management approach: a critical success factor for
TRANSCRIPT
9/30/2003 Management Approach 1
Management Approach: Management Approach: A Critical Success Factor A Critical Success Factor
for Securing Americafor Securing AmericaJames A. George, Management DirectorManTech Enterprise Integration Center
ManTechManTechInternational Corporation
National Security Solutions Group
9/30/2003 Management Approach 2
Technology FrameworkTechnology FrameworkCollaborative Homeland Security Environment
Collaboration & Decision Support Hubs
Process & Work Flow Engineering
Information Interoperability Engineering
Enterprise Applications Integration
Applications Servers
Web Servers
Communications Protocols
CollaborativeDefense
Environment
Systems Management & Security
22 DHS Agencies
DOD &Military Services
& Suppliers
State & LocalG
overnments & Suppliers
9/30/2003 Management Approach 3
CIA NSA DOJ DHS DOS DOD
LEADERSHIP & INTEGRATION ARCHITECTURELaws, Regulations, Business Rule Management, Strategy Development
Management Processes: Enterprise Asset Management,Work Design, Process Engineering, Planning & Budgeting,
Problem Solving, & Decision MakingEnabling Management Technologies
Enabling Enterprise InfrastructureEnterprise Knowledge Management, and Shared Services
PROCESS & KNOWLEDGE MANAGEMENT ARCHITECTURE(Outcome-driven Performance-based Management)
Functional Leadership & Integration ArchitectureOrganization-Unique Processes with Unique People & Technology Attribution
Shared ServicesWork Design & Performance Engineering
ENABLING MECHANISMS ARCHITECTURE: PEOPLE & TECHNOLOGYOrganization Resource Management: Direct & IndirectEnabling Technology Management: Direct & Indirect
Systems Engineering and Resource Configuration ManagementInteroperability Engineering: Information Interoperability and Physical Interoperability
Infrastructure Engineering: Communications, Facilities, & Logistics
National Security Collaborative Environment
EXECUTIVE & LEGISLATIVE DIRECTION & CONTROL
Sources ofServices &Solutions
Time & Capacity for Change
9/30/2003 Management Approach 4
Work DesignWork Design• Short of a new Continental Congress, we need
to attack how we produce change and improvement beginning with congress and the executive branch rethinking how the people’s work gets done.
9/30/2003 Management Approach 5
TransformationTransformation• “Transformation is a process that shapes the
changing nature of military competition and cooperation through new combinations of concepts, capabilities, people, and organizations that exploit our nation’s advantages and protect against our asymmetric vulnerabilities to sustain our strategic position, which helps underpin peace and stability in the world.”– Transformation Planning Guide, April 2003
Collaboration Ξ Competition + Cooperation
9/30/2003 Management Approach 6
ChangeChange• To make or become different• To pass from one form or phase
to another• To take or use another instead of
• To make value adding difference
• To put forth fresh ideas
• To eliminate non-value adding difference
9/30/2003 Management Approach 7
Articles of ConfederationArticles of Confederation• By 1786, the Confederation of the United States,
established in 1781 by the Articles of Confederation, was in danger of dissolution. – A general feeling of dissatisfaction existed with a
national government that lacked authority to legislate for the country as a whole in many vital matters and that was not empowered to enforce its decisions.
• Shays’ Rebellion in Massachusetts and the possibility of intervention by foreign countries gave added point to the repeated warnings of George Washington and other statesmen that the government of the union, formed during the American Revolution, was in need of drastic revision if the U.S. were to endure as a nation.
