Technology Supporting Performance and Quality Leadership

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Vincent Gray
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Strategy and People mullins.john@serco-na.

1 Technology Supporting Performance and Quality Leadership Prepared for: PMIWDC and FAA Program Office Presented by: John Mullins - Director Strategy and People mullins.john@serco-na.com Chuck Brans VisionWaves, Vice President c.brans@visionwaves.com May 2013

2 What Does a Manager Want? Strategic Overview Single Workspace Integrated Insight Action Management One Picture of the Truth Collaboration Power

3 Performance Management Objective Optimize Business Value Improving strategic and daily decision making Identifying performance improvement and risk mitigation opportunities Improving the alignment of inputs to outputs Influencing and managing program delivery and support processes

improvement and risk mitigation opportunities Improving the alignment

4 What Analysts Say about Performance Management A comprehensive performance management (PM) suite is a collection of analytic applications covering multiple domains (corporate/finance, sales, marketing, supply chain, production and so on) in a single solution that has common metrics framework and a technical architecture that supports closed-loop PM. Gartner: Hype Cycle for Performance Management, 2012 (August 2012)

supply chain, production and so on) in a single solution that has common metrics framework and a

5 The Performance and Quality Continuum Time frame Is there a better way? 60 s & 70 s 80 s & 90 s Today Flavor of the Decade Systems & Apps Recognize need for quality management - Deming Cycle Manual Paper and Pen First mainframe ERPs TQM, Six Sigma, Lean - BI, BPMS, Risk, Collaboration Server based ERPs Start of client Apps All Separate Systems Strategy, Performance, and Transformational Management - Dashboards Server / Client Aps & Mobile Aps - But Still Separate

Deming Cycle Manual Paper and Pen First mainframe ERPs TQM, Six Sigma, Lean - BI, BPMS, Risk, Collaboration Server

6 Complexity of Operation: Many items, moving fast Implement timely cause & effect management

7 Business Management Issues

9 Reporting like bubbles

10 What s our financial result? What is driving performance? Are we organized for success? Do we have the necessary strategic overview?

11 Gartner - Shift from Just Measuring to Analysis, Forecasting, & Optimization

Serco s ProgramVision Approach From Dashboards to Strategic Management From this (traditional dashboards ) to this (strategic control with a Satellite

) Problem indication ( We have a problem ) Manual problem analysis ( Why has the problem occurred?

12 Serco s ProgramVision Approach From Dashboards to Strategic Management From this (traditional dashboards ) to this (strategic control with a Satellite Navigation) Traditional dashboards focus on current performance Gauges and Indicators ( What s happening now? ) Problem indication ( We have a problem ) Manual problem analysis ( Why has the problem occurred? ) Reactive Management Need to focus on strategic direction Strategy map ( This is where we are going ) Automatic Causal analysis ( This is where the problem is ) Continual improvement ( This is how we get back on track ) Proactive Management

13 The Challenge Aligning Performance with Strategy Stakeholder Expectations, Strategy, & Value Customers, Channels, Products, & Services Programs, Processes, & Procedures Execution Data Resources People, Culture, & Systems

Channels, Products, & Services Programs, Processes, &

14 FEA Performance Reference Model Strategic Outcomes Mission & Business Results Services for Citizens Support Delivery of Services Management of Government Resources Customer Results Customer Benefit Service Coverage Timeliness and Responsiveness Service Quality Service Accessibility Outcomes: Mission and business critical results aligned with Levels 1 and 3 of the BRM. Results measured from a customer perspective Processes and Activities Financial Productivity Cycle Time and Timeliness Quality Security and Privacy Management and Innovation Outputs: The direct efforts of dayto-day activities and broader processes as driven by desired outcomes. Aligned with Level 2 of the BRM Human Capital Technology Technology Costs Quality Assurance Efficiency Information and Data Reliability and Availability Effectiveness Other Fixed Assets Inputs: Key enablers, measured by their contribution to outputs and, by their extension, outcomes Value

Results measured from a customer perspective Processes and Activities Financial Productivity Cycle Time and Timeliness Quality Security and Privacy Management and Innovation Outputs: The direct

Performance 1 Supplier 1 Financial Customers Management Input B Performance 2 Constraint 2 Management process A Channels Customer Gold Support process B Processes Delivery 2 Input Performance

