EPPIC Inc.EPPIC Inc. Achieve Peak Performance to protect and improve the enterprise Assessing Your...

EPPIC Inc.Achieve Peak Performance

EPPIC Inc.EPPIC Inc.Achieve Peak Performance

www.eppic.biz

to protect and improve the enterprise

Assessing Your T&D/Learning/Knowledge Management

Systems & Processes for Improvement and ROI Potential

Concurrent SessionISPI 2004 Fall Conference

Chicago IL - October 2, 2004

Guy W. Wallace, CPT

ISPI 2004 Fall Conference - Assessing Your T&D/Learning/Knowledge Management Systems for ROI Potential ©2004 EPPIC, Inc. and Guy W. Wallace All Rights Reserved www.eppic.biz October 1, 2004 E-04 7-2004 Page 1



Session Administrative Open

This session will present and use a detailed model of a T&D/ Learning/ Knowledge Management System, in a quick, but detailed assessment of the attendees' organization's 12 major systems and their 47 processes, to make a preliminary assessment and determine the potential, and amounts, of ROI for any improvement efforts.

Terminal Performance Objectives

Participants will be able to: Describe the assessment tool, and the steps for quickly assessing

the 12 systems and 47 processes in their T&D organization

Estimate the amount of Investment and potential Returns to calculate a preliminary ROI for any improvements to their system

Facilitate a team in their organizations to conduct a more detailed, assessment, post-conference




Session Map

1. Session Open and Kick-off

3. Leadership Systems & Processes Assessments

4. Core Systems & Processes Assessments

7. Session Summary and Close

= Assessment Exercises

5. Support Systems & Processes Assessments

2. T&D Assessment View Model and Estimating Potential ROI –Introduction & Orientation

6. Targeting & Estimating Improvement ROI




Guy W. Wallace, CPT

Guy W. Wallace has been in the T&D field since 1979 and a training and performance improvement consultant since 1982. His clients over the years have included many of the Fortune 500, plus NASA, BP, Novacor, Opel, and Siemens.

He has analyzed and designed/ developed training and development for almost every type of business function and process.

He is the author of three books, more than 50 articles, and has presented more than 50 times at international conferences and local chapters of ISPI, ASTD, and at IEEE, Lakewood Conferences, the Conference on Nuclear Training and Education, and at the Midwest Nuclear Training Association.

He has served on the ISPI Board of Directors as the Treasurer on the Executive Committee (1999–2001) and later as the President-Elect for 2002-2003, and as President for 2003-2004.

Guy’s biography was listed in Marquis’ Who’s Who in America in 2001. He was designated a Certified Performance Technologist in 2002.




An overview and details on the

T&D Systems Viewfor T&D/learning/Knowledge Management…

…an Assessment Tool for identifying the Potential for Improvement ROI

Available from the ISPI Bookstore and Amazon.com




Session Performance Context

Training & Development leadership manages a complex set of systems and processes to provide their enterprise with value-adding T&D products and services.

It is more than “instructional development and deployment”…

A D D I E DeliveryT&dHiringand

Development and

Assessment

Strategic Planning

OperationsPlanning$B

UD

GE

TIN

G$

OrderFufillment

B1




The T&D Systems View Model




Another View of the 12 T&D SystemsLe

ader

ship

Cor

eSu

ppor

t

8Marketing and Communications

9Financial AssetManagement

10Human andEnvironmental Asset Management

11Research andDevelopment

5Product and ServiceLine Design

6Product and ServiceLine Development

7Product and ServiceLine Deployment

3Costs/BenefitsMeasurement

12Governance andAdvisory

1Strategic Planning

2Operations Planningand Management

4ProcessImprovement

B1





OUTPUT

Requirements

INPUT




T&D Systems View Model

Model SummaryT&D Leadership Systems/Processes

• Build relationships with all stakeholders to align and direct all T&D efforts; develop strategic and operational plans; forecast and measure results; and direct internal process improvement efforts, and communicates/oversees the communications to all audiences

T&D Core Systems/Processes • Produce T&D products/services and deploy them to

improve the learners’ performance on the job

T&D Support Systems/Processes • Market and communicate throughout the T&D System to all

T&D stakeholders; manage the financial, human and environmental resources; and conduct R&D activities




ROI – Return on Investment

When you close the “gap” of an opportunity and/or a problem you create a Return. Estimating that Return is necessary to calculate an ROI estimate to assist in the business decision to close that gap or not.

