Targeting EPPITargeting EPPI Enterprise Enterprise Process Process Performance Performance ImprovementImprovementsmsm
Updated: August 1, 2009Originally Published: February 22, 2002
Prepared by:Guy W. Wallace
EPPI and PACT Methods were licensed by CADDI from Guy W. Wallace (1997-2002)
and are now licensed by EPPIC Inc. All rights reserved.
Targeting EPPI – Enterprise Process Performance Improvement All EPPI Methods/Materials ©2001 CADDI, Inc. February 2002 VER 109 Page 2©2009 EPPIC Inc. Guy W. Wallace, CPT www.eppic.biz
Purpose for Targeting EPPIPurpose for Targeting EPPI
The purpose of a Targeting EPPI project may be to either
1.Determine all of the systems/processes and their enablers necessary to implement a greenfield operation, or
2.Determine all of the systems/processes to assess potential improvement targets based on their ROI potential, and then derive the current state enablers for targeted improvement initiatives, or
3.Determine any processes and enabler deficiencies for targeted systems/processes based on current-state business results deemed unacceptable, or perceived future-state risks deemed unacceptable
EPPI is a service mark of CADDI, Inc.
Targeting EPPI – Enterprise Process Performance Improvement All EPPI Methods/Materials ©2001 CADDI, Inc. February 2002 VER 109 Page 3©2009 EPPIC Inc. Guy W. Wallace, CPT www.eppic.biz
Targeting Improvements to Targeting Improvements to Processes and/or Enablers for Processes and/or Enablers for ROIROI
The Human Asset EnablersThe 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 attributesValues
What is required depends on both the performance requirements and the environmental supports available
The Environmental Asset EnablersThe Environmental Asset EnablersThe environment provides several types of enabling assets for the humans to use while performing the job; these include
Data/InformationMaterials/SuppliesTools/EquipmentFacilities/GroundsBudget/HeadcountCulture/Consequences
What is required depends on both the performance requirements and the
human capabilities available
Process Map View Performance Model ViewArea of Performance:
KeyOutputs
KeyTasks
Roles/Responsibilities1 2 3 4 5
TypicalPerf. Gaps
Prob. GapCause
dEdKdI
Role:
<=
Role1
Role2
Role3
Role4
Role5
Process Map View Performance Model ViewArea of Performance:
KeyOutputs
KeyTasks
Roles/Responsibilities1 2 3 4 5
TypicalPerf. Gaps
Prob. GapCause
dEdKdI
Role:
Area of Performance:Key
OutputsKey
TasksRoles/Responsibilities
1 2 3 4 5Typical
Perf. GapsProb. Gap
CausedEdKdI
Role:
<=
Role1
Role2
Role3
Role4
Role5
Role1
Role2
Role3
Role4
Role5
Attributes/ValuesKnowledge/Skills
Human Asset Requirements
Environmental Asset Requirements
Materials/SuppliesTools/EquipmentFacilities/Grounds
Data/Information
Culture/Consequences
Budget/Headcount
©2001 CADDI, Inc.
Process Map View Performance Model ViewArea of Performance:
KeyOutputs
KeyTasks
Roles/Responsibilities1 2 3 4 5
TypicalPerf. Gaps
Prob. GapCause
dEdKdI
Role:
<=
Role1
Role2
Role3
Role4
Role5
Process Map View Performance Model ViewArea of Performance:
KeyOutputs
KeyTasks
Roles/Responsibilities1 2 3 4 5
TypicalPerf. Gaps
Prob. GapCause
dEdKdI
Role:
Area of Performance:Key
OutputsKey
TasksRoles/Responsibilities
1 2 3 4 5Typical
Perf. GapsProb. Gap
CausedEdKdI
Role:
<=
Role1
Role2
Role3
Role4
Role5
Role1
Role2
Role3
Role4
Role5
Attributes/ValuesKnowledge/Skills
Human Asset Requirements
Environmental Asset Requirements
Materials/SuppliesTools/EquipmentFacilities/Grounds
Data/Information
Culture/Consequences
Budget/Headcount
CS
LCS
LCS
L
CS
LCS
LCS
LCS
L
Performance Model
>=Process
Map
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LCS
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>=Process
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Performance Model
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©2001 CADDI, Inc.
Targeting EPPI – Enterprise Process Performance Improvement All EPPI Methods/Materials ©2001 CADDI, Inc. February 2002 VER 109 Page 4©2009 EPPIC Inc. Guy W. Wallace, CPT www.eppic.biz
Targeting Improvements to Targeting Improvements to Systems/Processes for ROISystems/Processes for ROI
MacroSystems/Process Maps, Process Maps and Performance Models are created for the “current state” and are used to assess adequacy before deriving the enablers to assess at that level
Process Map View Performance Model View
Area of Performance:
KeyOutputs
KeyTasks
Roles/Responsibilities
1 2 3 4 5
Typical
Perf . Gaps
Prob. Gap
Cause
dEdKdI
Role:
<=
Role
1Role
2Role
3Role
4Role
5
Process Map View Performance Model View
Area of Performance:
KeyOutputs
KeyTasks
Roles/Responsibilities
1 2 3 4 5
Typical
Perf . Gaps
Prob. Gap
Cause
dEdKdI
Role:
Area of Performance:
KeyOutputs
KeyTasks
Roles/Responsibilities
1 2 3 4 5
Typical
Perf . Gaps
Prob. Gap
Cause
dEdKdI
Role:
<=
Role
1Role
2Role
3Role
4Role
5
Role
1Role
2Role
3Role
4Role
5
Process Map View Performance Model View
Area of Performance:
KeyOutputs
KeyTasks
Roles/Responsibilities
1 2 3 4 5
Typical
Perf . Gaps
Prob. Gap
Cause
dEdKdI
Role:
<=
Role
1Role
2Role
3Role
4Role
5
Process Map View Performance Model View
Area of Performance:
KeyOutputs
KeyTasks
Roles/Responsibilities
1 2 3 4 5
Typical
Perf . Gaps
Prob. Gap
Cause
dEdKdI
Role:
Area of Performance:
KeyOutputs
KeyTasks
Roles/Responsibilities
1 2 3 4 5
Typical
Perf . Gaps
Prob. Gap
Cause
dEdKdI
Role:
<=
Role
1Role
2Role
3Role
4Role
5
Role
1Role
2Role
3Role
4Role
5
C
S
L
C
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Performance Model
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Process Map
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Targeting EPPI – Enterprise Process Performance Improvement All EPPI Methods/Materials ©2001 CADDI, Inc. February 2002 VER 109 Page 5©2009 EPPIC Inc. Guy W. Wallace, CPT www.eppic.biz
Targeting Improvements to Targeting Improvements to HAM Systems for ROIHAM Systems for ROI
HAMS – Human Asset Management SystemsHAMS – Human Asset Management Systems
Human Asset RequirementsHuman Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Human Asset RequirementsHuman Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Human Asset RequirementsHuman Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Process Map Performance
ModelProcess Map Performance
ModelProcess Map Performance
ModelProcess Map Performance
ModelPerformance
Model>=
Human Asset RequirementsHuman Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Human Asset RequirementsHuman Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Human Asset RequirementsHuman Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Human Asset RequirementsHuman Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Process Map Performance
ModelProcess Map Performance
ModelPerformance
ModelProcess Map Performance
ModelProcess Map Performance
ModelPerformance
ModelPerformance
ModelPerformance
Model>=
Knowledge/Skills
Attributes/Values
HAM Systems & ProcessesHAM Systems & ProcessesOrganization & Job Redesign Systems
Staffing & Succession Planning Systems
Recruiting & Selection Systems
Training & Development Systems
Performance Appraisal & Management Systems
Compensation & Benefits Systems
Reward & Recognition Systems
Performance-based Human Asset RequirementsPerformance-based Human Asset Requirements
The HAMS are typically HR systems, and their specific configuration varies across an enterprise
Targeting EPPI – Enterprise Process Performance Improvement All EPPI Methods/Materials ©2001 CADDI, Inc. February 2002 VER 109 Page 6©2009 EPPIC Inc. Guy W. Wallace, CPT www.eppic.biz
Targeting Improvements to Targeting Improvements to EAM Systems for ROIEAM Systems for ROI
Human Asset RequirementsHuman Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Human Asset RequirementsHuman Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Human Asset RequirementsHuman Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Process Map Performance
ModelProcess Map Performance
ModelProcess Map Performance
ModelProcess Map Performance
ModelPerformance
Model>=
Human Asset RequirementsHuman Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Human Asset RequirementsHuman Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Human Asset RequirementsHuman Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Human Asset RequirementsHuman Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Environmental Asset Requirements
Process Map Performance
ModelProcess Map Performance
ModelPerformance
ModelProcess Map Performance
ModelProcess Map Performance
ModelPerformance
ModelPerformance
ModelPerformance
Model>=
Performance-based Environmental Asset Performance-based Environmental Asset EnablersEnablers
Data/Information
Facilities/Grounds
EAM Systems & ProcessesEAM Systems & Processes
Information & Data Systems
Materials & Supplies Systems
Tools & Equipment Systems
Financial Systems
Facilities & Grounds Systems
Culture &Consequence Systems
Materials/Supplies
Culture/ Consequences
Tools/Equipment/ Machinery
Budget/Headcount
EAMS – Environmental Asset Management SystemsEAMS – Environmental Asset Management Systems
The EAMS are non-HR systems and their specific configuration varies across an enterprise
Targeting EPPI – Enterprise Process Performance Improvement All EPPI Methods/Materials ©2001 CADDI, Inc. February 2002 VER 109 Page 7©2009 EPPIC Inc. Guy W. Wallace, CPT www.eppic.biz
The Targeting EPPI PhasesThe Targeting EPPI Phases
Targeting EPPI is conducted via the following four phases using a collaborative, team process:
Phase 1: Project Planning & Kick-off Phase 2: Current-State Analysis Phase 3: Future-State Design Phase 4: Implementation Planning
Targeting EPPI Phases
Phase
2 Current-State Analysis
Phase
2 Current-State Analysis
Phase
3 Future-State Design
Phase
3 Future-State Design
Phase
4 Implementation Planning
Phase
4 Implementation Planning
Phase
1 ProjectPlanning &Kick-off
Phase
1 ProjectPlanning &Kick-off
©2001 CADDI, Inc.