15 Performance 1 Supplier 1 Financial Customers Management Input B Performance 2 Constraint 2 Management process A Channels Customer Gold Support process B Processes Delivery 2 Input Performance Management Start with Value Chain Input A Constraint 1 Performance Sales Service 1 Delivery Services Suppliers Products Strategic Results Channel1 Financial 1 How? Risk Where? & Compliance What? Why? Sales B Delivery 1 Stakeholder 2 Customer Silver Constraint 2 Process 2 Product 1 Sales A Risk 1 Supplier 2 Stakeholders Constraint Stakeholders Value Stakeholders Channel 2 Service A Stakeholder 1 Process 3 Customer 1 Product B Product A Customer 2 Support process B Financial 2 Process 1 Management process B Compliance A Constraint 1 Whom?

deliver them Personalized portals provide integrated information Connected Management Built-in Continuous Improvement cycle

16 Serco s ProgramVision - How does it work? A Business Model aligned with Strategy Starting with stakeholders and strategic goals: how the enterprise is organized to deliver them Personalized portals provide integrated information Connected Management Built-in Continuous Improvement cycle Integrated Management Improvement Management Supported by visual management: all relevant aspects of a client s operations displayed in context Embedded cycle of continuous improvement: adding value and eliminating waste

17 1. Model Your Business

18 2. Integrate Your Operations Systems

19 3. Give Managers Insight and Connect Your Management

20 Role Based Cockpits What You Need to Do your Job

21 Performance Management Cockpits Change Management Process Management Project Management People Management Business Intelligence Governance Risk and Compliance Document Management Performance Management Decision and Action Management

22 4. Maintain Momentum

23 New Best Practices Start with the Value Proposition It all comes down to value Every output, outcome, needs to be measured by a balanced scorecard of performance measures it is not one thing but many Measurement must be done in public, consistently, within appropriate time parameters a continuum and use existing systems of record Organizations are systems and variation needs to be understood. Think globally, act locally or the network Organizations plan in the vertical and execute in the horizontal or by the place measure effectiveness in context of value Data gathering, analysis, and reporting needs to be done automatically staff need to add context and judgment knowledge workers

24 Driver Examination Services (DES) Case Study

25 Business Reference Model Value Chain

26 Value Chain Detail-1: Stakeholders to Channels

27 Value Chain Detail 2 Services to Inputs

28 Overlaying the Performance Framework Every color has a meaning Object is performing at/above target level Object has performance data, but no Target value has been established Object is performing below target level, Warning of potential issues Object has no performance data, Blueprint for future expansion Object is performing significantly below target level, Potential critical failure

29 Diagnosing a Problem Identification of a problem area. Strategic Result: Wait Time KPI Associated with Operational Object Locking to focus on Specific problem measure

30 Automatic Root Cause Analysis Locking filters all performance information related to the area you are analyzing. Highlights which Regions are having a problem Highlights related processes where issue is generated Arrows show relationships between the locked object and other objects in the model. Shows impact on other results Shows impact on stakeholders

31 Governance-based, Menu-driven management Cockpit Access to information for multiple locations from a single screen Different portals based on roles and responsibilities All KPI per a location Current performance and trend information

32 Management and Staff Working in Sync Supervisor on the same page as their Regional Manager

33 Drill-down Data Analytical Capabilities Traditional BI capabilities Comparisons across Multiple dimensions

34 Organizational Performance Organizational performance ata-glance Ownership and Accountability KPIs Related to Department

35 Process/Workflow Performance Workflow steps and swim lanes Process KPIs ICOR Box Inputs, Control, Output, Resources

36 SLA Management Service Level Agreements Penalties SLA Performance SLA Details and Responsible party

37 Aligning SLAs with Overall Performance SLA relationship to Business Reference Model SLA Overlay, can also Display projects, IT systems, and Risk SLA Performance

38 Program Overview

39 AS IS Value Chain

40 TO BE Value Chain

41 Transformation Program Page

42 Transformation Plan

43 Plateau Overview

BUSINESS INTELLIGENCE

BUSINESS INTELLIGENCE Enabling Insights Across the Enterprise Patrick Callahan AST Corporation Practice Director Business Intelligence Naperville, Illinois USA 2011 Southern California Public Sector EBS