9/30/2003 Management Approach 8
Constitutional Amendment Constitutional Amendment Change HistoryChange History
1791 1887 2003
A1-10 Bill of Rights
A11
A12
A13A14
A15 Right to Vote A16A1761 Years
43 YearsA18A19 Women
A20 A22A21 A23
A24A25
18 Yr-Old A26
Congressional Pay Raises A-27
212 Years
US Constitution
9/30/2003 Management Approach 9
US Code: 50 TitlesUS Code: 50 TitlesTitle 1 General ProvisionsTitle 2 The CongressTitle 3 The PresidentTitle 4 Flag and Seal, Seat Of Government, and the StatesTitle 5 Government Organization and EmployeesTitle 6 Surety Bonds (repealed)Title 7 AgricultureTitle 8 Aliens and NationalityTitle 9 ArbitrationTitle 10 Armed Forces Title 11 BankruptcyTitle 12 Banks and Banking Title 13 Census Title 14 Coast Guard Title 15 Commerce and TradeTitle 16 ConservationTitle 17 Copyrights Title 18 Crimes and Criminal ProcedureTitle 19 Customs DutiesTitle 20 EducationTitle 21 Food and DrugsTitle 22 Foreign Relations and IntercourseTitle 23 HighwaysTitle 24 Hospitals and AsylumsTitle 25 Indians
Title 26 Internal Revenue Code Title 27 Intoxicating Liquors Title 28 Judiciary and Judicial Procedure Title 29 Labor Title 30 Mineral Lands and Mining Title 31 Money and FinanceTitle 32 National Guard Title 33 Navigation and Navigable WatersTitle 34 Navy (repealed) Title 35 Patents Title 36 Patriotic Societies and Observances Title 37 Pay and Allowances Of the Uniformed Services Title 38 Veterans' Benefits Title 39 Postal ServiceTitle 40 Public Buildings, Property, and WorksTitle 41 Public Contracts Title 42 The Public Health and Welfare Title 43 Public LandsTitle 44 Public Printing and Documents Title 45 RailroadsTitle 46 Shipping Title 47 Telegraphs, Telephones, and Radiotelegraphs Title 48 Territories and Insular Possessions Title 49 TransportationTitle 50 War and National Defense
Policies
Directives
Memos
9/30/2003 Management Approach 10
US CodeUS Code• TITLE 1 > CHAPTER 1 > Sec. 1. Next Sec. 1. - Words
denoting number, gender, and so forth In determining the meaning of any Act of Congress, unless the context indicates otherwise - words importing the singular include and apply to several persons, parties, or things; words importing the plural include the singular; words importing the masculine gender include the feminine as well; words used in the present tense include the future as well as the present; the words ''insane'' and ''insane person'' and ''lunatic'' shall include every idiot, lunatic, insane person, and person non compos mentis; the words ''person'' and ''whoever'' include corporations, companies, associations, firms, partnerships, societies, and joint stock companies, as well as individuals; …
9/30/2003 Management Approach 11
Homeland Security Act 2002Homeland Security Act 2002SEC. 2. DEFINITIONSSEC. 2. DEFINITIONS
Unless the context clearly indicates otherwise, the following shall apply for purposes of this Act:
1. 'American homeland' or 'homeland' means the United States, in a geographic sense;
2. 'Assets' includes contracts, facilities, property, records, unobligated or unexpended balances of appropriations, and other funds or resources (other than personnel);
3. 'Department' means the Department of Homeland Security;
4. 'Emergency response providers' includes Federal, State, and local government emergency public safety, law enforcement, emergency response, emergency medical, and related personnel, agencies, and authorities;
5. 'Executive agency' means an executive agency and a military department, as defined, respectively, in sections 105 and 102 of title 5, United States Code;
6. 'Functions' includes authorities, powers, rights, privileges, immunities, programs, projects, activities, duties, responsibilities, and obligations;
7. 'Local government' has the meaning given in section 102(6) of the Robert T. Stafford Disaster Relief and Emergency Assistance Act, Pub. L. No. 93-288;
8. 'Major disaster' has the meaning given in section 102(2) of the Robert T. Stafford Disaster Relief and Emergency Assistance Act, Pub. L. No. 93-288;
9. 'Personnel' means officers and employees;
10. 'Secretary' means the Secretary of Homeland Security; and
11. 'United States', when used in a geographic sense, means any State (within the meaning of section 102(4) of the Robert T. Stafford Disaster Relief and Emergency Assistance Act, Pub. L. No. 93-288), any possession of the United States, and any waters within the jurisdiction of the United States.
