Management Approach: A Critical Success Factor for ...

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

[email protected]

ManTechManTechInternational Corporation

National Security Solutions Group


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


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


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.


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


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


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.


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


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


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; …


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.


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


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.


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.


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.


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.


Life in AmericaLife in America


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.


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.


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.


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.”


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.”


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.”


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.


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.


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.


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.


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.


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.


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.


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.


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.


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.


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?


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?


Management Approach:Management Approach:Critical for Homeland Security SuccessCritical for Homeland Security Success


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


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


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


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.


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.


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.


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


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


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


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.


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.


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


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.


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.


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.


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.


Performance IndicatorsPerformance Indicators

OutcomesOutcomesVision

and GoalsVision

and Goals

Stakeholder FocusStakeholder Focus


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


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.


ResourcesResources ProcessesProcesses



and GoalsVision

and Goals

Process FocusProcess Focus

CriticalSuccessFactors








and GoalsVision

and Goals

Improvement FocusImprovement Focus





ImprovementStrategies,Initiatives


ImpactsImpactsRisksRisks





and GoalsVision

and Goals

Operational FocusOperational Focus







ImpactsImpactsRisksRisks


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.


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.

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