Targeting EPPI – Enterprise Process Performance Improvement All EPPI Methods/Materials ©2001 CADDI, Inc. February 2002 VER 109 Page 8©2009 EPPIC Inc. Guy W. Wallace, CPT www.eppic.biz
Project Plan & PERT ChartsProject Plan & PERT ChartsDetails for project phases, task activities, roles/responsibilities, and schedules are Presented in a detailed Project Plan and PERT Chart.
Example
Targeting EPPI – Enterprise Process Performance Improvement All EPPI Methods/Materials ©2001 CADDI, Inc. February 2002 VER 109 Page 9©2009 EPPIC Inc. Guy W. Wallace, CPT www.eppic.biz
DescriptionDescription –– A Project Steering Team gate review meeting is held to review the proposed project and obtain commitment and resources; potential issues and/or stakeholder requirements are uncovered and planned for to ensure the success of the downstream phases and activities
Key OutputsKey Outputs –– Project Plan Phase 1 PST Gate Review Meeting Presentation *
* The Project Steering Team decides to either: sanction, modify, put on hold, or kill the project
Phase 1: Project Planning & Phase 1: Project Planning & Kick-offKick-off
©2001 CADDI, Inc.
Targeting EPPI Phases
Phase
2 Current-State Analysis
Phase
2Phase
3 Future-State Design
Phase
3Phase
4 Implementation Planning
Phase
4Phase
1 ProjectPlanning &Kick-off
Phase
1 Current-State Analysis
Future-State Design
ImplementationPlanning
Project Planning & Kick-off
Targeting EPPI – Enterprise Process Performance Improvement All EPPI Methods/Materials ©2001 CADDI, Inc. February 2002 VER 109 Page 10
©2009 EPPIC Inc. Guy W. Wallace, CPT www.eppic.biz
Phase 2: Current-State Phase 2: Current-State AnalysisAnalysis
Targeting EPPI Phases
Phase
2 Current-State Analysis
Phase
2Phase
3 Future-State Design
Phase
3Phase
4 Implementation Planning
Phase
4Phase
1 ProjectPlanning &Kick-off
Phase
1
©2001 CADDI, Inc.
Current-State Analysis
Future-State Design
ImplementationPlanning
Project Planning & Kick-off
Description –Description – An analysis meeting is held with the target population Master Performers (for the current state view) and any Subject Matter Experts (needed for the future state view) to map and model the process and human performance requirements, identify performance gaps, and to systematically derive the enabling human and environmental assets required
Key OutputsKey Outputs –– Phase 2 Analysis Team Kick-off Presentation Analysis Report
Process Maps/Performance Models Enabler Matrices for HAR and EAR Existing System Assessments
Phase 2 PST Gate Review Meeting Presentation *
* The Project Steering Team decides to either: sanction, modify, put on hold, or kill the project
Targeting EPPI – Enterprise Process Performance Improvement All EPPI Methods/Materials ©2001 CADDI, Inc. February 2002 VER 109 Page 11
©2009 EPPIC Inc. Guy W. Wallace, CPT www.eppic.biz
Phase 3: Future-State DesignPhase 3: Future-State Design
DescriptionDescription – – A Design Team composed of one to three members from the Analysis Team meets to define the design outputs: Improvement Specifications; subsequently, a Project Steering Team gate review meeting is held to review/modify/approve those outputs and direct Phase 4 efforts
Key OutputsKey Outputs –– Phase 3 Design Team Kick-off Presentation Design Document
Target Definitions Improvement Specifications (for each target) Improvement Specification Summaries (for each HAM or EAM System)
Phase 3 PST Gate Review Meeting Presentation *
* The Project Steering Team decides to either: sanction, modify, put on hold, or kill the project
Targeting EPPI Phases
Phase
2 Current-State Analysis
Phase
2Phase
3 Future-State Design
Phase
3Phase
4 Implementation Planning
Phase
4Phase
1 ProjectPlanning &Kick-off
Phase
1
©2001 CADDI, Inc.
Current-State Analysis
Future-State Design
ImplementationPlanning
Project Planning & Kick-off
Targeting EPPI – Enterprise Process Performance Improvement All EPPI Methods/Materials ©2001 CADDI, Inc. February 2002 VER 109 Page 12
©2009 EPPIC Inc. Guy W. Wallace, CPT www.eppic.biz
Phase 4: Implementation Phase 4: Implementation PlanningPlanning
Description – Description – Conduct a meeting with the Implementation Planning Team(s) to do the implementation planning for the priority gaps selected by the PST in the Phase 3 gate review
Key OutputsKey Outputs Phase 4 Implementation Planning Team Kick-off Presentation Implementation Plan
Project Specifications and (macro) plans Forecasts for project investments and returns and ROI potential PERT Charts for all projects
Phase 4 PST Gate Review Meeting Presentation *
* The Project Steering Team decides to continue into EPPI I I based on the ROI potential or put that on hold, or kill the entire EPPI project effort
Targeting EPPI Phases
Phase
2 Current-State Analysis
Phase
2Phase
3 Future-State Design
Phase
3Phase
4 Implementation Planning
Phase
4Phase
1 ProjectPlanning &Kick-off
Phase
1
©2001 CADDI, Inc.
Current-State Analysis
Future-State Design
ImplementationPlanning
Project Planning & Kick-off
Targeting EPPI – Enterprise Process Performance Improvement All EPPI Methods/Materials ©2001 CADDI, Inc. February 2002 VER 109 Page 13
©2009 EPPIC Inc. Guy W. Wallace, CPT www.eppic.biz
Post-Targeting Post-Targeting
EPPI Intervention InitiativesEPPI Intervention InitiativesAfter a Targeting EPPI project, follow-on efforts will develop/deploy “Interventions Initiatives” that have been forecasted to provide a sufficient ROI
EPPI Intervention InitiativesEPPI Intervention Initiatives
Sim
ple
Impr
ovem
ent
Inte
rven
tion
In
itia
tive
Com
plex
Im
prov
emen
t In
terv
enti
on
Init
iati
ve
ABC
C
B
A
C
B
A
ABC
C
B
A
ABC ABC
C
B
AMacro Project
Planning
Analysis Design
Design Integration & Test
Development
Development
Integration & Test
Pilot Test
Revision & Release
Phase
1ProjectPlanning &Kick-off
Phase
2Analysis
Phase
3Design
Phase
4Development/ Acquisition
Phase
5Pilot Test
Phase
6Revision & Release
©2002 EPPIC, Inc.
©2002 EPPIC, Inc.
Targeting EPPI – Enterprise Process Performance Improvement All EPPI Methods/Materials ©2001 CADDI, Inc. February 2002 VER 109 Page 14
©2009 EPPIC Inc. Guy W. Wallace, CPT www.eppic.biz
Targeting EPPI Targeting EPPI Project Teams and RolesProject Teams and Roles
Five Key Project TeamsFive Key Project TeamsProject
Steering Team
DesignTeam
AnalysisTeam
Implementation
Planning Team
ProjectWork Team
A team of key stakeholders that own and control all project decisions and resources
©2001 CADDI, Inc.
Key master performers (MPs) and subject matter experts (SMEs) provide the real-world inputs for analysis and in-process design and determine the costs of nonconformance
“Internal Supplier” representatives will join AT/DT MPs and SMEs to macroplan and “cost out” the post-Targeting EPPI interventions required Will facilitate all project activities and meetings
•Includes both Client and CADDI personnel
Targeting EPPI – Enterprise Process Performance Improvement All EPPI Methods/Materials ©2001 CADDI, Inc. February 2002 VER 109 Page 15
Targeting the Target Targeting the Target AudiencesAudiences
Description (e.g., Role, Titles, Locations, etc.)