9/30/2003 Management Approach 12
Section 201. Under Secretary for Information Section 201. Under Secretary for Information Analysis and Infrastructure ProtectionAnalysis and Infrastructure Protection
• This section specifies primary responsibilities of the Under Secretary for Information Analysis and Infrastructure Protection.
– These include: (1) receiving and analyzing law enforcement information, intelligence, and other information in order to understand the nature and scope of the terrorist threat to the American homeland and to detect and identify potential threats of terrorism within the United States; (2) comprehensively assessing the vulnerabilities of key resources and critical infrastructures; (3) integrating relevant information, intelligence analyses, and vulnerability assessments to identify protective priorities and support protective measures; (4) developing a comprehensive national plan for securing key resources and critical infrastructures; (5) taking or seeking to effect necessary measures to protect those key resources and infrastructures;
– (6) administering the Homeland Security Advisory System, exercising primary responsibility for public threat advisories, and providing specific warning information to state and local governments and the private sector, as well as advice about appropriate protective actions and countermeasures; and (7) reviewing, analyzing, and making recommendations for improvements in the policies and procedures governing the sharing of law enforcement, intelligence, and other information relating to homeland security within the federal government and between the federal government and state and local governments.
TITLE II — INFORMATION ANALYSIS AND INFRASTRUCTURE PROTECTION
9/30/2003 Management Approach 13
Laws Identify Functions and Laws Identify Functions and Functional ResponsibilitiesFunctional Responsibilities
• SEC. 202. FUNCTIONS TRANSFERRED. In accordance with title VIII, there shall be transferred to the Secretary the functions, personnel, assets, and liabilities of the following entities-
1. the National Infrastructure Protection Center of the Federal Bureau of Investigation (other than the Computer Investigations and Operations Section), including the functions of the Attorney General relating thereto;
2. the National Communications System of the Department of Defense, including the functions of the Secretary of Defense relating thereto;
3. the Critical Infrastructure Assurance Office of the Department of Commerce, including the functions of the Secretary of Commerce relating thereto;
4. the Computer Security Division of the National Institute of Standards and Technology, including the functions of the Secretary of Commerce relating thereto;
5. the National Infrastructure Simulation and Analysis Center of the Department of Energy, including the functions of the Secretary of Energy relating thereto; and
6. the Federal Computer Incident Response Center of the General Services Administration, including the functions of the Administrator of General Services relating thereto.
9/30/2003 Management Approach 14
Laws Identify & Define ManagementLaws Identify & Define Management
• TITLE VI-MANAGEMENT SEC. 601. UNDER SECRETARY FOR MANAGEMENT. In assisting the Secretary with the management and administration of the Department, the primary responsibilities of the Under Secretary for Management shall include, for the Department-
1. the budget, appropriations, expenditures of funds, accounting, and finance;
2. procurement; 3. human resources and personnel; 4. information technology and communications systems; 5. facilities, property, equipment, and other material resources; 6. security for personnel, information technology and communications
systems, facilities, property, equipment, and other material resources; and
7. identification and tracking of performance measures relating to the responsibilities of the Department.
9/30/2003 Management Approach 15
Changing TerminologyChanging Terminology• Changing the terminology permits leaders to place a
brand on their ideas for change and process that demonstrate ownership, i.e., The President’s Management Agenda, Rumsfeld’s Rules– Typically ideas include what will be changed, desired outcomes,
and processes describing how benefits will be realized. • For successful ideas, their brands are sustained until
victory is declared and retired at life cycle end. – In government, it is not uncommon for bureaucrats to hang onto
initiatives beyond their useful life, especially when they were once held in favor.
– Letting go may be a challenge.
9/30/2003 Management Approach 16
Continuous Demand Continuous Demand for Change & Improvementfor Change & Improvement
• The environment for change and improvement is dynamic and complex.
• The United States government consists of processes for which performance is constrained by capital, materiel, and human resources.
• Prioritization, expressed in plans, budgets, and schedules, is optional and fraught with risks.
