Analysis for EPPI Enterprise Process Performance Improvementsm

Analysis for EPPI Enterprise Process Performance Improvementsm
Presentation to the Association for Behavior Analysis Conference – #256 OBM CE San Francisco - May 25, 2003 Guy W. Wallace, CPT

Objectives & Agenda Objectives:
Share an overview of the EPPI methodology Review the analysis methods and data that lead to improving the Human Asset Management Systems (HAMS) aka: Human Capital Systems-HCS The Environmental Asset Management Systems (EAMS) aka: Environmental Capital Systems-ECS Agenda: Overview of the EPPI methodology EPPI Analysis Methods & Data TAD - Target Audience Data PM & GA – Performance Modeling & Gap Analysis EA – Enabler Assessment ESA- Existing Systems Assessment Upstream Processes Outputs Inputs Outputs Inputs Downstream Processes EPPI is a service mark of EPPIC, Inc.

The Big Picture of EPPI The Process The Human Asset Enablers
Performance Model < = Process Map Leadership Systems & Processes Core Systems & Processes Support Systems & Processes Attributes/Values Knowledge/Skills Human Asset Requirements Environmental Asset Requirements Facilities/Grounds Tools/Equipment Materials/Supplies Data/Information Budget/Headcount Culture/Consequences The Process The process must be designed for efficient delivery to meet stakeholder metrics The Human Asset Enablers Humans 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, skills Physical attributes Psychological attributes Intellectual attributes Values The Environmental Asset Enablers The environment provides several types of enabling assets for the humans to use while performing the job; these include Data/Information Materials/Supplies Tools/Equipment Facilities/Grounds Budget/Headcount Culture/Consequences What is required depends on both the performance requirements and the environmental supports available What is required depends on both the performance requirements and the human capabilities available

Everything is a process
Process are: Routine or non-routine Formal or Informal In-Control or Not-in-control Human Behavior occurs within a Process context UPSTREAM Upstream Processes Outputs Inputs Other Processes Other Processes Outputs Inputs DOWNSTREAM Downstream Processes © 2002 EPPIC, Inc.

There are 3 Types of Processes within a Systems-bundle
A System is composed of a bundle of processes, owned by a function Leadership Processes lead the system/process-set Core Processes are the reason for being Support Processes exist to enable Leadership L Core C S Support Outputs Inputs measures Downstream Processes © 2002 EPPIC, Inc.

Process Stakeholders Requirements May Vary and Conflict
One view of a…Stakeholder Hierarchy Government Shareholders/Owners Board of Directors L C S Executives Management Outputs Inputs Customers measures Employees Suppliers Downstream Processes Community ©2002 EPPIC, Inc.

Another View of the Enterprise Organizations as Systems
Systems are Bundles of Processes Enterprise L LEVEL 1 Tier 1 C S © 2002 EPPIC, Inc.

Systems are Bundles of Processes L C S Enterprise L LEVEL 1 Tier 1 C S Public Relations L Post-Sale Technical Services LEVEL 2 Tier 1 C S In Bound Call Center L LEVEL 3 Tier 1 C S EPPI - Tier 1 View © 2002 EPPIC, Inc.

Map and/or Model the Critical Processes
Outputs Inputs Process Map View Performance Model View Area of Performance: Key Outputs Tasks Roles/Responsibilities 1 2 3 4 5 Typical Perf . Gaps Prob. Gap Cause dE dK dI Role: < = Role Area of Performance: Key Outputs Tasks Roles/Responsibilities 1 2 3 4 5 Typical Perf . Gaps Prob. Gap Cause dE dK dI Role: < = Role Role 1 Role 2 Role 3 Role 4 Role 5 Downstream Processes EPPI - Tier 2 View

Leadership Systems/Processes
Stakeholder Needs Assessment Strategic Planning Operational Planning Results Measurement & Continuous Improvement Communications Core Systems Support Systems In Bound Call Center L C S © 2002 EPPIC, Inc.

Core Systems/Processes
Leadership Systems Core Systems Call Reception and Routing Call Resolution Call Follow Up Support Systems In Bound Call Center L C S © 2002 EPPIC, Inc.

Support Systems/Processes
Leadership Systems Core Systems Support Systems Process Design Human Resources Environmental Resources Special Projects In Bound Call Center L C S © 2002 EPPIC, Inc.

