. Process Stakeholders Requirements May Vary and Conflict Government Shareholders/Owners Board of Directors Executives Management Customers Employees Suppliers Community ©2002 EPPIC, Inc. measures One view of a… Stakeholder Hierarchy Downstream Processes Outputs Inputs L C S

4. Another View of the Enterprise Organizations as Systems L C S Tier 1 LEVEL 1 Tier 1 LEVEL 2 Tier 1 LEVEL 3 Post-Sale Technical Services In Bound Call Center L C S © 2002 EPPIC, Inc. Enterprise Systems are Bundles of Processes L C S

5. Another View of the Enterprise Organizations as Systems L C S Tier 1 LEVEL 1 Tier 1 LEVEL 2 Tier 1 LEVEL 3 Post-Sale Technical Services In Bound Call Center L C S L C S © 2002 EPPIC, Inc. Enterprise Systems are Bundles of Processes Public Relations EPPI - Tier 1 View L C S

6. Leadership Systems/Processes Leadership Systems Stakeholder Needs Assessment Strategic Planning Operational Planning Results Measurement & Continuous Improvement Communications Core Systems Support Systems L C S © 2002 EPPIC, Inc. In Bound Call Center

7. Core Systems/Processes Leadership Systems Core Systems Call Reception and Routing Call Resolution Call Follow Up Support Systems L C S © 2002 EPPIC, Inc. In Bound Call Center

8. Support Systems/Processes Leadership Systems Core Systems Support Systems Process Design Human Resources Environmental Resources Special Projects L C S © 2002 EPPIC, Inc. In Bound Call Center

9. 2 Types of Process Enablers Human and Environmental Knowledge/Skills Attributes/Values Human Asset Enablers L C S Data & Information Facilities Machinery, Equipment, & Tools Materials & Supplies Consequences Environmental Asset Enablers (Psychological, Physical, Intellectual) $$$ © 2002 EPPIC , Inc. L C S L C S EPPI - Tier 3 View

10. Human Assets Human Asset Requirements Human Asset Requirements Human Asset Requirements Human Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Human Asset Requirements Human Asset Requirements Human Asset Requirements Human Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Human Asset Requirements Human Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Human Asset Requirements Human Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Knowledge/Skills Attributes/Values Performance-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 > =

11. Improvements to HAM Systems HAMS – Human Asset Management Systems Human Asset Requirements Human Asset Requirements Human Asset Requirements Human Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Human Asset Requirements Human Asset Requirements Human Asset Requirements Human Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Human Asset Requirements Human Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Human Asset Requirements Human Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Knowledge/Skills Attributes/Values Performance-based Human Asset Requirements The HAMS are typically HR or Human Capital Systems, and their specific configuration varies across an enterprise Human Asset Requirements Human Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Process Map Performance Model Process Map Performance Model Process Map Performance Model Process Map Performance Model Performance Model > = Process Map Performance Model Process Map Performance Model Performance Model Process Map Performance Model Process Map Performance Model Performance Model Performance Model Performance Model > = HAM 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

12. Environmental Assets Human Asset Requirements Human Asset Requirements Human Asset Requirements Human Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Human Asset Requirements Human Asset Requirements Human Asset Requirements Human Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Human Asset Requirements Human Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Human Asset Requirements Human Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Environmental Asset Requirements Performance-based Environmental Asset Enablers 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 > =

20. Targeting EPPI leads to EPPI I.I. Targeting EPPI leads to EPPI Intervention Initiatives with predictable investments for predictable returns Targeting EPPI Phases Phase 2 Current - State Analysis Phase 2 Current - State Analysis Phase 3 Future - State Design Phase 3 Future - State Design Phase 4 Implementation Planning Phase 4 Implementation Planning Phase 1 Project Planning & Kick - off Phase 1 Project Planning & Kick - off ©2002 EPPIC, Inc. ©2002 EPPIC, Inc. EPPI Intervention Initiative Phases ©2002 EPPIC, Inc. EPPI Intervention Initiative Phases ©2002 EPPIC, Inc. EPPI Intervention Initiative Phases