ROI % = Return - Investment _________________________________

Investmentx 100

To close the “gap” of an opportunity and/or a problem you must make an Investment.

We want to first find worthy Returns, significant Returns, and then estimate the Investment costs necessary to achieve those Returns.

The Big Picture of EPPIEnterprise Process Performance Improvement

2- The 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 attributesIntellectual attributesValues

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

3- The Environmental Asset EnablersThe environment provides several types of enabling assets for the humans to use while performing the job; these includeData/InformationMaterials/SuppliesTools/EquipmentFacilities/GroundsBudget/HeadcountCulture/Consequences

What is required depends on both the performance requirements and the human capabilities available

C

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Performance Model

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Attributes/Values

Knowledge/Skills

Human Asset Requirements

Environmental Asset Requirements

Facilities/Grounds

Tools/Equipment

Materials/Supplies

Data/Information

Budget/Headcount

Culture/Consequences

Role1

Process Map View Performance Model ViewArea of Performance:

KeyOutputs

KeyTasks

Roles/Responsibilities1 2 3 4 5

TypicalPerf. Gaps

Prob. GapCause

dEdKdI

Role:

Area of Performance:Key

OutputsKey

TasksRoles/Responsibilities1 2 3 4 5

TypicalPerf. Gaps

Prob. GapCause

dEdKdI

Role:

Role2

Role3

Role4

Role5

<=

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

What is required depends on both the performance requirements and the human capabilities available

©2002 EPPIC Inc.




3 Key Areas for Improvement Investments for ROI

Human Asset Requirements

Environmental Asset Requirements

© 2002 EPPIC, Inc.

EPPI – Tier 3 View

LCS

LCS

<=

Process Map

Performance Model

1- The Process

2- Human Asset management Systems

3-Environmental Asset Management Systems




First – Fix the Process As Needed - UsingBusiness Process Re-Engineering, Lean, Six Sigma, etc.

<=

Process Map

Performance Model

2- Then Fix the Process Enabling

Systems

1




Assessments – In 2 Passes

First Pass…

Issues: General Problems & Opportunities…then process-by-process…are my T&D processesA- Formal enough/ Too InformalB- In-enough Control / Out of ControlC- Process has: High Potential for Return

Second Pass…where you believe the Return Potential is Significant, then…

X- Estimated Potential Improvement Return Y- Estimated Potential Improvement Investments Z- Roughly estimate/calculate ROI

First Pass




T&D Issues – Problems & Opportunities

Problems?

Stakeholder Complaints•Government Regulators•Owners/Shareholders•Executive Management•Customers•Management & Employees•Suppliers•Community

About Missed Metrics: •Quality (need better)•Schedules (need faster)•Budgets (need cheaper)

Opportunities?

New Business Opportunities for additional Revenue generation

Proactive Risk Mitigation•Risk Avoidance or Risk Minimization•Contingency Planning to deal with the Risk Issue should it occur

Possible Root Causes:-No common/standard process exists or is being used

-The human element is not capable

-The environmental elements are inadequate




Assessment Tool

In your handout

From Chapters 5 and 30 of

T&D Systems View




T&D Leadership Systems & Processes




T&D Leadership Systems & Processes

T&D Leadership Systems/Processes

Build relationships with all stakeholders to align and direct all T&D efforts; develop strategic and operational plans; forecast and measure results; and direct internal process improvement efforts

3Costs/BenefitsMeasurement

12Governance andAdvisory

1Strategic Planning

2Operations Planning and Management

4ProcessImprovement




12.1- Governance Process

Process OverviewThe T&D Governance Process organizes the executives of theenterprise for the purpose of directing both the overall T&D system and the specific efforts to expend the limited resources allocated to T&D, toward only the high-priority/high-payback needs.

