using hpt to improve your enterprise processes

Using a

Human Performance Technology approach to

Guy W. WallaceCertified Performance Technologist

President – EPPIC, Inc.

[email protected] www.eppic.biz

Improve Your Enterprise

ProcessesEnterpriseEnterprise

ProcessesProcesses

PerformersPerformers

mailto:[email protected]

©2006 EPPIC Inc. and Guy W. Wallace www.eppic.biz

We’ll quickly cover

• A definition of:HPT - Human Performance

Technology

• An example HPT Methodology, Model-set and Tool-set

…by way of…

• Example HPT Project Outputs from my 150+ projects since 1982…


Ishikawa Diagram

Any Process

Any Process

MaterialsMen

Methods Machines

Also Known As: Fishbone Diagram, Cause & Effect Diagram


…human performance is: “those valued results produced by people working within a system.”

Assumptions:- A technology is a set of empirical and scientific principles and their application- Human Performance Technology is the technology concerned with all

variables which impact human performance- All organizational processes and practices impact the production of valued

results, whether positively or negatively and whether those results go measured or unmeasured, acknowledged or not. (Everything that an organization does affects what it accomplishes, whether or not the results are acknowledged or desirable.)

- The purpose of all organizations is the same: to create value for their stakeholders; this is accomplished by aligning all processes, practices, and resources to maximize the production of that value.

- We collaborate with and value the expertise of other disciplines; human performance technology becomes the integrator and multiplier.

Definition from an ISPI Task Force Report to the Board, January 2004

ISPI – International Society for Performance Improvement www.ispi.org


HPT Systemically & Systematically

Any Process

Any Process

MaterialsMen

Methods Machines


C

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Performance Model

<=Proces

s Map

Lead

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hip

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P

rocesses

Core

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rocesses

Enterprise level

BU/Function level

Department level

Role

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Process Map View Performance Model View

Area of Performance:

KeyOutputs

KeyTasks

Roles/Responsibilities

1 2 3 4 5

TypicalPerf. Gaps

Prob. GapCause

dEdKdI

Role:

Area of Performance:

KeyOutputs

KeyTasks


1 2 3 4 5

TypicalPerf. Gaps

Prob. GapCause

dEdKdI

Role:

Role

2Role

3Role

4Role

5

<=

Systemically-----------------------------------------------------Systematically

The Big Picture of Enterprise Process Performance Improvement - EPPI

Attributes/Values

Knowledge/Skills

Human Asset Requirements

Environmental Asset Requirements

Facilities/Grounds

Tools/Equipment

Materials/Supplies

Data/Information

Budget/Headcount

Culture/Consequences



2- The Human Asset Enablers2- 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 attributes Intellectual attributesPersonal Values

What is required depends on both the process performance requirements

and the environmental supports available

3- The Environmental Asset 3- The Environmental Asset

EnablersEnablersThe environment provides several types of enabling assets for the humans to use while performing the job; these include

Data/InformationMaterials/SuppliesTools/EquipmentFacilities/GroundsBudget/HeadcountCulture/ConsequencesWhat is required depends on both the

process performance requirements and the human capabilities available

1- The Process1- The ProcessThe process must be designed for efficient

delivery to meet stakeholder metrics

What is required depends on the balanced

requirements of all of the Stakeholders

C

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C

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C

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Performance Model

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Process Map

Lead

ers

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ms

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Pro

cesses

Core

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yste

ms

&

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cesses

Sup

port

S

yste

ms

&

Pro

cesses

Attributes/Values

Knowledge/Skills



Facilities/Grounds

Tools/Equipment

Materials/Supplies

Data/Information

Budget/Headcount


Role

1

Process Map View Performance Model ViewArea of Performance:

KeyOutputs

KeyTasks


1 2 3 4 5

TypicalPerf. Gaps

Prob. GapCause

dE

dK

dI

Role:

Area of Performance:Key

OutputsKey

TasksRoles/Responsibilities

1 2 3 4 5

TypicalPerf. Gaps

Prob. GapCause

dE

dK

dI

Role:

