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Realizing Performance-Centered Design Webinar - February 17, 2005 Methods and Technologies for Competency and Performance EPSScentral LLC Gary J. Dickelman.

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Presentation on theme: "Realizing Performance-Centered Design Webinar - February 17, 2005 Methods and Technologies for Competency and Performance EPSScentral LLC Gary J. Dickelman."— Presentation transcript:

1 Realizing Performance-Centered Design Webinar - February 17, 2005 Methods and Technologies for Competency and Performance EPSScentral LLC Gary J. Dickelman President & CEO EPSScentral LLC +1 (703)

2 2 Objectives 1.Know the fundamental of performance-centered methodologies and tools 2.Understand the relationships between competency, performance and quality 3.See how organizations have achieved business performance through human performance by applying performance-centered tools and methodologies 4.Become familiar with available products that support the performance-centered developer’s toolkit At the conclusion of this session, you will:

3 3 Grudin’s Law “When those who benefit [from technology] are not those who do the work, then the technology is likely to fail or, at least, be subverted.” - Jonathan Grudin * *from Donald A. Norman’s Things That Make Us Smart: Defending Human Attributes in the Age of the MachineThings That Make Us Smart: Defending Human Attributes in the Age of the Machine

4 4 Miller’s Law “The average person has the attention span of a ferret after two cappuccinos.” - Dennis Miller

5 5 Performance Centered Methodology Performance in Performance Support and Performance Centered Design (PCD) means business performance through human performance Models of PCD have therefore evolved along with business models that address current economic conditions For the current era, PCD means getting the right process right, quickly and continuously

6 6 Issues Today the majority of business processes are supported through the strategic application of enterprise systems (SAP, PeopleSoft, Oracle, Siebel, and more) On average, knowledge workers must interact with 5 – 12 major computer systems to complete their business processes Knowledge worker competency is therefore a function of mastering business content as it relates to system/business processes

7 7 Observations Much time and energy are spent in system development / maintenance documenting business processes to inform subsequent phases When systems are built and deployed explicit representations of process are lost to the performer (user, worker) Business processes representations remain internal to the system but not visible to the performer Therefore workers must be trained on business processes as system interfaces provide little support BUT training in advance of doing falls short of enabling performance by over of 80%

8 8 Paradox Manufacturing and engineering systems enjoy methodologies that help organizations to improve business processes, such as: –Deming Cycle –Kaoru Ishikawa Cycle –Total Quality Management (TQM) –Quality Function Deployment (QFD) –Reengineering –Six Sigma –Agile Development –Robust Design (Taguchi Methods) –Adaptive Enterprise BUT when business processes are manifested primarily in enterprise systems, such methodologies do little to make processes explicit and supportive of the performer and the work that must be accomplish. Deming/ Ishikawa DMAIC DMADV

9 9 Example of the Paradox Employee ID Date of Marriage Married Name Spouse Name Address Spouse SSN Spouse Birthdate Spouse Birthplace Spouse Gender Spouse Status Spouse Work Federal Tax Status Federal Tax Allowances State of Residence State Tax Status State Tax Allowances In the PeopleSoft ERP system the knowledge worker is faced with mentally mapping the business rules to the navigation flow shown here for a simple task such as changing a marital status, with no explicit support.

10 10 Example of the Paradox But the PeopleSoft system was developed and is maintained using one or more of the “Quality” methodologies The same is true for all major enterprise systems Unintended consequences: –Consistently high cost of establishing and maintaining worker competency (in 2002, one third of global system training expenditures were in support of SAP alone) –Consistently high rate of system/business errors and omissions –Customer and asset retention low (where knowledge workers provide customer service) –Consistently high total cost of ownership of enterprise systems WITHOUT any significant improvement in the items listed above

11 11 Question How can the successes of “Quality” methodologies (Deming, QFD, Ishikawa, Taguchi, Six Sigma) be translated to improving enterprise system processes from the knowledge worker’s perspective? DMADVDefine Measure Analyze Design Verify DMAICDefine Measure Analyze Improve Control Ishikawa cycle

12 12 Answer Extend the analyst’s toolkit to include “Quality” tools that will make a difference to performers whose business processes are primarily within enterprise systems.

13 13 Observations Mitigate low performance. Performance time cutover Reduce time to cutover. Reduce low performance Period. Continuously increase performance. Such a business analyst’s or developer’s toolkit would server to: –Shorten development and maintenance cycles –Mitigate lapses in productivity –Shorten time of high errors and omissions –Support and improve human performance continuously –Reduces the complexity of business processes as the primary means of improving human performance

14 14 Example 1 ASC Enterprise System (PeopleSoft) Toolkit used to: Rapidly capture four critical business processes and eight sub-processes Analyze efficiencies Model process improvement Test process improvement via user experience simulations Generate improved user interface objects Test user interface objects Migrate new interface objects to production Results: Entire cycle took less than one (1) work day Eliminated 99% of all training on ASC for position management for all users Decreased time-to-competency from 3 days to less than 1 hour Increased accuracy from an average of 65% to over 99% Reduced maintenance costs for ASC by 90% Task simplification and application integration resulting in 5x productivity gains and $4M savings

15 15 Performance-Centered Solution Intelligent Dialogue – Delivers contextual support Embedded guide that monitors and ensures performance Simulation Alternate interface