Key Process OutputsGeneral and specific goals, objectives, and measures for the T&D

system’s operations Specific goals, objectives, and measures for the T&D system’s

products and services Ultimate approval for any and all initiated T&D business case

projects, and the business rationale for any/all T&D efforts and resources

Budget, headcount, facilities, and other resources within their budgetary control or influence

Could this be at the root of your problem/opportunity?




12.2 - Advisory Process

Process OverviewThe T&D Advisory Process is a set of advisory committees/councils that identify and communicate to the board of governors the parochial, high-payback, potential targets.

They then oversee and conduct the approved, targeted T&D project efforts for their area of concern. The advisory committees/councils are immediately below the decision-making body of the board of governors of the T&D Governance Process

Key Process Outputs Proposed T&D projects, return on investment, and the budget

requirements (headcount and expense dollars)Completed T&D project efforts and specific T&D products and

byproducts





1.1- Strategic Plans Surveillance Process

Process OverviewThe Enterprise Strategic Plans Surveillance Process ensures that the T&D system, including the T&D leadership and their T&D Governance and Advisory System, is acutely aware of all of the strategic business drivers of the various components of the enterprise and takes those into account when generating T&D’s own strategic and operational plans and activities.

Key Process Outputs

List of strategic issues and list of relevant T&D needs and the ROI, cost of conformance, and cost of nonconformance for each, by enterprise planning unit/entity





1.2 - T&D Strategic Planning Process

Process OverviewThe T&D Strategic Planning Process ensures that the T&D system’s own strategic plans are in alignment with, and are supportive of, the key needs of the enterprise.

Key Process OutputsT&D Strategic Plan T&D Departmental Strategic Plans





2.1- Annual Operations Planning & Budgeting Process

Process OverviewThe Annual Operations Planning and Budgeting Process plans for and allocates the resources that the enterprise has partitioned to the T&D system and to all of the various T&D organizations and processes, in a manner consistent with the strategic needs of both the enterprise and the T&D system itself.

Key Process OutputsOperational plan and budget





2.2 - Quarterly Operations Planning & Budgeting Process

Process OverviewThe Quarterly Operations Planning and Budgeting Updates Process systematically re-examines and reallocates the T&D resources, consistent with the ever-changing strategic and tactical needs of both the enterprise and the T&D system itself.

Key Process OutputsUpdated annual plan and resource forecasts (quarterly)





2.3 - Forecasting & Accounting Process

Process OverviewThe Forecasting and Accounting Process tracks all of the T&D expenditures and the contractual/planned commitments to ensure that the price tags for all of the current and planned efforts are known before all of the invoices arrive.

Key Process OutputsFinancial status updates for all operational projects and

activities





3.1- Cost/Benefits Measurement System Design & Deployment Process

Process OverviewThe Cost/Benefits Measurement System Design and Deployment Process creates, deploys, and maintains the measurement system and mechanism(s) for all of T&D. It’s T&D’s balanced scorecard (BSC).

Key Process OutputsT&D measurement system design, e.g., BSCT&D measurement system development and deployment

plans





3.2 – Ongoing Cost/Benefits Measurement Feedback Receiving Process

Process OverviewThe Ongoing Cost/Benefits Measurement and Feedback Receiving Process captures the data from the T&D Cost/Benefits Measurement System, packages it, and reports it out to the appropriate parties within the enterprise.

