Integrated Planning and Performance Management

Transcription

1 Integrated Planning and Performance Management A Framework for Fermilab Carl Strawbridge August 22,

2 Overview Challenges to Integrated Planning Integrated Planning and CAS Integrated Planning Issues What are we trying to integrate? Families of plans Lab Integrated Planning/Work Cycle FRA/FNAL Agenda and Business Plans Annual Lab Business Plan Preparation Steps to an Integrated Planning Process 2

3 Challenges to Integrated Planning Simultaneous complex events impacting Fermilab (among others): Constrained overall funding climate & single-program Lab Affects total size & needed broadened flexibility of staff, emphasizes cost of operations Annual forces on HEP Program do not always mesh with sustained efficient, long-term management of a large facility like a national lab ( eg.- budget/staff cuts, gates-open costs) Lab mission transition (growing Intensity Frontier focus, reducing Energy Frontier efforts for now, maintaining Cosmic Frontier engagement) Affects needed staff skill mix and drives facilities planning Changing work mix: capital project investments in future years are supported by research program reductions Affects skill mix, skill base (how to sustain) and facilities planning FRA management processes (CAS) are still maturing CAS planning support process not defined Historical, expert-based management approach struggling with lack of suitably defined management system processes and leadership responsibilities Good opportunity to make CAS useful but not burdensome 3

4 Integrated Planning & CAS CAS M-3 (Performance Management) supported by 3 key processes: Strategic Planning and Goal Setting Project Management Oversight Performance Evaluation and Measurement Process (PEMP) Only PEMP has any defined process Current planning is de-centralized, short-term and budget-driven instead of strategy-driven Project oversight relies on meetings and committee reviews Meetings on individual projects are difficult to trend and lack consistent, visual data presentations Reviews can be untimely Effective oversight for all projects is reduced to a single senior manager Of the 11 CAS Management Systems, 8 include risk-based evaluations ERM is needed (and is coming!) 4

5 Integrated Planning Issues-Overview Mechanisms (plans) to ensure continuity of strategy/goals/initiatives from top-bottom have some holes FRA FNAL Plan, Mission/Mission Support Organization Business Plans Ad hoc Sector plans starting to fill in gaps Lab integrated planning process is not defined Roles of contributing organizations (OPPS, CFO, Sectors, etc.) have been unclear Current process is budget vs. strategy-driven Interfaces/links with other management systems need clarification Consolidated planning annual timetable needed for efficiency Organizational roles/responsibilities need alignment to defined planning process OPPS functions to be focused around Integrated Planning & Performance Management, OPMO organization to be modified: Project oversight model to be changed to involve broader management team and regular, trendable metrics (Project Support Services to be re-focused as separate support office) 5

6 Integrated Planning What are we trying to integrate? Science (research) and Operations (management) Strategic vision and business planning/results Institutional planning: workforce, facilities/site master planning Performance (and risk) management Wide planning horizons: from 10+ years to monthly Stakeholder interests: Sponsor (DOE SC, HEP & FSO), HEP community, FRA (M&O), FNAL leadership & staff Expanding capital projects and constrained science/technology research programs (for now) Other interfaces? 6

7 Family of Plans DOE/SC Scientific Facilities Strategic Plan (20 years, major capital projects) DOE Strategic Plan (7-10 years) DOE (HEP)/Fermilab Strategic Plan (10 years) FRA/FNAL Plan for Managing & Operating Fermilab during the duration of contract (5-7 years)* Nominally the proposal as reflected in the contract Need to bridge these goals into a living framework to manage major initiatives at the D/S/C level DOE/Fermilab Annual Lab (Budget)Plan (1-3 years) Includes Fermilab Facilities Plan (5+ year horizon) Supported by Fermilab Workforce Development Strategic Plan (3 year horizon) Updates 10-year plan DOE/M&O Performance Evaluation and Management Plan (PEMP, annual) Fermilab Mission Area/Mission Support Business Plans (annual)* 7

8 Lab Integrated Planning/Work Cycle (Generic) Plan--strategic planning aligns the business to deliver on the Strategy Business plans Performance plan development Annual Lab Plan Other plans (Site/Facilities, WFD, etc) Execute--perform technical & business functions Management systems (CAS) Check--measure/analyze & evaluate performance PEMP Assessment Plan Feedback--Identify Improvement opportunities and inform business decisions Upcoming Annual Lab Plan CI/Best practices 8

9 Strategic planning framework Lab M&O Plan/Agenda National R&D Priorities Customer Requirements Lab Agenda Strategy and Planning Align the business to deliver on strategy Business Plan Performance Plan Other Plans Lab Plan PEMP Communication, Feedback, and Improvement Identify improvement opportunities and inform business decisions Communicating Results Feedback Improvement Opportunities Performance Monitoring and Analysis Monitor, measure, and evaluate performance Performance Indicators Assessment Performance Analysis Work Execution Perform the work and business functions Execute Work Management Systems 9

10 FRA/FNAL Plan (Agenda) Communications framework that would: align Lab strategic objectives, critical outcomes and major initiatives in major mission areas of science & operations, other?) Provide top-level basis for Business Plans that flesh out annual actions and performance plans to make progress toward the strategic vision keep the FRA proposal a living document (sustain good ideas, kill those not panning out) 10