2 Types of Process Enablers Human and Environmental
EPPI - Tier 3 View (Psychological, Physical, Intellectual) Knowledge/Skills Attributes/Values L Human Asset Enablers C Environmental Asset Enablers S Facilities Consequences $$$ L C S Data & Information Materials & Supplies Machinery, Equipment, & Tools © 2002 EPPIC , Inc.

Human Assets Performance-based Human Asset Requirements > =
Knowledge/Skills Process Map Performance Model > = Attributes/Values Environmental Asset Environmental Asset Environmental Asset Environmental Asset Environmental Asset Environmental Asset Environmental Asset Environmental Asset Environmental Asset Environmental Asset Environmental Asset Environmental Asset Environmental Asset Environmental Asset Environmental Asset Environmental Asset Requirements Requirements Requirements Requirements Requirements Requirements Requirements Requirements Requirements Requirements Requirements Requirements Requirements Requirements Requirements Requirements

Improvements to HAM Systems
HAMS – Human Asset Management Systems Performance-based Human Asset Requirements Human Asset Requirements Environmental Asset Human Asset Human Asset Human Asset Human Asset Human Asset Human Asset Human Asset Human Asset Human Asset Human Asset Human Asset Human Asset Requirements Requirements Requirements Requirements Requirements Requirements Requirements Requirements Requirements Requirements Requirements Requirements Knowledge/Skills Process Map Performance Model > = Environmental Asset Requirements Environmental Asset Requirements Attributes/Values Environmental Asset Environmental Asset Environmental Asset Environmental Asset Environmental Asset Environmental Asset Environmental Asset Environmental Asset Environmental Asset Environmental Asset Environmental Asset Environmental Asset Environmental Asset Environmental Asset Environmental Asset Environmental Asset HAM Systems & Processes Organization & Job Redesign Systems Staffing & Succession Planning Systems Recruiting & Selection Systems Training & Development Systems Performance Appraisal & Management Systems Compensation & Benefits Systems Reward & Recognition Systems Requirements Requirements Requirements Requirements Requirements Requirements Requirements Requirements Requirements Requirements Requirements Requirements Requirements Requirements Requirements Requirements The HAMS are typically HR or Human Capital Systems, and their specific configuration varies across an enterprise

Culture/ Consequences Tools/Equipment/ Machinery
Environmental Assets Performance-based Environmental Asset Enablers Human Asset Human Asset Human Asset Human Asset Human Asset Human Asset Human Asset Human Asset Human Asset Human Asset Human Asset Human Asset Requirements Requirements Requirements Requirements Requirements Requirements Requirements Requirements Requirements Requirements Requirements Requirements Data/Information Materials/Supplies Process Map Performance Model > = Facilities/Grounds Culture/ Consequences Tools/Equipment/ Machinery Budget/Headcount Environmental Asset Environmental Asset Environmental Asset Environmental Asset Environmental Asset Environmental Asset Environmental Asset Environmental Asset Environmental Asset Environmental Asset Environmental Asset Environmental Asset Environmental Asset Environmental Asset Environmental Asset Environmental Asset Requirements Requirements Requirements Requirements Requirements Requirements Requirements Requirements Requirements Requirements Requirements Requirements Requirements Requirements Requirements Requirements

Improvements to EAM Systems
EAMS – Environmental Asset Management Systems Performance-based Environmental Asset Enablers Human Asset Human Asset Human Asset Human Asset Human Asset Human Asset Human Asset Human Asset Human Asset Human Asset Human Asset Human Asset Requirements Requirements Requirements Requirements Requirements Requirements Requirements Requirements Requirements Requirements Requirements Requirements Data/Information Materials/Supplies Process Map Performance Model > = Facilities/Grounds Culture/ Consequences Tools/Equipment/ Machinery Budget/Headcount Environmental Asset Environmental Asset Environmental Asset Environmental Asset Environmental Asset Environmental Asset Environmental Asset Environmental Asset Environmental Asset Environmental Asset Environmental Asset Environmental Asset Environmental Asset Environmental Asset Environmental Asset Environmental Asset Requirements Requirements Requirements Requirements Requirements Requirements Requirements Requirements Requirements Requirements Requirements Requirements Requirements Requirements Requirements Requirements EAM Systems & Processes Information & Data Systems Materials & Supplies Systems Tools & Equipment Systems Financial Systems Facilities & Grounds Systems Culture & Consequence Systems The EAMS are non-HR systems and their specific configuration varies across an enterprise

The 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 3 Future Design 4 Implementation Planning 1 Project Planning & Kick off ©2002 EPPIC, Inc.