Key Process OutputsMeasurement (raw and calculated) dataMeasurement reports and interpretations





3.3- T&D Projects Lessons Learned Process

Process OverviewThe T&D Project Lessons Learned Process captures data unique to the internal lessons learned by the participants within T&D processes regarding their experiences in using or being a part of the process.

Key Process OutputsLessons Learned reports (by project)Lessons Learned archives





3.4 – Results Reporting & Archiving Process

Process OverviewThe Results Reporting and Archiving Process gathers all of the T&D results data, puts the data in an intelligent and understandable form, and then reports it to stakeholders appropriate to their needs. It also archives it for future reference.

Key Process OutputsResults reportsResults summaries





4.1- Issues Generation & Assessment Process

Process OverviewThe T&D Issues Generation and Assessment Process identifies both T&D current and future issues (high-payback problems/opportunities) and brings them to the attention of the T&D Governance and Advisory System.

Key Process OutputsT&D issues and opportunities reportDecisions as to which problems/opportunities to address

and how/when to address





4.2 – Improvement Project Planning & Management Process

Process OverviewThe T&D Improvement Project Planning and Management Process takes the validated problems/opportunities and plans a project to address the needs and then oversees the improvement initiative efforts, much as any other major/minor improvement initiative.

Key Process OutputsProject plans for each improvementMaster plan for all ongoing projectsProject status reports





T&D Core Systems & Processes




T&D Core Systems & Processes

T&D Core Systems/Processes

Produce T&D products/services and deploy them to improve the learners’ performance on the job

5Product and ServiceLine Design

6Product and ServiceLine Development

7Product and ServiceLine Deployment




5.1 – T&D Product/Service Line Program Management Process

Process OverviewThis Process oversees the effort to determine, across the enterprise, which T&D priorities to address. This process interacts with the Governance and Advisory System and responds, perhaps planning and implementing over a multiyear period, depending on the complexity of the enterprise.

Key Process OutputsA list of prioritized T&D project targets with CONC (Cost-of-

non-conformance) and COC (Cost-of-conformance) figures from each Customer Advisory Group

A final priority list of target projects for T&D to address





5.2 – T&D Product Line Design Process

Process OverviewThis Process is a macro-ISD process. It is a systematic process for conducting the project planning, performance and enabling analysis, macrodesign of T&D, and prioritization of any product line gaps. It is very different from traditional ISD processes that develop only a course (or an e-learning module) as a “one-off” effort.

Key Process OutputT&D product architecture for a target audience and priority

gaps in that architecture





5.3 – T&D Service Line Design Process

Process OverviewThis Process is similar to the previous process, except that it

macro-designs the non-product T&D service line. • Those services might include performance improvement

consultation, executive and manager coaching, job redesign, etc. (depending on the capabilities of the T&D system’s personnel skills and the intentions of the T&D Governance and Advisory System).

• A non-product service is not a “widget,” such as a course, book, video, attendance at a seminar, etc. It could be something such as a “coaching service” that is provided to new supervisors, or executives; or could other related services such as “process mapping and analysis.”

Key Process OutputsT&D service architecture and priority gaps in that

architectureCould this be at the root of your problem/opportunity?




6.1 – T&D P/S Line Development/Acquisition Program Management Process

Process OverviewThe T&D Product and Service Line Development and Acquisition Program Management Process, much as the first process within 5 o’clock, is intended to deliberately control the multiple efforts for development and acquisition for putting high-priority, high-payback T&D products and services in place.

Key Process OutputsPortfolio/program plans for developing and updating T&D

content, reusing “content chunks” as appropriatePortfolio/program plans for purchasing T&D content





6.2 – T&D Custom Development Process

Process OverviewThe T&D Custom Development Process is a formal ISD process to develop performance-based T&D or, minimally, performance-relevant awareness, knowledge, and skills. This process can be done via in-sourcing, outsourcing, or a combination of the two. This is the traditional ADDIE process.