Role

2Role

3Role

4Role

5

<=


For Any Process/Processes

Role

1



OutputsKey


1 2 3 4 5Typical

Perf. GapsProb. Gap

CausedEdKdI

Role:


OutputsKey

Tasks


1 2 3 4 5

TypicalPerf. Gaps

Prob. GapCause

dEdKdI

Role:

Role

2Role

3Role

4Role

5

<=

Attributes/Values

Knowledge/Skills



Facilities/Grounds

Tools/Equipment

Materials/Supplies

Data/Information

Budget/Headcount



Human Asset Enablers*

• Awareness/ Knowledge/ Skill

• Intellectual Attributes

• Psychological Attributes

• Physical Attributes

• Personal Values

*…of a well designed process that is capable of meeting stakeholder requirements for both process and output


Asset Management Systems EAMS – Environmental EAMS – Environmental Asset Management Asset Management Systems Systems & Processes& Processes

Data & Information Systems

Materials & Supplies Systems

Tools & Equipment Systems

Facilities & Grounds Systems

Budget/Headcount Financial Systems

Culture &Consequence Systems

HAMS – Human Asset HAMS – Human Asset Management Systems Management Systems & Processes & 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©2002 EPPIC, Inc.


Targeting the HAMS Provisioning Systems

Human Asset Human Asset Management Systems Management Systems

& Processes & ProcessesOrganization & Job Redesign

Systems






Reward & Recognition Systems

Human AssetsA/K/S - Intellectual - Psychological - Physical – Values

x x x x

x x x x x

x x x x x

x (x) (x) (x) (x)

x x x x x

x x x (x) x

x x x x x

! This would change the configuration of needs by job and/or organizational department !


C

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Performance Model

<=Process

Map

Lead

ers

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p

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ms

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cesses

Core

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yste

ms

&

Pro

cesses

Su

pp

ort

S

yste

ms

&

Pro

cesses

Departmental Level

Function

Enterprise/ BU


Performance Model“Areas of Performance” example


Performance Model“Areas of Performance” example 2


Role

1



OutputsKey


1 2 3 4 5Typical

Perf. GapsProb. Gap

CausedEdKdI

Role:


OutputsKey

Tasks


1 2 3 4 5

TypicalPerf. Gaps

Prob. GapCause

dEdKdI

Role:

Role

2Role

3Role

4Role

5

<=

Performance Modeling


Performance Model chart example


Performance Model chart example 2


Attributes/ValuesKnowledge/Skills



Facilities/Grounds

Tools/EquipmentMaterials/SuppliesData/Information

Budget/Headcount


The Enablers of Process Performance


Enabling K/S Categories example


EnablingK/S Categories example 2


K/S Matrices chart example

Copyright Law x x x x x x x x x x x x


K/S Matrices chart example 2


In the Final Analysis…How well do your current HAMS affect the human assets How well do your current HAMS affect the human assets

available to your most critical Processes? available to your most critical Processes?

Do they meet the needs of the business processes “by Do they meet the needs of the business processes “by design” for …design” for …

Performance-basedOrganization & Job Redesign

Systems






Reward & Recognition Systems

Performance-based

Performance-based

Performance-based

Performance-based

Performance-based

Performance-based

Yes No


Any Process

Any Process

MaterialsMen

Methods Machines

The EPPIC version of HPT: “EPPI” Stage 1 Targeting plans the integration of the

Right Improvement Methods for the Right Needs for the Right Affects


©2002 EPPIC, Inc.

One EPPI Stage One EPPI Stage 11 EffortEffort

Leads to EPPI Stage 2Efforts

©

CAD Phase 1 CAD Phase 2 CAD Phase 3 CAD Phase 4

©1999 CADDI, Inc.

Project Planning & Kick-off

Analysis DesignImplementation

Planning

Targeting EPPI - Phase 1

©2002 EPPIC, Inc.



Analysis of the Current State


Design of the Future State


ImplementationPlanning

MCD/IAD Phase 1 MCD/IAD Phase 2 MCD/IAD Phase 3


©1999 CADDI, Inc.


Analysis Design

Development/Acquisition Pilot Test Revision &

Release

EPPI II- Phase 1 EPPI II- Phase 2 EPPI II- Phase 3


©2002 EPPIC, Inc.