Targeting EPPI Project Teams and Roles
5 Key EPPI Project Teams Project Steering Team A team of key stakeholders that own and control all project decisions and resources 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 Design Team Analysis Team Implementation Planning Team “Internal Supplier” representatives will join AT/DT MPs and SMEs to macroplan and “cost out” the post-Targeting EPPI interventions required Project Work Team Will facilitate all project activities and meetings Includes both Client and EPPIC personnel ©2002 EPPIC, Inc.

Phase 1: Project Planning & Kick-off
©2002 EPPIC, Inc. Targeting EPPI Phases Phase 2 Current - State Analysis 3 Future Design 4 Implementation Planning 1 Project Planning & Kick off Current- State Analysis Future- State Design Implementation Planning Project Planning & Kick-off Description – 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 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 2: Current-State Analysis
Targeting EPPI Phases Phase 2 Current - State Analysis 3 Future Design 4 Implementation Planning 1 Project Planning & Kick off ©2002 EPPIC, Inc. Current- State Analysis Future- State Design Implementation Planning Project Planning & Kick-off 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 Outputs – Phase 2 Analysis Team Kick-off Presentation Analysis Report Process Maps/Performance Models and Enabler Matrices for HAR and EAR and Existing System Assessments Phase 2 PST Gate Review Meeting Presentation

Phase 3: Future-State Design
Targeting EPPI Phases Phase 2 Current - State Analysis 3 Future Design 4 Implementation Planning 1 Project Planning & Kick off ©2002 EPPIC, Inc. Current- State Analysis Future- State Design Implementation Planning Project Planning & Kick-off Description – 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 Outputs – Phase 3 Design Team Kick-off Presentation Design Document Target Definitions and Improvement Specifications (for each target) and Improvement Specification Summaries (for each HAM or EAM System) Phase 3 PST Gate Review Meeting Presentation

Phase 4: Implementation Planning
Targeting EPPI Phases Phase 2 Current - State Analysis 3 Future Design 4 Implementation Planning 1 Project Planning & Kick off ©2002 EPPIC, Inc. Current- State Analysis Future- State Design Implementation Planning Project Planning & Kick-off 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 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

Targeting EPPI leads to EPPI I.I.
Targeting EPPI Phases Phase 2 Current - State Analysis 3 Future Design 4 Implementation Planning 1 Project Planning & Kick off ©2002 EPPIC, Inc. Targeting EPPI leads to EPPI Intervention Initiatives ©2002 EPPIC, Inc. EPPI Intervention Initiative Phases ©2002 EPPIC, Inc. EPPI Intervention Initiative Phases ©2002 EPPIC, Inc. EPPI Intervention Initiative Phases with predictable investments for predictable returns

Post-Targeting EPPI Intervention Initiatives
The follow-on EPPI II efforts can be simple or complex, and will address one to three of the key EPPI variables: 1-The Process 2-The Human Assets 3-The Environmental Assets EPPI Intervention Initiatives ©2002 EPPIC, Inc. Simple Improvement Intervention Initiative ABC C B A Macro Project Planning Analysis Design Design Integration & Test Development Development Integration & Test Pilot Test Revision & Release Complex Improvement Intervention Initiative ©2002 EPPIC, Inc.

TAD- Target Audience Data
Description (e.g., Role, Titles, etc. Background Education/Experience, Approximate Number, Turnover, etc. Primary Target Audience __________ Secondary Tertiary

PM- Performance Model Areas of Performance (AoPs)
AoPs segment the performance into chunks Linear performance chunks Nonlinear performance chunks Example: Convenient Store Manager TMC Stores Simple Example Store Manager PERFORMANCE MODEL Areas of Performance A. B. C. D. E. Staff Staff Recruiting, Recruiting, Work Work Progressive Progressive Store Store Customer Customer Selection, Selection, Scheduling Scheduling Discipline Discipline Operations Operations Service Service and Training and Training F. G. Payroll, Payroll, Inventory Inventory Banking, and Banking, and Management Management Financial Financial Management Management ©2002 EPPIC, Inc.