Key Process Outputs

T&D product “masters” for ongoing deployment (composed of content chunks)





6.3 – T&D Purchased Product Acquisition Process

Process OverviewThe T&D Purchased Product Acquisition Process is a formal process to buy T&D for use as is or for modification prior to use or deployment.

Key Process OutputPurchased/licensed T&D products for ongoing deployment





6.4 – T&D Purchased Product Modification Process

Process OverviewThe T&D Purchased Product Modification Process is a formal process used to make modifications or augmentations to purchased products, depending on the legalities of making modifications to copyrighted content, per the terms and conditions of the purchase.

Key Process OutputsT&D products for ongoing deployment





6.5 – Existing T&D Maintenance Process

Process OverviewThe Existing T&D Maintenance Process allows any existing T&D product to be updated as needed. It employs sound ISD processes. It uses the original project data, as available, and revalidates that before moving forward with updates.

Key Process OutputsT&D products for ongoing deployment





7.1 – T&D Master Materials Storage & Retrieval Process

Process OverviewThe T&D Master Materials Storage and Retrieval Process stores all material masters for access by developers and delivery staff.

Key Process OutputsAvailable T&D products for ongoing deployment





7.2 – T&D Master Materials Change Management Process

Process OverviewThe T&D Master Materials Change Management Process is responsible for displacing the old content with the new and making sure that the old doesn’t inadvertently get out along with the new content.

Key Process OutputsUpdated T&D products for ongoing deployment





7.3 – T&D Scheduling Process

Process OverviewThe T&D Scheduling Process is used to develop market-demand schedules of delivery for any T&D that is scheduled.

Key Process OutputsT&D deployment schedule





7.4 – T&D Facilitator/Coach Development & Certification Process

Process OverviewThe T&D Facilitator and Coach Development and Certification Process is used to prepare the humans in T&D deployment and/or support.

Key Process OutputsTrained deployment and support staff





7.5 – Facilitator-Led T&D Deployment Process

Process OverviewThe Facilitator-led T&D Deployment Process controls the deployment of all instructor-led/facilitator-led T&D.

Key Process OutputsDelivered group-paced T&DDeployment metrics and feedback





7.6 - Self-Paced T&D Deployment Process

Process OverviewThe Self-paced T&D Deployment Process handles the deployment of all learner-controlled (self-paced) T&D.

Key Process OutputsDelivered self-paced T&DDeployment metrics and feedback





7.7 – Coached/Mentored T&D Deployment Process

Process OverviewThe Coached/Mentored T&D Deployment Process deploys all T&D using coaches and mentors to support the learners.

Key Process OutputsDelivered coached/mentored T&DDeployment metrics and feedback





T&D Support Systems & Processes




T&D Support Systems & Processes

T&D Support Systems/Processes Market and communicate throughout the T&D System to all

T&D stakeholders; manage the financial, human and environmental resources; and conduct R&D activities

8Marketing and Communications

9Financial AssetManagement

10Human andEnvironmental AssetManagement

11Research andDevelopment




8.1 – T&D Stakeholder Communications Process

Process OverviewThe T&D Stakeholder Communications Process determines exactly who the T&D system’s stakeholders are and what their needs for information are, and it delivers information and data to each stakeholder group via the most efficient communication channels.

Key Process OutputsVarious “proactive” T&D communications, e.g., brochures,

videos, flyers, mailers, posters, Web sites, etc.Various “reactive” T&D communications





8.2 – Individual T&D Planning Process

Process OverviewThe Individual T&D Planning Process is used for planning an individual employee’s T&D, but also for compiling (rolling up), locally or enterprise-wide, all of the plans in order to place a “demand forecast” on the T&D deployment/delivery system.

Key Process OutputsIndividual T&D plansGroup T&D plans (roll-up)Enterprise T&D plans (roll-up)





8.3 – T&D Ordering & Registration Process

Process OverviewThe T&D Ordering and Registration Process is where the customers of T&D can place their orders appropriate to the type of T&D products/services offered.