Analysis Design


Release

©2002 EPPIC, Inc.

One EPPI Stage One EPPI Stage 11 EffortEffort

Leads to EPPI Stage 2Efforts

©


©1999 CADDI, Inc.



Planning


©2002 EPPIC, Inc.









©1999 CADDI, Inc.



Planning


©1999 CADDI, Inc.



AnalysisAnalysis DesignDesignImplementation

PlanningImplementation

Planning


©2002 EPPIC, Inc.










©1999 CADDI, Inc.


Analysis Design


Release



©2002 EPPIC, Inc.


Analysis Design


Release



©1999 CADDI, Inc.


Analysis Design


Release



©1999 CADDI, Inc.



AnalysisAnalysis DesignDesign

Development/Acquisition

Development/Acquisition Pilot TestPilot Test Revision &

ReleaseRevision & Release



©2002 EPPIC, Inc.


Analysis Design


Release

Enterprise Processes Performance Improvement

TARGETINGTARGETING EE PP PP II

ABC

C

B

A

C

B

A

ABC

C

B

A

ABC ABC

C

B

AIntegrated Project

Workstream Planning

Analysis Design

Design Integration

& Test

Development

Development Integration &

TestPilot Test

Revision & Release


HPT Systemically & Systematically

Any Process

Any Process

MaterialsMen

Methods Machines




2- The Human Asset Enablers2- 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 attributes Intellectual attributesPersonal Values

What is required depends on both the process performance requirements

and the environmental supports available

3- The Environmental Asset 3- The Environmental Asset

EnablersEnablersThe environment provides several types of enabling assets for the humans to use while performing the job; these include

Data/InformationMaterials/SuppliesTools/EquipmentFacilities/GroundsBudget/HeadcountCulture/ConsequencesWhat is required depends on both the

process performance requirements and the human capabilities available

1- The Process1- The ProcessThe process must be designed for efficient

delivery to meet stakeholder metrics

What is required depends on the balanced

requirements of all of the Stakeholders

C

S

L

C

S

L

C

S

L

C

S

L

C

S

L

C

S

L

C

S

L

Performance Model

<=

Process Map

Lead

ers

hi

p S

yste

ms

&

Pro

cesses

Core

S

yste

ms

&

Pro

cesses

Sup

port

S

yste

ms

&

Pro

cesses

Attributes/Values

Knowledge/Skills



Facilities/Grounds

Tools/Equipment

Materials/Supplies

Data/Information

Budget/Headcount


Role

1

Process Map View Performance Model ViewArea of Performance:

KeyOutputs

KeyTasks


1 2 3 4 5

TypicalPerf. Gaps

Prob. GapCause

dE

dK

dI

Role:


OutputsKey


1 2 3 4 5

TypicalPerf. Gaps

Prob. GapCause

dE

dK

dI

Role:

Role

2Role

3Role

4Role

5

<=



Additional References/Resources

Books: lean-ISD, T&D Systems View and, The Quality RoadMap all are available from Amazon.com - or from EPPIC for quantities

Chapter: “Modeling Mastery Performance and Systematically Deriving the Enablers for Performance Improvement” in the Handbook of Human Performance Technology, James Pershing editor

Newsletters & Articles on the EPPIC Web Site:

– Pursuing Performance –quarterly newsletter– Performance Modeling & Human Asset Enabler

Analysis– Lean-ISD via the PACT Processes for Training &

Development– Lean-ISD White Paper– The Training Factor of the Quality Equation– Technology Transfer Using the PACT Processes for

T&D– Continuous Improvement and Training– Managing Human Assets– Using a Group Process to Create Models and Matrices

www.eppic.biz

Also- there is a quarterly series of columns by Guy W. Wallace at

BPTrends.com

Guy W. WallaceBackground & Experience

Guy W. Wallace has been in the T&D field since 1979 and an external training and human performance improvement consultant since 1982.

His clients over the years have included over 40 Fortune 500 firms, plus NASA, NAVAIR, NAVSEA, and non-US firms: BP, Novacor, Opel, and Siemens.