22. TAD- 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 __________

24. Performance Model Chart The Performance Model establishes “mastery performance” as the benchmark criterion Key Tasks Describes the key activities needed to produce the outputs Roles/Responsibilities Clarifies who is typically responsible for performing the tasks Deficiency dE=Environment dK=Knowledge/skill dI=Individual attribute/value Key Outputs and Metrics or Measures Describes what is produced from doing the job tasks and identifies key performance measures of each output Typical Performance Gaps Identifies 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 Stores Store Management Performance Model ©2002 EPPIC, Inc. A. Staff Recruiting, Selection, and Training 1 = District Manager 2 = Store Manager 3 = Assistant Manager 4 = 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 Tasks Describes the key activities needed to produce the outputs Roles/Responsibilities Clarifies who is typically responsible for performing the tasks Deficiency dE=Environment dK=Knowledge/skill dI=Individual attribute/value Key Outputs and Metrics or Measures Describes what is produced from doing the job tasks and identifies key performance measures of each output Typical Performance Gaps Identifies 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 Stores Store Management Performance Model ©2002 EPPIC, Inc. A. Staff Recruiting, Selection, and Training 1 = District Manager 2 = Store Manager 3 = Assistant Manager 4 = 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 Example Area of Performance: • Key Outputs - Measures Key Tasks Probable Gap Cause(s) dE dK dI Roles/Responsibilities 1 2 3 4 dE = deficiency - Environment dK = deficiency - Knowledge/skill dI = deficiency - Individual attribute/ value Role: 1 = 2 = 3 = 4 = Typical Performance Gaps Form Design ©2002 EPPIC, Inc. 4/99 Page 1 Area of Performance: • Key Outputs - Measures Key Tasks Probable Gap Cause(s) dE dK dI Roles/Responsibilities 1 2 3 4 dE = deficiency - Environment dK = deficiency - Knowledge/skill dI = deficiency - Individual attribute/ value Role: 1 = 2 = 3 = 4 = Typical Performance Gaps Form 4/99 Page 1

27. Knowledge/Skill Categories* Knowledge/Skill Matrices Category: Records/Reports Category: Tools/Equipment Category: XYZ Category: ABC * Plus the knowledge/skill of performance outputs and tasks and roles/responsibilities from the Performance Model 1. Company Policies/Procedures/ Practices/Guidelines 2. Laws, Regulations, Codes, Agreements, and Contracts 3. Industry Standards 4. Internal Organizations and Resources 5. External Organizations and Resources 6. Marketplace Knowledge 7. Product/Service Knowledge 8. Process Knowledge 9. Records, Reports, Documents, and Forms 10. Materials and Supplies 11. Tools/Equipment/Machinery 12. Computer Systems/Software/Hardware 13. Personal/Interpersonal 14. Management/Supervisory 15. Business Knowledge and Skills 16. Professional/Technical 17. Functional Specific ©2002 EPPIC, Inc.

28. Human Asset Enablers - Knowledge/Skill Matrix AoP AoP Link Link Identifies the segment of the job where the knowledge or skill enables performance K/S Item K/S Item Identifies the discrete knowledge or skill item Depth Depth The level to which any training & development needs to go Volatility Volatility Ranks how often and significantly the knowledge or skill will change Difficulty Difficulty Ranks how difficult the item is to learn Criticality Criticality Ranks the relationship between having the knowledge or skill and performance mastery Select/Train Select/Train Denotes whether the item is a selection criteria/ condition or needs to be covered in training & development AoP AoP Link Link Identifies the segment of the job where the knowledge or skill enables performance K/S Item K/S Item Identifies the discrete knowledge or skill item Depth Depth The level to which any training & development needs to go Volatility Volatility Ranks how often and significantly the knowledge or skill will change Difficulty Difficulty Ranks how difficult the item is to learn Criticality Criticality Ranks the relationship between having the knowledge or skill and performance mastery Select/Train Select/Train Denotes whether the item is a selection criteria/ condition or needs to be covered in training & development Volatility H/M/L Difficulty H/M/L Criticality H/M/L Select/ Train S/T Link to Area of Performance K/S Item Knowledge/Skill Category: Volatility H/M/L Difficulty H/M/L Criticality H/M/L Select/ Train S/T Link to Area of Performance K/S Item Knowledge/Skill Category: <Company/Client Name> <Audience> Knowledge/Skill Matrix A = B = C = D = E = F = G = Criticality/Difficulty/Volatility H = High M = Medium L = Low Depth of Coverage A = Awareness K = Knowledge S = Skill Codes: Link to Area of Performance E D C B A Depth A/K/S Volatility H/M/L Difficulty H/M/L Criticality H/M/L Select/ Train S/T Link to Area of Performance K/S Item Knowledge/Skill Category: G F E D C B A Depth A/K/S Volatility H/M/L Difficulty H/M/L Criticality H/M/L Select/ Train S/T Link to Area of Performance K/S Item Knowledge/Skill Category: G F E D C B A Depth A/K/S Volatility H/M/L Difficulty H/M/L Criticality H/M/L Select/ Train S/T Link to Area of Performance K/S Item Knowledge/Skill Category: <Company/Client Name> <Audience> Knowledge/Skill Matrix A = B = C = D = E = F = G = Criticality/Difficulty/Volatility H = High M = Medium L = Low Depth of Coverage A = Awareness K = Knowledge S = Skill Codes: Link to Area of Performance Form Design ©2002 EPPIC, Inc. G F E D C B A Depth A/K/S G F E D C B A Depth A/K/S G F E D C B A Depth A/K/S G F

29. Targeting EPPI Process: Deriving Human Asset Enablers Attribute/Value Categories Attribute/Value Matrices Category: Psychological Category: Physical Category: XYZ Category: ABC 18. Psychological Attributes 19. Physical Attributes 20. Intellectual Attributes 21. Values ©2002 EPPIC, Inc.

