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HSM 700bl Principles and
Applications in HomelandSecurity & Defense
Module 4:
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HS&D Performance Measures & Targets & QSM Applications (Benchmarking, HS&D Six
Sigma Analysis, HS&D Metric Development), HS&D Intra-agency Cooperation,
Coordination, Communication & Measuring Success
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Process of the Benchmarking Class
Understand process of benchmarking:
Secondary vs. Primary; Internal vs. External; Strategic, and Operational
Fast Cycle Benchmarking
Organize for benchmarking, plan for secondary benchmarking;
using library and electronic resources and APA Style; Benchmarking
Code of Conduct
Complete Secondary Benchmarking,
Review Integron case study; design
data collection instrument
Reach out; Apply Creative Benchmarking;
Continued planning for benchmarking
Present plan for Primary
Benchmarking
Module
1
Module
2
Module
3
Module
4
Module5
andbeyond
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Benchmarks
Benchmark: A standard of excellence or achievement against which
other products or services can be measured andcompared.
Can be used to spur exploration into reasons fordifferences, to motivate planning and implementation ofchanges, and to seek continuous improvement.
Typically, there is not one benchmark, but a set ofbenchmarks or measurements for a product or service.Those metrics can be used to compare a best process,product, or service to your own.
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Benchmarking
Benchmarking: A method for identifying, analyzing, and using
information and experience of other organizations inorder to improve your own business processes,products, or services.
Note that benchmarking can lead to benchmarks, but thelatter
metrics can also result from routine reporting in
an industry, such as cost per unit or revenue perdollar spent.
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Benchmarking
Basic Benchmarking Definitions
Primary Benchmarking-- Comparison of one ormore of an organizations processes directly with
another organization. Secondary Benchmarking-- Information about
a best practice obtained through a review ofliterature or using a third party as a resource.
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Benchmarking
Sources of Benchmarking Data Internal -- Comparisons of processes, products, or
services with others within the same organization.
Competitive -- Products, services and processes ofcompetitors compared with the organizations operations
data. Functional -- Focus on practices of a specific type
(marketing/manufacturing) not necessarily specific to thecompany/organizations industry. Cross-industrycomparisons.
Generic -- Comparison of processes with those of a world-class company not part of the same industry, but withsimilar processes.
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Types of Benchmarking
Operational Comparison of a work process orfunctional area to determine enablers or bestpractices
Strategic Strategies used by organizations(strategic plan). An example would be theinnovative ideas from any of the seven Baldrigecategories, or a companys continuousimprovement targets.
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Strategic
planning
Continuousprocess
improvement
efforts
Operations
performancereview
Observations
of other
companies
spur ideas
1.0 Launch
Investigations into
Possibilities
2.0 Organize for
Benchmarking
4.0 Assimilate the
Information
5.0 Act on the
Information
Define the
opportunity or
problem
Select the projectteam
Set expectations
Target the process
or the function
Identify customers
needs
Analyze process flow
and metrics
Enlist sponsors and
mgmt support
Identify process
inputs and outputs
Develop hypotheses
to investigate bybenchmarking
Conduct secondary
benchmarking
3.0 Reach Out
Collect baseline
data
Determineperformance
measures of interest
Develop plan for
collecting primarydata
Select organization
to benchmark
Analyze the
secondary data
Analyze the primary
data
Compare
performance levels,
present and future
Target new
performance levels
and compare to
earlier objectives
Analyze processesand practices of
partner organization
Develop
recommendations
for change
Seek agreement
among all involved
in the changes
Plan the
implementation
Implement
Monitor and
adjust as needed
Drivers
Benchmarking
Team CharterDeliverables
Full benchmarking plan Comparative
analysis
Recommended
improvement
Implementation
NGS Model for Benchmarking
Initiation teamoperates here
Benchmarking project team operates here
Conduct primary
benchmarking
Develop survey
or interview guide
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Force Field Analysis
Force Field Analysis is a method for listing, discussing,
and evaluating the various forces for and against aproposed change. When a change is planned, Force Field Analysis helps
you look at the big picture by analyzing all of the forces
impacting the change and weighing the pros and cons. By knowing the pros and cons, you can develop
strategies to reduce the impact of the opposing forces
and strengthen the supporting forces.
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Force Field Analysis Forces that help you achieve the change are called
"driving forces." Forces that work against the change are called
"restraining forces." Force Field Analysis can be used to develop an action
plan to implement a change. Specifically it can . . .