• Required and desired outcomes come with high stakes and the means for achieving them are fluid. – Such is life in America.
9/30/2003 Management Approach 17
Life in AmericaLife in America
9/30/2003 Management Approach 18
Lightening Rods for ChangeLightening Rods for Change• “Transformation means
changes in the way we fight, in the way we train, in the way we exercise, but especially in the way we think about how we approach our jobs. Changes in doctrine, training, in organization, in the way we develop leaders and most important, in the way all of the services work together.”
• Rumsfeld will be remembered as being a source of new thinking.
9/30/2003 Management Approach 19
To Mince Words To Mince Words as Convincingly as Rumsfeldas Convincingly as Rumsfeld
• “Transformation” means to make great change in appearance or character of something.
• He is waging a war against the status quo, and against a bureaucracy that he believed was not keeping pace with the changing threat, and too slow to adopt new ways of performing.
9/30/2003 Management Approach 20
Out of Money and Out of FuelOut of Money and Out of Fuel• We are procuring military
aircraft and ground transportation that will outlast their fuel supply. – Our system is sound in
values and deficient in process and structure.
• We need to attack how we produce change and improvement beginning with congress and the executive branch rethinking how the people’s work gets done.
9/30/2003 Management Approach 21
JobsJobs• Secretary Rumsfeld
emphasized that transformation means change “in how we approach our jobs.” – Jobs describe a piece of
work to be performed by individuals and organizations, depending on the scale of effort.
– In this instance, the secretary refers to “jobs” as also being what the Defense department does in aggregate to “deter war and to protect America.”
9/30/2003 Management Approach 22
Models for Defining Expected Models for Defining Expected Human PerformanceHuman Performance
• Because the Defense secretary emphasizes the importance of people resources, he speaks to staff and to us citizens in terms that we think we understand, such as “jobs.”
9/30/2003 Management Approach 23
SemanticsSemantics
• Semantics of work design – “Semantics” refers to the
meaning of language. – People use different words
to describe the same things.
– People may also use the same term to convey different meanings, depending on their viewpoint and context.
• Program Description: The Army Contracting Agency (ACA), Fort Lewis, requirement for the development of systems software for the translation of Japanese, Korean, and Arabic is currently being satisfied.
– “Machines are currently unable to fully understand human language. Highly restricted vocabularies of individual words may be recognized in a specific context, but overall the words are not understood in the way humans do. New methods are needed to resolve semantic, syntactic, and even pragmatic ambiguities. Conventional approaches focusing on keywords, grammar rules, and simple probabilistic modeling appear to have reached their limits.”
9/30/2003 Management Approach 24
Affinity with Professions and JobsAffinity with Professions and Jobs
• People have affinity to professions and jobs that may equip them with certain words that are common to the communities to which they belong, such as accounting, engineering, and information science. – The community may extend to being an industry,
such as, aerospace or electronics. • In government, the semantics of the DOD may
be different from the semantics of Housing and Urban Development (HUD). – Even within the DOD, there exists diversity in
semantics among the military departments: Army, Air Force, Navy, and Marines.
9/30/2003 Management Approach 25
Government Initiatives Aim at Government Initiatives Aim at Making Things More CommonMaking Things More Common
• Beginning with semantics– This includes the use of terms
to describe the content of rules, standards, processes, and enabling technologies.
• Commercial industry learned that in a global economy it is imperative to achieve higher levels of simplification through higher levels of interoperability. – This is achieved, in part, by
aligning what is common among trading partners beginning with standards and implementation conventions.
– Government adopted this value through different initiatives such as shared data strategy, best commercial practices, and use of commercial-off-the-shelf technologies (COTS).
– These very different efforts influence convergence in practices among members of different communities based on common understanding about their needs.
9/30/2003 Management Approach 26
Commonality & AlignmentCommonality & Alignment• Achieving commonality and alignment between
government customers and industry suppliers is a valuable trend because it helps reduce excess cost associated with maintaining non value adding difference.