Performance Model Chart
The Performance Model establishes “mastery performance” as the benchmark criterion Key Tasks Describes the key activities needed to produce the outputs Roles/Responsibilities Clarifies who is typically responsible for performing the tasks Deficiency dE=Environment dK=Knowledge/skill dI=Individual attribute/value Key Outputs and Metrics or Measures Describes what is produced from doing the job tasks and identifies key performance measures of each output Typical Performance Gaps Identifies 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 Stores Store Management Performance Model ©2002 EPPIC, Inc. Area of Performance: • Key Outputs - Measures Probable Gap Cause(s) dE dK dI = deficiency - Environment deficiency - Knowledge/skill deficiency - Individual attribute/ value Role: 1 = 2 = 3 = 4 = Typical Performance Gaps Form Design ©2002 EPPIC, Inc. 4/99 Page 1 A. Staff Recruiting, Selection, and Training 1 = District Manager 2 = Store Manager 3 = Assistant Manager 4 = 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 ü Too few candidates Poor choice Poor recruiting Local economy Neglect to check references References do not provide key information Form Example 14

The Most Convenient Store Roles/Responsibilities
Store Manager Performance Model Area of Performance: A. Staff Recruiting, Selection, and Training dE dK dI • Key Outputs - Measures Roles/Responsibilities Typical Performance Gaps Probable Gap Cause(s) Key Tasks 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 dK dE      Role: 1 = District Manager 2 = Store Manager 3 = Assistant Manager 4 = Clerk dE = deficiency - Environment dK = deficiency - Knowledge/skill dI = deficiency - Individual attribute/value Form Design ©2002 EPPIC, Inc. 4/00 Page 1

Deriving the Human Asset Enablers
There are two kinds of human asset enablers Knowledge/skills Attributes/values The human asset enablers are systematically derived from the Performance Model Human Asset Requirements Knowledge/Skills Attributes/Values Process Map < = Performance Model © 2002 EPPIC, Inc.

Knowledge/Skill Categories*
1. Company Policies/Procedures/ Practices/Guidelines 2. Laws, Regulations, Codes, Agreements, and Contracts 3. Industry Standards 4. Internal Organizations and Resources 5. External Organizations and Resources 6. Marketplace Knowledge 7. Product/Service Knowledge 8. Process Knowledge 9. Records, Reports, Documents, and Forms 10. Materials and Supplies 11. Tools/Equipment/Machinery 12. Computer Systems/Software/Hardware 13. Personal/Interpersonal 14. Management/Supervisory 15. Business Knowledge and Skills 16. Professional/Technical 17. Functional Specific Category: ABC Category: XYZ Category: Tools/Equipment Knowledge/Skill Matrices Category: Records/Reports * Plus the knowledge/skill of performance outputs and tasks and roles/responsibilities from the Performance Model ©2002 EPPIC, Inc.