1.Determine if a proposed change can get neededsupport
2.Identify obstacles to successful solutions
3.Suggest actions to reduce the strength of the
obstacles
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Rationale for Using Force Field Analysis
Indentifies forces/factors that:1. support change
2. work against change
So that:
1. Positives can be reinforced
2. Negatives can be eliminated or reduced
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Reasons for Using Force Field Analysis
Provides comparison of positives and negatives
Illustrates all factors influencing change
Provides method to identify priorities for/againstchange
Stimulates discussion about the real problem andhow to solve it.
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Steps in Using Force Field Analysis
1. Write out the change issue
2. Brainstorm the reasons why people/organizations/etc.will be for/against the change
3. Prioritize:
1. Issues that can be strengthened
2. Issues that, if removed/mitigated, would create the greatestacceptance of the change.
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What does it look like?
+ -Issue: _____________________
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Measuring Progress
Progress may be defined differently by terrorists. In a search for meaningful measurement criteria,
measurements need to be clearly defined andlinked to goals and objectives.
Existing methodologies for measuring progress incombating complex social phenomena such asdrug trafficking and crime provide solid examples
for HS&D Metrics.
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Framework for Measurement:Incidents
Past measurements included Number of attacks. In attempting to measure incidents, some in the United
States tend to define success in familiar ways: body
counts and numbers.
A common pitfall is overreliance on quantitative data at theexpense of its qualitative significance. In previous years Patterns of Global Terrorism reports,
incidents were counted equally without regard to their
broaderimpact.
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Framework for Measurement:Incidents
To the degree that terrorist constituencies are not fromwestern cultures, their mindsets may not necessarily place
a premium on quantification metrics, but rather on other
values such as religious precepts, or honor or revenge.
Western policymakers often tend to define success by theabsence of attacks. Terrorists sometimes define success in terms of making
governments expend limited resources trying to defend an
enormous number of potential targets.
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Framework for Measurement:Attitudes
Attitudes drive both terrorism and the worlds response to
terrorism. Shaping attitudes to break or weaken the political will to combat
terrorism is a central terrorist goal and an important indicator of
success or failure. Terrorists often see success as breaking their opponents will. They want the public to push governments to adopt policies of
appeasement to force governments to spend beyond their means
and to become increasingly oppressive and draconian towards
their own populace. They may see public opinion concerning anti-terrorism policies as
an Achilles heel, counting on protracted reaction of protest.
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Framework for Measurement:Attitudes
Attitudinal criteria include:
(1) Negative psychological or behavioral impact of terrorismon a society.
(2) Loss of public confidence in governments, or in theirsecurity measures
(3) The degree to which terrorists are able to radicalize andpolarize Islam against the West and vice versa
(4) The level of anti-American or anti-Western sentiments,and (5) the level of religious bigotry in countries which arebreeding grounds for terrorists.
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Framework for Measurement:Attitudes
Attitudes drive both terrorism and the worlds response to
terrorism.
Shaping attitudes to break or weaken the political will tocombat terrorism is a central terrorist goal and animportant indicator of success or failure.
Terrorists often see success as breaking their opponentswill.
They want the public to push governments to adoptpolicies of appeasement to force governments to spend
beyond their means and to become increasinglyoppressive and draconian towards their own populace.
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Framework for Measurement: Trends
Trends are changes of incidents, attitudes and otherfactors, over time.
Measurement of trends is particularly relevant with regardto trends in terrorist infrastructure.
Is their leadership being weakened; is their recruitmentbase, network, or target list growing?
Relevant also are intentions (tactical and strategic goals).Have the intentions of a movement or group changed and
if so are they more or less radical more or less focusedon causing widespread damage?
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Framework for Measurement: Trends
Capabilities are important as well. What are the capabilitiesof a terrorist group to inflict serious damage? Are theyincreasing or decreasing?
Other trends that might be measured include are:
(1) The number of governments that do not embraceappeasement policies,
(2) The number of defectors from the terrorist ranks
(3) The terrorists levels of Internet activity
(4) The amount of media coverage they receive(5) The number of supporters and recruits they gain.
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Measuring HS&D Performance
Performance is fundamentally measured by apositive change in the problem you are aiming toaddress.
From a client perspective, change is defined by a
measurable improvement in client knowledge,skills, behavior, or condition.
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Measuring HS&D Performance
Performance Measure: This is an indicator, statistic, ormetric used to gauge program performance and assessprogress in meeting the program performance goal, andin turn, the objectives and goals of the Department.