• How we are doing this is deficient, too ad hoc, and can be improved. – That is an underlying premise for why we need to
examine the subject of work design. – We need to improve the strategy and process for
achieving higher alignment within government and between government and commercial suppliers.
9/30/2003 Management Approach 27
Where to BeginWhere to Begin• Since humans communicate with humans
directly, it is a priority to achieve semantic alignment.
• Since humans use computers to communicate with other humans, and since often computers communicate with computers on behalf of humans to complete transactions and to perform work, it is imperative to address how to accomplish this.
9/30/2003 Management Approach 28
DOD 101DOD 101• “DoD is the oldest, largest, busiest, and most successful ‘company’
in America. – If the Defense department means that it is an assemblage of allegiant
people, then this is certainly accurate. • One intention is to characterize the department more as a business.
Certainly there is a business dimension that enables government departments to perform their purpose. – Some will argue that government departments are significantly different
than commercial enterprise. • One important difference is that commercial enterprise is motivated
to maximize profits and return on investment. • Government agencies are motivated to achieve mandated outcomes
with the best use of and highest return on resources. • The outcomes of government performance are often the difference
between life or death for constituents. – The algorithms and interrelationships are different.
9/30/2003 Management Approach 29
Preoccupation with Appearing Preoccupation with Appearing More Like Commercial EnterpriseMore Like Commercial Enterprise
• Intended to motivate government to improve their business management skills, and to be more accountable in obtaining high return on public resources committed to their performance. – Assumption: Public officials, federal, state, and local are
somehow inferior managers and that their organizations are inferior performers compared with commercial enterprise.
• This argument is too easily accepted without rigorous examination. – While there are obvious examples of deficient performance by
government departments and agencies, we must do better to not confuse symptoms with the true causes of performance problems.
9/30/2003 Management Approach 30
FoolishnessFoolishness• Graduates of public administration are inferior to
the graduates of the business school, or that the graduates of engineering are inferior to the graduates of law.
• Graduates of education on which all professions rest, are inferior to all others. – This nonsensical thinking is too often mindlessly
accepted as an undercurrent symptomatic of oversimplified consideration in a massively complex world.
9/30/2003 Management Approach 31
DOD 101DOD 101• The President of the United States is featured as the
CEO. • Congress is featured as the board of directors, We the
American people are the stockholders. – The National Command Authority for the Department of Defense
includes the President and Defense Secretary. • The secretary heads the DOD with an executive office
that supervises Military Departments, Unified Commands, and Joint Chiefs of Staff. – The Joint chiefs plan and coordinate. – Military departments train and equip. – Unified commands conduct operations.
9/30/2003 Management Approach 32
People: Our Most Important ResourcePeople: Our Most Important Resource• An assumption with which all
can agree. – That is why, for instance, we
are employing uninhabited air combat vehicles to perform work that was once done by human pilots.
• We are protecting people, including Warfighters from harms way.
• As we approach all government, certain work is best for humans while other is best for machines. – Since our nation is resource
constrained, designing work for the best combination of people and technology is an economic necessity.
9/30/2003 Management Approach 33
Redefining Military StrategyRedefining Military Strategy• Today, we are “redefining our military strategy.” • Congress created the Department of Homeland
Security that can have profound impact on government as it represents colossal change. – This is an opportunity to rethink and retool how
government performs. – It is a long-term proposition with immediate impact
from incremental change.
9/30/2003 Management Approach 34
Contemplating America’s SecurityContemplating America’s Security• Now, the Department of Defense is contemplating what it
does: warfighting, humanitarian assistance, peacekeeping, evacuation, and homeland security. – Yet, the questions about what it does cannot be done by the
Defense department alone. • What is the role and responsibility of the Department of
State? • How are operations managed in concert among
collaborating departments? • Who is responsible for defining the work of government?
Is it the President or Congress, the CEO or the Board of Directors, or is it “We the People?” – How do our institutions respond to our needs?