Approximate Number
Primary Target Audience __________
Secondary Target Audience __________
Tertiary Target Audience __________
Note: Primary audiences are the key targets; secondary will be addressed only as they overlap with the primary; and tertiary audiences would not be addressed at all
Targeting EPPI – Enterprise Process Performance Improvement All EPPI Methods/Materials ©2001 CADDI, Inc. February 2002 VER 109 Page 16
©2009 EPPIC Inc. Guy W. Wallace, CPT www.eppic.biz
Payroll, Banking, and
Financial Management
Payroll, Banking, and
Financial Management
G.
StaffRecruiting,Selection,
and Training
StaffRecruiting,Selection,
and TrainingWork
SchedulingWork
Scheduling
A. B.
ProgressiveDisciplineProgressiveDiscipline Store
OperationsStore
Operations CustomerServiceCustomerService
InventoryManagement
InventoryManagement
TMC StoresStore Manager
PERFORMANCE MODELAreas of Performance
C. D. E.
F.
©1999 CADDI, Inc.
Areas of Performance (AoPs)Areas of Performance (AoPs)AoPs segment the performance into chunks
Linear performance chunks Nonlinear performance chunks
Example: Convenient Store Manager
Simple
Example
Targeting EPPI – Enterprise Process Performance Improvement All EPPI Methods/Materials ©2001 CADDI, Inc. February 2002 VER 109 Page 17
©2009 EPPIC Inc. Guy W. Wallace, CPT www.eppic.biz
Performance Modeling for Performance Modeling for Leadership & ManagementLeadership & Management
The CADDI Management AoP Model:
The goal is to have an Area of Performance “bucket” for every part of a leaders/managers job that allows for identifying common and unique performance and enablers up and down and across an enterprise
LC
S
S1Process Design/re-design
S1Process Design/re-design
S2Human AssetsManagement
S2Human AssetsManagement
S3Environmental AssetsManagement
S3Environmental AssetsManagement
S4SpecialAssignments
S4SpecialAssignments
L4Results MeasurementPlanning & Management
L4Results MeasurementPlanning & Management
L1Stakeholder RelationshipManagement/Governance
L1Stakeholder RelationshipManagement/Governance
L2Strategic Planning &Management
L2Strategic Planning &Management
L3Operations Planning & Management
L3Operations Planning & Management
L5Process ImprovementPlanning & Management
L5Process ImprovementPlanning & Management
C1Work PlanningC1Work Planning
C2Work AssigningC2Work Assigning
C3Work MonitoringC3Work Monitoring
C4Work Troubleshooting
C4Work Troubleshooting
L6CommunicationsPlanning &Management
L6CommunicationsPlanning &ManagementL
CS
S1Process Design/re-design
S1Process Design/re-design
S2Human AssetsManagement
S2Human AssetsManagement
S3Environmental AssetsManagement
S3Environmental AssetsManagement
S4SpecialAssignments
S4SpecialAssignments
L4Results MeasurementPlanning & Management
L4Results MeasurementPlanning & Management
L1Stakeholder RelationshipManagement/Governance
L1Stakeholder RelationshipManagement/Governance
L2Strategic Planning &Management
L2Strategic Planning &Management
L3Operations Planning & Management
L3Operations Planning & Management
L5Process ImprovementPlanning & Management
L5Process ImprovementPlanning & Management
C1Work PlanningC1Work Planning
C2Work AssigningC2Work Assigning
C3Work MonitoringC3Work Monitoring
C4Work Troubleshooting
C4Work Troubleshooting
L6CommunicationsPlanning &Management
L6CommunicationsPlanning &Management
Targeting EPPI – Enterprise Process Performance Improvement All EPPI Methods/Materials ©2001 CADDI, Inc. February 2002 VER 109 Page 18
Management AoPs by LevelManagement AoPs by LevelLe
ader
shi
pCo
reSu
ppor
t
S1Process Design/re-design
S2Human AssetsManagement
S3Environmental AssetsManagement
S4SpecialAssignments
L4Results MeasurementPlanning & Management
L1Stakeholder RelationshipManagement/System Governance
L2Strategic Planning &Management
L3Operations Planning & Management
L5Process ImprovementPlanning & Management
C1
Planning Work
C2
Assigning Work
C3
Monitoring Work
C4
Troubleshooting Work
L6CommunicationsPlanning &Management
Targeting EPPI – Enterprise Process Performance Improvement All EPPI Methods/Materials ©2001 CADDI, Inc. February 2002 VER 109 Page 19
©2009 EPPIC Inc. Guy W. Wallace, CPT www.eppic.biz
CADDI’s Model forCADDI’s Model for
Management Areas of Management Areas of Performance Performance (AoPs)(AoPs)
Leadership Areas of PerformanceLeadership Areas of Performance L1 - Stakeholder Relationship Management/System Governance L2 - Strategic Planning & Management L3 - Operations Planning & Management L4 - Results Measurement Planning & Management L5 - Process Improvement Planning & Management L5 - Communications Planning & Management
Core Areas of PerformanceCore Areas of Performance C1 - Planning Work C2 - Assigning Work C3 - Monitoring Work C4 - Troubleshooting Work
Support Support Areas of PerformanceSupport Support Areas of Performance S1 - Process Design/re-design S2 - Human Assets Management S3 - Environmental Assets Management S4 - Special Assignments
Targeting EPPI – Enterprise Process Performance Improvement All EPPI Methods/Materials ©2001 CADDI, Inc. February 2002 VER 109 Page 20
Targeting EPPI Process: Performance AnalysisTargeting EPPI Process: Performance Analysis
Performance Model ChartPerformance Model ChartThe Performance Model establishes “mastery The Performance Model establishes “mastery performance” as the benchmark criterionperformance” as the benchmark criterion
Key TasksDescribes the key activities needed to produce the outputs
Roles/ResponsibilitiesClarifies who is typically responsible for performing
the tasks
DeficiencydE=EnvironmentdK=Knowledge/skilldI=Individual
attribute/value
Key Outputs and Metrics or MeasuresDescribes what is produced from doing the job tasks and identifies key performance measures of each output
Typical Performance GapsIdentifies any typical ways the output or task does not meet performance standards
Probable Gap Cause(s)Identifies most likely causes
for each typical performance issue/ deficiency
The Most Convenient StoresStore ManagementPerformance Model
©1999 CADDI, Inc.
Area of Performance:
• Key Outputs- Measures Key Tasks
Probable GapCause(s)
dEdKdI
Roles/Responsibilities1 2 3 4
dE =deficiency - EnvironmentdK =deficiency - Knowledge/skilldI =deficiency - Individual attribute/
value
Role: 1 =2 =3 =4 =
TypicalPerformance Gaps
Form Design ©1999 CADDI, Inc. 4/99 Page 1
A. Staff Recruiting, Selection, and Training
1 = District Manager2 = Store Manager3 = Assistant Manager4 = Clerk
•New staff hired-Timely-Qualified
•Identify need for additional staff and complete internal paperwork•Create and place local ads
•Select candidates for interviewing•Interview and select candidates for offer•Make hiring offer(s)•Complete paperwork to fill the position
•Too few candidates
•Poor choice
•Poor recruiting•Local economy•Neglect to check references•References do not provide key information
dKdEdK
dE
Key TasksKey TasksDescribes the key activities needed to produce the outputs
Roles/ResponsibilitiesRoles/ResponsibilitiesClarifies who is typically responsible for performing
the tasks
DeficiencyDeficiencydE=EnvironmentdK=Knowledge/skilldI=Individual
attribute/value
Key Outputs and Key Outputs and Metrics or MeasuresMetrics or MeasuresDescribes what is produced from doing the job tasks and identifies key performance measures of each output
Typical Performance GapsTypical Performance GapsIdentifies any typical ways the output or task does not meet performance standards
Probable Gap Cause(s)Probable Gap Cause(s)Identifies most likely causes
for each typical performance issue/ deficiency
The Most Convenient StoresStore ManagementPerformance Model
©1999 CADDI, Inc.