Performance Target: A target is the projected level ofperformance for each performance measure during afiscal year. A target is a quantifiable or measurablecharacteristic that communicates how well or at whatlevel a program aspires to perform.
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Measuring HS&D Performance
Performance Result: A result is the actual levelof performance for each performance measureachieved during a fiscal year. Results arecompared to targets to determine how well actual
performance measured up to that which wasplanned.
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Performance MeasurementFramework
Program Design. If you havent already, nows the time toarticulate the client needs that your program is trying toaddress and your programs goals.
Performance Measurement Framework. If youre startingfrom scratch, start backwards with the outcomes, followedby determining the activities you think you need to achievethose results.
If youre starting with an existing program, then workthrough current practice to document what you are
currently doing and its impact.
Revise current practice if you are not satisfied with theresults you document.
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Lean Definition
Lean is defined as a management approach that seeks tomaximize value to customers, both internal and external,while simultaneously removing wasteful activities andpractices.
It is based on the management system used at ToyotaMotor Corporation, with Shigeo Shingo and Taiichi Ohnogenerally considered to be its architects.
Womack, Jones, and Roos in a worldwide study ofautomobile manufacturing, used the term lean to
describe the activities that seek to minimize waste, suchas excess inventory and defective products.
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Lean Definition
Their study concluded that Lean was preferable to massproduction prominent in the United States and Europe.
Lean manufacturing gradually found its way in themainstream jargon during the mid to late 1990s.
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Six Sigma
Six Sigma can be defined as a management approach thatseeks to maximize profits by systematically applyingscientific principles to reduce variation and thus eliminatedefects in product and service offerings.
Six Sigma has evolved into a comprehensive managementsystem. Many practitioners, however, continue to view SixSigma as a set of techniques that promote variancereduction.
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Six Sigma
Six Sigma projects are formalized and highly structured,making use of scientific approaches in the selection andmanagement of projects.
Six Sigma projects use a DMAIC structure, considered bymany practitioners to be the primary reason for SixSigmas success. DMAIC enforces a high degree ofdiscipline and commonality in project organization,problem-solving tools, software, and terminology.
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Six Sigma Processes
Six Sigma is the constant striving to take what youare doing today and improve it.
Can Six Sigma be used for improving security andemergency management? Yes it can.
One must start with the DMAIC process taughtwithin Six Sigma as a disciplined approach toproject management.
DMAIC stands for, Define, Measure, Analyze,Improve, and Control.
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Lean Six Sigma Processes
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LSS & Security Processes
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HS&D & CS Coordination
HS&D and CS mission areas require detailedplanning and interagency coordination todevelop operational relationships with otherfederal departments and agencies.
In certain circumstances DODs dependenceon non-DOD organizations, information,assets and infrastructures could be critical in
the accomplishment of HD as well as CSmission areas.
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PDD 56 I C di i
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PDD-56 Interagency CoordinationTools
Executive Committee (ExComm) provides unifiedplanning guidance andimproves day-to-day crisismanagement.
Political-Military Implementation Plan (Pol-Mil Plan)lays out a coordinatedmulti-dimensional strategy to
achieve mission success.
Interagency Rehearsalrefines mission area plans toachieve unity of effort.
Interagency After-Action Reviewassesses interagencyplanning efforts andcaptures lessons for dealing withfuture complex emergencies.
PDD 56 I t C di ti
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PDD-56 Interagency CoordinationTools
Interagency Trainingcreates a cadre of officials familiarwith improvedinteragency management and establishesworking relationships among key offices across theinteragency to strengthen overall interagency readiness.
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Interagency Assessment Components
Collecting relevant information about whathappened during the planning, execution, andtransition phases of the operation
Analyzing the information and determining useful
lessons to be learned distributing those lessonsthroughout the interagency
Integrating critical lessons into policies andprocedures so they can help improve interagencyoperations during the next crisis.
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Interagency Collaboration Practices
Agree on roles and responsibilities, including leadership. Establish compatible policies, procedures, and other
means to operate across agency boundaries, includingcompatible standards and data systems, and communicatefrequently to address such matters as cultural differences.
Develop mechanisms to monitor, evaluate, and report onthe results of the collaborative effort.
http://www.gao.gov/new.items/d0615.pdf
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Interagency Collaboration Practices
Collaboration can be broadly defined as any joint activitythat is intended to produce more public value than couldbe produced when organizations act alone. Agencies canenhance and sustain their collaborative efforts byengaging the following practices:
Define and articulate a common outcome.