16 16 Example 2 Cumulative CBA - 5 years Conventionalwith PCD toolkit development cost (1 year) $ 3,307,650 $ 471,000 maintenance cost (1 year) $ 1,653,825 $ 235,500 License maint. Cost (1 year) $ - $ 21,000 Duplication of Production - annual costs $ - Year 1 $ 4,961,475 $ 727,500 Year 2 $ 9,922,950 $ 1,455,000 Year 3 $ 14,884,425 $ 2,182,500 Year 4 $ 19,845,900 $ 2,910,000 Year 5 $ 24,807,375 $ 3,637,500 Savings PCD vs. Conventional $ 21,169,875 Saving $5M per year by applying PCD methods and technology

17 17 Example 3 D Solution # of tasks Average Number of Steps Total dev. time PCD Estimated Total Savings Total Dev.time for conventional solution A Days (19 hours) 16.5 Days 19 Days (152 hours) B1452 Days (14 hours) 12 Days 14 Days (112 hours) C14207 Days (56 hours) 49 Days 56 Days (448 hours) Days (28 hours) 24.5 Days 28 Days (224 hours) This table lists the number of tasks for each intervention, as well as the estimated time for creating interventions (Traditional vs. with PCD toolkit) Saving over $1M per year by applying PCD technology and methodology E32108 Days (64 hours) 56 Days 64 Days (512 hours) F Days (28 hours) 24.5 Days 28 Days (224 hours)

18 18 More Examples Many more examples can be found among the annual winners of the PCD Awards:

19 19 Analyst/Developer’s Toolkit Remote capture of performer actions Model current state of performer actions Analyze performer actions in relation to business processes / goals Model future state based on analysis Simulate future state and conduct formative evaluation Construct future state solution Implement future state solution Continuous monitoring / iterations

20 20 Observations Deming/ Ishikawa DMAIC DMADV Deming Cycle Kaoru Ishikawa Cycle Total Quality Management (TQM) Quality Function Deployment (QFD) Reengineering Six Sigma Agile Development Robust Design (Taguchi Methods) Adaptive Enterprise

21 21 Features of Developer’s Toolkit Group I: Capture and Analyze System/action automated checksheets Real-time (remote, unobtrusive) capture of user actions within their enterprise systems (automatic raw data capture) Rapid analyzers –Create histograms, Pareto charts, control charts, scatter charts, etc., immediately from captured interaction data Group II: Model and Simulate Inferred process models –Significant portions of “as-is” models auto-generated from system/action checksheets Rapid process modelers –Quickly modify inferred models to create “to-be” models based on analyzer results User experience simulation object generators –Auto-generated from process models –Remote capture checksheets and analyzers applied to simulations Group III: Generate knowledge, optimize and integrate processes, embed/fuse knowledge Learning/Reference/Knowledge object generators and “contextualizers” Process optimization /integration generators –From to-be process models –Bound to the enterprise systems –Integrate systems / simplify and improve business processes The Toolkit (technology and methods) exemplifies best “Quality” practices.

22 22 Caveats Products that support the Toolkit address a number of markets, in varying degrees of depth and breadth. The next slide is not meant to suggest anything comparative but only relates the product target markets to elements of the Toolkit. Just because a product addresses more of the toolkit than another does not mean that it is a better product.

23 23 Available Tools Epiplex™ Complete developer/analyst toolkit (www.epiance.com)www.epiance.com Certify™ from Worksoft Grounded in script-free software testing, functional automation and certification and evolving to support major portions of the toolkit (www.worksoft.com)www.worksoft.com AboveAll Studio Next generation composite application development environment based on semantic web service layer (www.aboveallsoftware.com)www.aboveallsoftware.com 2Work! EPSS performance support integrator for web-based applications (www.thinksmartps.com)www.thinksmartps.com ActiveGuide performance support integrator for web- based applications (www.rocketools.com)www.rocketools.com SimCad Process simulator - design, validate, and implement your ideas without disturbing your production process Morae usability analysis software (www.techsmith.com)www.techsmith.com TeamWorks®5 tools for continuous improvement of business processes by supporting multi-disciplinary teams with a “shared model”: approach (www.lombardisoftware.com)www.lombardisoftware.com

24 24 Above All Studio Composite application assembly with no programming: Visual tools and wizards that focus on the business needs, not technology Semantic service layer Application assemblers snap together composite applications Hides the technical intricacies about underlying systems and technologies Organizes services in familiar business object terms (customers, orders)

25 25 Above All Studio Composite application assembly with no programming: Visual tools and wizards that focus on the business needs, not technology Semantic service layer Application assemblers snap together composite applications Hides the technical intricacies about underlying systems and technologies Organizes services in familiar business object terms (customers, orders)

26 26 ActiveGuide Provides embedded guidance for web-based applications.

27 27 2Work! EPSS

28 28 Epiplex BPI Suite (1) Administrator schedules remote capture sessions across the enterprise (2) Capture remotely (3) Analyze

29 29 Conclusions Performance-centered methodology embraces the “quality methods” including business process, content/knowledge and persona Performance and competency are enabled by addressing a complete lifecycle Tools and techniques are available to form a complete developer’s toolkit Many organizations are realizing the performance vision by applying the toolkit and measuring remarkable results, represented in $$Millions per year)

30 30 Questions & Answers EPSScentral LLC (703)


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