Area of Performance:
• Key Outputs- Measures Key Tasks
Probable GapCause(s)
dEdKdI
Roles/Responsibilities1 2 3 4
dE =deficiency - EnvironmentdK =deficiency - Knowledge/skilldI =deficiency - Individual attribute/
value
Role: 1 =2 =3 =4 =
TypicalPerformance Gaps
Form Design ©1999 CADDI, Inc. 4/99 Page 1
A. Staff Recruiting, Selection, and Training
1 = District Manager2 = Store Manager3 = Assistant Manager4 = Clerk
•New staff hired-Timely-Qualified
•Identify need for additional staff and complete internal paperwork•Create and place local ads
•Select candidates for interviewing•Interview and select candidates for offer•Make hiring offer(s)•Complete paperwork to fill the position
•Too few candidates
•Poor choice
•Poor recruiting•Local economy•Neglect to check references•References do not provide key information
dKdEdK
dE
Example
Targeting EPPI – Enterprise Process Performance Improvement All EPPI Methods/Materials ©2001 CADDI, Inc. February 2002 VER 109 Page 21
©2009 EPPIC Inc. Guy W. Wallace, CPT www.eppic.biz
Targeting an AoP’s Targeting an AoP’s Outputs/Tasks for Return on Outputs/Tasks for Return on ImprovementImprovement
Assess the Performance Model data, and identify the critical “targets” (H-M-L-Ø) at the “Output/Task” cluster level
Form Design ©2000 CADDI, Inc. VER 109 Page 1
Area of Performance: A.
• Key Outputs- Measures Key Tasks
Probable GapCause(s)
dEdKdI
Roles/Responsibilities1 2 3 4
dE = deficiency - EnvironmentdK = deficiency - Knowledge/skilldI = deficiency - Individual attribute/value
Role: 1 =2 = 3 =4 =
TypicalPerformance
Gaps
-Performance Model
•Key task #1
•Key task #2
•Key task #3
•Key task #4
•Key task #5
•Key task #6
•Key Output- Measure- Measure
•Gap #1
•Gap #2
•Cause #1•Cause #2
dKdE
dK
dE
Rating(H,M,L,
Ø)
H
Example
Targeting EPPI – Enterprise Process Performance Improvement All EPPI Methods/Materials ©2001 CADDI, Inc. February 2002 VER 109 Page 22
©2009 EPPIC Inc. Guy W. Wallace, CPT www.eppic.biz
Targeting EPPI Process: Deriving theTargeting EPPI Process: Deriving the
Human Asset EnablersHuman Asset EnablersThere are two kinds of human asset enablers
Knowledge/skills Attributes/values
The human asset enablers are systematically derived from the Performance Model
© 2000 CADDI, Inc.
<=
Process Map Performanc
e ModelKno
wledge
/
Skills Attr
ibute
s/
Values
Human Asset Requirements
Targeting EPPI – Enterprise Process Performance Improvement All EPPI Methods/Materials ©2001 CADDI, Inc. February 2002 VER 109 Page 23
Targeting EPPI Process: Deriving Human Asset EnablersTargeting EPPI Process: Deriving Human Asset Enablers
Knowledge/Skill Categories*Knowledge/Skill Categories*
Knowledge/Skill Matrices
Category: Records/ReportsCategory: Tools/Equipment
Category: XYZCategory: ABC
* Plus the knowledge/skill of performance outputs and tasks and roles/responsibilities from the Performance Model
1.Company Policies/Procedures/Practices/Guidelines2.Laws, Regulations, Codes, Agreements, and Contracts3.Industry Standards4.Internal Organizations and Resources5.External Organizations and Resources6.Marketplace Knowledge7.Product/Service Knowledge8.Process Knowledge9.Records, Reports, Documents, and Forms10. Materials and Supplies11. Tools/Equipment/Machinery12. Computer Systems/Software/Hardware13. Personal/Interpersonal14. Management/Supervisory15. Business Knowledge and Skills16. Professional/Technical17. Functional Specific
©1999 CADDI, Inc.
Targeting EPPI – Enterprise Process Performance Improvement All EPPI Methods/Materials ©2001 CADDI, Inc. February 2002 VER 109 Page 24
Targeting EPPI Process: Deriving Human Asset EnablersTargeting EPPI Process: Deriving Human Asset Enablers
Knowledge/Skill MatrixKnowledge/Skill Matrix
AoP AoP LinkLinkIdentifies the segment of the job where the knowledge or skill enables performance
K/S ItemK/S ItemIdentifies the discrete knowledge or skill item
DepthDepthThe level to which any training & development needs to go
VolatilityVolatilityRanks how often and significantly the knowledge or skill will change
DifficultyDifficultyRanks how difficult the item is to learn
CriticalityCriticalityRanks the relationship between having the knowledge or skill and performance mastery
Select/TrainSelect/TrainDenotes whether the item is a selection criteria/ condition or needs to be covered in training & development
GFEDCBA DepthA/K/S
Volatility H/M/L
DifficultyH/M/L
Criticality H/M/L
Select/TrainS/T
Link to Area of Performance
K/S Item
Knowledge/Skill Category:
GFEDCBA DepthA/K/S
Volatility H/M/L
DifficultyH/M/L
Criticality H/M/L
Select/TrainS/T
Link to Area of Performance
K/S Item
Knowledge/Skill Category:
<Company/Client Name><Audience>
Knowledge/Skill Matrix
A =B =C = D=
E =F = G =
Criticality/Difficulty/VolatilityH = HighM = MediumL = Low
Depth of CoverageA = AwarenessK = KnowledgeS = Skill
Codes: Link to Area of Performance
Form Design ©2001 CADDI, Inc.
AoP AoP LinkLinkIdentifies the segment of the job where the knowledge or skill enables performance
K/S ItemK/S ItemIdentifies the discrete knowledge or skill item
DepthDepthThe level to which any training & development needs to go
VolatilityVolatilityRanks how often and significantly the knowledge or skill will change
DifficultyDifficultyRanks how difficult the item is to learn
CriticalityCriticalityRanks the relationship between having the knowledge or skill and performance mastery
Select/TrainSelect/TrainDenotes whether the item is a selection criteria/ condition or needs to be covered in training & development
GFEDCBA DepthA/K/S
Volatility H/M/L
DifficultyH/M/L
Criticality H/M/L
Select/TrainS/T
Link to Area of Performance
K/S Item
Knowledge/Skill Category:
GFEDCBA DepthA/K/S
Volatility H/M/L
DifficultyH/M/L
Criticality H/M/L
Select/TrainS/T
Link to Area of Performance
K/S Item
Knowledge/Skill Category:
<Company/Client Name><Audience>
Knowledge/Skill Matrix
A =B =C = D=
E =F = G =
Criticality/Difficulty/VolatilityH = HighM = MediumL = Low
Depth of CoverageA = AwarenessK = KnowledgeS = Skill
Codes: Link to Area of Performance
Form Design ©2001 CADDI, Inc.
GFEDCBA DepthA/K/SGFEDCBA DepthA/K/S
Volatility H/M/L
DifficultyH/M/L
Criticality H/M/L
Select/TrainS/T
Link to Area of Performance
K/S Item
Knowledge/Skill Category:
GFEDCBA DepthA/K/SGFEDCBA DepthA/K/S
Volatility H/M/L
DifficultyH/M/L
Criticality H/M/L
Select/TrainS/T
Link to Area of Performance
K/S Item
Knowledge/Skill Category:
<Company/Client Name><Audience>
Knowledge/Skill Matrix
A =B =C = D=
E =F = G =
Criticality/Difficulty/VolatilityH = HighM = MediumL = Low
Depth of CoverageA = AwarenessK = KnowledgeS = Skill
Codes: Link to Area of Performance
Form Design ©2001 CADDI, Inc.
Targeting EPPI – Enterprise Process Performance Improvement All EPPI Methods/Materials ©2001 CADDI, Inc. February 2002 VER 109 Page 25
Targeting EPPI Process: Deriving Human Asset Enablers Targeting EPPI Process: Deriving Human Asset Enablers
Attribute/Value CategoriesAttribute/Value Categories
Attribute/ValueMatrices
Category: PsychologicalCategory: Physical
Category: XYZCategory: ABC 18. Psychological Attributes
19. Physical Attributes20. Intellectual Attributes21. Values
©2001 CADDI, Inc.
Targeting EPPI – Enterprise Process Performance Improvement All EPPI Methods/Materials ©2001 CADDI, Inc. February 2002 VER 109 Page 26
Targeting EPPI Process: Deriving Human Asset EnablersTargeting EPPI Process: Deriving Human Asset Enablers
Attribute/Value MatrixAttribute/Value Matrix
AoP AoP LinkLinkIdentifies the segment of the job where the attribute or value enables performance
A/V ItemA/V ItemIdentifies the discrete attribute or value item
ExtentExtentThe level of organizational effort required to institute the attribute or value
VolatilityVolatilityRanks how often and significantly the attribute or value will change
DifficultyDifficultyRanks how
difficult it is to accommodate
CriticalityCriticalityRanks the relationship between having the attribute or value and performance mastery
Select/Select/AccommodateAccommodate
Denotes whether the item is a selection criteria/condition or will be accommodated
by organization
GFEDCBAExtentH/M/L
Volatility H/M/L
DifficultyH/M/L
Criticality H/M/L
Select/Accommodate
S/A
Link to Area of PerformanceA/V Item
Attribute/Value Category:
GFEDCBAExtentH/M/L
Volatility H/M/L
DifficultyH/M/L
Criticality H/M/L
Select/Accommodate
S/A
Link to Area of PerformanceA/V Item
Attribute/Value Category:
<Company/Client Name><Audience>
Attribute/Value
A =B =C= D=
E =F = G=
Criticality/Difficulty/Volatility/ExtentH = HighM = MediumL = Low
Codes: Link to Area of Performance
Form Design ©2001 CADDI, Inc.