Key Process OutputsOrders for T&D offerings (products) forwarded to the

appropriate Product and Service Line Deployment SystemRegistrations for T&D offerings forwarded to the appropriate

Product and Service Line Deployment System





9.1 – Organizational T&D Plans & Budget Roll-Up & Adjustment Process

Process OverviewThe Organizational T&D Plans and Budget Roll-up and Adjustment Process allows T&D management and the T&D governance and advisory members to provide oversight to all things financial, so that they may perform their fiduciary responsibilities to the shareholders/owners of the enterprise.

Key Process OutputsFinancial records and projections for the planning periodAnnual inventory updates of all T&D assets





9.2 – T&D Physical Property Management Process

Process OverviewThe T&D Physical Property Management Process accounts for physical property assets as driven by the enterprise’s policies and procedures, as well as federal, state, and local laws, regulations, and codes.

Key Process OutputsT&D property records and status





10.1 – T&D Staff Recruiting & Selection/Succession Process

Process OverviewThe T&D Staff Recruiting and Selection/Succession Process

seeks applicants and screens candidates for defined jobs/positions.

Key Process OutputsPeople to staff all of the roles/jobs articulated





10.2 – T&D Staff Training & Development Process

Process OverviewThe T&D Staff Training and Development Process assesses knowledge and skill compliance and develops an Individual T&D Plan from an organized, documented, and resourced curriculum of traditional and nontraditional information, education, training, and development events to ensure

competence and development consistent with the projected, overall

staffing needs of the T&D system.

Key Process OutputsTrained and developed staff to the levels of competency

required by the processes within which they performCould this be at the root of your problem/opportunity?




10.3 – T&D Staff Assessment Process

Process OverviewThe T&D Staff Assessment Process provides routine and continuous assessment of performance, positive/constructive feedback, negative/constructive feedback, additional development and progression monitoring, progressive discipline, and termination, if necessary.

Key Process OutputsStaff feedbackInputs to other human asset processes





10.4 – T&D Staff Compensation & Benefits Process

Process OverviewThe T&D Staff Compensation and Benefits Process provides total compensation and benefits for all of the permanent employees of the T&D system; it typically provides only compensation for the outsourced staff.

Key Process OutputsTotal compensation goals and amounts determined for

each staff position





10.5 – T&D Rewards & Recognition Process

Process OverviewThe T&D Staff Rewards and Recognition Process provides small monetary and other nonmonetary rewards and recognition to the T&D staff, other non-T&D staff, and various contributors to the overall T&D effort.

Key Process OutputsNoncash or small cash rewards and other forms of

recognition





10.6 – T&D Organization Structural Design Process

Process OverviewThe T&D Organization Structural Design Process designs the organization (the form and structure) based on the T&D leadership, core, and support processes in place and the systems, tools, and methods required to render the T&D services and provide the T&D products that have high-payback to the enterprise in terms of their return on investment or economic value add.

Key Process OutputsT&D organization chartT&D job designs for both full- and part-time positions and

for permanent or outsourced staff





10.7 – T&D Facilities Development & Deployment Process

Process OverviewThe T&D Facilities Development and Deployment Process builds or acquires and maintains all of the facilities (buildings and grounds) needed by T&D.

Key Process OutputsCurrent and future T&D facility designsT&D facilities available





10.8 – T&D Equipment & Tools Development & Deployment Process

Process OverviewThe T&D Equipment and Tools Development and Deployment Process builds or acquires the T&D tools and equipment required and proven (pilot tested) by the research and development effort. This process ensures a successful implementation.

Key Process OutputsCurrent and future T&D equipment/tool designsT&D equipment/tools available





10.9 – T&D Materials & Supplies Acquisition & Deployment Process

Process OverviewThe T&D Materials and Supplies Acquisition and Deployment Process acquires and delivers all consumable materials and supplies necessary for T&D operations.