Establish mutually reinforcing or joint strategies designedto help align activities, core processes, and resources toachieve a common outcome.
Identify and address needs by leveraging resources tosupport the common outcome and, where necessary,opportunities to leverage resources.
http://www.gao.gov/new.items/d0615.pdf
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Interagency Collaboration Practices
Reinforce agency accountability for collaborative efforts by usingstrategic and annual performance plans to establish complementarygoals and strategies and by using performance reports to account forresults.
Reinforce individual accountability for collaborative efforts throughperformance management systems by identifying competencies
related to collaboration and setting performance expectations forcollaboration.
http://www.gao.gov/new.items/d0615.pdf
C i ti C ti
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Communication, Cooperation,Collaboration Relationships
Collaboration involves a group of independent individuals or organizations
working together to achieve a common purpose directly or indirectly affectingoutput or outcomes or other goals.
This working together involves varying degrees of integration or sharing offunctions and can be described according to the intensity of the relationships.
Collaboration requires each partner to give up some autonomy in the interests ofmutual gain or outcomes.
True collaboration involves actual changes in agency, group, or individualbehavior to support collective goals or ideals.
(Corbett & Noyes, 2008)
MITRE M lti Ag F ll R di
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MITRE Multi-Agency Full ReadinessModel
MITRE M lti Agenc F ll Readiness
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MITRE Multi-Agency Full ReadinessModel: Operational Coordination
MITRE Multi Agency Full Readiness
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MITRE Multi-Agency Full ReadinessModel: Operational Cooperation
MITRE Multi Agency Full Readiness
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MITRE Multi-Agency Full ReadinessModel: Operational Collaboration
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MITRE Activity Readiness Model
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Module 4 Reading Requirement Instructors Module/Week 4 PPT presentation.
Kamien, D. (2006) the McGraw-Hill Homeland SecurityHandbook. McGraw-Hill Publishing. New York, N.Y.Chapter 71,16,18 p. 283-296.
U.S. Department of Homeland Security (2008), Strategic
Plan Fiscal Years 20082013: One Team, One Mission,Securing Our Homeland, Washington D.C. p. 26-28.
Six Sigma And The Security Plan, Jack Freson, SigmaTeam Solutions, LLC Associate of: Six Sigma Security,
Inc.
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Module 4 Reading Requirement Perl, R. (2007) Combating Terrorism: The Challenge of
Measuring Effectiveness. CRS Report for Congress,Congressional Research Service, Washington D.C.
Mayleff, J. (2007) Improving Service Delivery inGovernment with Lean Six Sigma.
Freson, J. (2008), Six Sigma and the Security Plan, SigmaTeam Solutions. Retrieved from website:www.sixsigmasecurity.us
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Module 4 Reading Requirement Instructors Module/Week 4 PPT presentation.
Sowell, P., Reedy, M., Hailegiorghis, M. (2005) MITRETechnical Report: Application of a Readiness Model forMulti-Agency Interaction, Center for EnterpriseModernization, McLean, VA.
National Security Council (1997) Handbook forInteragency Management of Complex ContingencyOperations, Washington D.C.
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Team Assignment
Develop and establish a Benchmark for theProject recommendation and proposal.
Develop Key Performance Metrics to be used forevaluation.
Produce and submit PPT slide 7 (Benchmark &Key Performance Metrics) and submit intoBlackboard Digital Drop Box.
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Team Assignment Develop an implementation methodology that
defines how the proposed recommendation will beimplemented into the overall process.
Develop an Evaluation and Measures of SuccessCriterion that describes how the proposed
recommendation will be evaluated using the metrics,and measured to determine success criteria.
Produce and submit slides 8 (ImplementationMethodology) and 9 (Evaluation and Measures ofSuccess Criterion), and submit into BlackboardDigital Drop Box.
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Individual Essay Questions
Individual Essay Question 1: Does the DHSPerformance Management Framework provide asubstantial enough methodology to measureeffectiveness and success for todays HS&D
challenges?
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Individual Essay Questions
Individual Essay Question 2: Discuss thenecessity of Inter and Intra-agency Cooperation,Coordinate and Communication as a viablecomponent of HS&D operations.
Does the Mitre Full Readiness Model for Multi-Agency Interaction provide a sound model forHS&D agencies to measure success forCooperation, Coordination, and Communication?
Justify response.
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Please Complete the BlackboardRequirements for This ModuleBefore Moving to Module Five