Targeting EPPI – Enterprise Process Performance Improvement All EPPI Methods/Materials ©2001 CADDI, Inc. February 2002 VER 109 Page 27
©2009 EPPIC Inc. Guy W. Wallace, CPT www.eppic.biz
Targeting EPPI Process: Deriving the Targeting EPPI Process: Deriving the
Environmental Asset EnablersEnvironmental Asset EnablersThere are six kinds of environmental asset enablers
Data/InformationMaterials/SuppliesTools/Equipment
The environmental asset enablers are systematically derived from the Performance Model
Facilities/GroundsBudget/HeadcountCulture/Consequences
© 2001 CADDI, Inc .
<=
Process Map Performance
ModelData/Information
Facilities/Grounds
Tools/Equipment
Materials/Supplies
Culture/Consequences
Environmental Asset Requirements
Budget/Headcount
Targeting EPPI – Enterprise Process Performance Improvement All EPPI Methods/Materials ©2001 CADDI, Inc. February 2002 VER 109 Page 28
Targeting EPPI Process: Deriving Environmental Asset EnablersTargeting EPPI Process: Deriving Environmental Asset Enablers
Data/Information MatrixData/Information Matrix
DifficultyDifficultyRanks how difficult the data or information item is to use
AoP AoP LinkLinkIdentifies the segment of the job where the data orinformation enables performance
D/I ItemD/I ItemIdentifies the discrete data or information item
ExtentExtentThe level of organizational effort required to install/create the data or information item
VolatilityVolatilityRanks how often and significantly the data or information will change
CriticalityCriticalityRanks the relationship between having the data or information and performance mastery
Present/AddressPresent/AddressDenotes whether the data or information item supports performance 100 percent as is or must be addressed
GFEDCBA ExtentH/M/L
Volatility H/M/L
DifficultyH/M/L
Criticality H/M/L
Present/Address
P/A
Link to Area of Performance
D/I Item
Data/Information Category:
GFEDCBA ExtentH/M/L
Volatility H/M/L
DifficultyH/M/L
Criticality H/M/L
Present/Address
P/A
Link to Area of Performance
D/I Item
Data/Information Category:
<Company/Client Name><Audience>
Data/Information Matrix
A =B =C = D=
E =F = G =
A =B =C = D=
E =F = G =
Criticality/Difficulty/Volatility/ExtentH = HighM = MediumL = Low
Codes: Link to Area of Performance
Form Design ©2001 CADDI, Inc.
DifficultyDifficultyRanks how difficult the data or information item is to use
AoP AoP LinkLinkIdentifies the segment of the job where the data orinformation enables performance
D/I ItemD/I ItemIdentifies the discrete data or information item
ExtentExtentThe level of organizational effort required to install/create the data or information item
VolatilityVolatilityRanks how often and significantly the data or information will change
CriticalityCriticalityRanks the relationship between having the data or information and performance mastery
Present/AddressPresent/AddressDenotes whether the data or information item supports performance 100 percent as is or must be addressed
GFEDCBA ExtentH/M/L
Volatility H/M/L
DifficultyH/M/L
Criticality H/M/L
Present/Address
P/A
Link to Area of Performance
D/I Item
Data/Information Category:
GFEDCBA ExtentH/M/L
Volatility H/M/L
DifficultyH/M/L
Criticality H/M/L
Present/Address
P/A
Link to Area of Performance
D/I Item
Data/Information Category:
<Company/Client Name><Audience>
Data/Information Matrix
A =B =C = D=
E =F = G =
A =B =C = D=
E =F = G =
Criticality/Difficulty/Volatility/ExtentH = HighM = MediumL = Low
Codes: Link to Area of Performance
Form Design ©2001 CADDI, Inc.
AoP AoP LinkLinkIdentifies the segment of the job where the data orinformation enables performance
D/I ItemD/I ItemIdentifies the discrete data or information item
ExtentExtentThe level of organizational effort required to install/create the data or information item
VolatilityVolatilityRanks how often and significantly the data or information will change
CriticalityCriticalityRanks the relationship between having the data or information and performance mastery
Present/AddressPresent/AddressDenotes whether the data or information item supports performance 100 percent as is or must be addressed
GFEDCBA ExtentH/M/L
Volatility H/M/L
DifficultyH/M/L
Criticality H/M/L
Present/Address
P/A
Link to Area of Performance
D/I Item
Data/Information Category:
GFEDCBA ExtentH/M/L
Volatility H/M/L
DifficultyH/M/L
Criticality H/M/L
Present/Address
P/A
Link to Area of Performance
D/I Item
Data/Information Category:
<Company/Client Name><Audience>
Data/Information Matrix
A =B =C = D=
E =F = G =
A =B =C = D=
E =F = G =
Criticality/Difficulty/Volatility/ExtentH = HighM = MediumL = Low
Codes: Link to Area of Performance
GFEDCBA ExtentH/M/LGFEDCBA ExtentH/M/L
Volatility H/M/L
DifficultyH/M/L
Criticality H/M/L
Present/Address
P/A
Link to Area of Performance
D/I Item
Data/Information Category:
GFEDCBA ExtentH/M/LGFEDCBA ExtentH/M/L
Volatility H/M/L
DifficultyH/M/L
Criticality H/M/L
Present/Address
P/A
Link to Area of Performance
D/I Item
Data/Information Category:
<Company/Client Name><Audience>
Data/Information Matrix
A =B =C = D=
E =F = G =
A =B =C = D=
E =F = G =
Criticality/Difficulty/Volatility/ExtentH = HighM = MediumL = Low
Codes: Link to Area of Performance
Form Design ©2001 CADDI, Inc.
Targeting EPPI – Enterprise Process Performance Improvement All EPPI Methods/Materials ©2001 CADDI, Inc. February 2002 VER 109 Page 29
Targeting EPPI Process: Deriving Environmental Asset EnablersTargeting EPPI Process: Deriving Environmental Asset Enablers
Materials/Supplies MatrixMaterials/Supplies Matrix
GFEDCBA ExtentH/M/L
Volatility H/M/L
DifficultyH/M/L
Criticality H/M/L
Present/Address
P/A
Link to Area of Performance
M/S Item
Materials/Supplies Category:
GFEDCBA ExtentH/M/L
Volatility H/M/L
DifficultyH/M/L
Criticality H/M/L
Present/Address
P/A
Link to Area of Performance
M/S Item
Materials/Supplies Category:
<Company/Client Name><Audience>
Materials/Supplies Matrix
A =B =C = D=
E =F = G =
A =B =C = D=
E =F = G =
Criticality/Difficulty/Volatility/ExtentH = HighM = MediumL = Low
Codes: Link to Area of Performance
Form Design ©2001 CADDI, Inc.
AoP AoP LinkLinkIdentifies the segment of the job where the materials or supplies enable performance
M/S ItemM/S ItemIdentifies the discrete materials or supplies item
ExtentExtentThe level of organizational effort required to install/create the materials or supplies item
VolatilityVolatilityRanks how often and significantly the materials or supplies will change
DifficultyDifficultyRanks how difficult the materials or supplies item is to use
CriticalityCriticalityRanks the relationship between having the materials or supplies and performance mastery
Present/AddressPresent/AddressDenotes whether the materials or supplies item supports performance 100 percent as is or must be addressed
GFEDCBA ExtentH/M/L
Volatility H/M/L
DifficultyH/M/L
Criticality H/M/L
Present/Address
P/A
Link to Area of Performance
M/S Item
Materials/Supplies Category:
GFEDCBA ExtentH/M/L
Volatility H/M/L
DifficultyH/M/L
Criticality H/M/L
Present/Address
P/A
Link to Area of Performance
M/S Item
Materials/Supplies Category:
<Company/Client Name><Audience>
Materials/Supplies Matrix
A =B =C = D=
E =F = G =
A =B =C = D=
E =F = G =
Criticality/Difficulty/Volatility/ExtentH = HighM = MediumL = Low
Codes: Link to Area of Performance
GFEDCBA ExtentH/M/LGFEDCBA ExtentH/M/L
Volatility H/M/L
DifficultyH/M/L
Criticality H/M/L
Present/Address
P/A
Link to Area of Performance
M/S Item
Materials/Supplies Category:
GFEDCBA ExtentH/M/LGFEDCBA ExtentH/M/L
Volatility H/M/L
DifficultyH/M/L
Criticality H/M/L
Present/Address
P/A
Link to Area of Performance
M/S Item
Materials/Supplies Category:
<Company/Client Name><Audience>
Materials/Supplies Matrix
A =B =C = D=
E =F = G =
A =B =C = D=
E =F = G =
Criticality/Difficulty/Volatility/ExtentH = HighM = MediumL = Low
Codes: Link to Area of Performance
Form Design ©2001 CADDI, Inc.