9/30/2003 Management Approach 35
FocusFocus• “Homeland security” remains an element of DOD focus. • How do DOD and DHS collaborate on shared outcomes
and processes? • To what extent is Congress responsible for making
these determinations as a part of enacting laws, such as the law that created the Department of Homeland Security and triggered the integration of 22+ agencies?
9/30/2003 Management Approach 36
Management Approach:Management Approach:Critical for Homeland Security SuccessCritical for Homeland Security Success
9/30/2003 Management Approach 37
TopicsTopics• Strategy• Business Case• Framework• Processes• Knowledge• Enabling Mechanisms
– People– Technologies
Four performance dimensions: 1. Leadership & Integration, 2. Processes
& Knowledge Management, 3. Enabling Mechanisms:
People and Technologies, and 4. Time and Capacity
for Change and Improvement
9/30/2003 Management Approach 38
Managing Performance Managing Performance in Four Dimensionsin Four Dimensions
• Concepts– Performance engineering– Interoperability engineering
• Information Interoperability Engineering• Enterprise Integration• Collaboration Science
– Activity-based performance measurement– Dynamic modeling & simulation– Performance management framework
9/30/2003 Management Approach 39
FrameworkFrameworkKeeping track of what to
manage 1. Leadership & Integration2. Processes & Knowledge
Management3. Enabling Mechanisms –
People & Technologies4. Time & Capacity for
Change and Improvement
People
Technologies
3. Enabling Mechanisms
2. Process & Knowledge Management
4. Time & Capacity for Change and Improvement
1. Leadership & Integration
9/30/2003 Management Approach 40
Gaining Optimal AlignmentGaining Optimal Alignment
• For instance– To share information and to effectively use
and process it, organizations must be aligned with common terms, harmonious rules, information formats, process scenarios, and transport mechanisms.
– Use of technology must be harmonious. • Harmonious means that differences are
accommodated so long as they do not disrupt seamless performance.
9/30/2003 Management Approach 41
Suggested ApproachSuggested Approach1. Achieve high continuity in
Leadership & Integrationguidance, vigilance, and attention.
2. Achieve high compatibility among rules and compliance.
3. Achieve high performance from shared process alliance.
4. Achieve high performance from shared information and high states of interoperability.
5. Achieve efficiencies from high states of harmony and compatibility among shared infrastructures.
6. Have practical ability for shared planning, problem solving, and decision-making.
7. Have effective means for measuring performance and removing conflict at all levels in the Collaborative Homeland Security Environment.
9/30/2003 Management Approach 42
President’s Management AgendaPresident’s Management Agenda
• “Hierarchical ‘command and control’ bureaucracies will become flatter and more responsive.” – This happens by design, not as an afterthought.
9/30/2003 Management Approach 43
A1
ManageIntelligenceInformation
A2
Secure Borders &Transportation
A3
Perform DomesticCounterterrorism
A4
Protect CritialInfrastructure
A5
Prepare forCatastrophies
A6
Prepare for &Respond to
Emergencies
Intelligence Information
IM Mechanisms
HS Leadership & Integration Direction & Controls
Security Measures
CountermeasuresMeasures
Catastrophe Plans
Mitigations
ResponsePlans
DamageMinimized
& Recovered
VulnerabilityReduced
TerroristAttack
Prevented
Threats
Up and RunningUp and Running
9/30/2003 Management Approach 44
A1
Unify HomelandSecurity Data
A2
Extend HomelandSecurity
Processes
A3
Link HS Partners
A4
Enable ITSystems
Collaboration
DHS Interoperability Strategy
Information
Resources
Deficiencies
Plan
Unified Data
Process Scenarios
Homeland SecurityData Management
Enterprise ApplicationIntegration Engineers
Homeland SecurityCollaborative Partners
HS EnterpriseResource Planning
CollaborationTechnologies
InformationInteroperability
Engineers
Process Modelers
Network Engineers
CollaborationPortal
Designers
Enabling all DHSDepartments
with support to theExtended HS Community
Integrated Decision Support Developers
Preparing for Information Interoperability Preparing for Information Interoperability & Collaboration& Collaboration
9/30/2003 Management Approach 45
A1
Prevent attacks
A2
Reducevulnerability
A3
Minimize damage
A4
Recover
President'sNational
Strategy forHomelandSecurity
Domestic intelligence
Laws Protecting American's Liberties
domestic, law enforcement, foreign and military information
National and decentralizedsystem
ComputationCommunication/Connectedness
Caching
President’s ViewPresident’s View
9/30/2003 Management Approach 46
Sense of UrgencySense of Urgency• Sharing processes and knowledge requires an
architectural plan. • The starting position is to consider the legacy environments and
capabilities of individual organizations. 1. Define the DHS shared information model.2. Identify and adopt best practices.3. Identify and accommodate critical path systems.4. Identify investments worth continuing and leveraging.5. Identify programs for cancellation.6. Embrace the values for shared strategy that leverages common
infrastructure enabling a shared process and knowledge environment.