Human Asset Enablers - Knowledge/Skill Matrix
F E D C B A Depth A/K/S Volatility H/M/L Difficulty Criticality Select/ Train S/T Link to Area of Performance K/S Item Knowledge/Skill Category: <Company/Client Name> <Audience> Knowledge/Skill Matrix A = B = = Criticality/Difficulty/Volatility H High M Medium L Low Depth of Coverage A = Awareness K = Knowledge S = Skill Codes: Form Design ©2002 EPPIC, Inc. <Company/Client Name> <Audience> Knowledge/Skill Matrix Knowledge/Skill Category: Knowledge/Skill Category: Knowledge/Skill Category: AoP AoP AoP AoP Link Link Link Link B A Depth A/K/S G F G F E D C B A Depth A/K/S G F E D C B A Depth A/K/S Link to Area of Performance Link to Area of Performance Link to Area of Performance Select/ Select/ Select/ Depth Depth Depth Depth Identifies the Identifies the segment of segment of G F E D C Train Train Train Criticality Criticality Criticality Difficulty Difficulty Difficulty Volatility Volatility Volatility Depth The level to The level to A B C D E which any which any the job the job K/S Item K/S Item K/S Item S/T S/T S/T H/M/L H/M/L H/M/L H/M/L H/M/L H/M/L H/M/L H/M/L H/M/L A/K/S training & training & where the where the development development knowledge knowledge needs to go needs to go or skill or skill enables enables performance performance Volatility Volatility Volatility Volatility Ranks how often Ranks how often and significantly and significantly the knowledge the knowledge or skill will or skill will change change Difficulty Difficulty Difficulty Difficulty Ranks how difficult Ranks how difficult the item is to learn the item is to learn K/S Item K/S Item K/S Item K/S Item Identifies the Identifies the discrete discrete knowledge knowledge Criticality Criticality Criticality Criticality or skill item or skill item Ranks the Ranks the relationship relationship between having between having the knowledge the knowledge or skill and or skill and performance performance mastery mastery Codes: Link to Area of Performance Criticality/Difficulty/Volatility Depth of Coverage Select/Train Select/Train Select/Train Select/Train Denotes whether Denotes whether A = E = H = High A = Awareness the item is a the item is a B = F = M = Medium K = Knowledge selection criteria/ selection criteria/ C = G = L = Low S = Skill condition or condition or needs to be needs to be D = covered in covered in training & training & development development 15

Attribute/Value Matrices
Targeting EPPI Process: Deriving Human Asset Enablers Attribute/Value Categories 18. Psychological Attributes 19. Physical Attributes 20. Intellectual Attributes 21. Values Category: ABC Category: XYZ Category: Physical Attribute/Value Matrices Category: Psychological ©2002 EPPIC, Inc.

Human Asset Enablers Matrices
AoP Link Identifies the segment of the job where the attribute or value enables performance A/V Item discrete value item Extent The level of organizational effort required to institute the attribute or value Volatility Ranks how often and significantly the attribute or value will change Difficulty Ranks how difficult it is to accommodate Criticality Ranks the relationship between having value and mastery Select/ Accommodate Denotes whether the item is a selection criteria/condition or will be accommodated by organization G F E D C B A H/M/L S/A Link to Area of Performance Attribute/Value Category: <Company/Client Name> <Audience> Attribute/Value A = B = = Criticality/Difficulty/Volatility/Extent H High M Medium L Low Codes: Form Design ©2002 EPPIC, Inc. 15

Targeting EPPI Process: Deriving the Environmental Asset Enablers
There are six kinds of environmental asset enablers Data/Information Materials/Supplies Tools/Equipment Facilities/Grounds Budget/Headcount Culture/Consequences The environmental asset enablers are systematically derived from the Performance Model Process < Performance Map = Model Data/Information Materials/Supplies Tools/Equipment Facilities/Grounds Budget/Headcount Culture/Consequences Environmental Asset Requirements © 2002 EPPIC, Inc.

Environment Asset Enabler Categories
22. Data/Information 23. Materials/Supplies 24. Tools/Equipment 25. Facilities/Grounds Budget/Headcount Culture/Consequences Category: ABC Category: XYZ Category: Materials Environmental Asset Matrices Category: Data/Information ©2002 EPPIC, Inc.