AoP AoP LinkLinkIdentifies the segment of the job where the materials or supplies enable performance
M/S ItemM/S ItemIdentifies the discrete materials or supplies item
ExtentExtentThe level of organizational effort required to install/create the materials or supplies item
VolatilityVolatilityRanks how often and significantly the materials or supplies will change
DifficultyDifficultyRanks how difficult the materials or supplies item is to use
CriticalityCriticalityRanks the relationship between having the materials or supplies and performance mastery
Present/AddressPresent/AddressDenotes whether the materials or supplies item supports performance 100 percent as is or must be addressed
Targeting EPPI – Enterprise Process Performance Improvement All EPPI Methods/Materials ©2001 CADDI, Inc. February 2002 VER 109 Page 30
Targeting EPPI Process: Deriving Environmental Asset EnablersTargeting EPPI Process: Deriving Environmental Asset Enablers
Tools/EquipmentTools/Equipment
GFEDCBA ExtentH/M/LGFEDCBA ExtentH/M/L
Volatility H/M/L
DifficultyH/M/L
Criticality H/M/L
Present/Address
P/A
Link to Area of PerformanceTools/Equipment
GFEDCBA ExtentH/M/LGFEDCBA ExtentH/M/L
Volatility H/M/L
DifficultyH/M/L
Criticality H/M/L
Present/Address
P/A
Link to Area of Performance
T/E Item
Tools/Equipment Category:
<Company/Client Name><Audience>
Tools/Equipment Matrix
A =B =C= D=
E =F = G =
A =B =C= D=
E =F = G =
Criticality/Difficulty/Volatility/ExtentH = HighM = MediumL = Low
Codes: Link to Area of Performance
Form Design ©2001 CADDI, Inc.
AoP AoP LinkLinkIdentifies the segment of the job where the tools or equipment enable performance
T/E ItemT/E ItemIdentifies the discrete tools or equipment item
ExtentExtentThe level of organizational effort required to install/create the tools or equipment item
VolatilityRanks how often and significantly the tools or equipment will change
DifficultyDifficultyRanks how difficult the tools or equipment item is to use
CriticalityCriticalityRanks the relationship between having the tools or equipment and performance mastery
Present/AddressPresent/AddressDenotes whether the tools or equipment item supports performance 100 percent as is or must be addressed
Targeting EPPI – Enterprise Process Performance Improvement All EPPI Methods/Materials ©2001 CADDI, Inc. February 2002 VER 109 Page 31
Targeting EPPI Process: Deriving Environmental Asset EnablersTargeting EPPI Process: Deriving Environmental Asset Enablers
Facilities/Grounds MatrixFacilities/Grounds Matrix
GFEDCBA ExtentH/M/L
Volatility H/M/L
DifficultyH/M/L
Criticality H/M/L
Present/Address
P/A
Link to Area of Performance
F/G Item
Facilities/Grounds Category:
GFEDCBA ExtentH/M/L
Volatility H/M/L
DifficultyH/M/L
Criticality H/M/L
Present/Address
P/A
Link to Area of Performance
F/G Item
Facilities/Grounds Category:
<Company/Client Name><Audience>
Facilities/Grounds Matrix
A =B =C = D=
E =F = G =
A =B =C = D=
E =F = G =
Criticality/Difficulty/Volatility/ExtentH = HighM = MediumL = Low
Codes: Link to Area of Performance
Form Design ©2001 CADDI, Inc.
AoP AoP LinkLinkIdentifies the segment of the job where the facilities or grounds enable performance
F/G ItemF/G ItemIdentifies the discrete facilities or grounds item
ExtentExtentThe level of organizational effort required to install/create the facilities or grounds item
VolatilityVolatilityRanks how often and significantly the facilities or grounds will change
DifficultyDifficultyRanks how difficult the facilities or grounds item is to use
CriticalityCriticalityRanks the relationship between having the facilities or grounds and performance mastery
Present/AddressPresent/AddressDenotes whether the facilities or grounds item supports performance 100 percent as is or must be addressed
GFEDCBA ExtentH/M/L
Volatility H/M/L
DifficultyH/M/L
Criticality H/M/L
Present/Address
P/A
Link to Area of Performance
F/G Item
Facilities/Grounds Category:
GFEDCBA ExtentH/M/L
Volatility H/M/L
DifficultyH/M/L
Criticality H/M/L
Present/Address
P/A
Link to Area of Performance
F/G Item
Facilities/Grounds Category:
<Company/Client Name><Audience>
Facilities/Grounds Matrix
A =B =C = D=
E =F = G =
A =B =C = D=
E =F = G =
Criticality/Difficulty/Volatility/ExtentH = HighM = MediumL = Low
Codes: Link to Area of Performance
GFEDCBA ExtentH/M/LGFEDCBA ExtentH/M/L
Volatility H/M/L
DifficultyH/M/L
Criticality H/M/L
Present/Address
P/A
Link to Area of Performance
F/G Item
Facilities/Grounds Category:
GFEDCBA ExtentH/M/LGFEDCBA ExtentH/M/L
Volatility H/M/L
DifficultyH/M/L
Criticality H/M/L
Present/Address
P/A
Link to Area of Performance
F/G Item
Facilities/Grounds Category:
<Company/Client Name><Audience>
Facilities/Grounds Matrix
A =B =C = D=
E =F = G =
A =B =C = D=
E =F = G =
Criticality/Difficulty/Volatility/ExtentH = HighM = MediumL = Low
Codes: Link to Area of Performance
Form Design ©2001 CADDI, Inc.
AoP AoP LinkLinkIdentifies the segment of the job where the facilities or grounds enable performance
F/G ItemF/G ItemIdentifies the discrete facilities or grounds item
ExtentExtentThe level of organizational effort required to install/create the facilities or grounds item
VolatilityVolatilityRanks how often and significantly the facilities or grounds will change
DifficultyDifficultyRanks how difficult the facilities or grounds item is to use
CriticalityCriticalityRanks the relationship between having the facilities or grounds and performance mastery
Present/AddressPresent/AddressDenotes whether the facilities or grounds item supports performance 100 percent as is or must be addressed
Targeting EPPI – Enterprise Process Performance Improvement All EPPI Methods/Materials ©2001 CADDI, Inc. February 2002 VER 109 Page 32
Targeting EPPI Process: Deriving Environmental Asset EnablersTargeting EPPI Process: Deriving Environmental Asset Enablers
Budget/Headcount MatrixBudget/Headcount Matrix
AoP AoP LinkLinkIdentifies the segment of the job where the budget or headcount enables performance
B/H ItemB/H ItemIdentifies the discrete budget or headcount item
ExtentExtentThe level of organizational effort required to install/create the budget or headcount item
VolatilityVolatilityRanks how often and significantly the budget or headcount will change
DifficultyDifficultyRanks how difficult the budget or headcount item is to useCriticalityCriticalityRanks the relationship between having the budget or headcount and performance mastery
Present/AddressPresent/AddressDenotes whether the budget or headcount item supports performance 100 percent as is or must be addressed
GFEDCBA ExtentH/M/L
Volatility H/M/L
DifficultyH/M/L
Criticality H/M/L
Present/Address
P/A
Link to Area of Performance
B/H Item
Budget/Headcount Category:
GFEDCBA ExtentH/M/L
Volatility H/M/L
DifficultyH/M/L
Criticality H/M/L
Present/Address
P/A
Link to Area of Performance
B/H Item
Budget/Headcount Category:
<Company/Client Name><Audience>
Budget/Headcount Matrix
A =B =C = D=
E =F = G =
A =B =C = D=
E =F = G =
Criticality/Difficulty/Volatility/ExtentH = HighM = MediumL = Low
Codes: Link to Area of Performance
Form Design ©2001 CADDI, Inc.