11 Strategic Objectives Critical Outcomes Major Initiatives Draft FRA/FNAL Lab Agenda Excellence in Particle Physics, Accelerator Science and Large Scale User Facilities Intensity Frontier Energy Frontier Cosmic Frontier Intense particle beams reveal new physics through experiments with neutrinos, muons and other new particles Accelerator Improvement Plan o NOvA o Proton Improvement Plan Neutrino Facilities and Experiments o NOvA o Mini/MicroBooNE o Minos/MINERvA o LBNE Muon Campus o g-2 Experiment o Mu2e Experiment Project X High energy particle colliders discover new particles and probe the architecture of fundamental forces of nature LHC Physics and Upgrades SRF Accelerator Technology Initiative Liquid Ar Detector Underground experiments and ground based telescope uncover the nature of dark energy matter and dark energy Dark Matter Experiments Dark Energy Systems and Experiments Excellence in Operations and ES&H World-class technical support staff complement a modern suite of facilities /infrastructure and well-integrated, efficient business and management systems SLI Initiative IARC Facility Mission Readiness Site Sustainability Plan OHAP/Workforce Development Reduce cost of doing business CAS Development and Implementation 11

12 Business Plans For Mission and Mission Support Organizations, annual Business Plans align Sector/Div/Sec/Center actions and resources withlablevel strategy and initiatives Business plans contents (typical): Strategy: Top level/overview Core capabilities Goals and outcomes Risk perspective Resource requirements (staff, facilities, infrastructure) Work Action Plan: Near term outcomes and milestones Risk mitigating actions Performance Monitoring plan: Performance indicators Performance Monitoring & Assessment Plan 12

13 Mission outcomes, risks, and measurement are expressed in business plans 13

14 Support organization business plans focus on enabling mission accomplishment 14

15 Annual Lab Business Plan Preparation Culminates in ~May submission of updated FNAL Lab Plan to DOE-SC/HEP Outlines the 10-year strategy that aligns/prioritizes FNAL Mission outcomes with DOE and national-level objectives FNAL Mission and Mission Support organizations engage in a strategic planning process to define long-term goals, desired outcomes and nearterm actions to execute the FNAL vision Strategic planning process provides the framework for discussion and communication within/across all Sectors and the Lab Directorate Addresses future risks/opportunities, challenges, resource needs and methods to monitor performance Planning process is vital in translating strategies into actions Mission/Mission Support organization Business Plans are key framework to address specific mission readiness capability and development, integration with FRA/FNAL top level initiatives, Sector initiatives and management system deployment 15

16 FY 20 Key Institutional Planning and Performance Management Activities 16

17 Strategy and Budget Meeting Schedule The critical element of this process occurs during August Each Sector has the opportunity to discuss their strategy, risks and budget needs with the Lab Director s Office before plans are finalized Date May June July July August August August Aug Sept Action scheduled (FY Planning) Laboratory Plan for FNAL submitted to DOE Internal Business Planning guidance issued Laboratory Plan for FNAL presented by FNAL Director to Dr. SC-1 (et. al,) Budget input for service centers/service organization burdens Budget input for overhead, research organization burden, program offices, user facilities, scheduled rates, BA/FTE estimates Lab Agenda initiative Plans due Mission/Mission Support Organization Business Plans due Sector meetings with Director s Office Leadership Team review of FY Planning overhead investment outcomes 17

18 Steps to an Integrated Planning Process (1) Re-align Integrated Planning, Performance Management and Project oversight/support functions and responsible organization units OPPS functions & organization simplified and re-aligned: Office of Integrated Planning and Performance Management (OIPPM) Office of Project Support Services (OPSS) Both report to the Directorate through the COO 18

19 Office of Integrated Planning and Performance Management Develops and coordinates an integrated planning process to integrate and implement the Lab scientific and operations vision through results-oriented business plans Provides guidance for the Laboratory-level investment portfolio Develops lab-wide policy, procedures and instructions related to integrated planning and performance management Coordinates monitoring, assessment and analysis of laboratory performance (PEMP, projects, major programs) through FNAL Performance Oversight Group (POG) and CAS M-3 POG = senior manager oversight group that meets regularly to review and trend performance metrics and issues with project and program managers Initiate Director s project reviews when needed, lab-level liaison with DOE-SC/OPA external reviews Provides communication of results, feedback to future plans and risks/opportunities and coordinates continuous improvement/best practice initiatives (QA, CAS M-8) Assessment program targeted to risk-based priorities, PEMP coordination, process improvements/best practices) 19

20 Office of Project Support Services Lead efficient start-up services and resources to new projects (~CD-0) and training of top managementassigned leadership teams, hand-off to IPT not later than 3 months before CD-1 Provide project controls services/staff as needed and funded by projects Maintain FNAL EVMS certification, expertise in risk management & cost estimate development Produce consolidated performance metrics for major projects in planning and execution for POG reviews Support Sector Heads and Directorate in planning and identification of future candidates for project teams 20

21 Steps to an Integrated Planning Process (II) Develop/document the process for Strategic (Integrated) Planning and Goal Setting and establish the IPPM organization Revise CAS M-3 (SP & GS) Develop FRA/FNAL Lab Agenda Develop Sector Business Plans Organize/schedule management planning retreats Define R2A2 and staff plans for IPPM and PSS Offices Define ERM process and planning interfaces Initiate FY14 ALP 21

22 Steps to an Integrated Planning Process (III) Establish modified Performance Management Process Revise CAS M-3 (PMO and PEMP ) Charter Performance Oversight Group (POG) Schedule POG meeting cycle and get agreement on performance review areas (projects, major programs, infrastructure, PEMP ) Develop performance metrics Brief/train POG participants Initiate monthly POG internal (project) performance reviews (Q1FY13) Automate/integrate performance metrics (Fermidash?) Align Assessment program to performance priorities Identify CI/BP candidates with savings/efficiency goals Initiate PEMP for

23 Conclusions? 23