Example: Environmental Asset Enabler Matrices
AoP Link Identifies the segment of the job where the data or information enables performance D/I Item discrete data or information item Extent The level of organizational effort required to install/create information item Volatility Ranks how often and significantly information will change Criticality Ranks the relationship between having information and mastery Present/Address Denotes whether supports performance 100 percent as is or must be addressed G F E D C B A H/M/L Difficulty Present/ Address P/A Link to Area of Performance Data/Information Category: <Company/Client Name> <Audience> Data/Information Matrix A = B = = Criticality/Difficulty/Volatility/Extent H High M Medium L Low Codes: Form Design ©2002 EPPIC, Inc. G F E D C B A Extent H/M/L Volatility Difficulty Criticality Present/ Address P/A Link to Area of Performance D/I Item Data/Information Category: <Company/Client Name> <Audience> Data/Information Matrix A = B = = Criticality/Difficulty/Volatility/Extent H High M Medium L Low Codes: <Company/Client Name> <Audience> Data/Information Matrix Data/Information Category: Data/Information Category: Data/Information Category: Extent Extent Extent Extent AoP AoP AoP AoP Link Link Link Link G F E D C B A Extent H/M/L G F E D C B A Extent H/M/L B A Extent H/M/L G F Link to Area of Performance Link to Area of Performance Link to Area of Performance Present/ Present/ Present/ The level of The level of Identifies the Identifies the G F E D C Address Address Address Criticality Criticality Criticality Difficulty Difficulty Difficulty Volatility Volatility Volatility Extent organizational organizational segment of segment of the job where the job where D/I Item D/I Item D/I Item A B C D E P/A P/A P/A H/M/L H/M/L H/M/L H/M/L H/M/L H/M/L H/M/L H/M/L H/M/L H/M/L effort required to effort required to install/create install/create the data or the data or the data or the data or information information enables enables information item information item performance performance Volatility Volatility Volatility Volatility Ranks how often Ranks how often and significantly and significantly the data or the data or information will information will change change Difficulty Difficulty Difficulty Difficulty Ranks how Ranks how difficult the data difficult the data or information or information D/I Item D/I Item D/I Item D/I Item item is to use item is to use Identifies the Identifies the discrete data discrete data or information or information Criticality Criticality Criticality Criticality item item Ranks the Ranks the relationship relationship between having between having the data or the data or information and information and performance performance mastery mastery Codes: Link to Area of Performance Present/Address Present/Address Present/Address Present/Address Criticality/Difficulty/Volatility/Extent Denotes whether Denotes whether A = A = E E = = H = High the data or the data or B = B = F F = = M = Medium information item information item C C = = G G = = supports supports L = Low performance 100 performance 100 D D = = percent as is or percent as is or must be must be addressed addressed 15

Summary. . . Analysis Data Used for Targeting EPPI
C S L Performance Model < = Process Map Leadership Systems & Processes Core Systems & Processes Support Systems & Processes Attributes/Values Knowledge/Skills Human Asset Requirements Environmental Asset Requirements Facilities/Grounds Tools/Equipment Materials/Supplies Data/Information Budget/Headcount Culture/Consequences The Process The process must be designed for efficient delivery to meet stakeholder metrics The Human Asset Enablers Humans 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, skills Physical attributes Psychological attributes Intellectual attributes Values The Environmental Asset Enablers The environment provides several types of enabling assets for the humans to use while performing the job; these include Data/Information Materials/Supplies Tools/Equipment Facilities/Grounds Budget/Headcount Culture/Consequences What is required depends on both the performance requirements and the environmental supports available What is required depends on both the performance requirements and the human capabilities available

Enterprise Process Performance Improvement Consultancy
EPPI is… Enterprise Process Performance Improvement and EPPIC is the Enterprise Process Performance Improvement Consultancy

Additional References/Resources
Performance Modeling & Human Asset Enabler Analysis Lean-ISD via the PACT Processes for Training & Development Lean-ISD White Paper PACT Facilitation How to Build a Training System That Won’t Burn Down The Training Factor of the Quality Equation Technology Transfer Using the PACT Processes for T&D Balancing Conflicting Stakeholder Requirements Continuous Improvement and Training Managing Human Assets Using a Group Process to Create Models and Matrices “Gopher” more at eppic.biz see Resources/Articles at

About Guy W. Wallace, CPT Key Areas of Expertise
Performance Modeling (PM) Since 1979, Guy has conducted more than 175 group process Performance Modeling sessions. Curriculum Architecture DesignSM (CAD) He has conducted 72 performance-based CAD projects since Modular Curriculum DevelopmentSM (MCD) Guy has conducted more than 50 performance-based MCD projects since 1982. Instructional Activity DevelopmentSM (IAD) He has designed and developed more than two dozen performance-based simulation exercises for performances covering labor relations, high-tech product management, sales, ISD, plus many others. ISD Project Planning and Management Guy is the lead author of the lean-ISD methodologies of the PACTSM Processes for T&D. Group/Team Process and Facilitation Guy has facilitated more than 300 group meetings to accomplish both human performance and business process improvement goals. Guy has been in the T&D field since 1979 and an ISD/HPT consultant since His clients include 29 of the current Fortune 500. He is the author of three books, more than 50 articles, and has presented more than 50 times at international conferences and local chapters. He is currently the president of ISPI. His biography is listed in Who’s Who in America.Guy is a Certified Performance Technologist.

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