AoP AoP LinkLinkIdentifies the segment of the job where the budget or headcount enables performance
B/H ItemB/H ItemIdentifies the discrete budget or headcount item
ExtentExtentThe level of organizational effort required to install/create the budget or headcount item
VolatilityVolatilityRanks how often and significantly the budget or headcount will change
DifficultyDifficultyRanks how difficult the budget or headcount item is to useCriticalityCriticalityRanks the relationship between having the budget or headcount and performance mastery
Present/AddressPresent/AddressDenotes whether the budget or headcount item supports performance 100 percent as is or must be addressed
GFEDCBA ExtentH/M/L
Volatility H/M/L
DifficultyH/M/L
Criticality H/M/L
Present/Address
P/A
Link to Area of Performance
B/H Item
Budget/Headcount Category:
GFEDCBA ExtentH/M/L
Volatility H/M/L
DifficultyH/M/L
Criticality H/M/L
Present/Address
P/A
Link to Area of Performance
B/H Item
Budget/Headcount Category:
<Company/Client Name><Audience>
Budget/Headcount Matrix
A =B =C = D=
E =F = G =
A =B =C = D=
E =F = G =
Criticality/Difficulty/Volatility/ExtentH = HighM = MediumL = Low
Codes: Link to Area of Performance
GFEDCBA ExtentH/M/LGFEDCBA ExtentH/M/L
Volatility H/M/L
DifficultyH/M/L
Criticality H/M/L
Present/Address
P/A
Link to Area of Performance
B/H Item
Budget/Headcount Category:
GFEDCBA ExtentH/M/LGFEDCBA ExtentH/M/L
Volatility H/M/L
DifficultyH/M/L
Criticality H/M/L
Present/Address
P/A
Link to Area of Performance
B/H Item
Budget/Headcount Category:
<Company/Client Name><Audience>
Budget/Headcount Matrix
A =B =C = D=
E =F = G =
A =B =C = D=
E =F = G =
Criticality/Difficulty/Volatility/ExtentH = HighM = MediumL = Low
Codes: Link to Area of Performance
Form Design ©2001 CADDI, Inc.
Targeting EPPI – Enterprise Process Performance Improvement All EPPI Methods/Materials ©2001 CADDI, Inc. February 2002 VER 109 Page 33
Targeting EPPI Process: Deriving Environmental Asset EnablersTargeting EPPI Process: Deriving Environmental Asset Enablers
Culture/Consequences MatrixCulture/Consequences Matrix
GFEDCBA ExtentH/M/L
Volatility H/M/L
DifficultyH/M/L
Criticality H/M/L
Present/Address
P/A
Link to Area of Performance
C/C Item
Culture/Consequences Category:
GFEDCBA ExtentH/M/L
Volatility H/M/L
DifficultyH/M/L
Criticality H/M/L
Present/Address
P/A
Link to Area of Performance
C/C Item
Culture/Consequences Category:
<Company/Client Name><Audience>
Culture/Consequences Matrix
A =B =C = D=
E =F = G =
A =B =C = D=
E =F = G =
Criticality/Difficulty/Volatility/ExtentH = HighM = MediumL = Low
Codes: Link to Area of Performance
Form Design ©2001 CADDI, Inc.
AoP AoP LinkLinkIdentifies the segment of the job where the culture or consequences enable performance
C/C ItemC/C ItemIdentifies the discrete culture or consequences item
ExtentExtentThe level of organizational effort required to install/create the culture or consequences itemVolatilityVolatilityRanks how often and significantly the culture or consequences will change
DifficultyDifficultyRanks how difficult the culture or consequences item is to use
CriticalityCriticalityRanks the relationship between having the culture or consequences and performance mastery
Present/AddressPresent/AddressDenotes whether the culture or consequences item supports performance 100 percent as is or must be addressed
GFEDCBA ExtentH/M/L
Volatility H/M/L
DifficultyH/M/L
Criticality H/M/L
Present/Address
P/A
Link to Area of Performance
C/C Item
Culture/Consequences Category:
GFEDCBA ExtentH/M/L
Volatility H/M/L
DifficultyH/M/L
Criticality H/M/L
Present/Address
P/A
Link to Area of Performance
C/C Item
Culture/Consequences Category:
<Company/Client Name><Audience>
Culture/Consequences Matrix
A =B =C = D=
E =F = G =
A =B =C = D=
E =F = G =
Criticality/Difficulty/Volatility/ExtentH = HighM = MediumL = Low
Codes: Link to Area of Performance
GFEDCBA ExtentH/M/LGFEDCBA ExtentH/M/L
Volatility H/M/L
DifficultyH/M/L
Criticality H/M/L
Present/Address
P/A
Link to Area of Performance
C/C Item
Culture/Consequences Category:
GFEDCBA ExtentH/M/LGFEDCBA ExtentH/M/L
Volatility H/M/L
DifficultyH/M/L
Criticality H/M/L
Present/Address
P/A
Link to Area of Performance
C/C Item
Culture/Consequences Category:
<Company/Client Name><Audience>
Culture/Consequences Matrix
A =B =C = D=
E =F = G =
A =B =C = D=
E =F = G =
Criticality/Difficulty/Volatility/ExtentH = HighM = MediumL = Low
Codes: Link to Area of Performance
Form Design ©2001 CADDI, Inc.
AoP AoP LinkLinkIdentifies the segment of the job where the culture or consequences enable performance
C/C ItemC/C ItemIdentifies the discrete culture or consequences item
ExtentExtentThe level of organizational effort required to install/create the culture or consequences itemVolatilityVolatilityRanks how often and significantly the culture or consequences will change
DifficultyDifficultyRanks how difficult the culture or consequences item is to use
CriticalityCriticalityRanks the relationship between having the culture or consequences and performance mastery
Present/AddressPresent/AddressDenotes whether the culture or consequences item supports performance 100 percent as is or must be addressed
Targeting EPPI – Enterprise Process Performance Improvement All EPPI Methods/Materials ©2001 CADDI, Inc. February 2002 VER 109 Page 34
©2009 EPPIC Inc. Guy W. Wallace, CPT www.eppic.biz
Again . . .Again . . .
Analysis Data Used for TargetingAnalysis Data Used for Targeting
The Human Asset EnablersThe 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 attributesValues
What is required depends on both the performance requirements and the environmental supports available
The Environmental Asset EnablersThe Environmental Asset EnablersThe environment provides several types of enabling assets for the humans to use while performing the job; these include
Data/InformationMaterials/SuppliesTools/EquipmentFacilities/GroundsBudget/HeadcountCulture/Consequences
What is required depends on both the performance requirements and the
human capabilities available
CS
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CS
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CS
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Performance Model
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Process Map View Performance Model ViewArea of Performance:
KeyOutputs
KeyTasks
Roles/Responsibilities1 2 3 4 5
TypicalPerf . Gaps
Prob. GapCause
dEdKdI
Role:
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Role1
Role2
Role3
Role4
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Process Map View Performance Model ViewArea of Performance:
KeyOutputs
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Roles/Responsibilities1 2 3 4 5
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Prob. GapCause
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Area of Performance:Key
OutputsKey
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dEdKdI
Role:
<=
Role1
Role2
Role3
Role4
Role5
Role1
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Role3
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Attributes/ValuesKnowledge/Skills
Human Asset Requirements
Environmental Asset Requirements
Materials/SuppliesTools/EquipmentFacilities/Grounds
Data/Information
Culture/Consequences
Budget/Headcount
©2001 CADDI, Inc.
CS
L
CS
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CS
L
C
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LC
S
LC
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LC
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Performance Model
>=Process
Map
Lead
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ms &
Pr
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ort
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Tier 1
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Tier 1
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Tier 1
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CS
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Performance Model
Performance Model
>=Process
MapProcess
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ms &
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Core
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esse
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Supp
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Tier 1
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l 1 V
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Tier 1
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l 2 V
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Tier 1
Leve
l 3 V
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Process Map View Performance Model ViewArea of Performance:
KeyOutputs
KeyTasks
Roles/Responsibilities1 2 3 4 5
TypicalPerf . Gaps
Prob. GapCause
dEdKdI
Role:
<=
Role1
Role2
Role3
Role4
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Process Map View Performance Model ViewArea of Performance:
KeyOutputs
KeyTasks
Roles/Responsibilities1 2 3 4 5
TypicalPerf . Gaps
Prob. GapCause
dEdKdI
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Area of Performance:Key
OutputsKey
TasksRoles/Responsibilities1 2 3 4 5
TypicalPerf . Gaps
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Role:
<=
Role1
Role2
Role3
Role4
Role5
Role1
Role2
Role3
Role4
Role5
Attributes/ValuesKnowledge/Skills
Human Asset Requirements
Environmental Asset Requirements
Materials/SuppliesTools/EquipmentFacilities/Grounds
Data/Information
Culture/Consequences
Budget/Headcount
©2001 CADDI, Inc.