Key Process OutputsVarious materials and supplies are available





10.10 – T&D Information Systems Development & Deployment Process

Process OverviewThe T&D Information Systems Development and Deployment Process builds or acquires the T&D information technology methods and systems (hardware and software) that are deemed required and have been proven (pilot tested) by T&D’s research and development effort to meet their intended functionality.

Key Process OutputsInformation systems designInformation system in place





10.11 – T&D Methods Deployment Process

Process OverviewThe T&D Methods Deployment Process builds or acquires the T&D, ISD, or administrative methods that have been tested and proven by the research and development effort or are part of enterprisewide methods and procedures. This process ensures an overall, successful implementation of any new approaches to ISD or other T&D methods.

Key Process OutputsT&D methods documentation





11.1 – T&D Methodology & Technology Surveillance Process

Process OverviewThe T&D Methodology and Technology Surveillance Process keeps track of what is going on in the worlds of ISD technology and ISD methodology, as well as with all other elements of the T&D system, such as information technology/information system capabilities for development and deployment of T&D.

Key Process OutputsKey T&D methodology and technology trends and

emerging capabilities





11.2 – T&D Internal & External Benchmarking Process

Process OverviewThe T&D Internal and External Benchmarking Processes compare all of the internal T&D organization’s processes to a series of benchmarks, comparing internal operations against each other as well as to external organizations in both similar and dissimilar situations.

Key Process OutputsBenchmark studies





11.3 – T&D Methodology & Technology Pilot-Testing Process

Process OverviewThe T&D Methodology and Technology Pilot-Testing Processes bring in the newfangled stuff found in the other two research and development processes of the T&D system to deliberately play with it and test it.

Key Process OutputsTest results for T&D system methods, technologies,

equipment, and tools


Second Pass




Go for Significant Returns !!!


Investmentx 100

Quickly review your targets from the first pass and pick something with the promise of significant

Returns for any improvement efforts:-what significant Revenues can be generated?-what significant Costs could be avoided/reduced?-what significant Risks could be avoided/reduced?-what significant Stakeholders dissatisfaction would be resolved?




The “R” in ROI - Returns

Estimate the Significant Returns Potential:

Do the Math!


Investmentx 100




<=

Process Map

Performance Model

2- Then Fix the Process Enabling

Systems as needed

1

Fix in this Sequence – Process 1st




Estimating T&D ProcessImprovement Investments

Do you first need to fix the PROCESS ?

…via Business Process Re-Engineering, Lean methods, Six Sigma, Statistical Process Control, etc?

1- The Process

2- Human Asset Management Systems


<=

Process Map

Performance Model




Estimating T&D HAMSImprovement InvestmentsDo you next need to fix the HAMS - Human Asset Management Systems and their processes?


1- The Process






Estimating T&D EAMSImprovement Investments

Do you first need to fix the EAMS- Environmental Asset Management Systems and their processes?


1- The Process






The “I” in ROI - Investments

Establish a very rough estimate the Investment Requirements:

1- Fix the Process

2- Fix the Human Asset Management Systems

3- Fix the Environmental Asset Management Systems




Do the ROI Math


Investmentx 100

Example: 400 % ROI =

$500,000 - $100,000 _________________________________

$100,000x 100




Session Summary & Close




Session Learning Objectives

Session Terminal Performance Objectives

Participants will be able to: Describe the assessment tool, and the steps for quickly

assessing the 12 systems and 47 processes in their HPT/ISD organization

Estimate the amount of Investment and potential Returns to calculate a preliminary ROI for any improvements to their system

Facilitate a team in their organizations to conduct a more detailed, assessment, post-conference

B2

Please complete the session evaluations!




Workshop Close

Thanks and good luck back on the job!

B1

Call or E-mail your follow-up questions to

Guy W. Wallace, CPTEPPIC, Inc.

Voice- 704-895-6364Mobile- 704-746-5126E-mail- [email protected] www.eppic.biz

mailto:[email protected]�

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