October 19, 2006 meeting (39HG)
- Next Meeting (Teleconference), October 19th, 10 am - 12 noon. Call-in: 202-366-3920 and passcode 1736. We will recap selected Federal IT Summit events and discuss latest status of Federal CIOC Strategic plan among other things. (3A31)
- File Repository (3A58)
Meeting Materials and Notes: (39HS)
- The EPIC strategic initiatives right now are focused mainly on improving the processes that people perform, using standards-based best practices, and measuring and improving process capability in relation to standards that provide fundamental essential best practice. There has not been much discussion regarding technology except as it supports what people do, and the idea is to get/encourage people to do the right things first! (to improve the processes they perform). However, this is of course another interesting topic. And there are process standards that relate to best practices for reuse, domain engineering, etc ... which again is on the process side, not the technology side ... but it leads to reusable technology. (3A5J)
- Some recommendations regarding the CIO Bootcamp curriculum ... in particular as pertains to Process Improvement and the CIO. I hope that topics such as these can be included in the CIO Bootcamp, which seems a most appropriate avenue in view of CIO responsibility in this area (which CIOs might not generally be aware of). (3A5K)
- 1. Roles and responsibilities - cover Clinger-Cohen Act which states that Agency CIOs have responsiblity for "promoting the effective and efficient design and operation of all major information resources management processes for the executive agency, including improvements to work processes of the executive agency" (Sec 5125(b)(3)) (3A5L)
- 2. Process Improvement Approaches - provide information on various approaches the CIO might use to carry out process improvement responsibilities across the agency (3A5M)
- 3. Process Improvement Governance - provide information on ways to establish executive support, oversight, and accountability for process improvement across the agency including setting policy, high level goals and measures for tracking process performance and capability (3A5N)
- 4. Change Management - provide leadership training in change management and continuous improvement concepts, attributes of a culture of continuous improvement fostered by strong leadership (example attributes include: open communication, blame-free reporting of errors, employee empowerment to change and improve work processes, continuous learning, customer/quality focus, motivation/encouragement to challenge status quo and suggest innovation, etc). (3A5O)
- FCW, September 11, 2006: EA: Seeking a Holistic Approach: (3A5P)