Targeting EPPI – Enterprise Process Performance Improvement All EPPI Methods/Materials ©2001 CADDI, Inc. February 2002 VER 109 Page 35
©2009 EPPIC Inc. Guy W. Wallace, CPT www.eppic.biz
Targeting EPPI ProcessTargeting EPPI Process
Executive/Management Executive/Management InterviewsInterviews
Interviews should be conducted with whom . . . ? To update them on analysis results and (as needed) to probe issues (problems/opportunities) uncovered in the Analysis Team meeting
NameName Work LocationWork Location Who Will ContactWho Will Contact
Targeting EPPI – Enterprise Process Performance Improvement All EPPI Methods/Materials ©2001 CADDI, Inc. February 2002 VER 109 Page 36
©2009 EPPIC Inc. Guy W. Wallace, CPT www.eppic.biz
6
Roles Key Deficiency Key1 = 4 = dE= deficiency of Environmental Support2 = 5 = dK= deficiency of Knowledgeable/Skill3 = 6 = dl = deficiency of Individual Attribute/Value
54321
TargetPriority
TypeDeficiency CauseTypical Performance Gaps
Roles/Responsibilities
Key Tasks
From the Performance Analysis:
Preliminary Problem/Opportunity:
Organization:Contact:Phone:Email:
Existing System“Supplier” of Enablers Type:
6
Roles Key Deficiency Key1 = 4 = dE= deficiency of Environmental Support2 = 5 = dK= deficiency of Knowledgeable/Skill3 = 6 = dl = deficiency of Individual Attribute/Value
54321
TargetPriority
TypeDeficiency CauseTypical Performance Gaps
Roles/Responsibilities
Key Tasks
From the Performance Analysis:
Preliminary Problem/Opportunity:
Organization:Contact:Phone:Email:
Existing System“Supplier” of Enablers Type:
Key Outputs• Measures
EPPIExisting Systems
Assessment
VerizonHigh-performance Call CentersExisting Systems Assessment
Form Design ©2002 CADDI, Inc.Content ©2002 Verizon
Page 1VER 109
Key Outputs• Measures
EPPIExisting Systems
Assessment
EPPIExisting Systems
Assessment
VerizonHigh-performance Call CentersExisting Systems Assessment
Form Design ©2002 CADDI, Inc.Content ©2002 Verizon
Page 1VER 109
Preliminary Problem/OpportunityDefinition
Organization/ContactInternal resource for registration and/or information
Key TasksDescribes the key activities needed to produce the outputs
Roles/ResponsibilitiesClarifies who is typically responsible for performing the tasks
DeficiencydE=EnvironmentdK=Knowledge/skilldI=Individual attribute/value
Key Outputs and MeasuresDescribes what is produced from doing the job tasks and identifies key performance measures of each output
Typical Performance GapsIdentifies any typical ways the output or task does not meet performance standards
Existing System “Supplier”Resource responsible for delivery (may be internal or external)
Targeting EPPI Process: Assessing HAM & EAM Systems & Targeting EPPI Process: Assessing HAM & EAM Systems & ProcessesProcesses
Existing Systems AssessmentExisting Systems Assessment
EAM Systems EAM Systems & Processes& Processes
Data & Information Systems
Materials & Supplies Systems
Tools & Equipment Systems
Facilities & Grounds Systems
Financial Systems
Culture &Consequence
Systems
HAM Systems & HAM Systems & ProcessesProcesses
Organization & Job Redesign Systems
Staffing & Succession Planning Systems
Recruiting & Selection Systems
Training & Development
SystemsPerformance Appraisal &
Management Systems
Compensation & Benefits Systems
Reward & Recognition Systems
Assessment Output
Assessment Sources
Targeting EPPI – Enterprise Process Performance Improvement All EPPI Methods/Materials ©2001 CADDI, Inc. February 2002 VER 109 Page 37
Existing EPPI Systems Existing EPPI Systems
Internal Suppliers and Internal Suppliers and ContactsContacts
## EPPI HAMS EPPI HAMS System LabelSystem Label Internal “Supplier Organizations”Internal “Supplier Organizations” Contact NameContact Name
H1 Organization & Organization & Job Redesign Job Redesign SystemsSystems
H2 Staffing & Staffing & Succession Succession Planning Planning SystemsSystems
H3 Recruiting & Recruiting & Selection Selection SystemsSystems
H4 Training & Training & Development Development SystemsSystems
H5 Performance Performance Appraisal & Appraisal & Management Management SystemsSystems
H6 Compensation & Compensation & Benefits SystemsBenefits Systems
H7 Reward & Reward & Recognition Recognition SystemsSystems
Targeting EPPI – Enterprise Process Performance Improvement All EPPI Methods/Materials ©2001 CADDI, Inc. February 2002 VER 109 Page 38
Existing EPPI Systems Existing EPPI Systems
Internal Suppliers and Internal Suppliers and Contacts Contacts (continued)(continued)
## EPPI EAMS EPPI EAMS System LabelSystem Label
Internal “Supplier Internal “Supplier Organizations”Organizations” Contact NameContact Name
E1 Data & Data & Information Information SystemsSystems
E2 Materials & Materials & Supplies Supplies SystemsSystems
E3 Tools & Tools & Equipment Equipment SystemsSystems
E4 Facilities & Facilities & Grounds Grounds SystemsSystems
E5 Financial Financial SystemsSystems
E6 Culture & Culture & Consequence Consequence SystemsSystems
Targeting EPPI – Enterprise Process Performance Improvement All EPPI Methods/Materials ©2001 CADDI, Inc. February 2002 VER 109 Page 39
©2009 EPPIC Inc. Guy W. Wallace, CPT www.eppic.biz
Phase 3 DesignPhase 3 Design
DescriptionDescription – – A Design Team composed of one to three members from the Analysis Team meets to define the design outputs: Improvement Specifications; subsequently, a Project Steering Team gate review meeting is held to review/modify/approve those outputs and direct Phase 4 efforts
Key OutputsKey Outputs –– Phase 3 Design Team Kick-off Presentation Design Document
Target Definitions Improvement Specifications (for each target) Improvement Specification Summaries (for each HAM or EAM System)
Phase 3 PST Gate Review Meeting Presentation *
* The Project Steering Team decides to either: sanction, modify, put on hold, or kill the project
Targeting EPPI Phases
Phase
2 Current-State Analysis
Phase
2Phase
3 Future-State Design
Phase
3Phase
4 Implementation Planning
Phase
4Phase
1 ProjectPlanning &Kick-off
Phase
1
©2001 CADDI, Inc.
Current-State Analysis
Future-State Design
ImplementationPlanning
Project Planning & Kick-off
Targeting EPPI – Enterprise Process Performance Improvement All EPPI Methods/Materials ©2001 CADDI, Inc. February 2002 VER 109 Page 40
©2009 EPPIC Inc. Guy W. Wallace, CPT www.eppic.biz
Phase 4 Implementation Phase 4 Implementation PlanningPlanning
Description – Description – Conduct a meeting with the Implementation Planning Team(s) to do the implementation planning for the priority gaps selected by the PST in the Phase 3 gate review
Key OutputsKey Outputs Phase 4 Implementation Planning Team Kick-off Presentation Implementation Plan
Project Specifications and (macro) plans Forecasts for project investments and returns and ROI potential PERT Charts for all projects
Phase 4 PST Gate Review Meeting Presentation *
* The Project Steering Team decides to continue into EPPI I I based on the ROI potential or put that on hold, or kill the entire EPPI project effort
Targeting EPPI Phases
Phase
2 Current-State Analysis
Phase
2Phase
3 Future-State Design
Phase
3Phase
4 Implementation Planning
Phase
4Phase
1 ProjectPlanning &Kick-off
Phase
1
©2001 CADDI, Inc.
Current-State Analysis
Future-State Design
ImplementationPlanning
Project Planning & Kick-off
Targeting EPPI – Enterprise Process Performance Improvement All EPPI Methods/Materials ©2001 CADDI, Inc. February 2002 VER 109 Page 41
Key Targeting EPPI MeetingsKey Targeting EPPI MeetingsProject Meeting Target Participants Dates Location
Phase 1 PST PST MembersAnalysis Team
Master Performers/SMEs
Phase 2 PST PST MembersAnalysis Review Team TBD
Design Team Analysis Team Subset
Design Review Team TBD
Phase 3 PST PST Members
Implementation Planning Team
Analysis Team Plus Others: TBD from “Internal Systems”
Phase 4 PST PST Members
Targeting EPPI – Enterprise Process Performance Improvement All EPPI Methods/Materials ©2001 CADDI, Inc. February 2002 VER 109 Page 42
©2009 EPPIC Inc. Guy W. Wallace, CPT www.eppic.biz
Post-Targeting Post-Targeting
EPPI Intervention InitiativesEPPI Intervention InitiativesAfter a Targeting EPPI project, follow-on efforts will develop/deploy “Interventions Initiatives” that have been forecasted to provide a sufficient ROI
EPPI Intervention InitiativesEPPI Intervention Initiatives
Sim
ple
Impr
ovem
ent
Inte
rven
tion
In
itia
tive
Com
plex
Im
prov
emen
t In
terv
enti
on
Init
iati
ve
ABC
C
B
A
C
B
A
ABC
C
B
A
ABC ABC
C
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AMacro Project
Planning
Analysis Design
Design Integration & Test
Development
Development
Integration & Test
Pilot Test
Revision & Release
©2001 CADDI, Inc.
©2001 CADDI, Inc.
Targeting EPPI – Enterprise Process Performance Improvement All EPPI Methods/Materials ©2001 CADDI, Inc. February 2002 VER 109 Page 43
©2009 EPPIC Inc. Guy W. Wallace, CPT www.eppic.biz
EPPI isEPPI is
Enterprise Enterprise ProcessProcess
PerformancePerformanceImprovementImprovement
www.eppic.biz
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