7. Secure the environment, recognizing that participation is distributed with multiple layers of access and permissions.
9/30/2003 Management Approach 47
Shared Processes & KnowledgeShared Processes & Knowledge• In the President’s Management Agenda, “emphasis on
process will be replaced by a focus on results.” – Starting with outcomes and measuring performance against
them, there is a higher probability for success. • “Process” defines how work will be accomplished.
– If those who are responsible cannot define and describe how they will achieve results, it is unlikely they will reach the objective.
• Interpreting the President’s message, dwelling on process without timely attention to results is unacceptable.
• The President’s agenda also says, “Organizations burdened with overlapping functions, inefficiencies, and turf battles will function more harmoniously.” – Our approach is a means to this end.
9/30/2003 Management Approach 48
Technology FrameworkTechnology FrameworkCollaborative Homeland Security Environment
Collaboration & Decision Support Hubs
Process & Work Flow Engineering
Information Interoperability Engineering
Enterprise Applications Integration
Applications Servers
Web Servers
Communications Protocols
CollaborativeDefense
Environment
Systems Management & Security
22 DHS Agencies
DOD &Military Services
& Suppliers
State & LocalG
overnments & Suppliers
9/30/2003 Management Approach 49
Time & Capacity for Change Time & Capacity for Change and Improvementand Improvement
• Balancing the Sense of Urgency with Appreciation for the Scale of Change– Certainly there is a sense of urgency to continue to
improve homeland security that is concurrent with redesigning processes and organizations, leveraging existing infrastructure while consolidating under improved strategies.
• Ad hoc and short-term actions will most certainly not achieve expected outcomes.
9/30/2003 Management Approach 50
PrioritizationPrioritization• Prioritization is in order that we believe is best
served by a strong Homeland Security Performance Improvement Process that embraces the values of leadership. – Improving Decision Support is a top priority, and this
is accomplished by: 1. adopting a two-pronged interoperability strategy:
1. information interoperability 2. systems interoperability
2. adopting an approach to integrated management control systems.
9/30/2003 Management Approach 51
Time & Capacity for Change Time & Capacity for Change and Improvementand Improvement
• Time and Capacity for Change and Improvement is an aggregation of what it takes to flow down requirements, and what it takes for members of the DHS community to adopt and respond with consequential flow back of benefits. – Employing our experience with defense supply
chains, we can assist DHS develop an accurate and complete understanding about these dynamics that will also improve understanding with Executives and with Congress.
9/30/2003 Management Approach 52
Measuring PerformanceMeasuring Performance• A critical success factor is to provide evidence
that the department functions are working, and that goals are accomplished. – While developing the Future Logistics Enterprise
model for the Department of Defense, ManTech Enterprise Integration Center developed the following views about measuring performance that are applicable to DHS.
