1. The EPPI Leadership-Core-Support Areas of Performance Framework
Process Design/ re-design S2
Human Assets Management S3
Environmental Assets Management S4
Special Assignments L4
Results Measurement Planning & Management L1
Stakeholder Relationship Management/ System Governance L2
Strategic Planning & Management L3
Operations
Planning & Management L5
Process Improvement Planning & Management C1
Planning
Work
of ICs and self C2
Assigning C3
Monitoring C4
Troubleshooting L6
Communications Planning & Management
IC1
AoP A
AoP B
AoP C
AoP D
Individual Contributor/Team AoPs
Management AoPs
©2007/2017 EPPIC Inc. and Guy W. Wallace
Performance Improvement- Beyond Instruction
When Looking Beyond Individual Performance and the Enablers and the Gaps
Guy W. Wallace Pursuing Performance EPPIC Inc

2. Leadership - Areas of Performance
The EPPI Leadership-Core-Support Areas of Performance Framework
Leadership - Areas of Performance L1
Stakeholder Relationship Management/ System Governance
Being in sync with all of your Stakeholders and driving your Organization by their Requirements L2
Strategic Planning
& Management
Being in sync with all of your Stakeholders’ Strategic Plans and reflecting all of that in your Strategic Plans L3
Operations
Planning & Management
Being in sync with your own Strategic Plan as reflected by your Operations Plans and Budgets
Guy W. Wallace Pursuing Performance EPPIC Inc

3. Leadership - Areas of Performance
The EPPI Leadership-Core-Support Areas of Performance Framework
Leadership - Areas of Performance L4
Results Measurement Planning & Management
Having your Targeted Results Metrics/ Measurements in sync with all of your Strategic and Operational Plans L5
Process Improvement Planning & Management
Addressing priority shortcomings in your Measured Results L6
Communications Planning & Management
Communicating to all Stakeholders effectively
Guy W. Wallace Pursuing Performance EPPIC Inc

4. Core - Areas of Performance
The EPPI Leadership-Core-Support Areas of Performance Framework
Core - Areas of Performance C1
Planning
Work
of ICs and self
Planning Work – of the Organization’s owned Processes and those Processes owned by others that the Organization Supports C2
Assigning
Work
of ICs and self
Assigning Work – of the Organization’s owned Processes and those Processes owned by others that the Organization Supports
IC1
AoP A
AoP B
AoP C
AoP D
Supported Processes
Owned Processes
What
Work?
Guy W. Wallace Pursuing Performance EPPIC Inc

5. Core - Areas of Performance
The EPPI Leadership-Core-Support Areas of Performance Framework
Core - Areas of Performance C3
Monitoring
Work
of ICs and self
Monitoring Work – of the Organization’s owned Processes and those Processes owned by others that the Organization Supports C4
Troubleshooting
Work
of ICs and self
Trouble Shooting Work – of the Organization’s owned Processes and those Processes owned by others that the Organization Supports
IC1
AoP A
AoP B
AoP C
AoP D
Supported Processes
Owned Processes
What
Work?
Guy W. Wallace Pursuing Performance EPPIC Inc

6. Support - Areas of Performance
The EPPI Leadership-Core-Support Areas of Performance Framework
Support - Areas of Performance S1
Process Design/ re-design
Designing new or Redesigning existing Processes that the Organization owns S2
Human Assets Management
Addressing the needs of specific Human Assets’ capabilities and capacity to support the owned Processes and those Processes owned by others
Guy W. Wallace Pursuing Performance EPPIC Inc

7. Support - Areas of Performance
The EPPI Leadership-Core-Support Areas of Performance Framework
Support - Areas of Performance S3
Environmental Assets Management
Addressing the needs of specific Environmental Assets’ capabilities and capacity to support the owned Processes and those Processes owned by others S4
Special Assignments
Supporting all Special Assignments as requested
Guy W. Wallace Pursuing Performance EPPIC Inc

8. The EPPI Leadership-Core-Support Areas of Performance Framework
Core AoPs include managing or supporting those Processes that are Owned by the Organization or Supported by the Organization
Individual Contributor/Team AoPs
Planning – Assigning – Monitoring – Troubleshooting Work
A Process Workstream
A Process Workstream
A Process Workstream
A Process Workstream
A Process Workstream
IC1
AoP A
IC1
AoP B
IC1
AoP C
IC1
AoP D
A Process Workstream
Owned Processes
Supported Processes
©2007/2017 EPPIC Inc. and Guy W. Wallace
Guy W. Wallace Pursuing Performance EPPIC Inc

9. Systematically Deriving the Enablers of Process Performance
The EPPI Leadership-Core-Support Areas of Performance Framework
Systematically Deriving the Enablers of Process Performance
Guy W. Wallace Pursuing Performance EPPIC Inc

10. Systematically Deriving the Enablers of Process Performance
The EPPI Leadership-Core-Support Areas of Performance Framework
Systematically Deriving the Enablers of Process Performance
Guy W. Wallace Pursuing Performance EPPIC Inc

11. The EPPI Leadership-Core-Support Areas of Performance Framework
Example of HA Enablers Capture Format via Systematic Derivation
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.
Guy W. Wallace Pursuing Performance EPPIC Inc

12. The EPPI Leadership-Core-Support Areas of Performance Framework
Example of EA Enablers Capture Format via Systematic Derivation
Difficulty
Ranks how
difficult the data
or information
item is to use
AoP
Link
Identifies the
segment of
the job where
the data or
information
enables
performance
D/I Item
discrete data
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
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.
Guy W. Wallace Pursuing Performance EPPIC Inc

13. The EPPI Leadership-Core-Support Areas of Performance Framework
Guy W. Wallace Pursuing Performance EPPIC Inc