30. Human Asset Enablers Matrices AoP Link Identifies the segment of the job where the attribute or value enables performance A/V Item Identifies the discrete attribute or value item Extent The level of organizational effort required to institute the attribute or value Volatility Ranks how often and significantly the attribute or value will change Difficulty Ranks how difficult it is to accommodate Criticality Ranks the relationship between having the attribute or value and performance mastery Select/ Accommodate Denotes whether the item is a selection criteria/condition or will be accommodated by organization G F E D C B A Extent H/M/L Volatility H/M/L Difficulty H/M/L Criticality H/M/L Select/ Accommodate S/A Link to Area of Performance A/V Item Attribute/Value Category: G F E D C B A Extent H/M/L Volatility H/M/L Difficulty H/M/L Criticality H/M/L Select/ Accommodate S/A Link to Area of Performance A/V Item Attribute/Value Category: <Company/Client Name> <Audience> Attribute/Value A = B = C = D = E = F = G = Criticality/Difficulty/Volatility/Extent H = High M = Medium L = Low Codes: Link to Area of Performance Form Design ©2002 EPPIC, Inc.

32. Environment Asset Enabler Categories Environmental Asset Matrices Category: Data/Information Category: Materials Category: XYZ Category: ABC 22. Data/Information 23. Materials/Supplies 24. Tools/Equipment 25. Facilities/Grounds 26. Budget/Headcount 27. Culture/Consequences ©2002 EPPIC, Inc.

33. Example: Environmental Asset Enabler Matrices Difficulty Difficulty Ranks how difficult the data or information item is to use Difficulty Difficulty Ranks how difficult the data or information item is to use AoP AoP Link Link Identifies the segment of the job where the data or information enables performance D/I Item D/I Item Identifies the discrete data or information item Extent Extent The level of organizational effort required to install/create the data or information item Volatility Volatility Ranks how often and significantly the data or information will change Criticality Criticality Ranks the relationship between having the data or information and performance mastery Present/Address Present/Address Denotes whether the data or information item supports performance 100 percent as is or must be addressed AoP AoP Link Link Identifies the segment of the job where the data or information enables performance D/I Item D/I Item Identifies the discrete data or information item Extent Extent The level of organizational effort required to install/create the data or information item Volatility Volatility Ranks how often and significantly the data or information will change Criticality Criticality Ranks the relationship between having the data or information and performance mastery Present/Address Present/Address Denotes whether the data or information item supports performance 100 percent as is or must be addressed Volatility H/M/L Difficulty H/M/L Criticality H/M/L Present/ Address P/A Link to Area of Performance D/I Item Data/Information Category: Volatility H/M/L Difficulty H/M/L Criticality H/M/L Present/ Address P/A Link to Area of Performance D/I Item Data/Information Category: <Company/Client Name> <Audience> Data/Information Matrix A = B = C = D = E = F = G = A = B = C = D = E = F = G = Criticality/Difficulty/Volatility/Extent H = High M = Medium L = Low Codes: Link to Area of Performance E D C B A Extent H/M/L Volatility H/M/L Difficulty H/M/L Criticality H/M/L Present/ Address P/A Link to Area of Performance D/I Item Data/Information Category: AoP AoP Link Link Identifies the segment of the job where the data or information enables performance D/I Item D/I Item Identifies the discrete data or information item Extent Extent The level of organizational effort required to install/create the data or information item Volatility Volatility Ranks how often and significantly the data or information will change Criticality Criticality Ranks the relationship between having the data or information and performance mastery Present/Address Present/Address Denotes whether the data or information item supports performance 100 percent as is or must be addressed G F E D C B A Extent H/M/L Volatility H/M/L Difficulty H/M/L Criticality H/M/L Present/ Address P/A Link to Area of Performance D/I Item Data/Information Category: G F E D C B A Extent H/M/L Volatility H/M/L Difficulty H/M/L Criticality H/M/L Present/ Address P/A Link to Area of Performance D/I Item Data/Information Category: <Company/Client Name> <Audience> Data/Information Matrix A = B = C = D = E = F = G = A = B = C = D = E = F = G = Criticality/Difficulty/Volatility/Extent H = High M = Medium L = Low Codes: Link to Area of Performance Form Design ©2002 EPPIC, Inc. G F E D C B A Extent H/M/L Volatility H/M/L Difficulty H/M/L Criticality H/M/L Present/ Address P/A Link to Area of Performance D/I Item Data/Information Category: G F E D C B A Extent H/M/L Volatility H/M/L Difficulty H/M/L Criticality H/M/L Present/ Address P/A Link to Area of Performance D/I Item Data/Information Category: <Company/Client Name> <Audience> Data/Information Matrix A = B = C = D = E = F = G = A = B = C = D = E = F = G = Criticality/Difficulty/Volatility/Extent H = High M = Medium L = Low Codes: Link to Area of Performance G F E D C B A Extent H/M/L G F E D C B A Extent H/M/L G F E D C B A Extent H/M/L G F