9/30/2003 Management Approach 53
Performance IndicatorsPerformance Indicators
OutcomesOutcomesVision
and GoalsVision
and Goals
Stakeholder FocusStakeholder Focus
9/30/2003 Management Approach 54
AlignmentAlignment• How do we align our resources to meet these various,
and at times, contentious-appearing, directives? – The recurring theme among all these is performance
improvement, and by inference, performance measurement. • We propose to put forth a methodology that links these new acts
and directives through common or related performance indicators.• Performance measurement or improvement is the
fundamental heart or focal point of various efforts:– Homeland Security Act– DHS Plans – Transformation Initiative– Balanced Scorecard– Business Case Analysis– DHS Collaborative Communications Architecture– Federal Enterprise Architecture
9/30/2003 Management Approach 55
OutcomesOutcomes• Outcomes are results that stakeholders want to achieve. • Vision, and its supporting goals, is what something will
look like, or be achieved, at a certain point in time. – Performance indicators measure activity or capacity volume or
velocity. • Many times surrogate indicators are used to measure activity or
capacity. • Performance indicators are factors that we use to
measure how well we achieve results or a state of being, in essence, value. – Value is the intrinsic worth stakeholders place on a product or
service meeting their desired result.
9/30/2003 Management Approach 56
ResourcesResources ProcessesProcesses
Performance IndicatorsPerformance Indicators
OutcomesOutcomesVision
and GoalsVision
and Goals
Process FocusProcess Focus
CriticalSuccessFactors
CriticalSuccessFactors
CriticalSuccessFactors
CriticalSuccessFactors
9/30/2003 Management Approach 57
ResourcesResources ProcessesProcesses
Performance IndicatorsPerformance Indicators
OutcomesOutcomesVision
and GoalsVision
and Goals
Improvement FocusImprovement Focus
CriticalSuccessFactors
CriticalSuccessFactors
CriticalSuccessFactors
CriticalSuccessFactors
ImprovementStrategies,Initiatives
ImprovementStrategies,Initiatives
ImpactsImpactsRisksRisks
9/30/2003 Management Approach 58
ResourcesResources ProcessesProcesses
Performance IndicatorsPerformance Indicators
OutcomesOutcomesVision
and GoalsVision
and Goals
Operational FocusOperational Focus
CriticalSuccessFactors
CriticalSuccessFactors
CriticalSuccessFactors
CriticalSuccessFactors
ImprovementStrategies,Initiatives
ImprovementStrategies,Initiatives
ImpactsImpactsRisksRisks
9/30/2003 Management Approach 59
SummarySummary• A methodology is needed that links directives, activities,
and initiatives through common or related performance indicators, i.e., recognizing common objects of activities or supporting capacities.
• Where possible, we link performance indicators through association of classes of indicators or classes of common abstract characteristics. – This reduces the number of linkages needed between the
different subject areas, and increases understanding among participants.
• This should result in a compact, yet rational, set of performance-based factors that connect strategic direction to operations to approved changes in the way business is done.
9/30/2003 Management Approach 60
Leadership & Leadership & Integration IssuesIntegration Issues
• Adopting our approach to high performance management will increase “freedom to manage.” – It supports the
value for “shared responsibility.”
– It emphasizes the right priorities with regard to funding by giving planners and decision makers the facts they need.
Secure America with Information Superiority Strategy Framework
Leadership & Integration Architecture
Inherited ElementsNational Requirements
International Interoperability StandardsIndustry and Government Implementation Conventions
Laws & RegulationsContracts & Agreements
Self-Generated ElementsEnterprise Strategies
ValuesBusiness Rules
PoliciesProcess Performance Requirements & Standards
Homeland Security Information Input
Process & KnowledgeManagement Architecture
Homeland Security ManagementProcesses
EnablingManagement
Support HumanResources
EnablingManagementTechnologies
Enabling Leadership & IntegrationSupport Mechanisms
Leadership & IntegrationGuidance & Controls
Leadership & IntegrationArchitecture contains all of the
elements employed bymanagement to govern
enterprise performance wherefor Homeland Security it
encompasses all contributingagencies bound by
Congressional and Executivedirection. The overall L&IA
governs Homeland SecurityProcesses, Knowledge
Management, and EnablingMechanisms that are bound byTime and Capacity for Changeand Improvement regulated by
Congress.