He has planned and managed large-scale and small improvement projects, and has analyzed and designed/ developed Training & Development and many other human performance improvement interventions for almost every type of industry, business function and process.

He is the author of three books, several chapters, and more than 50 articles. He has presented more than 50 times at international conferences and local chapters of ISPI, ASTD, and at IEEE, Lakewood Conferences, ABA, the Conference on Nuclear Training and Education, and 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 President for 2003-2004.

Guy’s professional biography was listed in Marquis’ Who’s Who in America in 2001.

He was designated a CPT — Certified Performance Technologist in 2002.

Consulting Clients since 19822000—Today…Abbott Laboratories, AMS, CACI, Eli Lilly, Fireman’s Fund Insurance, General Motors, GTE, Johnson Controls, NASCO, NAVAIR, NAVSEA, Norfolk Naval Shipyard, Siemens Building Technologies, and Verizon.

1990—1999…Abbott Laboratories, ALCOA, ALCOA Labs, Alyeska Pipeline Services Company, American Management Systems, Amoco, AT&T Network Systems, Bandag, Bank of America, Baxter, Bellcore-Tech, British Petroleum-America, Burroughs, CCH, Data General, Detroit Ball Bearing, Digital Equipment Company, Discover Card, Dow Chemical, EDS, Eli Lilly, Ford, General Dynamics, General Motors, H&R Block, HP, Illinois Bell, Imperial Bondware, MCC Powers, NCR, Novacor, Occidental Petroleum Labs, Spartan Stores, Sphinx Pharmaceuticals, Square D Company, and Valuemetrics.

1982—1989…ALCOA, ALCOA Labs, Ameritech, Amoco, Arthur Anderson, AT&T Communications, AT&T Microelectronics, AT&T Network Systems, Baxter, Burroughs, Channel Gas Industries/Tenneco, Dow Chemical, Exxon, Ford, General Dynamics, HP, Illinois Bell, MCC Powers, Motorola, Multigraphics, NASA, Northern Telecom, Northern Trust Bank, and Westinghouse Defense Electronics.

Project overviews for each client are available at www.eppic.biz


Guy W. Wallace

In addition to offering “2-hr Briefings“ - and longer, more in-depth “Orientation Presentations”

for both the EPPI Stage 1 methodologies for “Targeting EPPI” and the

PACT Processes methodologies for 3 levels of Instructional Systems Design:

CAD - Curriculum Architecture Design…for conducting performance-based Tranining Needs Analysis for a job,

process, function, or for an entire enterprise

MCD - Modular Curriculum Development/Acquisition…for content development of instructional

programs using rules and guidelines to increase a modular design/development approach increasing re-use and decreasing cycle tiems and costs

IAD - Instructional Activity Development/Acquisition …for content development of instructional program

content by topic category (i.e.: policies, product knowledge, tools, or job-specific applications of generic inter-personal skills such as Time Management, or Dealing With Varied Personality Types, etc.) in advance of MCD efforts, or for stand-along content ala KMS approaches

EPPIC offers5 Day

Workshop

Sessions

3 Day

Coaching

Sessions

3 Day

Practitioner Certifications

PACT Performance Analyst for CAD, MCD, IAD and T-EPPI efforts PACT CAD Designerfor CAD PACT MCD/IAD Designerfor MCD and IAD PACT Lead Developerfor MCD and IAD PACT Project Managerfor CAD, MCD, IAD and T-EPPI efforts

Workshops for up-to-8, or 9-16 participants.

Coaching Sessions and Practitioner Certifications for up-to-4 participants.

EPPIC Inc. - Serving Clients Internationally

For more information about EPPIC

products and services please contact

Guy W. WallaceCertified Performance Technologist

President – EPPIC, Inc.

[email protected] - or see the EPPIC web site: www.eppic.biz

office 704- 895- 6364 mobile 704- 746- 5126

20417 Harborgate Court #510 Cornelius NC 28031 USA

Cornelius is located on Lake Norman in the Blue Ridge Mountain Foothill Suburbs of

Charlotte North Carolina

mailto:[email protected]

http://www.eppic.biz/

Thank You!

using hpt to improve your enterprise processes

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